RECORDS MANAGEMENT HANDBOOK GUIDE LETTERS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP74-00005R000100020025-5
• Release Decision: RIFPUB
• Original Classification: K
• Document Page Count: 28
• Document Creation Date: December 9, 2016
• Document Release Date: April 24, 2001
• Sequence Number: 25
• Content Type: REPORT

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RECORDS MANAGEMENT HANDBOOK
Managing Correspondence
GUIDE
LETTERS
GENERAL SERVICES ADMINISTRATION
NATIONAL ARCHIVES AND RECORDS SERVICE
RECORDS MANAGEMENT DIVISION
Federal Stock Number
7610-633-9607
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RECORDS MANAGEMENT HANDBOOKS are developed
by the National Archives and Records Service as technical
guides to reducing and simplifying Government paperwork.
RECORDS MANAGEMENT HANDBOOKS:
Managing correspondence: Plain Letters .......................1955...47 p.
Managing correspondence: Form Letters .......................1954...33 p.
Managing correspondence: Guide Letters .......................1955...23 p.
Managing noncurrent files: Federal Records Centers...... 1954...25 p.
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CONTENTS.
I. WRITING LETTERS THE EASY WAY . . . . . . . . . . . . . . . . . . . 1
II. WHAT DO YOU GAIN FROM GUIDE LETTERS? . . . . . . . . . . . . . . 3
III. WHO SHARES THE PROFITS? . . . . . . . . . . . . . . . . . . . . . . . . 5
IV. DEVELOPING A GUIDE-LETTER SYSTEM .. . . . .. . . . . . . . . . . . 7
V. PUTTING-GUIDE LETTERS TO WORK . . . . . . . . . . . . . . . . . . . 19
VI. KEEL )G GUIDE LETTERS ACTIVE . . . . . . . . .. . . . . .. . . . . . 21
GUIDE-LETTER CHECKLIST .. . . . . . . . . . . . . . . . . . . . . . . . . . 23
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SUBJECT INDEX
(90ticted by ?ermtsstion of the xavy DepartnentJ
Figure 1, A COLLECTION OF GUIDE LETTERS
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 Approved Fo M ffd/0LE , ERS7~THE EASY 2WAY
IN THEORY
Management has a maxim that goes something like this:
In good organization functions and responsibilities are clearly
defined.
By this principle we go to the office each morning knowing in advance what our
work will be like. By the same principle it is also possible to know in advance what
our office letters will be about.
A finance office does not recruit workers. A personnel office does not pur-
chase supplies. If a letter about a purchase order goes to the Claims Division
rather than the Procurement Division it may get lost. At best, everybody con-
cerned gets hopping mad.
Without leaving our desks or without making a single telephone call we should
be able to tell what office writes letters about salary checks or purchase orders or
claims. We should be able to do this simply by reading a few organization charts.
Suppose we go on from there. We can see that each office writes letters on a
limited number of subjects. We know generally what these letters are about.
Why not find out specifically what they have to say? Why not make the letter-
writing job easier by having more of our letters drafted in advance?
Most people will agree that this is a good theory. But to make the most of a
theory we must have a way of putting it to work. That's where guide letters come
in.
Guide letters are drafted in advance of their actual use, but they are not
printed. They are typed to look and read exactly like individually dictated letters.
They are useful when printed letters are impractical or when typed letters are more
appropriate than printed ones.
The method for developing and using guide letters which is explained here is
being followed successfully by a number of Government offices. This book was
written and placed in your hands to suggest how the same method can be adapted to
meet the specific needs of your own agency. Whether you are a supervisor respon-
sible for letterwriting, a secretary who answers most of her boss's mail, or a
staff person with the job of simplifying paperwork - these suggestions may be
helpful to you.
Follow us through this handbook and you will find out why and when guide
letters are practical. You will also find a step-by-step account of how to go about
packaging them in a handy desk file. But first, see for yourself how easy the
letterwriting job can be once you have a large collection of guide letters. For ex-
ample, look at the desk file pictured on the opposite page. Called a Correspondex
it is exactly what the name suggests: an indexed collection of predrafted or guide
letters. Now turn to the next page and see how the people who use this Corres-
pondex have simplified their letterwriting jobs.
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LETTERWRITERS LOOK UP GUIDE LETTERS BY SUBJECT
Instead of dictating replies, people
who answer letters look in the sub-
ject index to get the numbers of ap-
propriate . guide-letters for typists to
copy. A letter to be answered is
marked with the number of the guide-
letter reply and handed to a typist.
Guide letters are printed in numer-
ical order so a typist can find the
ones assigned to her in a few sec-
onds. Her Correspondex tells her
how to set up each letter. She adds
personal touches by typing in appro-
priate personal pronouns and names.
Th. 8- ha...o.1r.t m inf.0rtim ti.olu
10 oth.r 1000 the toot of h0lth. In H.v of
1.ttor to. b.w for.art.t to ha..orM1o 0
to 7..
