Operational Assessment
of The Registrar's Office
Maureen O’Mara Carver
August 9, 2007
Fayetteville State University
Fayetteville, NC
July, 2007
Table of Contents
Introduction
AACRAO Consultant Assigned to This Project
Project Approach
Project Findings, Conclusions, and Recommendations

Organization

Policy And Procedure

Technology

Facilities
Suggested Next Steps
Appendices
2
A.
Documents & Publications Provided
B.
Individuals And Groups Involved in the Consulting Visit
Introduction
 Fayetteville State University (FSU) contracted with
the American Association of Collegiate Registrars
and Admissions Officers (AACRAO) Consulting
service to conduct an operational assessment of its
Registrar's Office functions, concentrating on the
processes and procedures in registration/records
and examining their relationships and efficient
coordination with other offices and functions at FSU.
 AACRAO will make recommendations, if warranted,
for the redesign of the Registrar's Office processes
and functions.
3
AACRAO Consultant Assigned to This Project –
Maureen O'Mara Carver


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4
Maureen O'Mara Carver has 24+ years of experience in higher education
administration. She currently serves as Assistant Dean for Student Records and
Registrar at Villanova University School of Law. Prior to this position, she served as the
law school's Director of Admission. In all, Dean Carver has over 17 years of experience
with Villanova University School of Law.
Dean Carver began her career at her alma mater, Loyola University New Orleans, in the
Admissions Office. During her time at Loyola University, she was exposed to all
aspects of admissions from recruitment to data systems administration, with chief
responsibility for recruitment of non-traditional and under-represented students.
Further recruitment and administrative experience was gained during the four years
Dean Carver worked at large law firms as Attorney Recruiting Administrator. She was
fortunate to be charged with the task of developing recruiting-related databases at a
time when this was an emerging field.
Dean Carver is active professionally in a variety of organizations, including the National
Network of Law School Officers, and the Association of Collegiate Registrars and
Admissions Officers, where she served three years as chairperson of the Graduate and
Professional Schools Interest Committee.
Dean Carver holds a B.L.S. (philosophy) from Loyola University New Orleans, an M.S.
(counseling and human relations) from Villanova University, and has undertaken course
work towards a doctorate in higher education at the University of Pennsylvania.
Project Approach

5
The methodology used in the Fayetteville State University operational assessment of
the Registrar's Office functions included the following steps.
1. Fayetteville State University Associate Vice Chancellor for Enrollment
Management, Roxie Shabazz, contacted AACRAO Consulting to request an
external review of the functioning of FSU's Registrar's Office. A contract for
services was subsequently approved by both parties.
2. It was requested that Fayetteville State University provide as many documents as
possible related to the scope of work previous to the visit so the consultant could
be informed as to the organizational structure, current processes, and
background. A packet of documents was forwarded to the consultant by FSU
staff that included budget documents, an institutional mission statement,
enrollment statistics, job descriptions, Registrar Office operating procedures,
Registrar Office timelines, and copies of the FSU undergraduate and graduate
catalogs. A complete list of these documents/publications is provided as
Appendix A.
3. A number of phone calls and emails were exchanged between AACRAO
Consulting, the consultant, Roxie Shabazz, and FSU Registrar, Sarah D. Baker.
During these communications, the scope of work was clarified.
4. The consultant reviewed each document and identified issues for further analysis
and then formulated questions for the site visit.
Project Approach (continued)
5. A site visit was conducted by the consultant on July 18-19, 2007. The
consultant met with 18 FSU personnel during the visit to obtain as
many perspectives as possible on issues outlined in the scope of
work. A list of individuals interviewed is attached as Appendix B.
6. Dean Carver wrote a draft report which includes observations and
recommendations related to the charge defined in the scope of work.
7. A second site visit will be made if requested by Fayetteville State
University.
The consultant wishes to commend all the Fayetteville State University
personnel who gave their valuable time to speak freely and candidly with
the consultant. Several of the meetings actually ran over the scheduled
amount of time due to interest of the participants. Everyone was cordial,
frank, open, honest, and very hospitable, which helped to make the
consultation visit productive and enjoyable.
6
ORGANIZATION
7
The Registrar and her staff are to be commended
for their positive attitude and commitment to a
student-centered workplace.
8

All of the staff see their jobs as offering a valuable service to the students, faculty, and staff
of Fayetteville State University.

