Forms design checklist

	Yes	No
Arrangement
1. Considering the source of the information, its use, and the way users normally write or read it, are all items and groups of items arranged in the right sequence?
2. Considering the type of storage equipment used, is the key information (data used to retrieve the form in a file) in the most visible location
Spacing
3. Considering the preparation method, has the proper amount of space been provided for each piece of requested information?
4. Does the horizontal spacing visually direct the user from one section to the next?
5. Is the vertical spacing set so that data can be entered on the form using a typewriter or computer without vertical adjustments?
6. Is all extra space used properly for emphasis, separation, and balance instead of looking left over?
Captions
7. Will all captions be understood by everyone who might use the form?
8. Are captions placed in the upper-left corner of each fill-in area?
9. Will abbreviations really be understood?
10. Are group captions or headings used to identify major areas?
Multiple-choice answers
11. Are possible answers given (including check boxes) whenever they would help the users provide better answers in less time?
12. Are the answers and check boxes arranged properly for the most productive and accurate fill-in?
Instruction and distribution
13. Can someone unfamiliar with the form complete it without referring to any other source for help?
14. Have all unnecessary instructions and explanations been left off the form so that the user’s intelligence will not be insulted?
15. Are the distribution instructions shown on the form in the most effective way for its usage pattern and construction?
16. If an interior copy is to be removed from the set before the others, is that copy slightly longer so that it can be easily identified and removed?
17. Is the self-mailer format used whenever applicable?
18. Is the form designed to fit a window envelope whenever appropriate?
Margins
19. Does the form have adequate margins for the required lock-up (gripper) space on the press?
20. Are the margins adequate for any binding technique to be used, such as hole punches for notebooks and post binders?
21. Are the margins adequate for other handling characteristics, such as filing, copying, stapling, and so on?
Types, lines, and screens
22. Do all of the lines on the form do what they are supposed to do? (Some guide, some separate, some stop.)
23. Is screening (shading) used where helpful to separate, highlight, or identify fields or zones and not just to decorate the form?
24. Within the same typeface, is there variation in the size of type, its boldness, and use of capital and small letters and italics to enhance the appearance and legibility of the form?
Construction
25. Is the size appropriate for the printer, all users, and storage equipment?
26. Is the construction right for the way the form will be handled?
27. Is the paper right for the use and retention needs of the form?
28. Is the colour of ink appropriate?
29. Are all appropriate holes, perforations, scores, and so forth, shown on the layout and not interfered with by the copy?
Identification
30. Is the title meaningful?
31. Is the form properly identified with a number and date for ease in referencing, ordering, inventorying, and so on?
32. Is the organization properly identified?
General
33. Is this form accomplish its purpose with the minimum amount of effort by all users?
34. Is this the best possible tool to do this job?

Records creation and control: forms, reports management, audits and reports

Forms

• Carefully designed documents used to gather and transmit information necessary for operational functions and for historical records
• Electronic forms known as templates
• Blank forms stored electronically in a computerized information processing system

Forms management program

• A records management function designed to achieve the efficient collection and distribution of information through the use of forms

Objectives of forms management program

• Control creation of forms
• Eliminate obsolete forms
• Standardize forms
• Standardize and streamline distribution

Forms analysis

• Process of determining whether a form is necessary and, if so, how it should be designed for maximum efficiency
• Conduct forms survey
• Inventory by department of forms currently in use, or in stock
• Will help eliminate duplicate forms
• Evaluate flow of forms
• At least 75% of time required to process a form should be working time
• Eliminate inactive forms
• Establish form files
• Numeric (historic record of form)
• Functional (groups forms according to function, allows ready recognition of duplicate forms)
• Specifications (groups forms according to manner in which printed, e.g. carbonless, single sheet, continuous feed)
• Consolidate forms
• Evaluate forms design

Forms management procedures

• Policies must cover
• Originating forms
• Ordering forms
• Evaluating forms

Forms design

• Basic goal of forms design to:
• Facilitate collection and use of data
• Present good visual effect
• Minimize writing required
• Information in logical sequence
• Compatible with equipment used to fill out (computer, pen/pencil)
• Achieve printing economies
• Design on standard paper sizes
• Order appropriate quantities and select appropriate paper colour, quality and weight