Tm an -rod that In the .1.nt of ..HOW
of htn 1. 1mtiabl1 notifl.t. In tho abo.0
b. ._4 that your n1.11m.hip 1. to soot,
PEOPLE WHO SIGN LETTERS MAY REFER TO THE CORRESPONDEX
TO MAKE SURE THE LETTERS ARE PROPERLY PREPARED
After a typist proofreads a letter
copied from the Correspondex she
sends it directly to the person who
is to sign it. When signed and ready
for mailing it looks and reads like
an individually dictated letter.
Figure 2.
WRITING LETTERS THE EASY WAY WITH CORRESPONDEX
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 Approlvfd F'vReLe e.2oQ1/ 7 DU GAIN4FROM oGUIDE LETTERS ?
IN TIME AND MONEY
You can see that there is a profit in guide letters, but do you know what it is?
Let's talk about it for a few minutes. First, let's size up the number of letters that
flow from Federal typewriters. Estimated at one billion letters a year, this fan-
tastic quantity of mail is more than most of us can possibly imagine.
A billion letters ready for mailing and stacked one on the other would reach
390 miles into the stratosphere, some 25 times higher-than man has flown. If opened
up and laid end to end they would circle the globe 5 times over. File away only one
copy of each of them and you have added 333, 000 cubic feet of records, 222, 000 file
drawers full!
Now let's try measuring the time it takes to get just one of these letters ready
for mailing. How long, for instance, do you think it takes to prepare a typical 175-
word dictated letter?
You say an expert letterwriter and an expert stenographer can turn out a 175-
word letter in a total of 10 minutes ? That may be true. But how many such experts
do you know? We are thinking in terms of typical letters. We must also think
in terms of letterwriters and stenographers with average skill.
The table on the next page (Figure 3) is based on studies of correspondence
operations in a number of Government offices. It shows the typical sums of time
spent by these offices in preparing typical 175-word letters. Notice how the minutes
add up when the letter is dictated: a total of 25 to 29 minutes to prepare one
typical letter! But replace the dictated letter with a guide letter and the prepara-
tion time is reduced to 9 minutes. In other words, you save 15 or 20 minutes in
letter-planning and dictating time.
At today's wages 20 minutes in time spent on letters is worth at least 50 cents.
Think what that means in terms of a billion letters a year. On how many of these
letters can you save a half dollar?
IN BETTER LETTERS
But perhaps you are one of those people who are skeptical of so-called "canned"
letters. Do you think that all letters must be individually dictated to be good? Then
let's look at it this way: Say you spend an average of 10 minutes dictating a routine
letter, which is as much time as most of us can afford. Now say you decide to cut
out the dictation and prepare a guide letter. You know that you will use your guide
letter over and over again, so you can afford to spend more time polishing it - say
an hour. Can't you put a brighter polish on a letter in an hour than you can in 10
minutes ?
Of course, you are right in thinking that guide letters are often useless or
impractical. They are no help at all for those unusual or unforeseeable questions
which are always plentiful enough to keep us in practice on our dictation. Moreover,
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when it comes to routine business correspondence, they are seldom as practical
and economical as printed form letters. But don't let this fact mislead you. When
printed letters fail because of variations in subject matter, guide letters can be
turned out with endless combinations of paragraphs. When thumbs go down on
printed letters because they are too impersonal, guide letters can supply that miss-
ing individual touch. And when a letter is used infrequently (less than 10 times a
month), a guide letter is almost certain to be more economical than a printed one.
Actually, guide letters pick up where form letters leave off. Like form let-
ters, they assure management that uniform problems are handled uniformly and
that those differences of opinion on how to write a letter, so often existing in the
same office, are banished for once and for all!
TIME AND COST FACTORS IN CREATING A TYPICAL
ONE-HALF PAGE, 175-WORD LETTER
Minutes Required
Action
Steno
Dictation
Machine
Dictation
Guide
(Correspondex-
Type) Letters
Form
Letters
Planning What to Say
10
10
0
0
Dictation
10
5
0
0
Looking up a Letter
0
0
2
1
Transcribing - Typing
7
8
6
1. 5
Reviewing - Signing
2
2
1
.5
Total Minutes
29
25
9
3
Cost in Terms of Salary
$ .70 to $ 2.45
$ .60 to $ 2, 25
$ .20 to $ . 30
$ .08 to $ , 15
Figure 3.
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Practically every office, small or large, stands to benefit from guide letters.
In countless small offices stenographers keep on hand a few "sample" or "stock"
paragraphs. When asked to write letters on familiar subjects like job applications
or monthly reports, they can find the right samples in a matter of seconds. It's as
simple as that.
Everybody knows, though, that the informal practices of small offices will not
get the job done in offices that handle big volumes of mail. And while the big letter-
writing offices-usually divisions or sections of an agency-are the ones that
should benefit most of all from guide letters, they oftentimes don't. Lack of good
guide-letter systems is holding up their share of the profits.
If you are a supervisor, your own office may be on the list of those that need
a guide-letter system. You who hold a staff job, such as records officer or methods
examiner, may also have some ideas on the subject. Why not be sure? Why not
run a few simple tests like the three suggested below? These tests will help you
decide where guide-letter systems, similar to Correspondex, should be developed.
