Policy

Brief

June 2020

Author
Robert Fonberg

Practical Guide To Writing Briefing

Notes In The Government Of Canada
This policy brief has been
funded by the Defence Secu-
rity Foresight Group (DSFG), a
network funded by the Mobi-
lizing Insights in Defence and
Security (MINDS) program that
is designed to facilitate collab-
oration and mobilize knowl-
edge between the Department
of National Defence, the Ca-
nadian Armed Forces, and ac-
ademia and other experts on
defence and security issues.
Overview

The briefing note is an essential tool for convey- > both in narrow terms (e.g. within your depart-
ing information and for contributing to the deci- ment
sion-making process in all government depart- > Who needs to be aware and consulted and
ments and agencies. It is used to explain and how much understanding do they have?
express ideas, target sources of concern, analyze > How is the issue aligned with the govern-
issues, provide advice, make recommendations ment’s priorities?
and seek decisions. For accountability reasons all > Are stakeholder consultations required?
government decisions are based on written docu- > How does this fit within the other priorities
ments. the Minister or Deputy Minister is managing?

In some cases, those decisions will be within the au- > as well as in broad terms (e.g. outside of your
thority of the Minister (or Deputy Minister), while department)
in others they will require cabinet deliberation and > What other departments have an interest in
decision. In some cases, where the decision is within the issue?
the authority of the Minister but is sensitive, there > And, if there is a decision to be taken, whose
may be informal consultations with other Ministers decision is it and what is the process for making
and departments/central agencies. it?
> Will it require a Cabinet discussion/deci-
In the public service, learning how to write a good sion?
briefing note is an excellent way to understand and
be involved in an organization’s decision-making Ensuring you have fully thought through the con-
process. text, the decision-making environment, the key
consultations, and avoiding surprises can often
The purpose of this guide is to help you understand take more time than writing the note itself.
how to think through your approach to a briefing
note and to give you the skills to write briefing Over time, structuring and writing briefing notes
notes in the federal government. The key elements and determining what needs to be in them will be-
in, and process for the preparation of, briefing notes come second nature. As briefing notes are critical to
are largely applicable across all departments. While accountable decision making, you will get a great
each department will have their own specific for- return on the up-front investment in understanding
mats for their notes (which may change over time) the purpose of such notes and how to approach
the differences are more a matter of form than sub- and write them.
stance. For a sample format see Annex A.

If following a format and using a template is akin to

the ‘science’ of writing a briefing note, there is also
an ‘art’ to writing briefing notes. Understanding the
context for the issue you are writing about is crucial,

Modified from source material provided by the Canada School of Public Service
Objective EXERCISE DETAILS

As you prepare to write a briefing note, it is

important that you understand the information
To inform participants how to think through in this guide.
and write effective briefing notes in clear, con-
cise language. You should follow the steps set out in this
guide closely depending on your experience
To meet this objective, you will undertake an and skills. If you have little/no experience in
exercise to write a briefing note based on an writing briefing notes, you should follow all the
actual, specific request from a Minister or a steps more closely. As you begin writing, you
Deputy Minister. Your work should be informed may want to work in groups, challenging one
by the content and flow of this guide. Your note another (‘red-teaming’) to ensure that you are
will be critiqued and graded. You will be given comfortable with your approach and have cov-
ample time to write your note. ered all angles.

OUTLINE You will need to decide whether this is an infor-

There are four sections to this guide: mation note or an action note (for decision or
next steps). You should try to keep the briefing
Section 1 note to two pages; under no circumstances
Planning the briefing note: establishing the should it exceed three pages.
objective, analyzing the context, defining the
issue, determining the recipient’s needs, and In this type of exercise, reading other people’s
choosing what information to convey. notes and listening to the critiques is an import-
ant part of learning. Often in these exercises
Section 2 you will be asked to distribute your note to oth-
Searching for and producing information: er participants in the course and then take ten
determining reliable sources and extracting minutes each to present the key point of your
relevant information. note to the class, as though you were briefing
your Minister or DM. You can make this exercise
Section 3 more realistic by having one student stand in as
Writing a draft of the briefing note: analyz- the Minister to seek clarifications, ask questions
ing the main sections, structuring content, and and make any required decisions. You should
writing the text. assume that the Minister will have read your
briefing note in advance, and that his or her po-
Section 4 litical staff will have provided the Minister with
Reviewing the draft briefing note: confirm- their own comments and questions (which you
ing the objective is met, reviewing the text, and will not be privy to).
ensuring the note is complete.
This type of collective review and critique of the
While this guide sets out the four sections in a notes provides important insights into how se-
sequenced format, it is important to understand nior public servants would exercise a challenge
that in practice the work and thinking in each of function.
these sections is happening somewhat in paral-
lel, and more often than not, in close collabora- As you work through the sections below, keep
tion with your colleagues. in mind how the information and guidance ap-
ply to this type of exercise: the actual writing of
a briefing note to the Minister or DM.
Table of Contents