Guidelines for forms design

• Divide form into parts
• Facilitate area: section, usually at top that provides info such as organization name, form no., instructions
• Working area: section of form that requests information necessary to achieve purpose for which form designed
• Allow adequate spacing
• Use clear captions
• Place ballot boxes in front of responses
• Make forms self-instructing
• Identify organization in all external forms
• Display date (original print date or most recent revision date)
• Show distribution and routing on forms

Computer forms

• Forms software can be used to design a variety of business forms
• Organizations with electronic equipment especially those with LANS and WANS should consider using electronic forms
• Users can access and submit without printing
• Electronic forms can save substantial printing costs
• Advantageous for forms needing frequent updating

Processing information with reports

• Reports are upward communication to management used for decision making
• Type of reports
• Activity: reflect participation of personnel in special activities
• Feeder: reflect contribution as in a production report
• Forecasts: provide projections
• Status: reflect existing conditions
• Summary: recapitulate activities
• Consolidated: compilation of existing data
• Onetime
• Special studies show results of research, development, operational testing re a particular program/problem

Types of reports

• Exclude from reports management program routine reports, e.g.
• Minutes of meetings
• Administrative procedures
• Technical manuals

Reports management program objectives

• Identify reports production and needs for these reports
• Provide visibility of report volume and its costs
• Control creation of new reports
• Establish a method of purging unnecessary reports from system
• Determine number of hours spent on report preparation
• Control distribution and provide audit controls
• Improve quality and true effectiveness of reports
• Promote exception reporting where appropriate
• Reduce number of items in reports through content analysis
• Consolidate, simplify, and standardize reports

Reports management procedures

• Reports inventory
• Reports questionnaire
• Need for report, suggestions for improvement, etc. 
• Review of completed questionnaire by records management
• Delete from distribution list those no longer requiring report
• Eliminate report if distribution reduced to zero
• Take follow-up actions to update distribution lists and improve reports based on comments made by recipients
• Prepare a report inventory log
• Report inventory log
• Summary of report questionnaire data

Reports files

• Functional reports file: maintains information about reports having a similar function
• Helps to minimize duplication
• Historical reports file: maintains history of each report
• Reports catalogue
• Often issued by large organizations
• Helps curtail need to print large copies of report as employees made aware that report available to them from central location

Audits and reports

• Control is the function that compares achieved results with planned goals
• Types of control
• Precontrol: purpose to eliminate problems before they occur
• Concurrent: identifies problems as they occur
• Feedback (aka postcontrol): focuses on results; takes place when work completed

Scope

• Control function monitors three major areas of records management
• Employee performance: reflected in administrative costs and productivity
• Information quality and quantity: central and primary link in the scope of the control subsystem
• Supplies and equipment use: monitor for waste

Responsibilities for records control

• Shared by those involved in creation and use of records and those involved in processing records
• Records creation and use
• Originator
• Recipient
• Administrative support staff
• Records processing
• Records manager
• Ultimately responsible for effectiveness of records control system
• To control creation and retention of records, records manager can:
• Approve requests for new reports
• Approve requests for new or revised forms
• Establish guidelines for use by all originators for an efficient flow of correspondence and directives
• Evaluate all requests for printing
• Department heads and supervisors
• Responsibilities largely in area of flow through and follow-up
• Records staff
• Responsible for major portion of records processing procedures
• Administrative support staff
• If no records centre and all records decentralized may have same responsibility for records as records staff

Auditing the records management system

• Audit: regularly scheduled examination and verification of a specific activity
• Audit trail: procedure that provides documentation for regular examination and verification

Types of audits

• Administrative
• Examines the overall system
• Questionnaire typically used
• Operational audit
• Examines specific processes within the system

Records Creation and Control Correspondence, Directives and Copy Management

Goals for Correspondence Management

1. Improve correspondence quality
2. Improve correspondence productivity
3. Reduce correspondence costs
4. Facilitate correspondence storage and retrieval

Improve correspondence quality

• Improved by clarity
• Recipient should not have to decipher, draw interferences, make assumptions about intent of writer
• Recipient should not be presented with additional questions before requested action can be taken
• Typically there has been little improvement in time required to produce correspondence
• Emphasis on productivity improvement has been in administrative support area not in need for managers to increase correspondence productivity
• Focus on management productivity would result in greater productivity returns (managers earn 74 cents of each white-collar dollar)