If an office writes 250 or more letters a week, here is a good place
to start a guide-letter system.
Obviously, the more letters an office writes, the more repetitive subjects you
are likely to find. And the more repetitive subjects there are, the brighter your
prospects for reducing dictation. In deciding where to start, therefore, you should
first make a volume test. If your prospective office writes fewer than 250 letters
a week, you may then apply the second or third test.
If the letter production rate is low, here may be a good place to start
the new system, regardless of the letter volume.
A production rate of less than 25 letters a day for a full-time letterwriter
may indicate unnecessary letter planning and dictation. For example two full-time
letterwriters and two full-time stenographers turn out an. average of 150 letters a
week. This production rate is low. Why? Unnecessary letter planning and dictation ?
If two or more offices in your agency have the same functions, count
the letters written by each such office. If the total count is 250 or more
letters a week, one of the offices may be a good place to start the new
method.
Offices with the same functions are called on to write letters or) the same
subjects. Here you have the advantage of putting one system to work in several
places.
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 -Forr Approved o eRxamplse sec lion/B in eta h-Dof 1Z-~eglonaIofficesaajuai ates claims under
the same law and regulations. Individually these sections write not more than 150
letters a week. But the total weekly volume in the 12 sections runs to 1700 with the
chances of repetitive letters multiplied by 12. A system developed for one of these
sections may be put to work in all 12 of them. That's good business and good
Government.
These three tests will not give you absolute proof of the needfor a guide-letter
system, but they will give you some of the very best indications. So if you make a
passing grade on any one of them, go on from there. Don't let people tell you that
guide letters won't work; that the subjects are too varied, the letters too individual.
Find out for yourself. Make a start. You need go only a few steps to know how suc-
cessful you will be.
Office Memorandum ? UNITED STATES GOVERNMENT
TO All persons concerned with preparing
correspondence
1. To carry out your Division's program for correspondence improvement we must
have some copies of your typewritten letters. We must also find out how often
you use your form (printed) letters.
2. For the period beginning - - - - and ending - - - - each stenographer and
typist is requested to:
a. Make one extra copy of all typewritten letters and memorandums,
except those classified as secret or confidential. Mark the
extra copy in the upper right corner to show how many other copies
you were required to make of that particular letter. Do not in-
clude the extra copy or the original in your count.
b. Keep a record of the number of times you use each form (printed)
letter.
3. At the end of the period, the usage count on form letters and the carbon
copies of typewritten letters will be turned over to the supervisors. The
supervisor will:
a. Note on a sample copy of each form letter (1) the total number of
times it was used during the two-week period, as reported by the
typists and stenographers, and (2) the number of copies, other than
the original, that is required to be prepared.
b. Bundle the sample form letters with the copies of the typewritten
letters, and deliver the bundle to - - - -.
Figure 4. MEMORANDUM REQUESTING COPIES OF LETTERS
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IV. DEVELOPING A GUIDE-LETTER SYSTEM
You do not need to be an expert in correspondence management to develop a
guide-letter system. If you know a good letter when you see one, and if you respect
precision - that trademark of all good craftsmanship - you can develop a system as
well as the experts. You can do it by following these seven steps:
Step 1. Collecting . Have one extra copy made of each typed letter and
memorandum. Collect the copies long enough to get a fair sampling.
Step 2. Sorting. Make up a short list of "key" subjects like the principal
subjects in a filing system. Sort the collection of copies accordingly.
Step 3. Inventorying. Take one key subject at a time and list the repetitive
letters by their specific topics.
Step 4. Organizing. Take the topics from the inventory, and make an index
to the letters.
Step 5. Drafting. Take the repetitive letters on each topic, and draft guide-
letters or paragraphs to replace them.
Step 6. Testing. Find out how well the guide letters work by trying them
out in actual practice.
Step 7. Packaging. Put the guide letters together in a compact desk file
where they can be easily found and followed.
In the next paragraphs you will be given some pointers on how to take these
seven steps. The best place to take them is within the office where the system
will be installed. Let the people there know what you are doing and why. Invite and
encourage their suggestions. If possible, have some of them take an active part in
the project. Their participation is not only helpful; it is also your best insurance
against lack of interest in the system once it has been installed.
Step 1. COLLECTING
Have one extra copy made of each typed letter and memorandum.
Collect the copies long enough to get a fair sampling.
For best results, make your request for copies in writing. With a memoran-
dum like the one on the opposite page, everyone will understand exactly what to do.
Notice that the memorandum asks for a count of the number of times each form
(printed) letter is used, as well as for copies of typed letters and memorandums.
This is always advisable in an office where a form letter improvement program has
not been conducted recently. *
*See Records Management Handbook: Managing Correspondence-Form Letters
(General Services Administration 1954).