Section 1: Planning the Briefing Note�������������������������������������������������������������������1

OVERVIEW�������������������������������������������������������������������������������������������������������������������������������������������������1
1.1 SET THE OBJECTIVE����������������������������������������������������������������������������������������������������������������������������1
1.2 ANALYZING THE CONTEXT���������������������������������������������������������������������������������������������������������������1
1.3 SETTING OUT THE NOTE’S MAIN ISSUE ������������������������������������������������������������������������������������������2
1.4 DETERMINING THE RECIPIENT’S NEEDS������������������������������������������������������������������������������������������2

Section 2: Researching and Producing Information���������������������������������������������6

OVERVIEW�������������������������������������������������������������������������������������������������������������������������������������������������6
2.1 IMPORTANCE OF CONSULTATION���������������������������������������������������������������������������������������������������6
2.2 INFORMATION ACCURACY���������������������������������������������������������������������������������������������������������������6
2.3 IMPORTANCE OF RESEARCH ������������������������������������������������������������������������������������������������������������6
2.4 FRAME OF REFERENCE ����������������������������������������������������������������������������������������������������������������������6
2.5 IMPORTANT CONTEXTUAL READING MATERIAL���������������������������������������������������������������������������6

Section 3: Writing the Draft Version of the Note ������������������������������������������������8

OVERVIEW�������������������������������������������������������������������������������������������������������������������������������������������������8
3.1 ESSENTIAL PARTS AND SECTIONS���������������������������������������������������������������������������������������������������8
3.2 STRUCTURING THE NOTE����������������������������������������������������������������������������������������������������������������11
3.3 WRITING YOUR DRAFT��������������������������������������������������������������������������������������������������������������������12

Section 4: Reviewing the Briefing Note ��������������������������������������������������������������13

OVERVIEW�����������������������������������������������������������������������������������������������������������������������������������������������13
4.1 WRITING THE FINAL VERSION��������������������������������������������������������������������������������������������������������13
FINAL CHECKLIST �����������������������������������������������������������������������������������������������������������������������������������15

Annex A (Sample Template)����������������������������������������������������������������������������������16

Section 1: Planning the Briefing Note

OVERVIEW
In all instances, the arguments need to reflect the
In this section, we will look at the steps in plan- relevant points of view, be based on evidence,
ning the briefing note: and must not include personal bias.

> Setting the objective; General format to be followed for your brief-
> Analyzing the context; ing notes:
> Defining the main issue; and
> Determining the Minister’s ‘needs.’ You can find a sample template in Annex A.
Choose one that you feel is appropriate and
1.1 SET THE OBJECTIVE modify it if you think there is a need to do so. If
you are uncertain about any specific aspects of
Regardless of the topic being addressed, brief- the template, use your judgement.
ing notes are intended to achieve one (or more)
of the following objectives: to inform, to recom- 1.2 ANALYZING THE CONTEXT
mend, to submit for decision or to request ap-
proval. Overview

Informing > The context dictates the scope of the is-

sue statement.
> “Informing” means conveying information on > The issue statement determines the note’s
a given subject; e.g. describing a new policy content.
or initiative, following up on a matter, provid-
ing a projection, explaining an event. Briefing notes are not written in a vacuum. A
note is always underlain by a context – e.g. a set
Recommending or advising of circumstances or a triggering event or a gov-
ernment policy or priority.
> Recommend taking action or advise on a
process required to get to a final decision. For briefing notes, that context dictates the
scope of the issue statement, which, in turn, de-
Submitting for decision/requesting approval termines the note’s content.

