1. A CHAPTER IN BOOK
ACCEPTED FOR PUBLICATION IN THE BOOK TITLED:
FUNDAMENTALS OF UNIVERSITY ADMINISTRATION
EDITED BY:
BOLA ADEKOLA PH.D
(A FORMER REGISTRAR)
---------------------------------
EXAMINATION AND RECORD ADMINISTRATION IN UNIVERSITIES:
AN OVERVIEW OF NIGERIAN AND WESTERN CULTURE
By
J.E.T. Babatola
B.A. (Hons) Ado-Ekiti, M.Sc (Ibadan), FCIA, MNIM, MAUA (UK), MANUPA, MANIE, ACIPM, HRLP, JP
Deputy Registrar, Ekiti State University, PMB 5363, Ado-Ekiti, Nigeria.
Email: jadesola.babatola@eksu.edu.ng
Keywords: Academic Administration, Examination and Records Management, Registrar and the Registry, Western and
Nigerian University systems.
Abstract
This paper discusses similarities and dissimilarities in the environment of University administration and
management within the context of Nigerian and selected Universities of western nations of the world (mainly
Universities in English speaking countries of Great Britain and United States of America). It is written to expose
younger generation of University Professional Administrators and other University managers and stakeholders in the
English speaking countries to the processes of developing administrative culture in the University system with focus
on examination and records management. This involves explaining the structures of management and administrative
system towards developing quality assurance and work standards in the organization and management of the
University system.
This paper examined key output of examination administration which rest squarely on proper management
and procedures for maintaining academic and student records. The demand on records management also brings to
fore, the need to sustain the process-challenges in tackling issues of proper documentation and record keeping,
retrieval and issuance of students record through transcript processing. The environment of Nigerian University
system is limited to state owned universities while the Universities in the western clime are state sponsored or
subsidized, even where they operate in fairly independent and autonomous environment.
The paper invariably highlights a broad spectrum of issues of academic and managerial interest for capacity
building and training of specialists towards effective management of those issues of importance. It will invariably
serve as a guide to the management of various Universities in creating proper institutional arms and process to
ensure a broad based examination administration and records management in terms of professionalism, economy of
resources and reengineering of managerial control and structures despite the desire to sustain academic supremacy
and involvement in the institutional management.
Another aspect of the focus of the paper is to promote a viable and generally acceptable standard by
producing a compendium or guide for University managers and Registry staff towards addressing the challenges of
eroding culture and standards in the management of educational institutions while stimulating University
Professional Administrators towards appreciating their job responsibilities and latitude as custodians of records and
guardians of the University laws and traditions.

2. The research methods adopted is simple descriptive approach taking cognizance of the need to make the
paper a scholarly work, easily readable and useful for objective assessment and rational evaluation. The authenticity
of data and their accuracy in the findings to knowledge application is based on the resources available and used from
relevant sources to aid the authorship and originality in the presentation of facts and figures.
Introduction
Practice of modern management originates from a 16th century study of low-efficiency and failures of
certain enterprises conducted by English statesman Sir Thomas More (1478-1535). Management has since been
defined severally as an organization and coordination of activities of a business to achieve defined objectives
through the use of factors of of production such as men, machines, materials and money.1
The basic task of management includes marketing and innovation while its interlocking functions are set to
create policy, organize, plan, control and direct the organization’s resources to achieve its policy objectives. The
interlocking functions of Management exist as the codified principles and practice of administration referred to as
POSDCORB that is, planning, organizing, staffing, directing, coordinating, reporting and budgeting.2
Hence,
Management takes into account the structure, actors and functions and goals of every organization in a process of
delimiting an organization into structural levels, arranging workers and activities into performance units and
coordinating resources and production procedures through appropriate leader behaviours to achieve organizational
goals.3
Since it had been well established and clearly defined that the responsibility and role of a Chief Executive
differs from those of the functions and duties of a Chief Administrator, the functions of management and principles
of administration are largely synonymous and guided by the extent and limitations of its activities. For instance,
the board of directors or governing council of an organization or institution to which the Chief Executive is a full
member helps to define and or determine the policy framework of the organization which the Chief Executive
carries out and superintend over. However, the management team that handles and oversees the implementation of
organization policies through the fostering of organization culture and proper management of the available resources
always rely on the use of managerial skills, work knowledge, professional conduct, best work approaches and
initiatives to perform the work under the chief executive.4
Indeed, the management team is the very eyes and mind of the management and the hand of the
organization that is necessary and put in place to either formulate draft policies, generate rules and regulations
extracted from the policy approaches and tone for approval and also implement and reports on decisions of the
organization or the institution with the aim of ensuring that they both achieve the goals of the organization, stabilize
the environment and activities of the organization and an ensuring development of operations (traditions and work
ethics).
The survival and sustenance of every organization is therefore a joint responsibility of the directors and the
managers employed or appointed to use the organization’s power and responsibility to make decisions and oversee
the enterprise. The size range of each organization may range from one person to hundreds or thousands of
managers, supervisors and workers in the enterprises, companies and large organizations, but a clear line of
authority, hierarchy, span of control and chain of command is put in place to make the organization function
properly without clash of functions, demoralization and loss of vision or failure to act as required. Every officer and
department has a responsibility for specific work and activity done. In order to evaluate a company's current and
future worth, the key factors to be assessed include the quality and experience of the managers.
In the University system, the Chief Executive is often an academic or an appointed public figure depending
on the ownership, clime and managerial styles. However, most Universities like other human organizations have a
Chief Administrator, Chief Operating Officer or a Chief Administrative Officer apart from the Chief Executive. The
purpose of having such officer wherever they exist is to separate the work of the Chief Executive from those of the
1
http://www.businessdictionary.com/definition/management.html#ixzz3vWRqO2ax.
2
Gulick, L and Urwick, L, (eds.), Papers on the Science of Administration, New York, Institute of Public
Administration, 1937
3
W.O. Ibukun, Educational Management: Theory and Practice, Bamgboye Press, Ado-Ekiti, ISBN 9783176250,
1997:3
4
J. Babatola, Public Administration: A Companion for Nigerian Students, Obafemi Awolowo University UNIFECS
Diploma and Advance Diploma Programme Handout, Excel Professional Centre, Ibadan, 2001. p. 20-30

3. Administrative Corps, expected to be a crops of experts employed to aid the Chief Executive and the Management
and to take custody and implement policies and regulations of the organization.
In the United Kingdom, the Registrar is usually referred to as the head of the university's administration.
The role is usually combined with that of Secretary of the university's governing bodies and in these cases, the full
title will often be "Registrar and Secretary" to reflect these dual roles. The University of Cambridge in England uses
the archaic spelling of "Registrary" for this office. Various grades of professional academic-related staff perform
senior administrative and managerial roles in such universities on behalf of the registrar or head of department and
head subsections of the administration. Titles afforded to such staff include academic registrar, assistant registrar,
senior assistant registrar and principal assistant registrar.
The Registrar wherever they are appointed, reports to and relates with the University chief executive,
academic and educational head depending on the tradition, location and title of the incumbent. Hence, the Registrar
provide leadership to plan, organize and manage all of the activities related to the Records and Registration
Department, including serving as the official authorized keeper of the university's student records.5
A good pointer arose through reviews of contributions from BYU Registrar’s Office duties with reference
to defining a Registrar as an official in an academic institution (consisting of a college, university, or secondary
school) who handles student records. Typically, a Registrar processes registration requests, schedules classes and
maintains class lists, enforces the rules for entering or leaving classes, and keeps a permanent record of grades and
marks. In institutions with selective admission requirements, a student only begins to be in connection with the
Registrar's official actions after admission.6
Other essential and additional responsibilities of the Registrar with reference to most Universities in western
culture include:
1. Organizing and administering the records, registration and graduation functions, including transcript
evaluations, Health Professions admissions and the IAI certification process in order to provide maximum
service to students while ensuring efficient and effective workflow.
2. Collaborating with administrators, deans, faculty, IT and counsellors to facilitate and improve services to
students.
3. Performing reasonably related duties as assigned by the Vice-Chancellor, Registrar or Dean as may be
empowered and applicable.
4. Participating in professional development activities
5. Serving on Committees that support the goals and objectives of the division of the college or the University
6. Participating and serving as part of the Student Services Team and leading initiatives as determined by the
University and its Faculties as may be approved from time to time.
7. Reception of visitors and stakeholders and protocols management including phones answering and working
on special events.
8. Providing back-up for records and registration services, students’ registration, issuing of transcripts,
scanning and reporting of grades.
9. Cataloguing and handling of registration/records policy questions.
10. Collecting, recording, maintaining and reporting of student records (within FERPA guidelines) e.g., grades,
registration data, transcripts, mid-term verification, athletic eligibility and ICCB audits and other associated
audits
11. Providing leadership and developing appropriate recommendations for the implementation of related
technology application in support of enhanced services offered through Registration and Records
12. Hiring, supervision and evaluation of the Records and Registration staff
13. Supervising the coordination, evaluation and certification of all graduation applications
14. Overseeing complete graduation process to include elements of rehearsal and ceremony.
15. Developing and administering the departmental budget
16. Problem solving the research, analysis and resolution of student disputes as they relate to records and
registration
17. Administering the collective bargaining agreement for the support staff contract.
18. Serving as ex-officio member of Curriculum Committee
In light of the foregoing, the Registrar of a University is a designated Chief Administrative Officer of the
University, and a crucial member of Management Team after the Vice-Chancellor or President who is the Chief
5
Training Conference Manuals of Association of University Administrators (UK) and American Association of
Collegiate Registrars and Admissions Officers (AACRAO), 2008-2012.
6
Wikipedia - Description of BYU's Registrar's offices duties.