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The number of weeks required to get a fair sampling will depend on the average
weekly volume of'letters. The following time table was drawn up on the advice of
those who have developed successful guide-letter systems:
Weekly letter volume Collection time
Up to 250 letters 6 weeks
250 to 500 letters 5 weeks
500 to 750 letters 4 weeks
750 to 1000 letters 3 weeks
1000 letters or more 2 weeks
The table provides for collecting copies of letters for at least two weeks, no
matter how great the volume of mail. That much time is always needed, our ad-
visers tell us, to get a fair sampling of the variety of the subject matter. A
longer collection period for smaller volumes is recommended to make sure that you
get a fair sampling of repetitive subjects.
We talked about the multiple -unit test, remember? Don't forget those
multiple units when collecting copies of letters. Although the system is developed
in only one section, copies of letters should be collected from all sections having
the same functions.
Step 2. SORTING
Make up a short list of "key" subjects like the principal subjects in
a filing system. Sort the collection of copies accordingly.
A key subject describes a group of letters about related matters. In a Corre-
spondex, key subjects are visibly indexed. They reveal what the letters in each
section are about. That's why we call them key subjects.
For good examples, suppose we take the key subjects Bills and Refunds
(Figure 5) that appear in a Correspondex used by one office of the Internal Revenue
Service. Suppose that particular Correspondex did not even exist and that you had
the job of developing one like it. And suppose you were at the same point we have
now reached, and that you have a big pile of letters ready to be sorted. Do you see
what you would have to do? You would have to sort into one pile all the letters you
find about Bills and into another pile all those about Refunds . Similarly, you
would have to place other letters in stacks according to their key subjects.
Obviously when you start sorting your own collection you may not know exactly
what your key subjects will finally be. All you need for the time being, however,
is a good working list - say not more than 20 subjects. Ask yourself the question,
"What are these letters about, generally speaking?" If you know the answer you
can easily make your own list of key subjects. Otherwise, ask the people in the
office to help you. Keep in mind that this is a temporary list that can be revised
later on.
Step 3. INVENTORYING
Take one key subject at a time and list the repetitive letters by their
specific topics.
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 Apprq"d Fi9ltl R-.Ril~27blascCl#-[QPg7rtjig05~RlQ1sOwiere you get proof as
to whether the office will be in the guide-letter business on a large scale or a small
one. The proof will come from the number and variety of repetitive subjects.
Letters or paragraphs need not be worded in the same way to be considered
repetitive. They must have the same meaning, however. When two or more letters
are alike in their entire meaning, count them as like letters. When two or more
letters are alike with respect only to certain paragraphs, count them as like para-
graphs. Do not count singles; that is, letters and paragraphs that do not recur.
Put them aside for the present.
An inventory sheet, similar to the one in Figure 6, is a handy device for taking
stock. Here's how to use it:
Make a separate inventory of each key subject. Write the key subject at the
top of the inventory sheet.
As soon as you run across a repetitive letter or paragraph, list the topic. Give
each topic a number. For example, give the number "1" to the first topic,
the number "2" to the next, and so on. Write the number alongside the topic
on the inventory sheet. Also write it on the face of each letter on that topic.
Whenever a repetitive letter or paragraph shows up, mark it with the topic
number and tally it on the inventory sheet.
To get a complete picture of the correspondence, include the form letters. Add
topics for them when necessary. Identify them by their numbers, and record
how often they were used as shown on the sample copies.
Keep together all letters identified by the same topic number. You will need
them in this arrangement when you come to step 5.
After each key subject has been inventoried, you know exactly how you stand.
The future course of your project - 4 steps more - is fully charted.
Accts tills
offers in compromise
payment info / overpayments
I
transcripts / transfers
Claims
Filing extension of time
general info
Refunds
941 errors & omissions
delinquency
reconciliation
SSA adjustments
transfers
Figure 5. KEY SUBJECTS VISIBLY INDEXED
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Each topic is given a topic
number. Letters are marked
with the numbers identifying
their topics.
Figure 6. INVENTORY SHEET
N/,
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A count is kept of the number
of letters or paragraphs writ-
ten on each topic.
Key Subject-
No.. Topic Paragraphs
Topic
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Step 4. ORGANIZING
Take the topics from the inventory and make an index to the letters.
It is now time to make a complete subject index. Actually, you have been head-
ing this way from the minute you selected your key subjects.
A subject index is nothing more than divisions and subdivisions of the key sub-
ject; or, to put it another way, a logical organization of the topics listed on the in-
ventory sheets. Imagine, for instance, an inventory sheet with 16 topics under the
key subject Refunds. And imagine discovering that the letters covered by these
16 topics were written for 4 purposes: (1) to tell how refunds were computed, (2)
to explain why refunds were not made, (3) to tell how to file for refund, and (4) to
locate payees when refund checks are returned undelivered. With this discovery,
you have hit upon the first division of the key subject.
Looking at the examples in Figure 7 you can see that subdivisions are devel-
oped in exactly the same way. You can also see that the last subdivision is the
specific topic of the letter or paragraph. All others are simply headings
that serve as guides in finding letters on specific topics.
But as easy as it seems, your subjectindex may turn outto plague you. Don't
be fooled by your own satisfaction with it. There is always the chance that the people
in the office have a different viewpoint on how letters should be classified. If their
viewpoint conflicts with yours, adjustments must be made by regrouping the sub-
jects or by providing adequate cross references.