> Presenting information, analysis and op- Without knowing the context, it is hard to de-
tions with the aim of getting someone to make fine the issue statement. Without the issue state-
a decision; e.g. a number of options are available ment, it may prove difficult to determine the
as part of a new initiative and the Minister has to document’s content. If we have no filter for elim-
decide on the preferred option. inating unnecessary information, we are inclined
to include too many details in the briefing note.
In any case, the briefing note often has to argue
a point and convince the reader of pursuing a
particular course of action.
Defence and Security Foresight Group 1
Importance of the context > A strategy, if the briefing note provides a
response, an action plan or a con
The following outline illustrates the importance cern about an unnresolved matter; and
of context in writing briefing notes: > A set of options, if the briefing note
deals with a decision or recom
Context: Circumstances leading to the writing of mendation.
the briefing note.
Issue statement: The briefing note’s main point Based on these criteria, an issue statement that
or message. simply indicates that a meeting is scheduled on
Content: Items that will appear in the note to ex- a topic and indicates who might be attending,
plain or corroborate the issue statement. is not very useful. Rather, the issue statement
should provide an overview of the main ideas
Questions to ask associated with the objective, with the expected
outcomes or with the discussion points that are
A well written briefing note highlights the key likely to be addressed during the meeting.
messages in a way that should capture the read-
er’s attention. Before writing the note, ask your- Without a clear statement of the issue, the brief-
self the following questions: ing note might contain too much or not enough
information for the reader. The briefing note
1. What is the purpose? may also prove ineffective if it provides only the
2. Who is the recipient of the note? symptoms of a problem without giving the read-
3. How can his/her/their needs be determined? er a clear explanation of its relevance.

The quality of your briefing note will depend on At this point you should give consideration
the clarity of your answers. If you’re uncertain to the way you will frame the issue for your
about any of the answers, seek clarification from briefing note to the Minister or DM and get
colleagues and collaborators. ready to have a discussion on this with your
team.
1.3 SETTING OUT THE NOTE’S MAIN
ISSUE 1.4 DETERMINING THE RECIPIENT’S
NEEDS
All briefing notes essentially arise from a prior-
ity, a position, or an opinion - in other words, Who is your recipient? Here you need to think
an issue. Defining the issue is the stage at which about both the ‘direct’ recipient (who is on the
superfluous information is filtered out. ‘To’ line of your memo) as well as indirect re-
cipients (who is on the ‘CC’ line), and who else
The issue varies based on the purpose of the has to sign off on the memo (virtually all memos
briefing note: to Ministers are signed by the Deputy Minister
as the DM is formally accountable for the policy
> A set of factors, data or issues if the pur advice of their department; it is also common for
pose of the briefing note is to inform the memos to indicate who prepared the note and
reader. who else signed off in the departmental ‘chain
of command’).

Defence and Security Foresight Group 2

Finally, as noted earlier, you can generally expect format, content, etc.)? Are there any op
that people who are not on any sign off or re- tions, instructions?
cipient list may also have questions – e.g. staff in > What will the recipient’s reaction be?
the Minister’s office or in the DM’s office. > Do you anticipate any questions? Objec
tions? If so, what are they?
Get to know your readers. Your chances of
achieving your aim increase with knowledge of Beyond the reader, you also need to be thinking
your recipients. about whether there is anyone outside your de-
partment the reader may have to interact with,
After reading your briefing note, the recipient including:
should be able to:
> The Privy Council Office
> Understand the topic in question; > Other departments with responsibilities/
> Make an informed decision as appropri interest in the area
ate; and > Cabinet
> Answer questions about the topic cov > The Prime Minister and the PMO
ered.
Use of the content
Need for the note
The recipient’s needs must align with the con-
The key aspects to be analyzed regarding the tent. The use of the content is ultimately more
reader include but are not limited to: important than who the actual recipient is. The
following checklist, while not exhaustive, will
> Does the decision maker need a briefing help you to analyze the needs of the recipient.
note now?
> What must the decision maker have un Recipient requirements
derstood after reading the note?
To understand the topic or obtain information:
If the answers to these two questions are vague,
you will need to ask more questions to guide > Introduce the topic in 25 words or less.
your analysis before writing a draft of the note. > What aspects of the background informa
tion does the recipient need to know?
The reader’s characteristics > Who is affected by this issue? (Consider
the “initiators” and the people affected).
> What knowledge do they have about the > To make a decision or follow a recom
topic? mendation:
> Will they need detailed information? A > Introduce the topic in 25 words or less.
summary or an overview? > What aspects of the background informa
> What is their connection to the sender? tion does the recipient need to know?
> What are their interests? The issues? > Who is affected by this issue? (Consider
Their concerns? the “initiators” and the people affected).
> Do they have any communication pref > What are the costs or risks associated
erences (transmission method, length, with this decision?