Many of the staff commented that the part of their job they most enjoy is the interaction with
the students, and the feeling that they could be truly helpful.

Overall, the staff is open to change and wants to contribute in a positive way to the
continued growth of the Registrar’s Office.
The duties assigned to each of the staff members need to
be re-evaluated.
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9
The job descriptions for the Processing Assistants assigned to the front desk, as well as
the description for one of the Student Services Assistants, do not reflect the full range of
their duties.
 Front desk personnel are processing grade changes and appeals, enrollment
verifications, and withdrawals from the university and from classes; none of these
tasks are listed in their job description.
— The duties listed above are not found in any of the job descriptions for the
staff.
 One of the Student Services Assistants is doing degree audits, running reports,
updating the department Web site, making class schedule changes, and running
transcripts, none of which is in her job description.
— Responsibility for the department Web site and class schedule changes are
not found in any of the job descriptions for the staff.
Many of the staff are entering transcript requests and printing transcripts.
 The responsibility for running transcripts is assigned to the Processing Assistants
assigned to the front desk.
 Other staff members listed running transcripts as part of their duties but there is
no mention of this responsibility in their job descriptions.
Duties requiring sustained concentration are combined with jobs that have frequent
interruptions.
 The front desk staff have frequent student contact on the phone and in person.
They are concerned that errors will be made in the processing of grade changes
and withdrawals because of the frequent interruptions.
The duties assigned... (continued)
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10
The job descriptions for the two vacant supervisory-level positions do not appear to
meet the current needs of the Registrar’s Office.
 Both of these positions are currently non-exempt, yet many of the duties,
especially those of the Associate Registrar, are more in line with a professional
exempt classification.
 Some tasks that are technology related are listed on the job description for the
Student Services Manager, not on the description for the Associate Registrar,
whose main function is currently defined as a Technology Support Analyst.
The job description for the Registrar is out of date and narrow in its scope.
 The current description make no reference to the student record system, Banner.
 The job description refers to the supervision of professional and clerical staff;
there are no professional staff to supervise.
 The description of the work of the Registrar is contained in one five line
paragraph.
The job descriptions for the Processing Assistants in the records area are accurate and
reflect the duties they perform.
The perceived imbalance in office workloads has
produced staff resentment.
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11
There are currently two critical staff vacancies. Both positions are directly under the
Registrar with responsibility for the day-to-day operations in the office. As a result of
these vacancies, some staff members have been assigned or have volunteered to take
on additional duties.
 Not all staff members have been assigned extra duties, with some staff seeing no
increase in their work while others have taken on considerable extra responsibility.
— Some of the staff who have taken on extra duties do not believe it is fair that
other staff members who do not appear to have enough work to keep them
busy neither volunteer nor are assigned any of the extra work.
The supervision of the reception area has suffered as a result of the vacancy for the job
of Student Services Manager.
 All staff members are required to help with answering the phones and serving the
front counter. Certain staff members are reported to be taking advantage of the
lack of supervision to decide what they will or will not do.
 It was reported that certain staff members never login to the telephone tree to
avoid taking calls.
 Other staff have been reported walking past a packed counter of waiting students
and never stopping to help out.
 The two staff members with primary responsibility for the front counter and phones
are experiencing great stress and are growing frustrated with the lack of support
they need to do their job successfully.
Many of the staff expressed frustration and resentment that one member of the staff is
spending considerable time surfing the web and conducting personal business during
office hours.
Training of staff in the Registrar’s Office is in need
of improvement.
12

Most of the staff reported that training for their jobs has been minimal. All expressed a
desire for more training in the use of office technology and in the basic skills needed to
successfully do their jobs.
 Many of the staff characterized their training as ‘learn-as-you-go’, and expressed
a desire for more one-on-one training.