When you are reasonably sure that the topics are grouped under headings where
most people cats find them, put some finishing touches on your index with these
techniques:
Revise or refine the key subjects. Sharpen them until they are meaningful,
arresting immediate attention. Whenever possible, express them in a word
or two. For example, don't express a key subject as Notices of payment
due when there is a meaningful little word like Bills.
Keep the index on each key subject to one typewritten page, 8" x 10-1/2" in
size. If there is not enough space on one page, reclassify that subject making
two key subjects out of it instead of one. The point is, you do not wish to make
it necessary for people to look in more than one place for letters on one key
subject.
Be consistent with format. Key subjects when visibly indexed are easier to
read if typed in lower-case. Distinguish first divisions of the key subject by
typing them at the margin in all capital letters. Set subdivisions off by double
spacing and indentation.
After each specific topic, enter the topic number from the inventory sheet.
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Step 4. Sections of the subject
index are typed on paper 8 x 10-
1/2" in size. Topics are identi-
fied by temporary numbers.
AMOUNTS OF REFUND CBECEE, REPLIES TO INQUIRIES RE
Additional amount due; recomputation explained . . . . . . . . . . . . FL-48
Correct amount was refunded
Based on return as filed. . . . . . . . . . FL-135
Based on return after correction of taxpayer's math error . . . . FL-32
Erroneous check was, issued
Return of check requested P-157
Repayment requested . . . P-170
Refunds
AMOUNTS OF REFUND CHECKS, REPLIES TO INQUTRM RE
Additional amount due; recomputation explained. ......................... 6
Correct amount was refunded
Based on return as filed ..... ..... ...............10
Based on return after correction of tarpayer''e math error .......... 1
Erroneous check was issued
Return of check requested .......................................... 4
Repayment requested ................................................ 16
HOW TO FILE FOR REFUNDS, REPLIER TO INQUIRIES RE
Form 843 forwarded...... ................................................ 9
Form 1010 forwarded
For use in filing amended return (prior to filing due date) ........ 11
For use in filing original return (taxable wages lase than $600)... 7
NONRECEIPT OF REFUND CHECKS, REPLIES TO INQUIRIES RE
Acknowledgment during, filing period ..................................... 3
Check issued; taxpayer requested to file nonrsceipt form ................ 2
Check %ct issued
Refund credited to ES as requested on return ....................... 8
Refund not automatic (less than $1) ................................ 12
REFUND CHECKS UNDELIVERED
Change of address Indicated; Identifying info requested ................. 13
Certificate of signature
Requested from taxpayer ............................................ 14
Received; forwarded to RDO; taxpayer notified ...................... 15
Later, in Step 7, the subject index
is transf.;rred toapermanent refer-
encefile, such as the Correspondex.
Temporary topic numbers are re-
placed by permanent ones.
Figure 7. TOPICS IN A SUBJECT INDEX
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Step 5. DRAFTING
Take the repetitive letters on each topic and draft guide letters or
paragraphs to replace them.
Drafting letters that will do all that is expected of them is, beyond doubt, the
most important part of your project. Before you begin, look over your inventory
sheets to see whether any of the letters are used enough to justify form letters.
Also decide whether the existing form letters are good ones. The Records Manage-
ment Handbook, Form Letters, contains standards to help you make these deci-
sions. At this point, therefore, you may wish to use that book hand-in-hand with
this one.
While form letters are being printed there is usually ample time to draft guide
letters and paragraphs that will be a source of pride to the office, as well as useful.
It goes without saying that your drafts should be accurate as to facts, covering the
topics as completely as need be. This requires the most careful analysis of all let-
ters on each topic. That is why it was suggested, back in step 3, that you keep eac:i
group of letters together by topic number.
In addition to being accurate, your drafts should reflect the technique of a let-
ter craftsman. Each of them should be an example of a good plain letter - easy to
read and easy to understand. * When you have done your best, ready the drafts for
use in these ways:
Head each draft (whether a paragraph or a complete letter) with instructions
to typists on how to prepare it. Specify a minimum number of copies, or no
copies when none is needed. If enclosures should accompany a letter pre-
pared from the draft, specify what the enclosures are.
Identify fill-ins, that is, the blank places where the typist must put in words
and phrases to complete the meaning.
If the letterwriters must supply the words for the typists, identify the blank
spaces by numbers. Give the number "1" to the first blank space, "2" to the
second, "3" to the third, and so on, in numerical order. Do this for each
draft, beginning each time with "1". Example:
We have approved your application for a loan on your #1 ordinary life
policy, effective #2 (date). A check for the amount of the loan, $#3 will
be sent to you by the Treasury Department.
If the typist can supply the missing words for herself the numbers may be
omitted, as:
Your letter of (date) was referred to us by (Name).
*See Records Management Handbook: Managing Correspondence- Plain Letters
(General Services Administration 1955).