Defence and Security Foresight Group 3

> What advantages and disadvantages tive and purpose as well as the reader’s needs
should the recipient know about to make a through a situational analysis before finalizing
decision? the outline of your briefing note and writing
> What other evaluation criteria must the your first draft.
recipient use?
> To answer questions: Timeliness
> Introduce the topic in 25 words or less.
> What aspects of the background infor- Every manager knows that his/her senior execu-
mation does the recipient need to know? tives need information in a timely manner. A note
> Who is affected by this issue? (Consider received too late is useless, and notes thrown to-
the “initiators” and the people affected). gether and submitted at the last minute suggest
> Who asked the questions? poor management. In some cases, depending on
> Why? how the senior executives like to work, it may be
> What questions are likely to be asked? more effective to seek a meeting to discuss the
> How can you satisfactorily meet the parameters of an issue before a specific outline
recipient’s needs (rather than serve the interests or course of action is settled on.
of the people who asked the questions)?
Analyzing the recipient’s needs
Personalizing the note
If you are not familiar with how to begin thinking
Briefing notes are often guiding exercises and about your briefing note, the simple structures
should be personalized (addressed to a single below can help you with structure. If you want
executive officer). You can adapt the template to use them as a guide, from the tables below,
to your needs for analyzing the situation. Re- select the one that matches the function of the
gardless of the approach taken, you should note and fill in the right-hand column using the
have a clear understanding of the note’s objec- instructions in the left-hand column.

Your Answer
Issue statement

Introduction of the topic in 25 words

Aspects of the background that have to be known

People affected by the issue (consider the “initiators” and the peo-
ple affected)

Table 1: Function of the brieing note: To provide the reader with an understanding of the matter or
convey information.

Defence and Security Foresight Group 4

 Your Answer

Issue statement

Introduction of the topic in 25 words

Aspects of the background that have to be known

People affected by the issue (consider the “initiators” and the peo-
ple affected)

Costs or risks associated with this decision

The advantages and disadvantages to consider when making a

decision

Other evaluation criteria that the recipient needs to use

Table 2: Function of the briefing note: To have the reader make a decision or follow a recommendation.

Your Answer
Issue statement

Introduction of the topic in 25 words

Aspects of the background that have to be known

People affected by the issue (consider the “initiators” and the people
affected)

Who asked the questions?

Why were those questions asked?

What questions might be asked?

How can you satisfactorily meet the recipient’s needs (rather than
serve the interest of the people who asked the questions)?

Table 3: Function of the briefing note: To answer questions.

Once you have finished planning your briefing note, you will be able to go to the research and infor-
mation production stage, which is covered in Section 2.

Defence and Security Foresight Group 5

Section 2: Researching and Producing Information

OVERVIEW Canadian public.

After planning your note, it is important to Validating the information

identify reliable sources of information and
extract the relevant information from them; it It is appropriate to have designated people on
can often be useful to consult your colleagues your team with whom you can consult to con-
to validate the content you are planning on firm the validity of the information that you will
including. include in the note. These people should:

2.1 IMPORTANCE OF CONSULTATION > Be well aware of the organization’s oper

ations;
Consultation is a critical stage in the writing > Have experience in writing briefing notes;
process. The decision makers who read the > Be familiar with your organization’s tem
briefing note need to receive advice based plate; and
on appropriate research and detailed consul- > Be familiar with the recipient’s concerns.
tations. This will improve the quality of your
advice. 2.4 FRAME OF REFERENCE

2.2 INFORMATION ACCURACY Be sure that you know what institutions (uni-
versities), specialists and documents constitute
Your readers are often being informed about credible information sources within your orga-
issues connected with public policy matters nization. If your writing draws on credible stud-
which can be further conveyed in the public ies, you will increase your chances of having the
domain, including through statements in the reader concur with your perspective and make
House of Commons. They need to be able the appropriate decisions.
to count on thorough, accurate information.
Therefore, it is important to verify the accuracy 2.5 IMPORTANT CONTEXTUAL READ-
of your information. ING MATERIAL

2.3 IMPORTANCE OF RESEARCH As noted earlier, all briefing notes are written in
a context. If you want to maximize your chances
Your readers do not have time to do the re- of including only information that is helpful to
search themselves. Therefore, they need to be the recipient, it is strongly recommend that you
able to count on you to provide them with the become familiar with the high-level context in
relevant perspectives on a given issue. Once the three documents outlined below.
you have analyzed all facets of an issue and
provided them to your reader, he/she will be Your Organization’s Departmental Plans
able to adopt the best possible approach/solu- Departmental Plans are part of a set of budget
tion and make more informed decisions for the documents.
benefit of the organization and, ultimately, the

