policy-brief

Policy Brief

A brief exists to inform one specific choice by one specific decision-maker - not to survey a literature. The costly failure is the brief that is read only as far as its summary and gives the reader nothing actionable there, or that strawmans the rejected options and loses credibility the moment a stakeholder notices. Write so that a busy reader who stops after the first half-page still knows the problem, the recommendation, and why.

Inputs to collect

1. Who decides, and what decision they face - the single question the brief must answer. If the user cannot name the decision, help them narrow it before writing; "inform them about X" is not a decision.
2. The decision deadline and any political, budget, or legal constraints that rule options in or out.
3. The evidence available: studies, data, prior evaluations. Note what is missing; gaps shape how strongly the brief can recommend.
4. The audience's technical depth. Default: intelligent non-specialist - define every acronym on first use.
5. Length target. Default: one to four pages. Longer than four pages is a report, not a brief.

Label anything assumed rather than supplied.

Operating procedure

Order matters: options cannot be compared until criteria are fixed, and the executive summary is written last even though it appears first.

1. Fix the decision and criteria. State the choice in one sentence. Choose 3-5 comparison criteria - effectiveness, cost, equity, feasibility, time-to-impact are the standard set - and hold them constant across every option.
2. Draft the problem statement. What is wrong, who is affected, why now, and the cost of inaction. Quantify wherever possible; a problem without a number invites indefinite delay.
3. Compress the background. Only what is needed to understand the problem - typically one to two paragraphs.
4. Assemble the evidence. Cite credible primary sources; note the strength and limitation of each. Distinguish strong causal evidence (randomized or well-identified quasi-experimental) from correlation and from expert opinion, and say which is which. Present evidence on all sides, including findings inconvenient to the eventual recommendation.
5. Build 2-4 realistic options, always including the status quo. For each: how it works, expected impact, cost, feasibility, key trade-offs - scored against the fixed criteria in a comparison table. Do not strawman the options you reject; state each option's best case fairly.
6. Recommend and condition. Name the preferred option, the reasoning against the criteria, the assumptions it rests on, and the conditions under which the recommendation would change.
7. Sketch implementation. Concrete first steps, owners, and timeline - a recommendation without a first step is a suggestion.
8. Write the executive summary last. Problem plus recommendation in 3-4 sentences that stand alone. Many readers read nothing else.