4. Executive; despite the appointment of other deputies and principal (management) staff into the management team.
The Registrar is an all important ex-officio member (secretary) of the Governing Council or Board of Trustees (that
is, the policy making platform) of the University as the head and overseer of the University Secretariat or civil
service (responsible for policy implementation and record custody).
How and well, the Registrar organizes, do and account for his work is very important to the fortunes and future
of a University system as an academic institution, citadel of knowledge and centre of excellence where teaching,
research and community service takes premium over politics of administration. Moreover, a well organized,
knowledgeable, consciously responsible, well staffed and well defined Registry is the key to the Registrar’s efficient
work pattern and successful attainments.
Cross-cultural indices on the specialization and departmentalization of University Registry
This paper is extensively detailed overview and comparative studies of existing bureaucratic culture,
structures and procedures of administration and management in the University system of Nigeria and other
dominating and influencing western cultures of England and North America with focuses mainly on examination
administration and records management. Examination administration and records management in this specific
locale, higher education institutions are interwoven and specialized owing to the role and functions of the
professional career experts and the vocation of certain specialists’ manager employed or deployed to perform the job
of managing the environment and work process of examination and records in those academic institutions.
Examination and Records Administration in western culture and the Nigerian University environment have
been largely discussed as management activities. Hence issues of examination and record management in those
climes often come under reference of academic administration. An understanding and appreciation of the function,
role, prospect and challenges of examination administration and record management in academic institutions in
United Kingdom, United States of America and Nigeria is dependent on the structure and tradition of each
university system. This managerial structure also helps to understand the variation, limitations and opportunities
attachment to University management and administration in each clime.
In the Nigerian University system, academic administrations was generally are modeled at inception to
reflect a general structure of administrative management which subsists till date in most higher education
institutions. The specific description of these general structure is a general statement of structures may guides most
universities in appointment of a Registrar, though other Officers of the University include the Bursar and other
senior posts such as Directors who report to the Registrar or directly to the Vice-Chancellor. The role of these
Officers is to also accomplish student-facing administrative processes such as admissions, student records and
graduation. The overarching body for registry administrative staff working in Nigeria Universities is the Association
of Nigeria University Professional Administrators.
The Nigerian University environment is often managed by a Management (Principal Officers) headed by a
Vice-Chancellor as the Chief Executive and they reports regularly to a Governing Council or Board of
Trustees (made up of individuals elected and or appointed from within and outside the institution including Alumni
and NUC Representative, Congregation and Senate Members). Most universities have tiers of Provost, Deans and
Heads of Academic Departments who serves as academic officers supervising specific schools or campuses while
reporting to the Vice-Chancellor. The division of responsibility among Deans varies widely among institutions with
some chiefly responsible for clusters of academic fields such as the humanities or sciences while others head whole
academic units such as graduate school or college or non-academic such as Students Affairs with campus-wide
concerns. In some cases, a Provost supervises institution's entire academic staff or College, occupying a position
generally superior to a Dean and may be the equivalent to a Deputy Vice Chancellor. Heads of administrative
hierarchy commonly styled "directors" are heads of works and services etc. Principal Officers are Vice-Chancellor,
Deputy Vice-Chancellors, Registrar and Secretary to Council, Bursar and University Librarian and they supervises
their department and staff.
It is obvious that the population, expanse and funding profile of the University managerial structure, the
technological resources and application for occupational space and utilization vis a vis the number of Faculty, the
largeness of academic departments and programmes, the students and alumni population in relation to the non-
teaching staff population ratio helps to determine the number of vacancies and experts employable in the Registry
and other administrative support positions in order to develop and sustain the capacity building requirements of the
University administrative structure and the departmentalization of its Registry.
Academic administrations are structured in different ways by different institutions and in different
countries. The University Head is referred to as a Vice-Chancellor (in most Commonwealth countries including
England), a Principal (in Scotland and Canada), a Rector (in Europe, Russia, Asia and Middle East) or a University

5. President, Provost or Chancellor (in the United States). However, most Universities have other administrative
executive appointed to take charge of the headship of the university departments and schools and are often referred
to as the Dean, Dean Emeritus or Provost. In some Universities, chief executives are referred to as the Headmaster
or Head Teacher (in schools) or Director (in institutes, departments and programmes).
In United Kingdom, the structures of administrative management of higher education institutions vary
among the institutions. There is no specific description for a general structure and a general statement of structures
may mislead since it is not all universities that have the post of a Registrar. At the same time, the Director of
Finance (Bursar) and other senior posts such as The Academic Registrar (where available and separate from the
Office of Registrar), Directors of Human Resources, Estates, and Corporate Affairs, may or may not report to the
Registrar or directly to the Vice-Chancellor. The role of these Officers is mostly established to accomplish student-
facing administrative processes such as admissions, student records and graduation.7
The overarching body for all
staff working in administration and management in the United Kingdom is the Association of University
Administrators.
In United States of America, a college or university is often supervised by a President or Chancellor as the
Chief Executive and who reports regularly to a Board of Trustees (made up of individuals from outside the
institution). Most large colleges and universities use administrative structures with tiers of vice presidents,
Provost (or Vice President for Academic Affairs) or Academic Dean) who serves as the chief academic officer.
Deans are to supervise various specific aspects of the institution and sometimes serves as CEOs of entire campuses
reporting directly to the President or Chancellor. The division of responsibility among Deans varies widely among
institutions with some chiefly responsible for clusters of academic fields such as the humanities or sciences; whole
academic units such as graduate school or college or non-academic but campus-wide concerns such
as minority affairs.8
In some cases, a Provost supervises institution's entire academic staff, occupying a position
generally superior to a dean. In other instances the Dean of a College may be the equivalent to a Provost or Vice
Chancellor or Vice President for Academic Affairs. Deans in the administrative hierarchy commonly styled "chairs"
or "directors" are heads of individual academic departments, grounds-keeping, libraries and registrars of records
who supervise the faculty and staff of their individual departments.
Structure of the Registry, Academic Registry and Student Office in Western Universities
Academic administration of the institutions on a large scale covers the functions and activities of the
organs, arms or branches of the University whose personnel are deployed or employed with the duty and
responsibility of ensuring that the maintenance and supervision of academic activities are specialized and separate
from the Faculty and the academics9
. The measure of specialization and activity of the academic administrative
group is to ensure a sanctity and integrity of academic administration, prevent abuse of academic authorities and
records as well as to ensure specialization of work so that the academic and faculty can concentrate fully on their
duty of teaching, research and community service, while the specialists and administrators keep the records intact
and make it user friendly and available when required in line with laid down rules and regulations governing such
processes.
It is observable that most of the academic administrative personnel are strictly in the non-academic
Department and they are expected to create, service, warehouse and process academic matters and records approved
by their institution’s academic bodies. The roles of academic staff in academic administration where they are
involved and required due to their joint responsibilities of administering, supervising and concluding examination
and submitting the results ends when it collate, compute and submit examination results and academic records10
to
appropriate bodies for scrutiny, approval and warehousing. These are jobs of Deans and Heads of Academic
Department who hold both managerial and academic leadership positions unlike the Registry or Administrative
support staff whose work is explicit with record custody, processing, issuance and management.
7
Graham, C. (2013). "Changing technologies, changing identities: A case study of professional staff and their
contributions to learning and teaching". Perspectives: Policy and Practice in Higher Education 17 (2): 62–
70. doi:10.1080/13603108.2012.716376.
8
Wallace, Michelle; Marchant, Teresa (2011). "Female administrative managers in Australian universities: not male
and not academic". Journal of Higher Education Policy and Management33 (6): 567-581. doi: 10.1080/1360080X.
2011.621184.
9
Conway, Maree. 'Defining administrators and new professionals.' PERSPECTIVES, VOL. 4, NO. 1, 2000: pp. 4-5.
10
Gornall, L. (1988) `New professionals’: changes and occupational roles in higher education. perspectives, 3(2),
pp. 44-49.

