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"5216.5D 1 OF 3" by SerialNano
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DECLASSIFIED DOC.
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Declassified to status:
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effective as of:
01 DECEMBER 2017
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Technical Info
DEPARTMENT OF JUSTICE CORRESPONDENCE MANUAL
DOJ COS Broadshaw
21 MAY 2017
5216.5D
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VOLUME 1 OF 3
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1. Purpose.
To prescribe uniform standards for the management and
preparation of correspondence.
2. Scope.
This instruction is applicable throughout the Department
of Justice (DOJ).
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3. Local Supplements.
Local supplements to amplify this manual may
be issued and inserted. Supplements shall be restricted to those areas requiring extension for local application.
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4. Request for Changes.
Commands and individuals may reccomend changes through the chain of command.
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CHAPTER 1
CORRESPONDENCE
MANAGEMENT
SECTION A
OBJECTIVE AND RESPONSIBILITIES
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1-1. Objective.
The objective of the DOJ Correspondence Management
Program is to produce effective correspondence and to do so efficiently. The objective of this manual is to explain how to do so.
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1-2. Responsibilities.
a. Office of the Attorney General.
Administer the Correspondence
Management Program within the DOJ.
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b. Office of the Attorney General's Chief of Staff.
Manage the DOJ Correspondence Program and coordinate proposed changes to this manual.
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c. Commanding Officers and Heads of Branches. Establish a correspondence management program and ensure:
(1) Correspondence is screened, controlled and reviewed.
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(2) Correspondence practices are reviewed periodically to improve products and procedures.
(3) Correspondence management practices and training are
promoted and publicized.
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(4) Only meaningful correspondence is produced.
(5) A Correspondence Manager is designated.
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d. Correspondence Manager.
Review outgoing correspondence to see that formats are correct and established procedures are followed.
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SECTION B
STANDARDS AND PROCEDURES
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1-3. General.
The tone, quality, and responsiveness of
correspondence is important.
The Department of Justice's image and
effectiveness is impaired if correspondence is sloppy, difficult to
understand, unresponsive, or incomplete.
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Section B provides standards
and procedures that apply to managing and preparing correspondence.
Formatting guidelines are in Chapter 2.
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a. Correspondence must be neat in appearance, correctly
formatted, error free, and grammatically correct. Two legible changes
in font are permitted on a page.
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Retype to correct minor errors in
those few cases when the importance of the subject or the addressee
justifies the expense of retyping.
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b. Avoid stereotyping men and women on the basis of biological
sex. Use pronouns and titles that include either sex.
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c. Do not write unless you must. A conversation in person or by
telephone can often save two pieces of correspondence from being prepared.
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Conversations are preferred to correspondence for working out details.
Confirm your conversation with a short memo if you wish
to maintain a paper record.
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d. Always include a point of contact and contact information when your correspondence is likely to prompt a reply or inquiry.
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1-4. Correspond Through Channels.
a. Use the Chain of Command. Follow your chain of command when
corresponding on substantive matters such as command decisions, policy
issues, and official documentation or recommendations.
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(1) Address communications directly to the top official of the
organization concerned.
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(2) Address correspondence concerning policies, suspension and
management decisions, or other important matters via the office(s)
exercising control, taking action, or directly involved.
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This keeps
intermediate commands informed and allows them to comment.
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(3) âVia:â addressees forward official correspondence, with an endorsement. The endorsement may be restricted to the term
âForwardedâ when no opinion or comment is requested.
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âVia:â
addressees may elect to take final action, divert document routing, or return the correspondence to the originator, if a proper explanation
for such action is given.
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b. Variations to Corresponding through the Chain of Command.
(1) Authorized subordinates of different activities may
correspond directly with each other on routine matters.
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(2) Include intermediate offices as âCopy to:â addressees
instead of âVia:â addressees when you wish for them to see
correspondence, but do not require their endorsement.
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(3) Bypass intermediate offices that clearly have no interest in a document's content and no requirement to comment or act upon it.
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c. Individuals Writing to Higher Authority.
(1) Federal Personnel. When writing to higher authority on a
personal matter affecting the command, prepare your letter in standard letter format.
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Examples include requests for promotion or
reinstatement.
Address the letter to the higher authority and send it
via your chain of command.
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1-5. Coordination and Review.
The originator: (a) Resolves major
differences, (b) arranges for any needed retyping, and (c) provides
copies of the correspondence (after signature) to reviewers that
request them.
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a. Coordinate Efficiently.
(1) Decide who needs to grant approval before a letter is
signed, and who can be informed afterward. Limit reviews to offices
that have a substantial interest in the document.
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Obtain approvals
before correspondence is put into its final form and submitted for
signature.
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(2) Coordinate as quickly and informally as possible.
Discussions by phone or in-person are often more efficient than formal
written coordination.
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(3) If revisions are likely, coordinate during the drafting
stage. Show the order of routing on the file copy.
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1-6. Submit Finished Products for Signature.
Normally, submit
correspondence for signature in final form. Submit drafts only when
changes are likely, perhaps because a subject is controversial or a
policy requires precise wording.
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Early guidance regarding a
signatory's preferences will reduce the amount and frequency of
changes required.
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1-7. Signature Authority.
Delegate signature authority to the lowest
practical authorization level.
a. What the Signatory Must Sign.
The signatory official must
personally sign documents that:
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(1) Establish policy.
(2) Center on the branch's mission or efficiency.
(3) Deal with certain aspects of internal affairs.
(4) Are required to be signed by an authorized official by
higher command.
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b. Delegation of Signature Authority.
(1) A signatory official may delegate signature authority to
DOJ personnel only.
Do so in writing, to titles rather than names,
and include a brief outline of the types of documents involved.
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Generally, this delegation is made in an instruction.
(2) Authorized subordinates may sign correspondence that
falls within their areas of responsibility or jurisdiction, unless
good judgment calls for the signature of a higher official.
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c. Acting for the Signatory Official.
When an official
temporarily succeeding to office signs official correspondence, the
word âActingâ is typed below the typed name.
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1-8. Incoming Correspondence Controls.
a. Time Stamp.
Record the date and time at which correspondence
is received, immediately upon receiving correspondence.
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1-9. Reply Promptly.
a. Routine Correspondence.
Take quick action on incoming
correspondence that requires action or answers. Normally,
correspondence should be answered within 5 days.