Some staff have developed their own written standard operating procedures (SOP)
manuals.
 There is no true policy and/or procedure information in the documentation; it is
mostly a users’ guide to the Banner system.
 There is no standard format for the SOPs and the information varies in content
and usability.
 It does not appear that the documentation written by the staff has been reviewed
by anyone in authority.
 There are no employee manuals or procedures manuals for the jobs in the
Registrar’s Office.

The Registrar has received no formal training for her job and prior to her tenure as
Registrar had no experience in a Registrar’s Office.
 The Registrar has been encouraged to attend professional conferences and
network with fellow Registrars, but the demands of the job have left her unable to
do so.
RECOMMENDATIONS
13
1.
The role of the Registrar at FSU needs to be clarified. It is recommended that a new job description be
developed that properly reflects the expected level of responsibility and authority for the position. A
survey of job descriptions and salary information from peer institutions, and an internal discussion about
the role of the Registrar at FSU, would be a recommended starting point for this endeavor.
2.
Additional empirical data is needed to access the volume of transactions in the Registrar's Office, current
process performance, and the adequacy of the current staffing levels to handle the work. The balance
between responsibilities, skills, and compensation should also be part of the analysis. FSU should mount
a project to undertake this work, since it will help to address staffing concerns (whether real or imagined),
provide a baseline for monitoring future activity, and assist in establishing specific objectives.
3.
Realistic goals and objectives need to be established for the Registrar's Office, with office personnel and
administration participating in the process. This is not to say that goals and objectives have not been
established in the past, because they have, but rather that it is a good time to take a fresh look at the
direction the office wants to go. A recommended place to start is with the current mission statement for
the Registrar’s Office. It would be valuable to evaluate to what extent the current statement supports the
philosophy and values that guide the office, and whether or not the Registrar's mission statement is
informed by, and consistent with, the mission and goals of the institution. The mission statement will be
the basis for developing policies and practices, and will give direction to the objectives of the Registrar's
Office.
4.
A system for training employees needs to be established to help them become familiar with their position
as well as the goals and objectives of the office. The goal of initial training should be to develop
employees into competent members of the team who represent the office in a professional manner.
RECOMMENDATIONS (continued)
14
5.
The office must develop effective operational policies and procedures. The policies and procedures
should be stated in an office manual in printed or electronic form that is reviewed periodically. Those
office members responsible for a given area should be involved in the review process.
6.
Membership and participation in professional organizations is an invaluable resource for the Registrar.
Also of importance is ongoing training in both technological and professional development areas. The
dedication and use of resources for these endeavors is crucial to enhancing the effectiveness of the
office.
7.
Networking is a valuable tool for the Registrar. In addition to participation in professional organizations, it
is highly recommended that the Registrar subscribe to some of the many list services available. There
are list serves that address issues directly related to the concerns of a Registrar’s Office, as well as more
specific ones to address Banner and technology issues.
8.
Where possible, employees should be cross trained in other jobs in the office to minimize the impact of
unfilled positions or the absence of an incumbent.
9.
A formal evaluation of employees should be conducted on a regular basis. Informal feedback
mechanisms should be employed frequently to provide the employee with positive feedback as well as
feedback of a constructive nature.
10.
Periodic staff meetings would help to foster a greater sense of teamwork within the office.
POLICY AND PROCEDURE
15
Certain issues related to the security of student
records and knowledge of FERPA came to light
during the visit.
16

There is no evidence that the staff in the Registrar’s Office has received formal FERPA
training.
 When the Registrar’s Office staff was asked if they had ever signed a statement of
adherence to the institution's policy on confidentiality and FERPA, none reported
doing so.