6. Nonetheless, it has been stated further while looking at the type of separate administrative structure that
exists in almost all academic institutions particularly in Europe and America that since fewer and fewer schools are
governed by staff who are involved in academic or scholarly work, many senior administrators are academics who
have advanced degrees and no longer teach or conduct research actively.11
In most western universities where the Academic Registry exist as a separate entity from the Secretary to
the Board or the Registrar’s Office due to its specialization and structural reengineering for effective performance
and managerial efficiency, it is observed that it is the responsibility of the academic registry amongst others to
handle all matters relating to student administration from enrolment to graduation. The academic registry therefore
exist as the academic administrative support services arms of those institutions involved in the maintenance of
student records and the organization of central examinations. In addition, the department is responsible for the
management of all issues relating to research student and supervisors support.
The Academic Registry as a specialized arm of the University or through the Student Office is typically
involved in the management of student records and enquiry are summarized below:
a. General maintenance of Student Records (programme transfers/leave of absence/withdrawal, register
students for reassessment modules, log Impaired Performance claims etc) which includes the creation of
temporary/visiting student records.
b. New students’ Registration Event including sending out information in advance, updating student personal
details (note: moving to online system for new students), arranging for students to retrieve IT Credentials,
creating files for ID cards, distributing ID cards.
c. Coordination of annual re-registration (online service)
d. Provision of advice and guidance to Departments/Schools on Academic Regulations.
e. General advice/counter service for letter production/general enquiries.
The Student Office (Student Information System or Network) either as an autonomous unit, a reporting unit of
the Academic Registry or under the Office of the Registrar in many Universities across United States and England,
facilitates many of the activities relating to examination administration or record management in the various layers
of the University system from undergraduate to doctoral classes. Documents relating to central student records are
mostly held in electronic document management system (File Director) with a key member of department
empowered to initiate the transfer, maintenance and enhancement of web-based resources including websites, web
applications and contributions to the design of corporate systems in the University. Another senior member of the
Student Office serves as the Student Information Manager responsible for coordinating student information value for
money development projects. Yet still, there are Transcript Evaluators and Managers working along with these set
of officials to enable a user focused content and approach in the whole Registry.
The Student Office directly handles student finance through the administration of undergraduate student
Bursaries and Scholarships including National Scholarship Programme and contributions to Access Agreement
monitoring, Student Loans Company Processes (ACR and release of tuition fees to University); assistance with
setting Tuition Fees and preparing Student Tuition Fee Billing, Federal Loans Administration (US), administration
of Hardship Fund and taking of card and cash payments for Tuition and Accommodation fees, plus miscellaneous
student charges. The Student Office also participate in visas and immigration compliance for international students
in the areas of issuance of CAS (continuing students visa extensions), Visa Expiry Date monitoring and visa
scanning, Reporting Students (to UKVI in England and Homeland Security in US) and policy oversight functions.
They also participate in coordinating and reporting on statutory returns such as: Student HESA, ITT, KIS, ILR
(through its foundation programme which attracts FE funding) and other activities as it relates to what the
institutions gets involved in and those responsible through HESES (Planning); HESA Finance (Finance); HESA
Staff (HR) etc.
In the areas of transcript management and evaluation, Transcript Manager exist both in physical and
computerized form in many institution depending on the structure laid down for the programming of student records
and evaluation of student information. Some of the institutions also employ Transcript Evaluator reports either to the
Registrar or the Admission Office on a fulltime basis with the responsibilities for administering a comprehensive
system of transcript evaluation for domestic and international students and interfacing with on-and off-campus
stakeholders to help the institution reach transfer enrollment goals.
Part of the functions of a Transcript Evaluator is to conduct the following:
1. Domestic and international transcript evaluation:
 Determine if institutions are accredited; evaluate transfer transcript coursework for equivalencies.
11
Conway, Maree and Ian Dobson. 'Fear and Loathing in University Staffing: The Case of Australian Academic and
General Staff.' Journal of Higher Education Management and Policy, Volume 15, No. 3,: pp. 123.133.

7.  Be familiar with country equivalencies differences and accreditation of institutions.
 Develop a library of materials & training manuals.
 Keep the International Programs Office current on international transcript evaluations.
 Provide preliminary transcript evaluations for students and agents when requested.
 Develop specialized program plans for dual degrees with international colleges.
 Acquire in-depth training in international transcript evaluation—visit other institutions.
2. Contact with Division Chairs, Advisors, Peers:
 Maintain regular contact with Division Chairs concerning equivalencies, articulation agreements, student
questions, preliminary transcript equivalencies.
 Broaden procedures and safeguards for capturing more equivalencies in Datatel and publishing them to the
web.
 Work with the academic community to design efficient and effective transfer tools and products.
 Respond to our advisors and inquiries from other colleges concerning equivalencies.
3. Answering Transfer/Transcript Questions:
 Meets with transfer prospects, applicants and students to answer questions regarding their transfer
transcripts.
 Be able to discuss degree completion options and interpret core requirements for each major with transfer
prospects and applicants.
4. Supervision & Training:
 Train and supervise student workers in transcript equivalency data entry and transfer processing.
 Train Divisions and campus community in transcript equivalency data entry.
 Ensure that all departments conform to established policies and timelines.
 Develop a detailed Training and Procedures manual for transcript data entry.
5. Communication Management:
 Integrate transcript evaluation into communication management e-mail tracks.
 Establish new transfer admission tracks for domestic and international students while working with New
Student Recruitment and International Programs.
6. Transfer Recruitment:
 Visit other colleges and develop a comprehensive set of procedures that complement/enhances recruitment
efforts for transfer students (e.g. increase equivalencies from colleges, expand web usage as a transfer tool,
incorporate program evaluation into transfer process.)
 Attend on- and off-campus transfer days in conjunction with campus recruiters
7. College Representative:
 Represent the institution on state-wide transcript equivalency issues.
 Works with other college officials to develop and refine a state system of transcript evaluations and
equivalencies.
An overview of the key responsibilities of the administrative units in various academic institutions12
(including
the units or departments handling issues of examination and record) suggest that the Registry handles academic
administration through its various administrative units (typical units exist in form of Academic Affairs Division,
Students Affairs Division, Admissions Office, Examinations and Records Office, Transcript Office, Verification &
Certificates Unit, Advancement & Alumni Relations Office etc depending on the structure adopted by each
University) and serves as the University Secretariat in the following areas:
 Maintenance of official records (typically supervised by a Registrar in the US - In the UK not all
institutions have a Registrar, who would have varying responsibilities for non academic matters depending
on the organization. In Nigeria, the Bursary was separated from the Registry. The Registry handles all
administrative management matters except financial matters which have been devolved in Bursary as a
separate department).
 Supervision and support of campus computers and network (information technology).
 Supervision of Academic (Establishment) Affairs such as hiring, promotion, tenure, and evaluation (with
faculty input where appropriate);
 Maintenance and audit of financial flows and records;
12
Szekeres, Judy (2011). "Professional staff carve out a new space". Journal of Higher Education Policy and
Management 33 (6): 679–691. doi:10.1080/1360080X.2011.621193.

8.  Maintenance and construction of campus buildings (the physical plant);
 Maintenance of the campus grounds;
 Safety and security of people and property on the campus (often organized as an office of public
safety or campus police or Security Department);
 Maintenance and construction
 Fundraising from private individuals and foundations ("development" or "advancement")
 Research administration (including grants and contract administration, and institutional compliance with
federal and state regulations)
 Public affairs (including relations with the media, the community, and local, state, and federal
governments)
 Student services such as disability services, career counselling and library staff.
Other specialized activities of the Registry, the Academic Registry or the Student Office in areas of examination
administration, graduation and institutional governance are summarized below:
1. Examinations/Timetabling
 Production of the examinations Timetable (Semester 1/Semester 2/SAP).
 Arrangement of examination student exam seats in each academic year.
 Management of the central examinations venues (Main venue, Extra-Time venue and Central Computer
Venue) including recruiting/training/paying invigilators.
 Coordinating, checking and printing of all Examination Scripts (actual printing done by Design and Print
Unit).
 Appointment and Payment of Taught External Examiners
2. Graduation
 Ceremony preparation and management of student and staff
 Coordination and facilitation of needs for Honorary Degrees holders and University Medallists
 Liaising with external companies (e.g. robe makers/photographers)
3. Formal Committee Responsibilities:
 Assistant Secretary to the Governing Council
 Secretary to Health, Safety and Environmental Committee
 Secretary to Academic Misconduct Committee
 Secretary to Prizes Committee
 Secretary to Tuition Fees Sub-Committee
 Secretary to Student Disciplinary Appeals Committee
 Secretary to Honorary Degrees and University Medal Committee
4. Information Governance
Responsibility for central University advice and compliance relating to Data Protection and Freedom of
Information
5. Student Administration Simplicity Projects
Student Information Manager works closely with colleagues in IT Services in ensuring the on-going
management of student administration ‘value for money’ (VfM) IT projects aimed to ensure a cost effective and
reduced Academic Registry budgets by simplifying and streamlining large-scale student related administrative
processes and systems to improve the student experience and operational efficiency. Consultation with colleagues
in central services and Academic Schools, communication and coordination are required towards initiating Online
student self-service, Online re-registration, Online registration, Electronic admissions (PGT/UG), International agent
monitoring database, Student finance changes, Industrial placements system and Research student enhancements.
Overview of organization and management of University Examination in Western Culture
It has been stated earlier that the Academic Registry (in UK Universities) or the Student Office (in several US
Universities) are often charged with the responsibility of overseeing the University examination process vis a vis:
 Issuance of the examination schedule, periods and dates
 Designation and use of general University Examination Hall Procedures and
 Distribution of personal examination timetable.
Conduct of examination include clarification on the type of tools, laboratory equipments and items permitted
and designated for use by Students in examinations including models of calculator permitted to prevent cheating.
The Office is also responsible for the updating and issuance of the Conduct of Examinations and other Assessments