Defence and Security Foresight Group 6

These documents support the appropriation > Who has to be Informed when a decision
acts, which specify the amounts that can be is made or when the work is finished.
spent by the government and for what general
purposes. Your department or agency’s Depart- After analyzing the context, consulting the ap-
mental Plans will help you ensure that your rec- propriate documents, and meeting with the
ommendations reflect your organization’s prior- people likely to add credibility to your briefing
ities. (You can find Plans for every department note, you will be able to do the outline and write
on the Canada.ca website). the draft version of your note. This is covered in
Section 3.
The Current Government’s Priorities  

To maximize your chances of having the reader/

decision maker comply with your requests or fol-
low your recommendations, the current govern-
ment’s priorities should be taken into account.

Those priorities can be found in the Speech from

the Throne, Ministerial Mandate Letters issued
by the Prime Minister and the annual federal
budget. All these documents are available online
via the Canada.ca website.

RACI Model (Responsible, Accountable, Con-

sulted and Informed)

The RACI model helps to clearly establish roles

and responsibilities. Understanding these is crit-
ical to generating a successful and constructive
briefing note. By applying this model during the
note-writing process, you will be able to deter-
mine:

> Who is Responsible for doing the work

(likely you);
> Who is Accountable for approving the
work (your DM although others
up the chain of command will be
responsible for ‘signing off’ on the work
before it reaches the DM);
> Who has to be Consulted before the job
is carried out or the decision is
made; and

Defence and Security Foresight Group 7

Section 3: Writing the Draft Version of the Note
OVERVIEW 3.1 ESSENTIAL PARTS AND SECTIONS

By the end of this section you will be able to: Overview

> Analyze the sections of a briefing note to As noted above, every department uses its own
determine what content to insert in each one; template, but every briefing note is generally
> Structure the content to be provided; and structured around the sections and subsections
> Write the draft version of the note. outlined in the table below; what follows is a
guide only and should be tailored the actual sit-
uation at hand.
Structure of a briefing note:

Subject/Title
Section Subsection

Introduction Purpose

Summary
Development (generally includes a number of Background
optional headings for stating the facts) Current situation
Issue and considerations
Consultations
Department’s position/strategic action/com-
promise
Repercussions
Prognosis
Decision point
Other
People affected by the issue (consider the Conclusion/comments
“initiators” and the people affected) Recommendations/advice
Prognosis
Next steps
Others

Conclusion Conclusion/comments
Recommendations/advice
Prognosis
Next steps
Others

Additional information (if needed)

Defence and Security Foresight Group 8

The Title The Development

When reading a briefing note, the first thing a This is where you present the situation or the re-
reader will ask is: “What is it about?” quest. The development can contain a number
of subsections, as follows:
By specifying the topic of your note in a title, the
recipient will immediately understand what the Background or Situation
document is about. Remember, the note is usu-
ally written with the aim of achieving one of the This section refers to the results of your analysis
following: of the context.

> informing > It explains what the situation, program,

> requesting approval project or problem involves.
> asking for a decision to be made > It specifies how the department or orga-
> recommending nization is concerned.
> providing advice or guidance > It describes the events that led to the cur-
> preparing for a meeting rent situation.
> It indicates the main stakeholders and
The Introduction players as well as their interests.

The introduction should state the reasons for The key events are given in reverse chronolog-
writing the note. It should also specify the deci- ical order. You should present the situation in
sion requested or the actions to be taken. such a way that the reader is well informed and,
therefore, better able to make a sound decision.
Your briefing note should explain to the reader:
The reader should find answers to questions
> What it is about; such as the following:
> Why it should be read.
> Why is this situation (or issue) important?
You can include a summary in your introduc- > How did we end up in this situation?
tion, but that is optional. If you do include one, Where are we now?
it should succinctly present the situation and the > Are there any precedents for this type of
content of the note and explain the following: situation? If yes, what decisions were made?

> Why you are writing the note (purpose); Analysis and Considerations
> What the situation is and/or what action
is requested or proposed (recommendation/ad- This subsection presents an analysis, an argu-
vice/decision); ment and the key political priorities, alternatives,
> What the basis is for that recommenda- options, and compromises, as well as the advan-
tion, advice or conclusion (rationale); and tages and disadvantages, taking into account:
> The degree of urgency if any – informa-
tion notes may have no urgency.

