. 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. CUSTOMER SERVICE 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 representative. 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 GOOD/BAD SERVICE 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 Navy’s 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 CUSTOMER 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 customer’s 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 customer’s 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 records? 1-17