9. within the University Regulations. It is observable that the requirements in the examination regulations governing
the conduct of assessments for all students on taught programmes may be waived by the Academic Registrar in the
case of individual students with a caveat that such waiver are reported to the next meeting of Senate, provided that
the Dean of School shall agree with the Academic Registrar on such waivers.
Every School/Department may have an explicit Coursework Code of Practice. Hence, they must ensure that the
general requirements of its Code, as well as the specific requirements for its individual modules (including project
and dissertation modules), are made available in forms which are easily accessible both to its own students and to
students from other schools/departments who are registered on its modules.
Requests for coursework deadline extensions must be made in writing to the Responsible Examiner before the
original deadline date. Extensions may be granted only in exceptional circumstances where the student shows good
cause with a maximum extension timeline for undergraduate and postgraduate modules. In the case of project or
dissertation modules or where sickness, bereavement or other valid reasons exist for longer delays, the impaired
performance procedure is employed. Any coursework not submitted by the due date (plus any agreed period of
extension) is marked at zero and can only be amended where the impaired performance procedure has been
followed. Any module contributing to the award of a degree assessed by coursework alone as a sample of the work
must be seen by the External Examiner.
The administration of Written Examinations also stipulates in most clime that written examination paper where
used should be jointly approved by the Dean of the appropriate School and the responsible Examiner and certified
by the two with a signature on the cover sheet of the answers paper. The examination timetable is also published at
least two weeks before the date of an examination and is expected to show for each examination, the following
information: the date, the start time, the finish time, the venue and any special circumstances, e.g. that notes may be
taken into an examination.
A list of candidates is often published at least 30 minutes before the start of each examination to show the seat
number for each candidate in the examinations held in any room of the University or in any designated areas as an
Examination Hall by the Academic Registrar.
Invigilation of Written Examinations is limited to all members of the Academic Staff, research staff and
research students of the University eligible for appointment as Invigilators. The Academic Registrar may designate
other appropriately experienced individuals and members of the staff of other institutions as invigilators during
University Examinations. Nonetheless, the School/Department whose examiners have set an examination paper, or
any question in an examination paper must ensure that expert advice is available during the course of the
examination to assist Invigilators in dealing with queries arising from that examination paper.
The Academic Registrar also appoints the Chief Invigilator for each Examination Hall, whose duties are to
consist of announcing the start of the examination, arranging periods of relief for Invigilators, the overall conduct of
the examination and accounting for all written work at the end of the examination. Until formally instructed to do so
by the Chief Invigilator, candidates will not be permitted to start their examination or to write anything.
The Chief Invigilator reports to Academic Registrar (Examination and Record Officer) on the conduct of every
examination. The Academic Registrar on the other hand informs the appropriate School Operations Manager
(School Officer or Faculty Officer) or their nominee no later than the next day of candidates absent from
examinations.
The Invigilators on their part are expected to satisfy themselves before the commencement of each examination
that proper provision has been made for its conduct and are responsible for ensuring that all Rules for Examinations
Candidates are observed, and that any infringement of these rules is reported immediately to the Academic
Registrar. The Invigilators are empowered to curtail activities in the immediate vicinity of the Examination Hall
which they consider detrimental to the performance of candidates. They also distribute question papers face down on
desks before candidates enter the Examination Hall and collect all written work from each candidate before the
candidate leaves the Examination Hall.
If the Invigilators suspend any candidate for misconduct or dismiss him/her from the Examination Hall, the
circumstances must be reported immediately to the Academic Registrar. The Invigilators will seek expert advice
from the appropriate Internal Examiner(s) if any candidate queries the wording of an examination paper. If it is
decided that a correction or clarification is required then the Invigilators will ensure that all candidates (including
any candidates sitting the examination under special conditions) are informed of the amendment.
On the Rules for Written Examination Candidates, Candidates may not be admitted to an Examination Hall
after the examination has been in progress for thirty minutes and Candidates may not be permitted to leave during
the first thirty minutes and the last fifteen minutes of their examination. Any candidate permitted to leave an
Examination Hall temporarily must be accompanied by an Invigilator or a person deputed by an Invigilator. Any

10. candidate who leaves the Examination Hall unaccompanied would not be permitted to return to the Examination
Hall.
Candidates may only take printed materials or manuscripts into an Examination Hall when it has previously
been advertised in the Examination Timetable and when it is stated in the rubric to the question paper that such
material may be used. All personal possessions not indicated in the rubric to the question paper must be deposited
where the Invigilators direct. For instance, Calculators may only be permitted where this is stated in the rubric to the
question paper and shall be of a type included on the list of calculators approved by the University and published by
the Academic Registrar for this purpose. Calculators or other devices not appearing on that list will only be allowed
when explicitly stated in the rubric to the question paper. No calculator instruction manual will be allowed in an
Examination Hall in any circumstance. Candidates are responsible for the provision and performance of their own
calculators.
Candidates must sit at the desks where their examination numbers are placed. Candidates must sign the
Examination Register when it is presented to them by the Invigilators at the commencement of each examination.
Candidates who are guilty of any misconduct including copying from or communicating with any other candidate
during an examination or the introduction of prohibited materials into the Examination Hall may be suspended or
dismissed from the examination by the Invigilators.
Candidates must not leave the Examination Hall until their written work has been handed to an Invigilator. At
the end of each examination, the Invigilators will request all candidates then present to remain in their places until
all written work has been collected. Mathematical tables and other data provided for use in examinations must not be
removed from the Examination Hall.
All questions in a written examination must be answered in English unless instructions on the question paper
indicate otherwise. Candidates may refer to English/native tongue dictionaries only when they have received written
authorization from their School/Department. Such written authorization and dictionaries must be presented to an
Invigilator for inspection prior to the candidate commencing the examination. Candidates may query the wording of
an examination paper by asking an Invigilator to check the wording with the relevant examiner(s). Candidates may
not seek advice or help from an Invigilator concerning any other aspect of a paper.
On Written Examinations taken Overseas or outside the University, the Schools/Departments offering modules
by distance learning must assess students by written examination by making suitable arrangements for the
invigilation of the examination and the secure transmission of papers and scripts. In the case of overseas
examinations, issues of security consequent upon different time zones shall be taken into account.
Schools/Departments may pass on the costs of organizing examinations overseas or elsewhere to the students
concerned. When the entire programme content is examined overseas or elsewhere in the country, the charge is
included in the total tuition fee for the programme. In other cases, students shall be notified by the
School/Department that an additional fee will be charged while notifying the Academic Registrar in advance of
plans to conduct a written examination overseas or elsewhere including details of the proposed arrangements for
invigilation and security, in time for any concerns to be raised and addressed. If the Academic Registrar is content
with the arrangement outlined, the location shall be formally designated an examination hall. The relative
weightings of component assessments for a given module is the same for students taking examinations overseas or
elsewhere in the country as for those taking examinations on University premises.
In the cases of Viva-Voce Examinations, the chairman instigates the designated Chair of the Programme Board
(normally following consultation with the External Programme Assessor where the decision of the Programme
Board would contribute to the award of a degree or diploma), any candidate who is to be considered by a
Programme Board may first be examined viva-voce by a panel of the Programme Board.
The viva-voce panel is also appointed by either the Chair or the designated Deputy Chair of the Programme
Board. The findings of the viva-voce panel and its recommendations are reported to the Programme Board which
takes them into account in reaching its decision. The viva-voce panel is composed of at least three members of the
Programme Board including the Chair or Deputy Chair of the Programme Board, the External Programme Assessor
if the Programme Board is held to make an award, except where prior permission of the Academic Registrar is
obtained to replace the External Programme Assessor with any External Examiner of the University. Any viva-voce
panel may co-opt to its membership any External Examiner of the University. The viva-voce panel shall make one
of the following recommendations only to the Programme Board: (i) Take no action, (ii) Permit the student to repeat
any or all module assessments only when an impaired performance claim has been received, (iii) Increase the
student’s marks in any circumstances or (iv) Determine an outcome for the student other than that which would have
been awarded based on Programme Mark alone in accordance with the provisions of the Regulation
Students do not have an automatic right to viva-voce examination. Viva-voce examinations shall be used
sparingly to ensure that candidates are fairly treated and shall be instigated where the Chair/Deputy Chair of the

