Operational Assessment of The Registrar's Office

Fayetteville State UniversityFayetteville, NCJuly, 2007Maureen O’Mara Carver

August 9, 2007

2

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

AppendicesA. 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 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.

4

Project Approach 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.

5

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

7

ORGANIZATION

The Registrar and her staff are to be commended for their positive attitude and commitment to a student-centered workplace.

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.

8

The duties assigned to each of the staff members need to be re-evaluated. 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.

9

The duties assigned... (continued)

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.

10

The perceived imbalance in office workloads has produced staff resentment. 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.

11

Training of staff in the Registrar’s Office is in need of improvement. 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.

12

RECOMMENDATIONS

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.

13

RECOMMENDATIONS (continued)

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.

14

15

POLICY AND PROCEDURE

Certain issues related to the security of student records and knowledge of FERPA came to light during the visit.

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.

16

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. 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.

18

The inability to accurately track student enrollment status is causing problems campus-wide. 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.

19

The process for registering and billing licensure and certificate students is causing problems for multiple offices.

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.

20

RECOMMENDATIONS

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.

21

RECOMMENDATIONS (continued)

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.

22

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. 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.

c. 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.

3. 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, 2006-2011

Mission Statement, Goals and Objectives, Registrar’s Office

Budget Registrar’s Office Budget

Report, July 14, 2005 Registrar’s Office Budget

Information, Fiscal Year 2005-2006

Registrar’s Office Budget Information, Fiscal Year 2006-2007

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

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 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 University Administration Registrar’s Office

Job Descriptions 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

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 Undergraduate Catalog, 2006-

2008 Graduate Catalog. 2006-2008

B. Individuals and Groups Involved in the Consulting Visit 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

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