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Use optional phrases, clauses, sentences, or paragraphs, whenever the anal-
ysis of the correspondence shows that optional parts will make a more useful
guide letter. Identify options by alphabet letters as a means of letting typists
know which one to use, as:
Please tell us
a. the names of the partners in your business.
b. the trade name under which you operate.
Temporarily, give each draft the topic number which identifies the letters it
replaces. Because of the possibilities of deletions and additions in step 6 per-
manent numbers should not be assigned until the system is ready for installation.
Before you put your drafts aside, look over these three reminders - they may
turn out to be worth more than all the other suggestions in this handbook put together:
1. Have you questioned the need for each guide letter ?
Be on the lookout for drones among your letters. For example, do you have
a letter saying only thataform is enclosed? Or a letter explaining how to complete
a form when the same instructions are on the form? Why not let the form speak
for itself, thereby saving letterwriting expense?
2. Do you know the reason for writing the letters ?
By reading between the lines you can often detect that the letters were set off
by faulty procedures or inadequate program forms. And you may see how some of
these faults and inadequacies can be corrected to improve office operations as well
as to reduce letterwriting costs. The well known example is the second inquiry
which is setoff by delay in answering the first inquiry. You are hopeful, of course,
that the guide-letter system will overcome this problem. But don't overlook the
possibility of delays caused by complicated procedures that lurk in the back-
ground. Now is the time to investigate this possibility. The letters before you
may be your evidence of the need to simplify a procedure.
The reason for writing letters to request such factual data as dates of birth,
social security account numbers, names of next of kin, and so on, may be traced
to an inadequate program form. You may block the flow of these letters by a simple
addition to a form. Similarly, letters requesting information to correct improperly
completed forms may be your evidence that the forms need simplifying.
3. Do you need all of those file copies ?
Extra copies of letters are so easy to make that we sometimes forget how
much they add to filing costs. Very often there is no good reason for keeping any
file copies of letters on routine informational matters. If you must keep. an in-
coming letter, have it noted with the number of the guide letter reply- and the date
it was sent. By doing this you cut out the need for a copy of the reply.
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 oved 001/ 7`~ 0000 R000100020025-5
Ihq.r..rylmi ..l a.. o^Y.l "~~
Ry ...m.lll.tlm d t..m.
11?'/~ w n..tna 1n W. affln Hlt o t ~1C rna Mw., lo11 v.l, for tb.
R.... M4 '~~r'~ tdYtlflmtlm nrWr.
W i.etu q r1l. . id4nHfl..tlm neW . rr qq l.ety "36". )r rW "t-
N....
fo. . rr.Yl. q :1rt1+1.b Y1.4 of . Alpy I..fI.Y -f tb.
"JI
~1N.r'. lY.ctfla.tlm .rt.b.r,
!.) }b. re.. d I.fq.n is ).y W1YY.
!.) !b. y./. mw rely, .blab sm of.nq.
f?16 ttY.tYR (1ny. ory1..1 ?W).
7b. m.wr to Tp.f l...t1m Y q r1MtMr l.qn t L tY.bL. L ?7..?
PC ?~L.el.ei ttYa : i qty stt( oblla. m.~) 1 of sqq m oitoi.
>,f gYbl.,
l.gn.t m
M, bw
?,.l1tm or Mm 4r lq' 00041m. leVY2. a bml., .q., t.
t.abl.
~ b fIL.
'$?iL ^hw%:i
-m ,'',~..'?r..%??
....... ' ,Y.n " fir'
Figure 8. SAMPLES OF GUIDE LETTERS
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Step 6. TESTING
Find out how well the guide letters work by trying them out in
actual practice.
When you come to step 6 you should have a complete subject index and a draft
of every letter listed therein. You may not have a finished product, but you have
one that is usable. So why not use it for a while on a test basis? Why not find out
how it works before wrapping up the package?
The usual test runs for about two weeks or for the same length of time as the
period during which copies of letters were collected in step 1. To run the test,
give copies of the guide letters to several of the letterwriters and to the typists who
type their letters. Also give the letterwriters copies of the subject index. Explain
to them how the system works, as it was explained to you at the beginning of this
book.
While the test is running have the letterwriters keep tab of their troubles in
t and in making guie letters their m nts Have the typistsbmakelext a copies of all lettters that a efstill dictat dire;
If results of the test show that there is difficulty in finding topics, something
may be amiss in the subject index. The troublesome topics may need reclassifying
or cross indexing. If letters and paragraphs are poor fits, they need redrafting.
The most telling results of the test will come from the number of letters that
are still dictated. Add these copies to the "singles" you put aside during your in-
ventory (step 3). Then look through the combined lot for repetitive letters. If you
find some, they should be captured and made part of the collection.
When you have taken step 6, you may wish to pause and run up your score. How
many guide letters and paragraphs do you have? How many form letters? How many
lines of straight typing are there in each? According to your inventory, how many
times a year do you estimate that each of these ready-made letters will be used?
If you know the answers to these questions, you can estimate your savings with
the help of the table in Part V of the Records Management Handbook, Form
Letters, Figure your savings. And be sure to let the boss know what the score is.
