Professional Documents
Culture Documents
Policy Briefings (Tips for RAPD course)
Policy Briefings (Tips for RAPD course)
British Academy, ‘Punching our weight: the humanities and social sciences in public
policy making’, September 2008
Policy briefings as
communication tools
• Identify who has the ability to make the changes you are
recommending and speak directly to their interests and priorities
• Use compelling images and data visualisation
• Use plain, direct language and avoid jargon
• Explain why your reader should care about the research
• Ensure you understand the current policy landscape
• State specifically what should change
Suggested Structure
• Title
• Abstract/key points
• Introduction/context: background, need for paper and existing
policy landscape
• Analysis: what is the need for policy change? What are the possible
options? Why have you recommended as you have? What is the
evidence? Why and how will your recommendations bring about
positive change?
• Recommendations: what should the policy maker do next?
Design Tips
• Highlight key points and break
up material
• Make sure the title of the brief
stands out
• Use sub-headings, bullet points
and boxes to break up text
• Two columns often works well
• Keep paragraphs short – about 3-
4 sentences each
• Use colour and images, but keep
it simple and professional
Avoiding Jargon
• Use simple definitions
• Food security means everyone having enough healthy food to eat,
all of the time.
• Primitivism means nostalgia for an earlier, simpler and better time,
especially a time before civilisation.
• Sustainable Development means…?
• Use analogies
• Postcolonial theory is like feminist theory, but in relation to race
and ethnicity instead of sex and gender.
• Spell out acronyms and use a key if necessary
• Use text boxes to define key concepts
Common Pitfalls
• Using statement of intention/ aspiration rather than a clear
framework for action.
• Creating an overly political briefing
• Not explaining the nature of the research, who was
consulted, and the basis on which the recommendations
have been made
• Too focused on advocacy rather than evidence.
• A poorly-designed theory of change (i.e., making
recommendations which do not address your analysis of the
problem).
• Technical jargon and unclear language.
• Directing your research and recommendations to the wrong
audience.