11. Programme Board wishes to obtain further information about a particular candidate in regard to such matters as
unexpected results, some borderline candidates and claims for impaired performance. No candidate is disadvantaged
by virtue of undergoing a viva-voce examination. The reasons for any action taken shall be recorded in the
Programme Board report. If a candidate fails to attend a viva-voce examination, no recommendation shall be made
to the Programme Board. The candidate shall not be disadvantaged by failure to attend. Viva-voce examinations
shall not be used as a disciplinary procedure. Schools/Departments shall publish, as soon as the date of the
Programme Board is determined, the date on which any viva-voce examinations will take place.
Schools/Departments shall contact any candidate invited to attend for a viva-voce examination as soon as possible
and not less than one working day before the date of the viva-voce examination. Schools/Departments shall seek to
avoid setting dates for viva-voce examinations which would require candidates, particularly those from overseas, to
travel considerable distances to attend.
Academic misconduct is part of examination regulations and administration of student’s conduct in the
Universities. They are defined in the University's General Regulations as unexpected, inadmissible, unwarranted or
unbecoming attitude or behaviour of any candidate in the course of any assessment through his/her engagement in
one or more of the following activities:
 Failing to comply with the Rules for the Conduct of Written Examinations, for example by taking
prohibited materials into an examination hall.
 Assisting another candidate to gain an advantage by unfair means, or receiving such assistance, for example
by impersonation or the passing off of one individual's work as another's. This includes undeclared failure
to contribute to group coursework assignments.
 Misleading the examiners by the fabrication or falsification of data.
 Plagiarism; namely submitting work as the candidate's own of which the candidate is not the author. This
includes failure to acknowledge clearly and explicitly the ideas, words or work of another person whether
these are published or unpublished
 Engaging in any other activity likely to give an unfair advantage to any candidate.
Wherever academic misconduct is sighted, it is the duty of the Academic Registrar (Examinations and Records
Officer) to collate and present such cases to the Academic Misconduct Committee of the University for
Investigation and sanction as appropriate. Candidates are to be notified in writing of alleged major offences by the
Secretary of the Academic Misconduct Committee and may submit written defence and any other written evidence
in response to the notice. Candidates are also expected to attend the Committee meeting in person accompanied by
an individual of their own choosing and call witnesses.
Having taken into account the evidence and the defence, if any, the Committee will decide whether the
candidate is guilty of the offence, and if so, what penalty should be imposed. The candidate will be notified in
writing of the Committee's decision. Candidates found guilty of major offences will have the right to appeal against
the decision of the Head of Department on specified grounds.
Academic appeals are treated strictly on the basis that a candidate believe that there has been an administrative
error in the recording or calculation of marks. This requires a discussion of the matter with the department in the
first instance prior to making a formal appeal. This does not prejudice a student’s right to submit an appeal later if
not satisfied with the response and a further right to appeal as against the decision of a Programme Board or Review
Board as governed by the Regulation. The grounds for appeal to be considered are in one or more of the following
circumstances:
 There were serious circumstances affecting student which the Programme or Review Board was not made
aware when it took its decision.
 There were procedural irregularities in the conduct of the assessment or of the Programme or Review
Board.
 There is evidence of prejudice or bias against candidate on the part of one or more of the Examiners which
was not available at the Programme Board or Review Board.
The publication and release of Examination Results which (includes other forms of assessment such as
coursework marks, module marks, interim tests) are personal data and therefore should not be disclosed to third
parties without consent. This includes the common practice of publishing results via posting on public notice-boards,
as well as the announcement or publication of results at graduation. Under the Data Protection Act, the University
has an obligation to explain to students where their results may be published and to provide a mechanism through
which they can object to their results being displayed in all or any particular form (includes email notification for
class lists). The Registry will undertake to email students to explain where, and how, students might expect to see
their results published.

12. The student registration form provides all students with the opportunity to opt out of having their results
displayed. Students are advised to read their registration forms carefully. If students do not opt out of the publication
of their results, they are understood to have consented. University systems are in place to ensure that these students’
results are not displayed on routine pass lists generated from the student record but if you are producing manual or
email lists of results, please check whether or not individual students have opted out of the publication of
examination (includes coursework) marks. This information is recorded on the student record and is available to
departmental administrators through the student database and to registered academic staff through the Student
Details for Personal Tutors WebPages. If a student asks to see a copy of their results, the University must provide
access to all examination/assessment marks either within 5 months of the request or 40 days after the official release
of results (whichever is sooner). This extends to all students, regardless of whether or not they owe the University
any money. Therefore, the practice of withholding examination marks from students in debt must end. Please note
that the University does not routinely release results to students that owe the University money but must do so if a
specific request is received (above time-scales apply).Students can request a hard copy of information held, in which
case a written statement or printout of results will have to be provided. However, formal University transcripts are
not released until student debts are cleared. If a student owes the University money, the document on which results
are released must read “This is not an official University transcript”.
As there is no sure way of confirming the identity of a caller, the risk of unauthorized disclosure of examination
results over the telephone is high. Therefore examination results should never be released over the telephone. All
students receive confirmation of their results within 48 hours by post and some departments have adopted the
practice of emailing students’ results to them. Whatever method of disclosure is chosen, it is important to manage
student expectations carefully. Publication of results on the Internet represents a transfer outside of the EEA and
could potentially be in breach of Principle 8 of the Act. Explicit consent should be sought from students where it is
intended to publish results on the Internet (opt-out is inadequate in this case). One way in which the University
publishes results on the Internet is via the degree ceremony Webcast. However, students give their explicit consent
to this when they accept their invitation to degree ceremony.
In broad terms, the General Board formally appoints Examiners and Assessors for all undergraduate
examinations leading to an award of the University. Examiners and Assessors for the University's postgraduate
research awards are appointed by the relevant Degree Committee. The list of examinations for which the General
Board makes appointments includes:
 all Preliminary, Qualifying and Honours (Tripos) examinations;
 examinations leading to the award of the following Masters awards: Business Administration, Engineering,
Law, Corporate Law, Education, and Finance;
 examinations leading to the award of the following Bachelors awards: Medicine and Surgery, Theology for
Ministry, and Veterinary Medicine;
 examinations for all Diplomas except those in International Law and Legal Studies; and those offered under
the regulations for awards for non-members of the University;
 Examinations for all Certificates except for the Certificate of Post Graduate Study (CPGS).
Although Examiners and Assessors are formally appointed by the General Board, they are nominated by the
body specified in the regulations for each examination, found in Statutes and Ordinances. Typically, this is the
Faculty Board or Syndicate. For each examination, a Chair of Examiners and one or more Examiners and Assessors
should be nominated. All Examiners and Assessors, including External Examiners, are appointed annually. External
Examiners may be re-appointed for up to two additional consecutive years: other Examiners and Assessors may be
re-appointed at the discretion of the nominating body. Individual Degree Committees make appointments for
examinations leading to the award of either the MPhil or MSt degrees. Degree Committees also appoint Examiners
on an individual basis for the award of a number of research degrees, Diplomas and Certificates (although others are
awarded by the Degree Committee themselves or a specially-appointed committee).
Nominating bodies should make every effort to ensure that all nominations are reasonably certain before
presenting them to the General Board. They should consider leaves of absence, including sabbaticals, well in
advance and seek confirmation from nominees before submitting names to the General Board. The Chair of
Examiners should also be informed of the nominations and appointments. Between them, the Faculty Board and the
Chair of Examiners are responsible for ensuring that Examiners, External Examiners and Assessors are sent
appropriate local information and guidelines, including any approved classing criteria or marking schemes, the
relevant examinations data retention policies and any other pertinent information.
Appropriate induction and/or training should be provided for new Examiners and Assessors. The Centre for
Personal and Professional Development offers some courses in this area which may help faculties and departments.
Examiners have more responsibilities than Assessors. For example, Examiners set the papers for the examinations,

13. they attend Examination Board meetings and they sign off the class lists. Examiners also share responsibility for the
decisions of the Examination Board. Assessors, on the other hand, are usually only appointed to contribute to the
marking of papers. They can be appointed later in the academical year (up to four weeks before the Examination)
and they do not have to attend the Examination Board's meetings (but can be called to meetings by Examiners to
account for their marks). It might be appropriate to appoint an assessor to mark a dissertation as well as specific
papers.
Examiners are appointed by the General Board for one year at a time. There is no restriction on the number of
consecutive years that an individual may be appointed for a particular examination. Wherever possible, Boards of
Examiners should include at least one Examiner who does not contribute to the teaching programmes associated
with the examination. The following people can be nominated as Examiners: established University teaching
officers; unestablished University teaching officers; College teaching officers; research assistants; research
associates and senior research associates. Persons registered as undergraduate or graduate students at this or any
other institution may not be nominated as Examiners.
Assessors are also appointed by the General Board for one year at a time. There is no restriction on the number
of consecutive years that an individual may be appointed for a particular examination. All categories of persons
eligible for appointment as an Examiner are also eligible for appointment as an Assessor. Under special
circumstances, graduate students of the University, or non-University experts who are appropriately trained, may act
as Assessors: a written application by the nominating body must be made to the General Board in these cases. If an
examination makes use of a borrowed paper from another examination, the Examiners for the borrowed paper are
appointed as Assessors on the 'home' examination.
There may be some variability in the roles of External Examiners between different disciplines; however the
General Board's expectations are set out in its guidance on the arrangements for External Examiners. External
Examiners are appointed by the General Board for one year at a time, but may be nominated for re-appointment for
up to two additional years. If you wish to nominate an External for a fourth consecutive year, please include a case
with the nomination form. Once they have completed their tenure, they may not be appointed until a period of five
years has elapsed. Exceptions to this rule may be allowed by the General Board if the nominating body can
demonstrate that there are special circumstances.
Nominating bodies should pay close attention to the General Board's guidance on the arrangements for External
Examiners when considering the appointment or re-appointment of External Examiners. The guidance provides
advice on the number of nominations to make and the criteria for appointment and re-appointment. The most
important factors to consider include:
 That those appointed should normally be persons of seniority and must certainly have appropriate
experience and/or knowledge and the ability to command respect in the subject. In certain circumstances, it
is appropriate that persons from outside the higher education system, e.g. from industry or the professions,
be invited to act;
 that, when considering re-appointment, the External Examiner has acted appropriately in the past and has
submitted the required report(s) to the Vice-Chancellor in good time;
 that the External Examiner can provide an independent and critical view of the examinations, by
avoiding potential conflicts of interest(either professional or personal), through ensuring that the proposed
External Examiner:
 does not hold an office in the University, or a Fellowship or some office or post in a College;
 does not teach any course of instruction which forms part of the teaching programme for the examination
concerned;
 is not a former member of staff of the University, unless more than five years have passed since their
departure;
 is not employed at an institution where members of institutions in the same discipline are acting in similar
capacities, (wherever possible);
 Is not employed at the same institution as his or her immediate predecessors (where possible).
Due care should be taken by the Faculty or Department concerned that adequate induction for the External
Examiner has been undertaken by each person nominated. The QAA’s Quality Code for Higher Education requires
that Institutions ensure independent and external participation in the management of Threshold Academic Standards.
External Examiners are appointed as members of the Board of Examiners and play an essential part in ensuring that
formal procedures are adhered to, that the standards of awards comparable to those elsewhere, and in suggesting
improvements to the examination process. They are employed principally to ensure that the standards set for an
award are appropriate for the qualification; the standards of student performance are comparable with similar

