Association of Governing Boards of Universities and Colleges
202.776.0824 | consulting@agb.org | www.agbconsulting.org
We look forward to hearing from you
about your goals and sharing how
AGB Consulting can help you reach them.
AGB Consulting and the experts in AGB’s Ingram Center
for Public Trusteeship and Governance understand that
good governance doesn’t look the same in every state—and
it can’t be achieved in an hour-long workshop. It must be
cultivated through an individual process that results in
collaboration and partnerships for solutions. Our consultants
include current and former system heads, presidents,
chancellors, board chairs, provosts, foundation executives,
and development experts. They know public higher education
from the inside out and offer insights only first-hand
experience can bring. Our consulting services can help your
state and its institutions harness the expertise of AGB’s 90+
years of thought leadership in all areas of governance to
address the specific challenges and questions you face.
Statewide Summits on Attainment,
Access, and Employment
Statewide Orientation and
Education Programs
Statewide Assessment of Higher
Education Priorities
Statewide Assessments of
Organization and Affiliation
Big Ideas can often spark engaged discussion
and purposeful action. If you’re ready to build
a better board, AGB Consulting and the experts
at the Ingram Center for Public Trusteeship and
Governance are pleased to offer the following
areas of service a well as many others:
STATE OF HIGHER EDUCATION
Public Governing Boards, Coordinating
Boards, and Statewide Systems
EXPERT VOICES
IDEAS
BIG
STATE OF HIGHER EDUCATION
Public Governing Boards, Coordinating
Boards, and Statewide Systems
University system boards, like institutional
boards, are charged with protecting, promoting,
and governing public higher education. Some
coordinating boards have governing board-related
powers, too, but even when their role is advisory,
their members’ wisdom is sought often and their
impact is felt statewide. Those who serve on
these boards are deeply engaged in this work,
and educating them about their responsibilities
and cultivating their effectiveness is a valuable
investment in public higher education.
Ellen Chaffee
senior fellow, AGB
“Both public and private
governing boards place their
institutions’ best interests first.
In that spirit, public governing
and coordinating boards—and
their CEOs—also aim to meet
state priorities. A strong
foundation in how to govern
well allows public boards to
rise above common state
and institutional distractions
to provide the best possible
leadership on behalf of both.”
In 2010, AGB surveyed state systems and coordinating
boards across the United States. Here, we’ve teased out some
comparative findings from the ensuing report to help board
members, chief executives, staff, and scholars to evaluate
their own boards and consider best practices.
Rich Novak
senior fellow, AGB Ingram Center
QUESTIONS TO PONDER
1
2
3
4
How does your state
promote cooperation
among public colleges
and universities to
achieve state-level
higher education
goals and priorities?
Do you have a
statewide orientation,
education, or
development plan
to enhance the
knowledge and skills
of board members?
Do you have an
effective process
for identifying and
selecting the right
people for boards, to
achieve institutional
and state goals?
How does your
board’s composition
reflect the diversity
of the state and the
unique interests of
its residents?
“Public board members must
demonstrate the leadership
necessary to help develop
and advance a strategic
agenda for their institutions,
systems, or states. University
system and state coordinating
boards, in particular, assume a
major responsibility to ensure
effective board orientation
and education programs that
address elements of effective
trusteeship as well as attention
to state educational challenges.”
Association of Governing Boards of Universities and Colleges
202.776.0824 | consulting@agb.org | www.agbconsulting.org
We look forward to hearing from you
about your goals and sharing how
AGB Consulting can help you reach them.
AGB Consulting and the experts in AGB’s Ingram Center
for Public Trusteeship and Governance understand that
good governance doesn’t look the same in every state—and
it can’t be achieved in an hour-long workshop. It must be
cultivated through an individual process that results in
collaboration and partnerships for solutions. Our consultants
include current and former system heads, presidents,
chancellors, board chairs, provosts, foundation executives,
and development experts. They know public higher education
from the inside out and offer insights only first-hand
experience can bring. Our consulting services can help your
state and its institutions harness the expertise of AGB’s 90+
years of thought leadership in all areas of governance to
address the specific challenges and questions you face.
