CMF has been deeply involved in the topic of handling constituent mail since its inception. We have been teaching writing courses, researching mail volumes and office practices, advising individual offices on their practices, and surveying the public and congressional staff on their perceptions of its impact. Through this work, CMF has identified five core elements that are necessary for a successful mail program.

1. Set the tone at the top. The Senator/Representative and/or the Chief of Staff must establish the "tone at the top" that places a priority on constituent mail. This can't just be lip service; they must live their commitment. This means they cannot let mail pile up on their desks or in their inboxes waiting for approval. Mail should be discussed regularly at staff meetings, and mail reports should include status of mail by staffer. The purpose of mail reports is not to" shame and blame," but to provide transparency and accountability. NOTE: Be sure to utilize CMS/CSS software to personalize reports to your needs. Don't track in Excel!
2. Limit Senator/Representative involvement. Senators/Representatives should only be involved in the mail to the extent of his/her ability to add value and not be a hindrance. Since most Members are stretched to their limit with other duties, CMF recommends they only review major or controversial letters and letters to VIPs. This function can also be delegated to the Chief of Staff, Legislative Director, or Communications Director.
3. Give autonomy to a well-trained Legislative Correspondent/Mail Manager. Offices with a smooth mail program have invested time and energy into training their LC/Mail Manager. Once senior staff is confident the LC/Mail Manager understands the Senator's/Representative's style of writing and political views, as well as the office's mail processes, that person should be given a good deal of autonomy to manage the mail program themselves. This authority must be conveyed to the rest of the staff so that everyone, including Legislative Assistants and others involved in the mail, respects his/her authority. Offices that aren't comfortable vesting this level of authority to a junior staffer should designate a Senior Mail Staffer who is in charge of the program and works closely with the LC/Mail Manager.
4. Have an agreed-upon approval process and turnaround time(s). Offices should create a process for answering mail that includes roles and responsibilities; turnaround times for each step of the way; standardized format for letters, etc. This process should be written down, shared with all staff involved with mail, and reviewed periodically to ensure it is keeping up with demands and office capability. The ultimate goal is to create a mail manual that can be shared with incoming staff, thus shortening their learning curve and assuring adherence to office standards.
5. Take full advantage of CMS/CSS technology. Your constituent database software (CMS/CSS) represents the second largest budget item for offices, so be sure you're getting your money's worth. At the very least, all staff who answer mail should be trained on the CMS/CSS. This includes district/state office staff who use it for casework. CMS/CSS vendors make help available through classes, webinars, instant messaging, and over-the-phone help. Technology providers also update their software to help offices meet new challenges, so keep up with improvements.

Related Resources

For more research and guidance on mail management/constituent correspondence, please visit our "Constituent Communications Resources."