Lecture 1

Here are the main highlights about the spring update memo assignment:

• The spring update memo is the first assignment due on January 21st.
• It should be about 1 page long and include:
• 1-2 sentences describing your problem and client
• Identifying the specific cause of the problem you will focus on, or an alternative approach if you are not focusing on a single cause
• A sentence outline explaining the logic and motivation behind your chosen focus, including why the problem is important and the rationale for focusing on that particular cause or approach.
• The purpose is for the instructor to check the logic and provide feedback on your approach before you proceed with the full APP assignment.
• The sentence outline format should concisely summarize the key points rather than writing full paragraphs.

Here are the main things to consider when developing alternatives:

1. Start broad and don't dismiss any ideas initially, even if they seem bad. You can combine weaker ideas later into stronger alternatives.
2. Ensure the alternatives are mutually exclusive - they should not just be adding on to each other, but be distinct options.
3. Consider including step-by-step alternatives, where the first step enables the second step, etc. Up to about 3 steps is reasonable.
4. Think about political solutions that have been proposed before, but look for variants that could be more palatable in the current political environment.
5. Think outside your specific domain and look for solutions that have worked in different contexts, as they may apply to your problem in creative ways.
6. Imagine an ideal solution if cost was not a constraint, and then work backwards from that to develop more realistic alternatives.
7. Examine why the market or current system has not solved the problem, and use that to inform potential alternatives.
8. Consider the long-term versus short-term focus of the alternatives and how that may impact your criteria for evaluating them.

The key is to generate a diverse set of alternatives first, and then refine and evaluate them against your criteria. Let me know if you have any other questions!

Here are the main highlights on how to think about criteria:

1. Criteria are the things you will use to evaluate the alternatives. They should reflect your policy goals and what you care about.
2. Consider both the benefits (e.g. reducing opioid deaths, reducing emissions) and the costs (e.g. government costs, private costs, opportunity costs) as potential criteria.
3. Think about the sustainability of the policy - can it be implemented long-term or is it a one-time solution?
4. Operationalize the criteria by defining how you will measure them, such as using a point system or rubric. Provide detailed definitions for each level of the rubric.
5. Criteria may evolve as you evaluate the alternatives, and that's normal. Don't worry about changing the criteria as you go.
6. For intangible criteria like equity, clearly define what progress or success looks like in measurable terms.
7. Consider how the criteria relate to and inform each other. Avoid redundant criteria that are just functions of others.
8. Assign weights to the criteria to indicate their relative importance, though the weights don't need to add up to 1 initially.

Here are the key takeaways about finding data:

• If you have a citation for a number or data point, try to trace back to the original source report or paper to see if you can obtain the data directly.
• Check if the report or paper has a replication file that provides access to the underlying data.
• Contact the authors of the report or paper and ask them where the data came from and if they can share it.
• Follow the "breadcrumbs" of where you think the data is coming from to try to locate the original source.
• The "Where to Find Data" primer on the class website provides tips and tricks for locating data sources.
• Data can be very useful for providing background, motivation, and descriptive information about the problem you are trying to address.

Here are the key points about email etiquette:

• Assume the recipient is busy and focus on making the most effective use of their time.
• Emails should have a clear purpose and objective, not just be general check-ins.
• Keep emails short and to-the-point, avoiding long explanations.
• Include the reason for the email in the subject line.
• When asking for feedback, provide specific questions or sections you want feedback on, rather than just sending a full document.
• Give the recipient a deadline for providing feedback, but be flexible if they can't meet it.
• Avoid sending large documents without clear direction on what feedback you're looking for.

The main idea is to be concise, direct, and respectful of the recipient's time when communicating via email. Focus on getting the information you need in an efficient manner.

Here are the key points about interviews:

• When conducting interviews, either for data collection or getting stakeholder perspectives, come prepared with specific objectives and questions.
• Avoid general questions like "What are your thoughts on the problem?" Instead, ask more targeted questions related to criteria, alternatives, or causes of the problem.
• Decide whether you need a more qualitative, open-ended interview format or a more quantitative survey-style format, based on how you plan to use the information.
• For qualitative interviews, think about how you will codify and summarize the free-flowing responses.
• For quantitative surveys, structure questions that will provide actionable data, like rating scales or short answer responses.
• Consider creating a formal survey instrument, whether qualitative or quantitative, to ensure you get the information you need.
• Reach out to the speaker if you need help with tools or methods for recording and summarizing interviews.

The key is to approach interviews strategically, with clear goals in mind for how you will use the information gathered. Avoid open-ended discussions without a specific purpose.

Here are the key points about phone calls:

• Phone calls are recommended when the conversation requires more nuance or a quick response, compared to email.
• When making phone calls, come prepared with a clear objective and specific questions you want to get answers to.
• Avoid just calling to "check in" without a specific purpose. Have a clear reason for the call, such as getting feedback on a particular aspect of your work.
• Ask targeted questions that will provide useful information, like getting the stakeholder's perspective on the feasibility of certain alternatives or the causes of the problem.
• Avoid open-ended questions that may just lead to general feedback without clear actionable insights.
• Treat phone calls as a professional interaction, not a casual conversation. Be mindful of the stakeholder's time and focus on efficiency.

The key is to approach phone calls with the same strategic mindset as other communications - have a clear purpose, ask specific questions, and aim to gather information that will be directly useful for your work.