Student files in the Records Clerks’ area of the office are left unsecured and in plain
view.
 It was reported that as many as 150 to 200 student files are left on desks and the
floor at any given time. The files contain information such as Social Security
number, date of birth, and other sensitive data.
 These files are not put in a locked cabinet or vault after office hours, and are
accessible by cleaning and maintenance personnel after the office is closed during
the evenings and weekends.
There is no clear plan in place to guide the
Registrar’s Office scanning project.
 Software has been purchased and files are being readied in
anticipation of scanning student files.
 There is no evidence of a timeline or general plan for the
scanning project.
— There is no start date to begin the scanning.
— The scope of the project and the amount of time to complete the scanning
has not been determined.
— Training to use the new scanning software has not been scheduled.
— The Records Department staff do not know what the expectations are as to
how they will scan the files and also handle their other duties.
— Once files are scanned, none of staff in the Records Department are sure
where the files will be housed.
17
The degree audit process has become an area of
concern for the office.
18

This past spring some students were incorrectly certified by the Registrar’s Office for
graduation.
 Unsatisfactory grades in required courses were allowed to count towards the
degree.
 The communication of the information necessary to prevent the errors from
happening did not occur.
• The person in the office responsible for checking the names in the
commencement brochure knew to take the students out of the brochure. It
is not clear why the person posting the degrees and ordering the diplomas
did not also know the status of the students in question.

The Registrar’s Office is unclear in its understanding of the use of CAPP in Banner to
process degree audits.
 Some staff believe that CAPP is set up and ready to be used.
 The Banner consultant working in the Registrar’s Office indicated that even the
most basic work to set up CAPP has not been undertaken.

The staff member responsible for undergraduate degree audits is no longer with the
office and the position remains unfilled.
 It is not clear how the degree audit function will be handled until a new person is
hired.
 It is not clear that there is a plan in place to prevent future problems with degree
audits.
The inability to accurately track student enrollment
status is causing problems campus-wide.
19

Several offices expressed concern with the current situation involving the identification
and withdrawal of no-show students each semester.
 These students can be either new admits or returning students. In either case,
they have registered for classes and then do not attend without informing the
university.
• These students remain on class rosters long into the semester.
• Retroactive withdrawals are still being processed as far back as 2002.
 These students in some cases have applied for and been awarded financial aid.
• Financial Aid funds are being disbursed to cover tuition and housing, and
refunds issued to some students for funds in excess of those expenses.
 The Registrar’s Office is relying on faculty members to report non-attending
students, but this does not always happen.

Student bills are being send only be email, no paper copy is sent by mail.
 Some administrator believe this is contributing to the problem. Not all students
have email access and unless they receive a bill in the mail they are not aware of
the charges.
 Many of these students have been reported to not be aware of the process they
need to follow if they have registered for classes and then later choose not to
attend.
The process for registering and billing licensure
and certificate students is causing problems for
multiple offices.

20
With the implementation of Banner, the classification of these students was changed.
With the change came problems with billing and awarding of financial aid.
 There is no clear consensus as to whether these students should be classified as
graduate or undergraduate students.
 For reasons that are not entirely clear, the students are being classified as
undergraduates.
 It appears as though adjustments are made to the billing for the students and they
are charged at the graduate student rate, but financial aid is awarded based on
the lower rate of tuition for undergraduates, leaving a funding gap.
 The students are also subject to the rules governing loan deferrals that apply to
undergraduates, meaning they must take more courses than a graduate student in
order to have their loans deferred.
RECOMMENDATIONS
21
1.
Office rules need to be established to assure that no student files are left unsecured when the staff is not
in the office. At the very least, all files need to be put in the file room and the door to the room locked at
the end of the day. The use of library carts to hold the files that are being worked on would make it easy
to move the files. It is important that the lock on the file room door not be keyed to any master keys for
the campus. There should be only one key that can open the door. It may be necessary to arrange for
cleaning and trash pick up to occur at a time when the staff is in the office.
2.
Each staff member needs to sign a statement of adherence to the institution's policy on confidentiality and
FERPA. This document should be drafted in conjunction with the University Counsel’s Office.
3.
A written records retention policy needs to be established. The following is a list of best practices in this
area.