Statewide Summits on Attainment,
Access, and Employment
Statewide Orientation and
Education Programs
Statewide Assessment of Higher
Education Priorities
Statewide Assessments of
Organization and Affiliation
Big Ideas can often spark engaged discussion
and purposeful action. If you’re ready to build
a better board, AGB Consulting and the experts
at the Ingram Center for Public Trusteeship and
Governance are pleased to offer the following
areas of service a well as many others:
STATE OF HIGHER EDUCATION
Public Governing Boards, Coordinating
Boards, and Statewide Systems
EXPERT VOICES
IDEAS
BIG
STATE OF HIGHER EDUCATION
Public Governing Boards, Coordinating
Boards, and Statewide Systems
University system boards, like institutional
boards, are charged with protecting, promoting,
and governing public higher education. Some
coordinating boards have governing board-related
powers, too, but even when their role is advisory,
their members’ wisdom is sought often and their
impact is felt statewide. Those who serve on
these boards are deeply engaged in this work,
and educating them about their responsibilities
and cultivating their effectiveness is a valuable
investment in public higher education.
Ellen Chaffee
senior fellow, AGB
“Both public and private
governing boards place their
institutions’ best interests first.
In that spirit, public governing
and coordinating boards—and
their CEOs—also aim to meet
state priorities. A strong
foundation in how to govern
well allows public boards to
rise above common state
and institutional distractions
to provide the best possible
leadership on behalf of both.”
In 2010, AGB surveyed state systems and coordinating
boards across the United States. Here, we’ve teased out some
comparative findings from the ensuing report to help board
members, chief executives, staff, and scholars to evaluate
their own boards and consider best practices.
Rich Novak
senior fellow, AGB Ingram Center
QUESTIONS TO PONDER
1
2
3
4
How does your state
promote cooperation
among public colleges
and universities to
achieve state-level
higher education
goals and priorities?
Do you have a
statewide orientation,
education, or
development plan
to enhance the
knowledge and skills
of board members?
Do you have an
effective process
for identifying and
selecting the right
people for boards, to
achieve institutional
and state goals?
How does your
board’s composition
reflect the diversity
of the state and the
unique interests of
its residents?
“Public board members must
demonstrate the leadership
necessary to help develop
and advance a strategic
agenda for their institutions,
systems, or states. University
system and state coordinating
boards, in particular, assume a
major responsibility to ensure
effective board orientation
and education programs that
address elements of effective
trusteeship as well as attention
to state educational challenges.”
IDEAS
BIG
STATE OF HIGHER EDUCATION
Statewide governing boards
and coordinating boards affect
public higher education in a
way few individual institutions
can. Having a strategic board
means finding and preparing
the right individuals to
advance statewide goals as
well as individual institutional
missions. Invest in your board
to ensure that you’re promoting
success across the state.
Public Governing Boards, Coordinating
Boards, and Statewide Systems
SYSTEM BOARDS
COORDINATING BOARDS
Average of 13 members
Average of 12 members
74%
men
26%
women
HOW BOARDS ARE APPOINTED
system boards
coordinating boards
9% OTHER
BY
9% APPOINTED
POPULAR ELECTION
WITHOUT
9% GUBERNATORIAL
LEGISLATIVE CONFIRMATION
WITH
74% GUBERNATORIAL
LEGISLATIVE CONFIRMATION
BY
8% APPOINTED
STATE LEGISLATURE
WITHOUT
24% GUBERNATORIAL
LEGISLATIVE CONFIRMATION
WITH
68% GUBERNATORIAL
LEGISLATIVE CONFIRMATION
69%
men
18%
23%
INDIVIDUALS
OF COLOR
INDIVIDUALS
OF COLOR
Percentages may not sum to 100% due to rounding.
31%
women
69% 68%
OF MEMBERS ARE 50–69 YEARS OLD
OF MEMBERS ARE 50–69 YEARS OLD
AVERAGE NUMBER OF COMMITTEES
4
6
40 STATES WITH SYSTEM BOARDS
WA
system boards
coordinating boards
ME
ND
MT
MN
OR
ID
NY
WI
SD
WY
AVERAGE LENGTH OF A SINGLE TERM
on system boards
6
UT
CO
AZ
year terms for
system board
members
KS
IN
WV
MO
NC
AR
SC
MS
AL
GA
LA
TX
FL
HI
of system boards
impose term limits
The average
limit is 2 terms
STATES WITH ONE OR MORE SYSTEM BOARDS
STATES WITHOUT A SYSTEM BOARD
22 STATES WITH COORDINATING BOARDS
WA
MT
ME
ND
ID
AVERAGE LENGTH OF A SINGLE TERM
on coordinating boards
WI
SD
MI
PA
IA
NE
NV
IL
UT
year terms for
coordinating
board members
CO
AZ
KS
OK
NM
AK
OH
IN
WV
MO
VA
KY
MA
RI
CT
NJ
DE
MD
NC
TN
AR
SC
MS
TX
The average
limit is 2 terms
NY
WY
CA
of coordinating boards
impose term limits
VT
NH
MN
OR
36%
VA
KY
TN
OK
NM
OH
AK
36%
5.5
PA
IA
IL
CA
MA
RI
CT
NJ
DE
MD
MI
NE
NV
VT
NH
AL
GA
LA
FL
HI
STATES WITH ONE OR MORE COORDINATING BOARDS
STATES WITHOUT A COORDINATING BOARD
Maps reflect states with 4-year or comprehensive system or coordinating boards.