Reduce correspondence costs

• Costs of producing letters have risen dramatically
• In U.S. the average total cost of producing and mailing one letter c. 2003 is $19.92 (Dartnell Institute of Business Research)
• Acceleration of correspondence cost plus increased volume of correspondence makes cost reduction essential

Facilitate correspondence storage and retrieval

• Clearly written, concise letters facilitate easier and faster identification in both the storage and retrieval processes

Determine current status

• Survey Present Correspondence Procedures
• Conduct a survey to identify current practices and strengths, weaknesses of present program
• Ask questions such as
• What % of originator’s time is spent in composing correspondence?
• What % dictated to secretary or machine?
• What % composed in longhand?
• What % keyboarded by manager?
• How is correspondence produced (word processing, electronic mail)?
• How many hours/day is dictation and word processing equipment used?
• Are paper copies made of outgoing correspondence; if so, how many?
• Average no. of pages for letters? Memoranda?
• Usual turnaround time? Is it adequate?
• What % of correspondence does originator require in rough-draft form?
• What % returned to word processor for revision?
• Extent of use of form letters, guide letters or guide paragraphs?
• Review large sample of correspondence to determine quality
• Allows ID of organization-wide problems + individual weaknesses
• Or, Forward an extra copy of all correspondence to records manager for short time (e.g. 2 weeks) for review purposes

Evaluate current correspondence procedures

• Analyze survey responses and correspondence sampling for recommendations re correspondence quality and efficiency of correspondence management program

Analyze cost factors

• Categories of correspondence costs
• Origination costs
• Directly related to writing and research time necessary to draft correspondence
• Difficult to determine accurately (originator’s make little effort to track)
• Processing costs
• Actual document preparation costs, e.g. equipment, materials, supplies, admin. support
• Maintenance costs
• Costs associated with storage and retrieval
• Distribution costs
• Costs related to distributing correspondence to appropriate recipients
• User time costs
• Time necessary for recipient to efficiently interpret and use the information
• Directly relate to quality and timeliness of information

Develop plan for accomplishing goals

• Improve correspondence quality
• Develop guidelines for effective writing, program for developing writing skills which managers regard as beneficial
• Standard procedures can be more efficiently presented in a correspondence manual or guide
• Improve correspondence productivity
• Preprinted form letters
• Guide letters and paragraphs
• Alternatives to hard-copy correspondence, e.g. e-mail; telecommunications; including telephone, wire and satellite services, teleconferencing, fax, voice mail, communicating computers and word processors; microforms
• Standardized format
• Productivity standards; work standards; work load, volume, work performance
• Reduce correspondence costs
• There is a revenue correlation between correspondence costs and correspondence productivity. As the productivity increases through use of combination of previous methods, correspondence costs decrease
• Facilitate correspondence storage and retrieval
• Clear writing style makes it easier to index and code records making them easier to store and retrieve

Disseminate new procedures

• One way to disseminate information is through a correspondence manual
• Correspondence manual is one tool for providing information regarding standardization in preparation and distribution of letters, memoranda and other written communications

Establish correspondence evaluation program

• Any new or established program should be monitored for evaluative purposes
• Scheduled reviews should be used to evaluate the program
• Conduct in-depth review at least every 3 years
• Review new program with quarterly checks and annual review

Evaluation methods

• Several methods can be used to evaluate correspondence control program
• Monitor standards
• Helps to determine if reasonable, being followed, need revision
• Use checklist
• Require little time for completion
• Obtain feedback
• Use both formal and informal methods

Directives management

• A directive is an instruction from management, a form of downward communication, usually addressing policy or procedure
• The purpose of directives management is to provide clear instructions for action and to minimize duplicate or confusing instructions

Records management responsibilities

• Responsibility for operating the directives program should be placed in a single, specific unit of the organization
• Responsibility for directives management may be assigned to the records management staff
• A contact person should be selected from within each office or department
• The contact person coordinates the directives program with the records management department

Develop directives management program

• Inventory & analyze directives
• An inventory of all directive is first step
• Contact person forwards copies to records management department which groups them into broad categories and separates obsolete directives
• Directives then returned to contact person in originating unit (department creating the directive or office responsible for the function or subject described in the directive) for review, revision, deletions, or discarding. May also be condensed, consolidated, rearranged, or rewritten
• Directives including revisions and deletions, returned to records management department