Step 7. PACKAGING
Put the guide letters together in a compact desk file where they can
be easily found and followed.
First of all, give the lettersand paragraphs permanent numbers to replace the
topic numbers in the index and on the drafts. Form letters should be given the same
numbers that are printed on them. Guide letters may be distinguished by a code,
such as the letter "P" standing for pattern. A number is then used to identify
the specific guide letter or paragraph, as P-17.
Most people agree that the simplest numbering system is the best. The sim-
plest system, of course, is a straight numerical sequence beginning with the num-
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 Approved For Release 2001107.117 :CIA-RDP74-00f 05R0P01T0~ 0 ?~ -~p the next
ber 1 When a letter is ad de ater on, all you ave o o
number in the sequence.
A desk easel, similar to the Correspondex pictured in Figures 1 and 2, is a
favorite package for guide letters. With these easels it is easier for letterwriters
and typists to handle a large collection of letters and paragraphs. On the other
hand, when the collection is small the time and expense involved in setting up the
easel are not justified.
(This suggests that your problems should be over if you have a small collec-
tion. Put your collection in a binder in numerical order, prefaced with the index.
Add a few tabs, if need be, and you have an acceptable package.)
The easels in use in Government are 9 inches wide and 17 to 21 inches high.
They stand upright at a 55 degree angle; or they may be folded and put away when
not in use. They come two ways:
Equipped with tab cards
(one-half cut) 6" x 8",
hinged on the easel, two
together, 1/4 or 1/8 of
an inch apart. Easels
thus equipped provide
space for at least 108
pages of copy.
Equipped with pockets
to hold a paper 8" x 5-
1/4" in size, or one-half
the size of a page of Gov-
ernment paper. Easels
thus equipped have only
half as much copy space
as those equipped with
cards. They have the
advantage, though, of be-
ing easier to set up and
keep up.
Whether an easel is equipped with cards or pockets, it is visibly indexed. The
subject index is usually at the top of the easel with key subjects visible. The letters
follow with letter numbers visible.
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In setting up an easel file, consider that the easel is made up of sections, each
section introduced by a visible subject. Consider a section to be the face of an up-
right card (or card pocket) and the back of the next one. Consider that each section
will hold one full page of copy, 8" by 10-1/2". Do you see, now, why it was sug-
gested in step 4 that you keep one key subject to one page?
Make the best possible use of your space. Figure that you can have no more
pages of copy than you have cards or card pockets. Figure, too, on leaving a few
sections for expansion. Some offices save space by omitting form letters and ex-
hibiting them in a sepa-
rate folder. Other of-
fices omit the subject
index from the easel and
put it into a book like the
one exhibited in Figure
11. Books with the sub-
ject index are used by
letterwriters, and ea-
sels with letters only are
used by typists.
Since guide-letter
systems are custom
built from start to fin-
ish you can make any
changes or adaptations
that will best suit your
individual needs.
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 ApproveV orPRU 2QQ1L07/1 u EV 19KQ?9TV2 WbKK
No matter how good a guide-letter system is, it will. not operate smoothly and
profitably without adequate supplies and adequate training. What's more, it will bog
down completely without the endorsement of the officials responsible for the letters
and the cooperation of the people who use them. Don't let this happen to your guide-
letter system. As a preventive, follow these suggestions:
Set an installation date on which the new system will begin to operate. Announce
the date well in advance.
See that there are enough letter files (Correspondexes) for each letterwriter,
typist, and.reviewer to have one of his own. If new form letters are being in-
troduced at the same time, see that they are printed and on hand before the
installation date.
Design and have printed some work sheets similar to the one exhibited in
Figure 12. Letterwriters often need these work sheets to let typists know what
guide letters to write and what fill-ins or other adjustments to make in them.
Plan a simple work procedure .and put it in writing. The simplest procedure
keeps letters moving straight ahead toward the outgoing mail box. Like the
procedure illustrated in Figure 2 it provides that the work shall flow from the
letterwriter to the typist and from the typist directly to the person who is to
sign and mail the letters. It also provides that an incoming letter shall go from
the letterwriter to the typist with a notation of the number of the guide-letter
reply; or, that a work sheet shall be used when there is no incoming letter or
when the guide-letter calls for fill-ins that the letterwriter must supply. If
necessary the work sheet may be kept as a substitute for a file copy or as a
tickler file. Otherwise, it is disposed of when the letter is mailed.
Conduct training classes for the people who will use the letters. Explain the
purpose of the new system andwhy it is being started. Show how the letter file
is indexed. Using actual examples, show how to find letters in the index and
how to assign them to typists either by a notation on an incoming letter or by
using a work sheet. Finally, make it cl ear that everybody using the guide stands
to profit, both by saving money for the Government and by increasing his own
efficiency.
Announce who will be responsible for keeping the guide letters up to date.
Give that person the opportunity to assist in the installation activities.