Defence and Security Foresight Group 9

> The issues; steps) needs to:
> What the recipient does or doesn’t know;
and > Briefly and selectively summarize the
> The recipient’s position on the matter. main points;
> Present relevant perspectives of other
It is important that you provide enough details stakeholders; and
to: > Provide any feasible counter-arguments
and the best ways to address it (unless that has
> Foster a thorough understanding of the been done in other sections).
issues and the repercussions on the department,
on other organizations and on the Government; The conclusion is where you should explain, if
and you haven’t already, the possible consequences
> Support the content in the subsection on of taking or not taking action.
strategic actions.
Next steps
You should present all the relevant alternatives
that have been dismissed and explain why this In the conclusion of an information note, the
is the case. Next Steps section will answer the question:
“Where are we going with this matter?”
The Department’s Position
You should clearly and concisely state the re-
This subsection describes: quest for a decision or approval, the recommen-
dations or advice. The decision maker needs to
> The decision requested; know exactly what you are asking them to do.
> When and why the action is necessary; You should provide a list of actions required to
and implement the decision or approval, along with
> What the impact of not taking action a schedule for doing so; or commit to a follow
would be. up note doing so.

If no action is required, you would describe the You should clearly and concisely state the re-
connection between the topic at hand and other quest for a decision or approval, the recommen-
issues, concerns or matters. dations or advice. The decision maker needs to
know exactly what you are asking them to do.
When other actions are planned, include a de- You should provide a list of actions required to
tailed schedule of the next steps. For preliminary implement the decision or approval, along with
briefing notes or those requesting a decision, a schedule for doing so; or commit to a follow
more details can be provided in an attachment up note doing so.
or supplement. This part must be balanced and
thorough enough that you can defend it under Recommendations must be feasible, linked to
all foreseeable circumstances. federal priorities, documented, and explained
in the background and considerations por-
The Conclusion tions of the Development.

The conclusion (comments, projection, next

Defence and Security Foresight Group 10
The decision-making recommendation must ry box, for example, or in the section on the is-
specifically answer the question “What is the sue) and will serve as a reference for all the other
proposed solution?” items or sub items in the other sections.

Additional Information Then, verify the structure of the information

you wish to present using the following check-
This is where you can put additional information list. You should be able to answer each question
and supplements, including general information, affirmatively to be able to use the structure to
a historical overview that seems necessary for write your draft briefing note.
understanding the note or deepening the anal-
ysis. > Does the structure follow a top-down ap-
proach and summarize the main points of the
The Annex rounds out the information given in topic covered?
your note. Don’t put critical information here be- > Is each set of points in each paragraph of
cause annexes are often skipped by a reader. the subsections of the note organized in a top-
down structure?
3.2 STRUCTURING THE NOTE > Is there enough concrete information to
back up the points presented in the note?
Organizing the content > Does the structure meet the recipient’s
needs given the information mentioned in the
How do you organize the content of your brief- needs analysis (Section 1.4)?
ing note?
If you answered yes to all of these questions,
A well-organized note typically follows a top- you are ready to write the draft version of
down approach (e.g. the most important infor- your briefing note!
mation comes first). This should be done not
only for the document as a whole, but for each
of its sections/components as well.
How do you structure the points to be covered
in your briefing note?

Your note should be structured to cover the

points raised in your needs analysis (see Sec-
tion 1.4). In adopting a top-down approach, you
should:

> First establish the overall plan or main

idea; and
> Research the facts supporting or relating
to that main idea.

The main point is presented first (in a summa-

Defence and Security Foresight Group 11

Structuring the paragraphs the body of the briefing note, below the state-
ment of the topic in question, follows this struc-
How do you organize the paragraphs? ture:

Your paragraphs should present the points in a > Topic sentence: presents the content
top-down manner, just like with the briefing note and relevance of the paragraph, in the order of
as a whole. Each proposed paragraph should importance of the points raised.
present a number of points, with no more than > The supporting sentences of the para-
one point per sentence. graph: present the technical details that make
the topic sentence credible, true, convincing or
As a general guide, it is useful to think about two logically necessary (answer “why?” or “how?”).
types of paragraphs in the briefing note: > Concluding sentence (optional): pres-
ents the consequences or conclusion of the idea
> Analytical paragraphs, for setting out an expressed in the paragraph or a list of points that
argument or strategy; and will be addressed in the subsections to follow.
> Narrative paragraphs, for presenting past, Added when it seems necessary and when not
present or future events as well as concrete de- explicitly or implicitly found in the paragraph.
tails to support them.
In an analytical paragraph, the connections be-
When do you write an analytical or narrative type tween the ideas are presented in cause-and-ef-
of paragraph? fect relationships.