14. programmes or subjects in other institutions with which they are familiar and the processes for assessment,
examination and the determination of awards were sound and fairly conducted.
The General Board issues guidance on the role of External Examiners both to the External Examiners
themselves, and to faculties and departments. Importantly, External Examiners are not normally expected to carry
out marking of assessed work. Assessors should be appointed to mark components of the examination. External
Examiners are involved in reviewing a sample of scripts and assessing whether internal marking has been
appropriately and consistently applied. Faculties or departments or Degree Committees may wish to produce their
own guidelines for External Examiners to supplement the information provided by the General Board.
A summary of the above was reference in the works of E.F. Oyebade (1994:9) when she noted that University
of Birmingham, University of Liverpool and Aston University produce examinations time-table for individual
candidates and sent to them while Loughborough University of Technology and University of Manchester make
copies of the timetable and normally displays it on the notice boards and sent copies to each department for the
information of the students. She noted further that Academic Departments are requested at least one month to the
commencement of a semester examination to submit question papers to the Academic Affairs Office and at least two
weeks before the commencement of such examinations. The Academic Registrar thereon makes arrangements for
physical conduct of all the examinations.
Student Records and Academic Transcript management in Universities of Western Culture
The University produces academic transcripts which show all the programme modules studied with the
marks achieved for those modules and the final award. Candidates are provided with academic transcript along with
certificate as part of the graduation process. Additional copies can be ordered for a charge from the
University's online store. For instance, the Data Protection Act 1998 gives individuals (data subjects) a number of
rights including the right to access personal data that an organization holds about them. This right of access extends
to all information held on an individual and includes personnel files, student record files, data-bases, interview notes
and emails referring to the individual. If an individual makes a request to view their information, it is known as a
“Subject Access Request”. It is permissible for the University to charge a fee for responding to Subject Access
Requests. The Act stipulates that the data subject must make the request in writing, supply information to prove who
they are (to eliminate risk of unauthorized disclosure) and supply appropriate information to help the University to
locate the information they require.
Upon receipt of a request, the University must provide: information on whether or not the personal data are
processed, a description of the data, purposes and recipients, a copy of the data and an explanation of any
codes/jargon contained within the data. The University must respond to Subject Access Requests within 40 days.
Whilst data subjects are entitled to request ALL the information that an organization holds on them, experience
shows that they are usually looking for something specific. Hence, University policy is to be open and transparent
and wherever possible to let the individual have a copy of the information with minimum fuss. Such requests should
be handled directly by the relevant department or section and there should be no need to involve the University Data
Protection Officer. When responding to such specific data requests, take care to ensure that you do not inadvertently
release third party information without their consent and no fees are charged.
In the case of Third Party Data while responding to a Subject Access Request that could lead to incidental
disclosure of details relating to some other third party (for example, a referee or another student), such third party
information should not be disclosed without first seeking the consent of the third party. If consent cannot be
obtained (e.g. the third party cannot be contacted) or is refused, then the institution needs to consider whether or not
disclosure is reasonable, taking into account: any duty of confidentiality owed to the third party, the steps taken to
seek consent, whether the third party is capable of giving consent and any express refusal of consent. If you are
unable to obtain consent, you are advised to contact the University Data Protection Officer who will have to
consider/balance the impact on the third party of the disclosure, and the impact on the data subject of the disclosure
being withheld.
The maintenance of appropriate records is extremely important in the event of a Subject Access Request.
Knowing who keeps what and where is central to the effective and efficient retrieval of information. The guidance
notes on records management are produced in Universities to help departments and sections on Student Records
Management in Academic Departments and Student Records Management in Support Services. The other important
aspect of records management is ensuring that only appropriate information is retained. This will reduce the amount
of information which must be disclosed (thereby saving time and administrative costs associating with locating and
supplying the information) but will also avoid embarrassment and potential damage to the University’s reputation by
ensuring that inappropriate information is not being retained on individuals.

15. The Data Protection Act 1998 gives individuals the right to access the information that an organization
holds on them. In order to comply with this part of the Act, organizations need to have in place effective means of
extracting and retrieving information from a variety of sources. Academic departments hold a great deal of
information on their students, usually in a variety of forms and locations. In order to comply with a subject access
request, departments will need to be able to locate and collate the information quickly. It is therefore vital that key
personnel (typically Head of Department and/or Data Protection Adviser) know what information is held and by
whom. Ideally, all information relating to individual students in academic departments should be kept in central
departmental student record files (paper or electronic) so that, in the event of a subject access request, the
department can be confident that all the information is easily accessible from a limited number of central sources.
However, the University recognizes that this may not always be the case in practice. Departments should ensure that
departmental student record files are as complete as possible but it is acknowledged that there may be some
instances where designated individuals* (e.g. Disability Coordinators, Personal Tutors) need to retain information
on students which would not be appropriate for more general access.
There are many long-term aims of rationalizing the information held by the University. It will certainly help us
to respond effectively to Subject Access Requests. The fewer data sources the University has, the easier it will be to
search these on receipt of a Subject Access Request. Wherever possible, we should be aiming to manage data on a
single central database. All staff are encouraged not to hold files on individual students or staff members, but to
lodge any such information with “designated individuals”. Personal data of departed staff and students should be
reclaimed from any remote sources and stored in a single location or on a single database, with appropriate security
and back-up. All staff are therefore advised on regular basis:
 to be careful about what personal information they keep (including emails)
 to try to only record factual information
 where it is necessary to record an opinion about an individual, to make sure it is justified and wherever
possible backed up with factual evidence
 NOT to record anything that they would not wish the data subject to see.
There are certain situations where the University may not be obliged to release information in response to a
Subject Access Request such as:
 Data containing information relating to a third party for which consent to release the information cannot be
obtained
 Examination scripts (although examiner comments MUST be released)
 Management forecasts such as plans for redeployment, restructuring, promotions (if they would prejudice
conduct of business/activity)
 Information relating to legal proceedings being taken by the University against an individual.
Since departmental practice varies across the University, Data Protection Advisers are responsible for agreeing
lists of designated individuals who are likely to hold information on individual, or cohorts of, students. A database
of designated individuals might be a useful tool to develop and the Data Protection Officer is happy to offer advice
and assistance. Information held on students can be categorized in one of two ways:
i) “Classified information” is information which a student has requested be kept confidential between the student
and the designated individual to whom they disclose the information. Designated individuals should give students
the opportunity to define information as classified (when, for instance, unauthorized access/disclosure of the
information concerned to other staff in the department poses a risk of damage/distress to the student).
ii) “Unclassified information” is all other information held on students which will be available for general access
within the department.
Examination scripts are specifically exempt from Subject Access Request provisions. This means that the
University is NOT obliged to provide students with copies of exam scripts upon request.
Whilst exam scripts are specifically exempt from Subject Access Requests, comments made by examiners are not.
This means that students are entitled to a copy of all comments made by both internal and external examiners. It is
therefore recommended that comments should be made on attached sheets, rather than directly onto examination
scripts. In all cases, examiners' comments must be provided to students in "intelligible form" - this may mean
providing a "word processed" version if hand-written comments are potentially illegible. All examiners should be
reminded that their comments will be provided to students if requested and should therefore ensure that all
comments can be justified and that no careless remarks are made on exam scripts, in emails/memos to colleagues, or
on mark sheets. Any informal notes passed between examiners in the course of marking an examination script or
piece of coursework should be disposed of securely once the final mark has been agreed and there is genuinely no
need for the notes.