Determine directive content

• Some directives are long term (remain in effect until cancelled/revised) others are temporary (date of expiration on directive itself, directive destroyed immediately upon date of expiration)
• Directives usually address policy, procedure, or both
• Policy statements provide guidelines for making decisions, procedure statements tell how to implement policies
• The subject of a directive is determined by the originating unit

Establish directive format

• A standard format provides assistance in directive writing
• Directive components are:
• Name of the issuing or originating company
• Directive number
• Date the directive takes effect
• Addresses
• Subject
• Content
• Distribution code
• Develop conversion schedule
• Decision re which directives to be immediately incorporated into program followed by conversion schedule showing when additional directives will be integrated

Develop classification system

• The subject of the directive is the basis for classification
• Subjects may be primary, secondary or tertiary
• The directives manual and distribution system for directives are key to program implementation

Implementation directives management program

• Prepare directives manual
• Directives manual consolidates all the organizational directives in one place
• The index is an important part of the directives manual
• The directives on directives is the first directive in the directive manual, it provides authorization for the program

Determine distribution

• Manual usually distributed along organization lines
• Distribution lists must be kept up to date 
• Directives manual are assigned to a title or function, not a specific person

Copy management

• It is necessary to control copy proliferation
• Copy is a duplicate record – a reproduction of the original
• Copy management is management of copying practices, procedures and control devices to ensure the effective and economical creation of copies

Copy practices

• Good copy practices require instructions in equipment use and application of common sense
• Good copy practices include:
• Acceptable copy (make test copy 1st for multiple copy run)
• Copy destinations (accept legible not perfect copy for internal use)
• Quantity indicator (make sure on “!” when finished)
• Type of paper in feeder (check for nonstandard, e.g. colour card)
• Remove staples, paper clips, etc.
• Machine malfunction (leave note on machine)

Copy procedures

• Develop a current copying activity profile to include:
• Kind of documents copied (including personal and unauthorized)
• Purpose served (information copy; copies of forms, directives, etc., available from other sources)
• Urgency
• Need for special handling, quality, confidentiality, etc.
• Volume
• Composition i.e. one copy of 75 documents or 75 copies of one document
• Need to copy validation procedure

Copy control devices

• Copy control devices are usually attached to copy machines to limit access to authorized users

Copying cost factors

• Copy processing costs
• Include equipment and equipment maintenance, materials, supplies, admin support time
• Copy maintenance costs
• Costs of storing and retrieving copies
• Copy distribution costs
• Costs associated with distributing copies to appropriate recipients
• Copy user costs
• Time necessary for user to interpret and use information (poorly reproduced copy requires more time to interpret and action)

Records Security and Information Privacy

Chapter 12: Records Security and Information Privacy
http://web.archive.org/web/20050301010413/http://xnet.rrc.mb.ca/recmgmt/chapter12.htm

Records security and information privacy

Content security

• Provision for the protection against intentional destruction, disclosure, modification, or breach of confidentiality of information
• Based on principal people have right to decide what personal information they wish to divulge, to whom and for what purpose. People have right to expect the information will be kept private and used only for purposes for which it was obtained.
• Growing proliferation of electronic databases containing personal information
• Government: health, income tax, census, military, etc.
• Private sector: credit cards, affinity cards, etc.
• Information highway: integrated computer, communication, and cable/satellite TV networks
• Need to balance need for access with protection from unauthorized users

Canadian privacy legislation

• Officer of the Privacy Commissioner of Canada http://www.priv.gc.ca/index_e.asp

Access to information act

• Access to Information and Privacy Homepage
  https://www.tbs-sct.gc.ca/atip-aiprp/index-eng.asp
• In order to help requestors find government records and determine where to send their requests, the Access to Information Act and the Privacy Act require each government institution subject to the two Acts to describe the nature of their records in Infosource http://infosource.gc.ca

PIPEDA

• Personal Information Protection and Electronic Documents Act
• All Canadian Provinces were to pass like legislation by January 1, 2004 or fall under the Federal Legislation
• Electronic and paper documents are equivalent

Manitoba Privacy Legislation

• Freedom of Information and Protection of Privacy Act (FIPPA) http://www.gov.mb.ca/chc/fippa/index.html
• Personal Health Information Act (PHIA) https://www.gov.mb.ca/health/phia/index.html