Only a limited number of documents classified as student records have archival value. Records
should be destroyed systematically once the information they contain is no longer valid or useful
and archival requirements have been met.

The availability of data should be directly related to its relevancy and to the likelihood of the need
for access. All information judged to be relevant must be stored and accessible.

All hard copy student academic records should be maintained in fireproof storage. Duplicate
copies should be stored at an off-site location.

Institutions should have established record retention policies which comply with general
institutional policy, as well as local, state, and federal laws or regulations. Policies should be
reviewed periodically and modified as mandated by changing legal requirements.
RECOMMENDATIONS (continued)
22
4.
There needs to be clarity about the degree audit and degree tracking processes, this is one of the most
important functions of the Office of the Registrar. The process needs to be structured, with well defined
time sequences and the responsibilities of the personnel involved clearly defined. Each institution must
construct a process that works best for them, issues to consider are:

Who is ultimately responsible for degree tracking?

What roles do the students, faculty, academic departments, academic advisors, and the
Registrar’s Office play in the process?

Who is responsible for the final degree audit?

Who is responsible for contacting students about problems with degree requirements?

At what point in the students’ academic career is it best to conduct the degree audit?
5.
A clear step-by-step plan needs to be established to guide the scanning project. The plan should include
clarification of the scope of the project and a time-line for the project. In addition, the duties expected of
the staff in relation to the project need to be defined and quantified.
6.
Additional study is needed to clarify what guidelines need to be set to deal with the no-show students.
Accurate records of class enrollment must be available to students, faculty, and administrative offices in a
timely and efficient manner. There is no one department or office at FSU that can fix the problem, and
conflicting interests between some offices need to be taken into consideration. All the offices involved
should work together to review the existing policy to see where it is in need of attention, and then
establish a mutually acceptable way to track student enrollments and withdrawals.
RECOMMENDATIONS (continued)
7.
The licensure and certificate student concerns have many of the
same issues as those for the no-show students. To resolve this
problem the cooperation and input from multiple FSU
departments is necessary. Any policy needs to take into
consideration the needs of the students and the institution.
TECHNOLOGY
Attention is needed to address deficiencies in the
administration of technology resources.

FSU implemented Banner in 2005. In addition to the Registrar’s Office, other offices
report frustration with the administrative problems that have arisen as a result of the
implementation.
 Many of the problems with student billing are attributed to Banner.
 The difficulty with identifying no-show students is partially attributed to Banner.
 The issue with licensure and certificate students is mostly attributed to Banner.

The Registrar’s Office staff expressed a desire for additional training to use Banner
more fully, and to be able to access data in a quick and easy way.
 The Registrar’s Office has a consultant on site to help with Banner-related issues.
 There is no evidence of a user-friendly reporting tool that is available to the staff.
— The staff would like a way to review their work to check for accuracy.
 The staff are using self-prepared ‘cheat sheets’ to navigate Banner.

As mentioned in the section above on Training, there is a desire on the part of the staff
to know more about the upcoming scanning project and to be able to fully utilize the
scanning technology.
There is confusion surrounding the implementation
of the CAPP module in Banner.