16. In respect of Pre-Programme Board/Programme Board and Module Board reports, Students have the right
to request copies of the relevant sections (i.e. relating to them) of Pre-Programme Boards/Programme Board/Module
Board reports at which their results are discussed; (this includes recorded discussion of impaired performance
claims). The University must provide a copy of the report (or relevant sections) either within 5 months of the request
or 40 days after the official release of results (whichever is sooner). Where the third party is a member of staff or an
external examiner who has given their opinion of a student in a professional capacity, the Information Commissioner
is likely to consider refusal of consent as unreasonable.
The University must be able to provide a formal statement that explains the logic behind any assessment
based entirely on automated means. This includes single tests (e.g. multiple choices) that form only a part of some
larger assessment and any classification or grading system that operates using automated means. Wherever possible
such information should be supplied to candidates before assessment, especially if the marking scheme involves
non-apparent rules (such as the subtraction of marks for incorrect answers). Students have the right to demand (in
writing) that no decision that significantly affects them is taken solely on the basis of automatic processing. Students
are entitled to ask the University to manually review any marks generated solely by automatic means. Information
should only be retained in accordance with the suggested retention periods in the University’s Records Retention
Schedule.
When a designated individual leaves the University, they should pass all information to the member of staff
responsible for staff files, to be either destroyed (in accordance with the University’s records retention schedule), or
filed on the departmental staff record file, or passed to a replacement designated individual. Staff should be
informed of what information is being held about them, what it will be used for, to whom it might be disclosed and
whether or not it will stored in the departmental staff record file. If these guidelines are followed, personal
information held on staff can be easily located from a limited number of sources and departments will be much
better prepared to respond to subject access requests efficiently.
Extract of the template for keeping Student Records in selected British Universities
Type of Record Minimum Retention
Period
Location Reason for Length of Period
APPLICATIONS, ADMISSIONS & INDUCTION
Records documenting the handling of
enquiries from prospective students
Current Academic
Year + 1 year
Admissions Office
and/or Admissions
contact in dept.
Good practice
Records documenting the handling of
applications for admission: unsuccessful
applications
Current Academic
Year + 1 year
Admissions Office
and/or Admissions
contact in dept.
Good practice
Records documenting the handling of
the clearing process
Current Academic
Year + 1 year
Admissions Office
and/or Admissions
contact in dept.
Good practice
Records documenting the administration
of induction programme and events for
new students
Current Academic
Year + 1 year
Admissions Office
and/or Admissions
contact in dept.
Good practice
GENERAL STUDENT FILES COLLATED DURING ACADEMIC CAREER
Facts of registration and academic
performance (dates of study,
progression, programme of study,
marks, final award etc)
Perpetuity [Post 1995] Registry
(but accessed by
dept)
[Pre 1995]
Departmental Office,
Registry
Provision of references and
confirmation of
registration/final award etc.
Full student records, including
documents relating to
application/admission; academic
achievements and conduct; transfer,
withdrawal or termination of studies;
10 years for personal
and academic
references.
Departmental Office,
Registry
Permits university to provide
references for a reasonable
length of time. Also,
limitation period for
negligence.

17. Records documenting the handling of
individual students’ requests for
statements of results/transcripts and
third party requests for confirmation of
student status etc.
Last action on
request + 1 year
Departmental Office,
Registry
Good practice.
PROGRAMME & EXAMINATION ADMINISTRATION (inc Work/Study Placements)
Class/Tutorial lists & Schedules for
submitting/marking work.
Current Academic
Year
Programme Tutor,
Personal Tutor
Good practice.
Records documenting individual
students’ attendance, and submission of
coursework.
Current Academic
Year + 1 year
Programme Tutor,
Personal Tutor
Good practice.
Documents referring to coursework
marks/grades and assessment.
Completion of
studies + 1 year
Programme Tutor,
Personal Tutor,
Departmental File
Good practice.
Records documenting organization of
students’ work/study placements
Completion of
studies + 1 year
Registry, Programme
Tutor, Personal
Tutor, Industrial
Tutor, Socrates Co-
coordinator
Good practice.
Records documenting organization of
examination facilities (inc. special
arrangements); attendance at
examinations; handling of impaired
performance claims; collation and
notification of results.
Current Academic
Year + 1 year
Registry, Exams
Officers in depts.,
HoDs.
Good practice.
Pass Lists/Award Lists Perpetuity Registry Formal record, forms part of
archive.
STUDENTS’ ACADEMIC WORK
Undergraduate Coursework (including
projects & reports, all years)
Nil - handed back to
student after marking
(unless Note 1 or 2
applies).
N/A (NB. In the event of an
appeal, or a request from an
examiner, it will be student’s
responsibility to provide the
coursework for
consideration.)
Postgraduate Taught Coursework
(including projects & reports,
dissertations, all years)
Nil - handed back to
student after marking
(unless Note 1 or 2
applies).
N/A (NB. In the event of an
appeal, or a request from an
examiner, it will be student’s
responsibility to provide the
coursework for
consideration.)
Research Theses Maximum of 2
copies retained
indefinitely (unless
Note 1 or 2 applies).
One copy to be
retained in Library
and one copy to be
retained with
Departmental
collection.
University Regulations for
Higher Degrees by Research
NOTES: 1. Samples of coursework, dissertations, theses etc should be retained in department for external audit
requirements. Retention for this purpose is, therefore, determined by the date of any forthcoming audit. 2. Samples
of coursework, dissertations, theses etc may be retained indefinitely in department as exemplars only with
the consent of the author. Supervisors wishing to retain copies of Research Theses must also seek the consent of the
author.

18. Examination Scripts from Year One Can be disposed of in
Year Two
Departmental Office Assuming it doesn’t count
towards final mark.
Examination Scripts from Year Two
onwards.
Duration of studies
and 6 months after
awards are
promulgated.
Departmental Office Relevant time to let students
exercise right of appeal or in
case of any other dispute.
Examination Scripts for students who
have withdrawn or had their studies
terminated.
6 months from the
withdrawal/
termination date
Departmental Office Relevant time to let students
exercise right of appeal or in
case of any other dispute.
DISCIPLINE, APPEALS AND COMPLAINTS (held separately from main student file)
Records documenting the conduct and
results of disciplinary proceedings
against individual students.
Last action on case +
6 years.
Registry (and
relevant HoD)
Limitation period for
negligence.
Records documenting the handling and
results of academic appeals by
individual students.
Last action on case +
6 years.
Registry (and
relevant HoD)
Limitation period for
negligence.
Records documenting the handling of
formal complaints made by individual
students.
Last action on case +
6 years.
Registry (and
relevant HoD)
Limitation period for
negligence.
Records documenting the handling of
complaints made by individual students
where formal complaints procedure is
not initiated.
Last action on case +
3 years.
Registry (and
relevant HoD)
Good practice.
GRADUATION CEREMONIES
Records documenting the organization
of award ceremonies
Completion of
ceremony + 1 year
Registry Good practice.
Records documenting the production,
collection and mailing of award
certificates.
Completion of
ceremony + 1 year
Registry Good practice.
MISCELLANEOUS
First Destination Surveys: Individual
responses.
Completion of
analysis of responses
(unless used for
historical statistical
or research
purposes).
Careers Service Good practice.
Extract of the template for keeping External Examiner and Invigilator Records in selected British
Universities
Type of Record Minimum Retention
Period
Location Reason for Length of Period
Records documenting the selection and
appointment of external examiners.
Termination of appt.
+ 1 year
Registry, HoD,
Faculty Board
Good practice
Records documenting liaison with
external examiners on administrative
matters.
Current academic
year + 1 year
Registry, HoD,
Dean, VC.
Good practice
Records documenting the selection and
appointment of examination
invigilators.
Current academic
year + 1 year
Registry Good practice
External Examiner reports and
departmental responses.
5 years HoD Institutional Audit, Internal
Programme Review and

19. Indefinite
(electronically
scanned)
Registry Accreditation purposes.
Ordering of Academic Transcripts by students and alumni can be made online through student account
while current or former students can order transcripts from the Office of the Registrar. In picking pp Transcripts, an
Official University paper transcript can be picked up in the Office of the University Registrar. In order to pick up
your transcript you must provide a valid photo ID. If someone other than the student will be picking up the
transcript, the student must indicate the name of the person picking up the transcript in the comment line when
ordering his or her transcript. Alternately, the student may provide a signed authorization to be presented at the time
of pickup. The person picking up the transcript must have a valid photo ID. If express mail service is requested, an
official University paper transcript can be sent by courier to guarantees delivery service.
Authenticity of Paper Transcripts of the University often requires a number of safeguards to ensure the
authenticity of their transcripts including transcript face with security signs "VOIDABLE" by alterations. Any
alteration or modification of a transcript or any copy thereof may constitute a felony and/or lead to student
disciplinary sanctions. Authenticity of Electronic (pdf) Transcripts is often done with digital signature to the PDF
transcript can be used to automatically validate it through implementing Certified Document Services from
VeriSign® to mark the document as authentic, proving that it was created and published by the University. The
digital signature can provide a tamper-evident wrapper on the document. The blue ribbon seal must be present to
both authenticate and demonstrate the integrity of the document.
Overview and critique of Examination Administration in Nigerian Universities
In reviewing challenges of Nigeria’s tertiary institutions and school education vis a vis discussions on the
fallen standards of education in the broad spectrum. it was consistently argued by an erudite scholar that ‘‘The
standard of education has not fallen. What has actually fallen is the level of achievement among the individuals. The
struggle for academic excellence is no more there, due to socio-economic and political pressures within the
society.’’13
Alonge noted further that factors responsible for students’ mass failure in examinations are
multidimensional and it is important to investigate and find solutions to it. While he bemoans cheating and
examination malpractices as a social problem around the world, he would resort to ask that ‘what is it in our schools
that make students fail or cheat?’14
It is obvious that a University as the citadel of knowledge must do all within its powers and ability to
ensure the integrity and sanctity of its examinations and result processing including proper marking, prompt
collation and computation and issuance of results. A major assumption which Alonge identified as the disturbing
phenomenon in tertiary education in Nigeria revolve round the systemic failure and emerging behavioural patterns
of University Lecturers who prefers to jettison their primary academic responsibility of teaching and substituting
same with the sale of handouts or glorified textbooks as a bargaining power for passing examinations. He felt that to
sanitize the University system, such practices should be stamped out completely. Similar to it, is trade union
activities which regularly truncate academic activities and undermined scholarship apart from gross indiscipline and
anti social activities such as ‘cultism, academic terrorism, harassment of examiners or invigilators by students.’’15
It has been widely recognized that a ‘major distinguishing activity that can affect the reputation of a
University is its commitment to the examination of its students. Examination is a tool for measuring or assessing the
extent or degree of knowledge acquired by a student in an academic discipline. Examination therefore presupposes
that a student must have passed through the process of teaching, learning and in fact some research in specific
subject areas; it is a way by which an institution confirms or certifies the level of understanding or knowledge
attained by its students. It is necessary, therefore, to ensure that the conduct of examination and its processes are of
13
Alonge, M.F "Assessment and Examination – The pathways to educational development’’9th
Inaugural lecture of
University of Ado-Ekiti (now Ekiti State University) delivered by Prof. M.F. Alonge (Professor of Tests and
Measurement) on21st August, 2003, Ado-Ekiti : p. 11-42.
14
Alonge, M.F: p. 11-42.
15
Alonge, M.F: p. 36-38.

