The debriefing should focus on matters listed in the approach to the market and should not address any matters not covered by the evaluation criteria. It may be possible in certain circumstances for legal action to be taken by unsuccessful tenderers if this occurs.

Topics covered in debriefings can include:

•  project methodology and/or design issues

•  organisation, management and administration

•  price

•  nominated personnel including the experience and quality of operational, management and other personnel

•  experience of the tenderer generally

•  work schedule issues; the acquiring entity's expectations and what it has found achievable in the market, without identifying individual contractors

•  vagueness or unacceptability on delivery dates if important to the decision

•  facilities and equipment if inappropriate, inefficient or outdated, or if they would increase costs or affect timeframes

•  subcontracting the arrangements where inappropriate or inefficient, including where the proposed subcontractor lacked necessary qualifications or experience, or if a proper control system was lacking

•  industrial relations and/or occupational health and safety issues

•  failure to comply with government policies or requirements

•  quality management issues (such as inadequate quality assurance certification or other control methods, or systems people and training), and

•  support, warranty or after sales service issues.

The debriefing should focus on matters listed in the approach to the market and should not address any matters not covered by the evaluation criteria.

Good Practice Tip: Approach to debriefing

The general sequence of events for debriefings is:

•  approval of material and approach as necessary by senior management

•  send formal advice to unsuccessful tenderers, including an offer to debrief

•  await request for debriefing from one or more of the unsuccessful tenderers

•  agree time(s), date(s) and venue for debriefing

•  prepare debriefing material from tender evaluation report, and

•  conduct briefing.

Debriefing meetings should generally be chaired by the most senior officer involved in the procurement and should involve end-user representation where appropriate.