Design a simple form for work reporting to be prepared weekly, every two
weeks or once each month. The report should call for figures showing how
many manhours were spent on letters by both let:terwriters and typists. It
should also call for figures on the number of letters produced by each group,
broken down by form letters, guide letters, and dictated letters. The informa-
tion from these reports will show how effective the guide-letter system is. It
will also help management develop performance standards and balance work-
loads and personnel.
Finally, ask the official responsible for the subject matter to introduce the new
system with his endorsement and his appeal for its full utilization.
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 Approved I=
CORRESPONDENCE GUIDE
DATE
IDENTIFYING NO.
WORK SHEET
CORRESPONDENCE SYMBOL
TO
STENOGRAPHIC OR TYPING UNIT
FROM
NAME OR INITIALS
UNIT OR ROOM NO.
TNSTRVCTlONS-Prepare ......pnndence indi-e.d below:
FORM LETTER NO.
FL.
PATTERN LETTER NO.
R
FILL-INS
3.
1.
1D.
-
13.
14.
1 7w
IN.
20.
REMARKS
-----
^ OVER
Figure 12. CORRESPONDENCE WORK SHEET
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VI. KEEPING GUIDE LETTERS ACTIVE
With changes in laws, regulations, and procedures, come changes in letters.
These changes must be made. With experience in using guide letters come ideas
for editorial changes that will improve their quality. These changes should be
made.
We shall assume that you followed the suggestion in the last chapter and had
one person in the office designated as the person who will be responsible for keep-
ing the guide letters up-to-date. If this person - let's call him or her a correspond-
ence analyst - goes about the job haphazardly your project may be doomed to fail-
ure. The successful analyst follows a carefully laid plan for keeping guide letters
active and for progressively improving them. It's your job to help lay out the plan.
The plan can be as simple and easy to follow as this:
Put the analyst on the mailing list to receive copies of all new or changed laws,
regulations, policies, and procedures affecting the work of the office. Make
sure that he will get advance information whenever it is available. C, .ve him
the responsibility of determining whether the changes affect the existing letters
or raise a need for new ones. Let him see to it that dead letters are thrown
out and that additions and replacements are ready when needed.
Set up a regular schedule for spot checking the mail by having the analyst read
the incoming as well as the outgoing letters. In offices writing a large volume
of letters, one or two days a month should be set aside for spot checking. This
is one way of telling whether more guide letters are needed, particularly for
replying to inquiries. This is also one of the ways to tell how guide letters
can be improved.
Periodically - say twice a year when the mail is heavy - let the work sheets
accumulate for several weeks. Have the analyst look them over for hand-
written notes from letterwriters to typists instructing them to change the word-
ing of guide letters. These notes may reveal the need for permanent changes.
Establish a regular routine by which the analyst and the letterwriters will ex-
change ideas about letters. The routine may call for a formal memorandum
from a letterwriter to the analyst suggesting improvements, or for occasional
informal group meetings in which the analyst leads the discussion on ways and
means for improvement.
Completely overhaul the collection of guide letters and form letters at least
every two years. Have the analyst collect copies of letters just as you did in
step 1 of Part IV. Have him analyze the letters to find out how the existing
collection can be improved by changes, additions, or deletions.
One final word about those multiple units mentioned in Part III: If you are
supplying them with a collection of guide letters you may want to include them in
your plan for keeping the letters active. If the units are scattered in field offices
throughout the country (as is likely), coordinated instructions on changes would
logically originate in the central office. In any event the details of coordination
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 i
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must be carefully worked out with the central office officials responsible for the
subject matter.
Perhaps you have a better plan for keeping good guide letters flowing off the
production line. If so, be sure to use it. After all, the goal of correspondence
management is the same as the goal in any other field of production management.
The goal is a good product by the simplest and most economical means!
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GUIDE-LETTER CHECKLIST
The answer "NO" to any of the following questions may indicate that better
use can be made of guide letters.
1. Do you know when guide letters are more practical or more suit-
able then form (printed) letters?
2. Have you analyzed your correspondence to find out whether you
can use more guide letters?
3. Do letterwriters and typists find and follow guide letters easily?
4. Are your guide letters easy to read and easy to understand, re-
flecting the virtues of good plain letters?
5. Are there, written instructions to letterwriters on how to assign
guide letters to typists?
6. Do typists have a collection of guide letters with complete in-
structions on how to set up each letter, including instructions on
copy making and enclosures?
7. When guide letters are prepared does the work flow straight ahead
from letterwriter to typist to the person who signs and mails the
letters?
8. Have you urged letterwriters to question the need for writing
letters? ^ ^
9. Can you justify extra copies of letters?
10. When a letter is answered with a guide (or form) letter, is the
number of the reply letter noted on the inquiry to take the place
of a file copy?
11. Have you looked into the possibility of cutting down on the amount
of letterwriting by improving your program forms? ^ ^
12. Are you measuring your correspondence workload and counting its
cost ?
13. Do you follow a systematic plan for keeping guide letters active
and for progressively improving them? ^ ^
14. Do you periodically overhaul your guide-letter system?
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Washington: 1955
For sale by the Superintendent of Documents, U. S. Government Printing Office
Washington 25, D. C. - Price 20 cents
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