20. high quality and integrity so that the students and general public will have confidence in the final decisions taken by
the university with regards to their examinations’.16
From the inception and through a great length of time, academic administration in Nigerian Universities
had exist and subsisted as a working and professional activity of the Registry committed to the responsibility of
‘students admission and all that goes with it:- examination, academic records, preparation of certificates and
transcripts and prizes’17
in an emerging culture and pattern of institutional management. The history of Nigerian
University System indicated that the changing roles of the Registrar at University College, Ibadan were a reference
point for most Nigerian Universities till date. The Registrar’s responsibilities had covered duties of the today’s
Registry and those of the Bursary Department. However, owing to the workload of the Registry, a separation of the
Bursary from Registry was envisaged and put to effect in order for the Registrar to continue to effectively and
efficiently ‘carry on the duties of Council, Senate and Student affairs and their committees.’18
Whereas the Universities in western culture often devolved examination administration and records
management in either the Registrar’s Office, an autonomous and separate Academic Registry or an independently
managed Student Offices in partnership or collaboration with the various academic departments and University
Boards/Committees responsible for academic matters; the reverse seems to occur in Nigeria University System
where the organization, management and administration of academic matters with respect to examinations and
records are the functions and responsibilities of the Senate of the University.
In Nigerian Universities, examinations include semester and other Examinations involving the
participation of both the Department or Faculty and the Examinations Offices. Senate have control over all
University examination and exercise such powers as may be necessary to discharge such functions. All
courses are examined in the semester in which they are taught. The date of all semester Examinations are
also fixed by Senate and published in the University Calendar. University examinations are held at the
places and times specified in the Examinations Time-Table published by each Faculty on any day of the
week except usually Sundays while the final examination Time-Table are pasted on University Notice
Boards at least 2 weeks before the examination in the room where it is to be held.
The framework and functions of academic administration coordinated by the Office of the Registry and the
Registry through its various Departments in Nigerian Universities includes:
i. Academic Regulations, privileges and misconduct
ii. Auditing of University Courses and accreditation exercises
iii. Custody, codification and use of University’s admission requirements
iv. Registration Procedure for both intakes and returning undergraduates
v. Admission by Transfer from other Universities and deferment of admission
vi. Withdrawal from the University, Leave of absence and Suspension/Expulsion
vii. Matriculation and registration of courses
viii. Regulation of Duration of Undergraduate Programme
ix. Change of Academic Programme within the University
x. Examination Management and issuance of Student Results
xi. Academic Grading System, method of assessment and classification of degree
xii. Regulations governing probation and withdrawal from the University
xiii. Procedure for dropping course(s) and seeking a Revision of Marked Script at the end of the Semester
xiv. Absence from Examinations and regulation of carry over courses
xv. Conduct of final examinations, computation and release of final results as approved by the Senate
xvi. The conferment of degrees, diplomas and certificates
xvii. Issuance of Certificate
xviii. Students Industrial Training, University bursaries and Scholarship, etc.
The arms of Registry handling the above stated responsibilities and functions are often grouped into the
following Departments:
1. Academic Office: Senate and Academic Matters
Business Committee of Senate
16
Oyebade, E.F "Chapter 5: Management of Academic Matters in the Nigerian University System’’ in
Administration of University Education, A Professional Perspective ed. E.F. Oyebade et. Al, Flocel Publishers,
Akure, 2007: p. 85, 71-102.
17
Ibid.
18
G.T. Korgba, Duties, Functions and Responsibilities of a Registrar, Manual of University Management, National
Universities Commission, Abuja, Espee Printing, 1997:26-38. ISBN 9782916102

21. Committee of Deans
Boards of Studies
Board of Examiners
2. Admissions Office: Admission Processes
Admission policy and agency
JAMB (UTME and Post UTME) liaison
Matriculation and Matriculation Register
3. Examination and Records Unit: Pre-Examination Requisition/Disbursement
Central Timetable and Halls Arrangement Conduct of
Examinations
Post Examination and feedback reports
Examination misconduct and reports
Student Records and Statistics
Certificate verification of freshmen
Record Verification Services
Transcript Management
Certificate Issuance
In most instances, the culture of each University and the role of the Office of the Registrar at coordinating
and servicing administrative functions, helps to determine how the Registry and its specialized units are involved in
examination administration and records management. Creation of Management Information System Units,
Computer Based Test Centres, Alumni and Advancement Centres and Directorate of Information Communication
Technology usually reporting to the Office of the Vice-Chancellor or as independent units have even affected or
limited the statutory and traditional roles of the Registry in some Universities.
Since the registration of courses are crucial aspects of planning and provision for examination and reporting
on examination activities, the Registry cannot effectively perform its role in the University in the areas of students
records, generation of statistics, confirmation of studentship, personal, medical and academic status of candidates for
proper identification, segmentation and classification, planning and coordination for various courses, use of
examination halls, generation of examination materials (questions and answer sheets), appointment of invigilators
and examiners without integrating the Examinations and Records Office in its work activity.
Pre-examination activities and arrangement helps to prevent hitches and conflicts in designation of
examinations venues and examination dates. It therefore precedes examination supervision and reporting. It enables
the University to prepare the central examination time-table which is released at least a month to an examination in
order to sensitize students to plan and prepare for their examinations. The draft timetable is often used as a
provisional arrangement to enable faculties and departments to raise complaints associated with clashes, omissions
and duplications in the Time Table and to resolve it with representatives of the University Time Table Committee of
each Faculty in order to ensure a hitch free examination.
The Academic Affairs Office or Examinations and Records Unit is charged with the responsibility of
preparing the provisional central Time Table with designated University committee together with the scheme of
examinations and list of examiners which the Registrar transmits to Senate or the Vice Chancellor for approval.
Whereas the Examination and Record or the Academic Affairs Officer are expected to request for schemes of
examinations from various departments towards preparing the time table in consideration of the allocation of spaces
for test courses, few Universities have deviated from this acceptable and original practice due to academic incursion
in examination matters or lack of competence or efficiency on the part of the Registry.
In such instances, it has been found out that the current trend of deviation allowed some Faculties and
Schools to appoint junior and middle level academic staff as Examination Officers. Some use their Sub-Deans as
Examination Officers and direct them to receive and use the schemes of examinations to prepare for examinations,
arrange venue and notify students and examiners. What the academics are yet to totally take over is the
responsibility of School/Faculty Officers to collate, requisite and distribute the examination materials collected from
University Stores through the Examinations and Records Office. The degree of academic incursion in administrative
support services has eroded the importance of the Registry as a frontier burner for examination administration while
making the academics continues to overburden itself with hyper concentrated and unnecessary involvement in
preparing students and planning for the examination of students without control and caution.
In Nigerian University System, the appointment of internal and external examiners is the responsibility of
Senate owing to the laws of most Nigerian Universities (i.e. Decree 13 of 1986) which stipulates that the function of
Senate is to ‘‘make provisions for the organization and control of courses including the appointment of examiners.’’
Hence, the University must inform examiners early enough to prepare for examinations so as to prevent their

22. unavailability and avoid clashes with other activities. Examination rules as part of other Academic Regulations are
included in the Students Handbook and the main University Handbook issued to students and discussed as part of
orientation exercises. They are also often displayed on notice board for both staff and students to note before the
commencement of semester examinations.
The arrangement and process of conducting successful examinations in the Nigerian University system
include the use of a system of Continuous Assessment Test (CAT) and Terminal End of Semester examinations
(formerly a yearly examination) to determine the overall assessment of student’s academic performance. CAT
usually consist of a combination of assessment methods from class attendance, impromptu test, term papers, mid-
semester test, clinical experiments, field work and laboratory experiments which constitutes a minimum of 20% of
the overall mark in a course of study. This is why the acceptability, credibility and fairness of every examination
hinge on its reliability and validity.
It is part of the duty of the Examinations and Records Office to determine the quantity of examination
materials required for examinations and to make requisitions through the University Store to the procurement and
delivery of the items in preparation for examinations. Below is a sample of a requisition forwarded made by me as a
Faculty Officer at Ekiti State University to through the Examinations and Records Unit for collation and processing
by the University Central Stores in preparation for an examination viz.