CAPP has not been implemented at FSU.
 FSU administration was under the impression that CAPP was working
and being used to do degree audits.
 The Banner consultant has not begun the project to set up CAPP.
 There is no evidence of a written plan for the CAPP implementation.
RECOMMENDATIONS
1.
There are many unresolved issues in relation to Banner campus-wide. It is outside the
scope of this report to make any specific recommendations as to the appropriate
resolutions to the challenges FSU faces at this time. It is obvious that the departments
I spoke with are aware of the problems and committed to finding solutions. It would be
in the best interest of all parties to work together to better understand the impact that
Banner has had on the functioning of their offices and to devise processes that work for
all involved.
2.
Banner has had a large impact on the Registrar’s Office, and as is often the case, this
new technology has not necessarily resulted in a reduction in operation or personnel
costs. If anything, Banner is making the running of the office more difficult. This is not
at all unusual, and is a natural part of the process of changing to a new system.
Banner is highly complex and takes considerable time to learn; couple that with the fact
that most of the staff in the Registrar’s Office are relatively new to their jobs, it is not
surprising that there have been bumps in the road. There are some steps that can be
taken to more fully integrate Banner into the processes of the Registrar’s Office and to
help the staff feel more competent in using the system. Listed below are some
recommendations.
a. Of utmost importance is the training of staff in the use of Banner. When any
new technology is adopted, it is imperative that staff be trained and provided
with a basic understanding of the systems capabilities. In the case of
Banner, if it is not possible to send all of the staff for lengthy training or to
bring in a consultant to work with the staff, there are users’ manuals and
other tools available on the SunGard website that are very helpful.
RECOMMENDATIONS (continued)
b.
c.
3.
Some staff members reported receiving Banner training off-site. While they
found the training useful, they reported that they wish they had help once they
returned to the office to implement what they had learned. In addition having
users’ manuals for the staff, it would be very helpful if at least one staff member
could be trained as a ‘super user’ and take the lead in working with the rest of
the staff in using Banner. This would require the designated ‘super user’ to be
adequately supported and trained to take on the task. Another approach would
be incorporate this function into the duties for one of the vacant positions and
hire a person with the appropriate Banner experience.
The staff needs an easy-to-use tool to access data in Banner; in this case it
means the use of a report writing program. It needs to be determined if the
report writing software currently available to the Registrar’s Office is adequate
for its needs, or if a more appropriate product needs to be purchased. Training
in the use of the software will be vital to the staffs’ success with the product and
will also ensure that the information produced is accurate.
Before the scanning project is undertaken, at least one staff member needs to be fully
trained in the use of the software. In the same way as it is important to have a ‘super
user’ in Banner, it is just as important that there be an expert in the use of the scanning
program. This will allow the expert user to understand the system’s capabilities and
hardware/software requirements and be able to respond competently to questions from
the other staff.
RECOMMENDATIONS (continued)
4.
The Registrar’s Office is wise to pursue the use of CAPP. When properly
implemented, this program will be a valuable tool for students, faculty, and
staff. Many universities have used consultants to implement CAPP, and
hopefully the consultant assigned to the Registrar’s Office will be
successful in getting this project underway. The ultimate goal should be
that someone on campus, either in the Registrar’s Office or in the IT area,
would be able to take over working with CAPP once the consultant leaves.
This means someone needs to be working closely with the consultant to
learn CAPP. By the time the consultant leaves, this person needs to feel
comfortable with building a program in CAPP and verifying that the
program works. Also, before the consultant leaves, it needs to be
determined how CAPP will be rolled-out to the students. This will require
work with the IT staff to ensure that the CAPP information that shows on
the self-service site is correct and understandable to the students.
FACILITIES
The space that the Registrar’s Office occupies is
not adequate for its function.

The Registrar’s Office occupies a space on the ground floor of Collins Hall on the same
corridor as the Office of Enrollment Management.

The office space consists of a file room, two vaults, one semi-private office, and three
private offices, as well as an open area for the Processing Assistant staff with a counter
separating it from the customer area.
 The Processing Assistant staff expressed a need for a receptionist area.
 One of the private offices is not connected to the other office space and the
person working in this area is isolated from the rest of the staff.
 The file room where the Records Clerks work is small and cramped.
 The arrangement of some of the furniture and file cabinets in the open area
creates a barrier for the staff, and prevents the full participation of some staff
members in helping with the front counter.
RECOMMENDATIONS

It is not recommended that any major re-ordering of the Registrar’s Office
layout be taken at this time. Once the work of reviewing and evaluating job
functions is complete then it would be appropriate to consider how best to
utilize the office space. The only change that could be taken right now
would be to move the file cabinet in the open area that blocks the staff
member’s view of the front counter.
SUGGESTED NEXT STEPS
The following next steps are proposed :
1.
Agree on a date for a conference call to review the draft report.
2.
As part of the review, clarify the conclusions and findings as
necessary, and reach agreement on the recommendations.
3.
Discuss ways FSU can address the recommendations in the
report.
4.
Agree on a date for issuing a final report.
APPENDICES
A. Documents and Publications Provided
 Mission Statements &
Strategic Plans