202.776.0824
consulting@agb.org
www.agbconsulting.org
Data taken from the 2010 Policies, Practices, and Composition of Governing Boards of Public Colleges, Universities, and Systems (AGB © 2010) and 2010 Policies, Practices, and Composition of Higher Education Coordinating Boards
and Commissions (AGB Press © 2010). Publications are available for purchase at www.agb.org or by calling (202) 296-8400. AGB Press. Percentages may not sum to 100% due to rounding.
Association of Governing Boards of Universities and Colleges
202.776.0824 | consulting@agb.org | www.agbconsulting.org
AGB Consulting and the experts in AGB’s Ingram Center
for Public Trusteeship and Governance understand that
good governance doesn’t look the same in every state—and
it can’t be achieved in an hour-long workshop. It must be
cultivated through an individual process that results in
collaboration and partnerships for solutions. Our consultants
include current and former system heads, presidents,
chancellors, board chairs, provosts, foundation executives,
and development experts. They know public higher education
from the inside out and offer insights only first-hand
experience can bring. Our consulting services can help your
state and its institutions harness the expertise of AGB’s 90+
years of thought leadership in all areas of governance to
address the specific challenges and questions you face.
We look forward to hearing from you
about your goals and sharing how
AGB Consulting can help you reach them.
Statewide Summits on Attainment,
Access, and Employment
Statewide Orientation and
Education Programs
Statewide Assessment of Higher
Education Priorities
Statewide Assessments of
Organization and Affiliation
Big Ideas can often spark engaged discussion
and purposeful action. If you’re ready to build
a better board, AGB Consulting and the experts
at the Ingram Center for Public Trusteeship and
Governance are pleased to offer the following
areas of service a well as many others:
STATE OF HIGHER EDUCATION
Public Governing Boards, Coordinating
Boards, and Statewide Systems
BIG IDEAS
STATE OF HIGHER EDUCATION
Public Governing Boards, Coordinating
Boards, and Statewide Systems
University system boards, like institutional
boards, are charged with protecting, promoting,
and governing public higher education. Some
coordinating boards have governing board-related
powers, too, but even when their role is advisory,
their members’ wisdom is sought often and their
impact is felt statewide. Those who serve on
these boards are deeply engaged in this work,
and educating them about their responsibilities
and cultivating their effectiveness is a valuable
investment in public higher education.
EXPERT VOICES
Ellen Chaffee
senior fellow, AGB
“Both public and private
governing boards place their
institutions’ best interests first.
In that spirit, public governing
and coordinating boards—and
their CEOs—also aim to meet
state priorities. A strong
foundation in how to govern
well allows public boards to
rise above common state
and institutional distractions
to provide the best possible
leadership on behalf of both.”
In 2010, AGB surveyed state systems and coordinating
boards across the United States. Here, we’ve teased out some
comparative findings from the ensuing report to help board
members, chief executives, staff, and scholars to evaluate
their own boards and consider best practices.
Rich Novak
senior fellow, AGB Ingram Center
QUESTIONS TO PONDER
Do you have a
statewide orientation,
education, or
development plan
to enhance the
knowledge and skills
of board members?
How does your state
promote cooperation
among public colleges
and universities to
achieve state-level
higher education
goals and priorities?
2
1
How does your
board’s composition
reflect the diversity
of the state and the
unique interests of
its residents?
Do you have an
effective process
for identifying and
selecting the right
people for boards, to
achieve institutional
and state goals?
4
3
“Public board members must
demonstrate the leadership
necessary to help develop
and advance a strategic
agenda for their institutions,
systems, or states. University
system and state coordinating
boards, in particular, assume a
major responsibility to ensure
effective board orientation
and education programs that
address elements of effective
trusteeship as well as attention
to state educational challenges.”