Analytical Narrative paragraphs present a more flexible

structure than do analytical paragraphs. You can
> For expressing an opinion or deduction, write narrative paragraphs to relate when an
or even for persuading. event occurred and to provide secondary details
> For presenting a complex idea in a series for knowing more about the event in question.
of secondary points. In a narrative paragraph, the consequences or
> For setting out an argument backed up relevance of the topics are often part of the
by rationales and connections among the ideas. background, and the events can be structured in
chronological order.
Narrative
3.3 WRITING YOUR DRAFT
> For presenting events in a narrative,
chronological, linear style. Now write your draft!
> For presenting details to explain the back-
ground or importance of the event. To write a draft briefing note, consult a gener-
ic/prior version of the department’s template at
When writing an analytical paragraph, you Annex A and adapt as you think necessary.
should present the central point at the begin-
ning and the supporting information next. When you finish writing the draft of your note,
you can start a final review as discussed in Sec-
Ensure that each analytical paragraph written in tion 4.

Defence and Security Foresight Group 12

Section 4: Reviewing the Briefing Note

OVERVIEW
Plain language
Once the draft of your note is finished, it is im-
portant to completely review it. In doing so it is Wherever possible, avoid jargon and use plain
crucial to keep in mind the principles of plain lan- language (recognizing that the DND/CAF are
guage and language familiar to your audience. unique in their use of ‘jargon’ and you will want
First, however, let’s ask a simple question: Why to make certain assumptions about what is ap-
are some notes returned by the recipient or propriate; with that said, you should understand
someone in the sign off list? that if this issue is to be discussed outside the
department – in Cabinet for example – the audi-
Notes are returned for a variety of reasons, but ence will not likely be familiar with the jargon or
the following usually apply: acronyms). Here is a checklist to help ensure that
the briefing note is written in plain language.
> The background has not been set prop-
erly;
> The rationale for the note is not clearly
spelled out;
> Crucial information is missing from the
summary;
> Too many details are provided;
> The analysis and conclusion do not align;
> The option set is not complete; and/or
> The formatting, grammar and spelling
have errors (this is the worst because you con-
trol this).

4.1 WRITING THE FINAL VERSION

Once the draft of your note is written, review it

using the techniques provided in this section.
You will have experience writing essays and
other kinds of documents outside the federal
government context. Well-crafted Government
briefing notes typically have common style ele-
ments. Some of these are set out in the following
checklist.

Defence and Security Foresight Group 13

In general, > Targeted
> Complete
> Reduce the length of the sentences > Of a suitable quantity
> Avoid parentheses > Of varying length
> Bring the subject, verb and object closer > Coherent
together
> Favour active rather than passive verbs There also needs to be:
> Clarify the actions
> Use specific verbs > Repetition of the key word or idea.
> Effective transitions between paragraphs
Effective paragraphs to give coherence and help the reader follow the
flow of ideas while reading the note.
> Strong main ideas > Connecting words and linking expres-
> Main idea at the start of the paragraph sions, which help create transitions, and ensure
> Body of the paragraph for supporting the that the text flows.
main idea
> Conclusion of the paragraph Concise

Appropriate word choices To write a concise note, you should use only
the number of words required to make yourself
> Avoid repetition clearly understood. Conciseness is an essential
> Use simple words and expressions feature of a briefing note, which should be, as a
> Avoid jargon or overly technical terms rule, a maximum of two pages long.
(DND/CAF are unique)
> Avoid clichés The two most common methods for improving
> Lighten the sentences conciseness are:

Checking the sentences 1. eliminating unnecessary words

2. avoiding heavy sentences
Well-formed sentences are just as important as
well-formed paragraphs when it comes to ensur- Clarity
ing a note’s effectiveness. We will look at three
techniques for checking that the sentences are Using specific, concrete words helps convey a
suitable: clear message. Verbs should indicate specific
actions, and pompous expressions should be
1. Emphasis; avoided.
2. Altering the word order; and
3. Varying sentence length and turns of To improve your note’s clarity:
phrase.
> Use specific, understandable vocabulary
Controlling the paragraphs > Favour verbs in the active voice
> Vary the length and type of sentences
Some criteria also apply to the note’s paragraphs, > Bring words with related meanings closer
which need to be: together