Fayetteville State University,
Proposed Strategic Plan, 20062011
Mission Statement, Goals and
Objectives, Registrar’s Office
 Budget



Registrar’s Office Budget
Report, July 14, 2005
Registrar’s Office Budget
Information, Fiscal Year 20052006
Registrar’s Office Budget
Information, Fiscal Year 20062007
 Forms (Registrar’s Office)




Additional Diploma Request
Change of Grade Form
Change of Information Form
Course Overload Request Form
 Forms (Registrar’s Office)
(continued)














Grade Submission Form
Graduate Application for
Graduation
Letter of Appeal of Academic
Suspension
Permission for Undergraduate to
Pursue Graduate Level Courses
Record Document Request
Form
Release of Confidential
Information Consent Form
Request for Independent Study
Student Appeal: Withdrawal Due
to Non-Attendance
Transfer Credit Evaluation Form
Transfer Credits Request Form
Undergraduate Application for
Graduation
Verification Form
Waiver/Substitution Form
WN Form
A. Documents and Publications Provided
(continued)
 Reports
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Registrar’s Annual Report, July
1, 2005-June 30, 2006.
Registrar Staffing Trends
FSU Customer Service Surveys,
October 15, 2005-October 2006.
FSU Customer Service Survey
Analysis, May 2007
 Data Base Information
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Banner System Overview, May
2006, Student Release 7.3 User
Guide. Pages 1-1 to 1-5.
List of Third-Party Software
Used in Conjunction with
Banner.
 Organizational Charts
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University Administration
Registrar’s Office
 Job Descriptions
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Information Processing Assistant
I, Agathia Geddie
Processing Assistant III,
Tameshia Eaton
Processing Assistant III, Trina
Mitchell
Records Clerk, Terence
McCrimmon
Records Clerk, Sandra Woodard
Registrar, Sarah D. Baker
Student Services Assistant IV,
Cheryl Tompkins
Student Services Assistant IV,
Valerie Young
Student Services Manager,
Vacant
Technical Support Analyst and
Associate Registrar, Vacant
A. Documents and Publications Provided
(continued)
 Processes and Procedures
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FERPA Policies and Procedures
Information Processing Assistant
I, Agathia Geddie, list of duties
and priorities.
Processing Assistant, Tameshia
Eaton, SOP’s.
Records Clerk, Terence
McCrimmon, Description of
Duties and SOP’s.
Records Clerk, Sandra
Woodard, list of duties and
SOP’s.
Student Services Assistant IV,
Cheryl Tompkins, Transfer
Student Updates, SOP’s.
Student Services Assistant IV,
Valerie Young,
Duties/Responsibilities, SOP’s.
 Publications
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
Undergraduate Catalog, 20062008
Graduate Catalog. 2006-2008
B. Individuals and Groups Involved in the
Consulting Visit
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Sarah Baker, Registrar
Maria Burke, Student Accounts
Charles Darlington, Interim Director of
Admissions
Tameshia Eaton, Processing Assistant
Agathia Geddie, Information
Processing Assistant
Kervin Hawkins, Banner Tech,
Financial Aid
Trasey Lamotte, Bursar
Terence McCrimmon, Records Clerk
Robin McDonald, Banner Tech,
Admissions
Trina Mitchell, Processing Assistant
Laiq Mohammed, Outside Consultant
(Banner)
Angela Revard-Bullard, Director,
Human Resources
Linda Powell, Temporary Records
Clerk
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Roxie Shabazz, Associate Vice
Chancellor
Ernestine Spears, Senior Assistant
Director, Financial Aid
Cheryl Tompkins, Student Services
Assistant
Sandra Woodard, Records Clerk
Valerie Young, Student Services
Assistant