Voluntary Organizational Protection

• Voluntary programs by businesses are emerging in the private sector
• Altruistic motives
• Voluntary compliance to head off legislated compliance
• Self protection from law suits for the breach of confidentiality and invasion of privacy
• Voluntary Privacy Codes http://web.archive.org/web/20100211204326/http://www.ic.gc.ca/eic/site/oca-bc.nsf/eng/ca01361.html
• The following Associations are examples of Canadian organizations which have developed important voluntary codes dealing with privacy:
• Canadian Association of Internet Providers
• Canadian Bankers Association
• Canadian Marketing Association
• Canadian Medical Association
• Insurance Bureau of Canada

Security management

• Establish objectives
• Define responsibilities
• Assess risk
• Establish into security policies and procedures
• Audit, monitor, and evaluate security management

Area and facility access

• Security measures vary from organization to organization
• System of controlled access must be established to maintain safeguards against unauthorized invasion of equipment and records
• Primary criterion for entrance: admit only those whose work requires access

Types of access controls

• Keys
• Easily duplicated and lost
• Anyone can use
• Lock itself vulnerable
• Electric, electronic, or mechanical entry (keypad systems)
• People forget the code or record it where others may find it and use it
• Combination can be shared easily
• Vulnerable to electronic lock picking
• Plastic cards with coded strips
• Card can be lost (should carry no ID which allows finder to know what it unlocks)
• More difficult to duplicate
• Biometric and physical attributes
• Match individual characteristics electronically
• Biometric devices: fingerprints, voice, chromosomes in strand of hair, retinal eye patterns
• Combination systems

Audit trails

• Ability to record an audit trail of all access attempts can be built into many of the area and facility access systems
• Printouts showing who has had access, date and time of entry, unauthorized entry attempts, etc.
• Useful in monitoring access system

Equipment access

• Procedures for controlling theft and unauthorized access must be provided
• Keep current inventory including date of purchase, serial no., cost
• Tag with ID no. both inside and out
• If employees can borrow have sign out system with due dates for return
• Supervise and monitor equipment use during breaks, lunch, after hours
• Train building security guard to check for computer equipment, etc.
• Need to balance security with employee privacy rights

Security devices

• Cables
• Locking cabinets
• Computer alarms
• Anchoring pads

Paper document access

• Desirable to have central source with one person responsible for compliance with company guidelines
• Guidelines to be written, disseminated and enforced

Typical procedures

• Review of personal record
• 2 pieces of ID, completion of authorization form
• Copy of personal record
• 2 pieces of ID, completion of authorization form, plus signature for receipt of copy
• Company employee
• Signature on receipt for copy, or signature on a log identifying record logged out
• Request by mail
• Verify legitimacy; obtain written permission for release when necessary
• Highly confidential records
• Check requestor’s name against “authorized to see” list
• All other requests
• Records manager or designee must grant authorization on case-by-case basis
• Signature on log or request form

Electronic files access

• The bigger you get and the more private information that you maintain online, the more of a target you become to hackers. Hackers may be after your private information, but they may also be after the notoriety that comes with cracking your site.
• Security breaches can be caused by problems with the technological systems that you use, but they can also be caused by negligent staff

Security measures

• Firewalls
• hardware and/or software that controls information entering your computer system or network
• Intrusion detection software
• detects unauthorized intrusions into your computer systems
• Encryption
• a security method that transforms information into random streams of bits to create a secret code. There is software-based encryption such as Public Key Infrastructure (PKI) and Secure Sockets Layer (SSL). Hardware-based encryption, such as smart cards, is another type of encryption.
• PKI
• the combination of software, encryption technologies, and services that enables enterprises to protect the security of their communications and business transactions on the Internet.
• SSL
• a program layer created by Netscape for managing the security of message transmissions in a network
• Smart card
• a plastic card resembling a credit card that contains a computer chip, which enables the holder to perform various operations, including limiting access to individual computers to legitimate users

Nonremovable media security

• To prevent access to data stored on hard disks must control access to equipment
• Assigned numeric code for each person, a password or combination of the two

Removable media security

• Key and lock for disks
• Deny access to employees who resign, then immediately change access codes
• Encrypt (scramble) sensitive and confidential files
• Mutilate or erase disks before disposal
• Turn off modems when not in use
• Turn off computers when not in use so unauthorized users cannot access files

Virus protection

• Use and update antivirus software
• For further information on computer security see: 
• NIH Computer Security Awareness Training Course http://irtsectraining.nih.gov/