Defence and Security Foresight Group 14

FINAL CHECKLIST

Aspects to review Characteristics

Communication objectives The note’s intent is clearly indicated.
Purpose The opening statement is clear and indicates the purpose of the
note.
Tone and vocabulary The tone is appropriate for the briefing note, its recipients and
the person signing it.
Variety Various sentence types and structures are used.
Conciseness The sentences and paragraphs are short.
Content The essential information is conveyed neutrally.
Readability The message conveyed in the note is easy to read, understand
and retain.
Brevity The text’s length follows the rules that apply to this type of doc-
ument; there is no repetition.
Clarity No misunderstanding is possible; the message conveyed in the
note is understandable on the first reading.
Flow The transition from one section to the next is logical.
Layout The layout facilitates message comprehension and is attractive to
the reader.
Formatting The note follows the prescribed model and adheres to the con-
ventions that apply to this type of document.
Language The grammar, punctuation, spelling, typography, and syntax
have been checked and carefully reviewed.

With this checklist complete, you are now ready to sign your briefing note and forward it to the ap-
propriate person (e.g. Director, Director General, ADM). While this should be your best work and your
objective is to have written it in a way that it will be approved all the way up to the final recipient, you
should also be ready for subsequent readers in the chain of command to come back with questions,
clarifications, adjustments, or a request for a meeting to discuss it.

Once the note is signed off to the actioning authority you should expect to hear back in due course
about any decision taken and/or any further actions required including next steps.

Defence and Security Foresight Group 15

 Annex A (Sample Template)
Every department and agency will have their own memo template. Regardless of the specifics around
font, prepared by, sign offs and so on, they all convey similar information. What is purpose of the note,
what is required of the recipient, what is the issue, supporting information, conflicting or different views,
recommendations, next steps and so on. Typically, you will see something along the following lines:

Classification: Confidential/Secret/Protected
Document number: for departmental tracking purposes

Date

MEMO TO: The Minister/the Deputy Minister

CC:
MEMO FROM: Whoever is signing the note

TITLE

Decision or signature required as appropriate

Objective: (e.g. To inform you of/obtain your approval for/provide options for…)

SUMMARY

BACKGROUND

ANALYSIS

RECOMMENDATIONS

CONCLUSION/NEXT STEPS

Name/Title of responsible officer

Signature Block for recipient

I approve:
Signature
Minister/Deputy Minister
Attachment(s): (If applicable)

Prepared by: Author’s name

Phone number:

Defence and Security Foresight Group 16

About the Author

Robert Fonberg was a long serving Deputy Minister in the Government of Canada. First
appointed Deputy in the Privy Council Office in 2000, he went on to serve as Deputy at
International Trade and, from 2007-2013, Deputy at the Department of National Defence.
As Deputy Minister of National Defence during the most intense operational period for
the Canadian Armed Forces since the Korean War, Rob was involved in all aspects of the
Department from deployments of the Canadian Armed Forces, to defence policy renewal
to international defence relations. Rob was also integral to stewarding Cabinet-level de-
cision making on all defence matters, was accountable for the entire budget of the DND/
CAF, and all aspects of military procurement. Rob partnered closely with three Chiefs of
the Defence Staff during this time. As a core and senior member of the Government of
Canada’s national security team during this period, Rob developed a unique perspective
on all domestic, regional and global security domain threat issues, including cyber secu-
rity. Since 2013 Rob has been active in the private sector as an advisor to start-ups and
mid to large scale clients on a range of challenging strategic issues across diverse busi-
ness verticals. Rob is currently the Chair of the Board of Digital Public Square.Rob has
also been active in the academic and think-tank community. Rob is currently Executive
Fellow at the University of Calgary’s School of Public Policy and Distinguished Fellow at
the Munk School of Global Affairs at the University of Toronto. He was formerly a Fellow
with the Global Solution Networks, a Mentor with the Trudeau Foundation, Chair of the
Government of Canada’s Workplace Charitable Campaign and a member of the Board of
Export Development Canada. Rob also continues to speak in various fora on issues rang-
ing from public policy development in the 21st century to civ-mil relations, defence and
security matters, leadership and governance in a digital world.

For more information on our network please visit our website uwaterloo.ca/dsf-group or email us at
[email protected]

Defence and Security Foresight Group 17