. It is cost effective to transfer the records to an
FRC vice store them locally.
Activities should not transfer records to federal
records centers under the following conditions:
. When inactive files are eligible for destruction
within 3 years.
l When the quantity is less than 1 cubic foot of
records. Small accumulations of expired
retention records should beheld until the quantity
accumulated is sufficient to justify transfer.
. When cost of transfer to the FRC outweighs cost
of local storage.
Except when categories of records are designated
specifically for transfer to a specific federal records
center, activities should transfer eligible records to the
nearest federal records center servicing the area as listed
in SECNAVINST 5212.5, Appendix C.
The Naval Aviation Maintenance Program,
OPNAVINST 4790.2, describes the Aviation Support
Division/Supply Support Center (ASD/SSC) as the
single point where material control places requisitions
for material requirements. In the Navy, this situation is
the same in most cases. There is only one disbursing
office, only one personnel office, only one place to get
meals, and soon. The customer has no other choice but
receive the services provided by the contact point
In this text, we define the customer as anyone for
whom a service is provided. The term contact point is
the place or location the customer goes to get the service.
The contact point representative is the person manning
the contact point and providing the service.
RECOGNIZING THE EFFECT OF
The organization, command, and the Navy is
affected by the service provided by the contact point you
are supervising. A bad service creates an attitude of
resentment in the customer. However, this attitude is
directed toward NOT ONLY the person giving poor
service but also toward the Navy.
On the other hand, good service is beneficial to the
Navy. Good service promotes teamwork, creates a
positive attitude, and builds confidence.
Dedicated personnel are the Navys most valuable
asset. Too often, however, some of these personnel
leave the naval service because they are dissatisfied and
frustrated with the service they received. In such cases,
the Navy has lost not only the person but also a
considerable training investment.
RECOGNIZING THE NEED OF THE
The supervisor must understand the need of the
customer. This knowledge should be more than just
processing requisitions, issuing material, or providing
the status of a requisition. Everyone in the Navy has
needs and requirements that should be met by the
representative of the contact point. Although the type
of services needed by the customers differ, the kind of
service the customer wants is basically the same. The
following text lists some of the customers needs:
l To be regarded as an individual
l To be given more attention than a machine
l To be treated fairly and equally
l To get consideration for his or her time
Navy members requiring the service, as a customer,
are persons who must be treated as individuals. The
contact point representative should understand that
customers requirements also varies. For example,
senior Navy members are more experienced and may
not need detailed explanations or advice than junior
members. Senior Navy members are aware of the
service they are entitled and are less likely to accept poor
service. Although all Navy members depend on others
to get the service, the need is far greater for new
members. These new members have less experience
and need all the help they can get.
IMPROVING THE CUSTOMER SERVICE
You should use the self-evaluation check list to
identify items requiring improvement in the contact
point. You can use the following checklist as a customer
or contact point representative.
l Do I present a good personal appearance?
l Do I thoroughly understand my rating?
l Have I organized my work and time so that the
most efficient service is rendered?
. Do I maintain up-to-date and complete files or