Records classification

Class	Definition	Example	Recommended Protection
Class 1 - Vitals	Records essential to the continued life of the business. These records are irreplaceable because they give evidence of legal status, ownership, and financial status.  Vital records are generally housed in active records storage.	Accounts receivable Inventory Contracts Creative materials Research records	Fire resistant vaults Dispersal Fire resistant safes/cabinets
Class 2 -Important	Records necessary to the continued life of the business.  While these records can be replaced or reproduced, this can be done only at considerable time and money. Important records can be housed in either active or inactive storage.	Accounts payable Directives Payroll records	Safes Vaults
Class 3 - Useful	Records useful to the uninterrupted operation of the business. These records are replaceable although their loss could cause temporary inconvenience.	Bank statements Correspondence	File cabinets
Class 4 - Nonessential	Records having no present value and should be destroyed.	Requests answered Advertisements Announcements	Use, then destroy

Source: Gordon P. McKinnon, editor. Fire Protection Handbook, 15th ed. (Boston : National Fire Protection Association, 1981).

Recovery priority by types of records media

Recovery Priority by Type of Records Media from http://www.arma-gla.org/presentation/2001-02/armafeb20workshop2.pdf

			Salvage techniques
Media	Recovery priority	Initial action	Initial purpose	Follow-up action	Follow-up purpose	Comments
Magnetic media Magnetic tapes Disc packs Floppy diskettes and disks Flexible disks Audio and video tape cassettes CD-ROM Computer Output Laser Disk&	Immediately	Contact vendor	To obtain professional advice	May include freeze or vacuum drying, special cleaning techniques professional assistance in retrieving data	To remove all moisture and other contaminants from the media, to access data in case of damaged media	Such advice should be sought well in advance of a disaster. Contingency plans for data and word processing groups may be advisable. Heat and water damage to media may result in subsequent damage to hardware or irretrievability of data. Proper backup and salvage procedures are essential. It is worth noting that such records are among the easiest to duplicate and share off-site.
Photographic materials Colour film and photographs	Immediately	Once wet, keep wet	To avoid further damage and image toss			Colour dyes are inherently unstable and should be handled immediately to prevent loss of colour and other damage
	Within 48 hours	Obtain professional advice and/or assistance with cleaning, drying and restoring		Freeze if professional help must be delayed longer than 48 hours	To stabilize color dyes
Silver or emulsion films and photographs	Immediately within 48 hours	Immerse totally in water. Formaldehyde to a 1% solution, may be added to cool, clean water. One tablespoon of salt may be added to hard water.	To avoid further damage. To avoid softening or filling of gelatin or emulsion layer. If materials are allowed to dry out, they tend to stick to adjacent surfaces, with image loss and other damage.	Seek professional advice and help with cleaning and drying. Freeze only if necessary.	To restore films to original state. Freezing may lead to image damage, but less damage is likely to be caused by freezing than by delayed treatment.
Diazo or vesicular (duplicate) films	Last	If time and staff are available, rinse off and lay out to dry, otherwise, leave until last.	To prevent water sooting and curting of films and fiche.	Wash with liquid detergent and rinse and lay out on absorbent paper to dry.	To remove water spots and other contaminants and to restore film.	Diazo and vesicular films are nearly impervious to water damage and should clean-up easily. Diazo films sometimes fade with age. Fading or other damage discovered after the disaster can be related to poor quality control rather than to the disaster.
Paper Bond, rag, duplicating other	Within 48 hours (depending on temperature and humidity levels at disaster site and on extent of damage). In fires, paper is least vulnerable media.	Air dry in well ventilated area: if volume of wet records is large, consider freeze or vacuum drying.	To prevent further deterioration of paper materials and eruption of mold and fungus.	May include freeze or vacuum drying. If mold erupts, treat with fungicides. May place paper towels or newspaper print between wet pages.	To remove moisture from materials and to reduce humidity levels in damaged materials: to eradicate mold.	In high humidity levels, deterioration of wet paper records can begin within 2-3 hours.
Coated or clay paper	Immediately	Freeze	To hold damaged materials until freeze or vacuum drying can be arranged.	Freeze or vacuum drying.	To remove all moisture from paper, without damaged or removing coated surface.	Freeze or vacuum drying is the only successful recovery technique for this medium.