The University System of Georgia’s Board of Regents was created in 1931 as a part of a reorganization of Georgia’s state government. With this act, public higher education in Georgia was unified for the first time under a single governing and management authority.

In 1943, the Board of Regents received constitutional authority to manage the University System. The Governor appoints members to the Board for seven-year terms.

Today the Board of Regents is composed of 19 members, five of which are appointed from the state at-large and one from each of the state’s 14 congressional districts. The Board selects a Chancellor who serves as its chief executive officer and the chief administrative officer of the University System.

The Chancellor oversees 26 institutions: four research universities, four comprehensive universities, nine state universities and nine state colleges. These institutions enroll more than 341,000 students and employ more than 48,000 faculty and staff to provide teaching and related services to students and the communities in which they are located.

The System Office has a staff of 535. The University System has an annual budget of $9.4 billion, of which the state appropriates $2.3 billion. The University System still enjoys strong support from the Governor and General Assembly, with annual capital investments exceeding $300 million and overall state funding support of about half the instructional budget.

In addition to the broad intellectual perspective and strong executive abilities that are required for effective leadership and management, the Chancellor of the University System of Georgia should possess:

• A record of impeccable professional and personal integrity;
• Credentials sufficient to earn the respect of the university community;
• Executive leadership experience with the ability to represent a large and complex multi-campus system effectively to its varied constituents, governing board, legislature and other external bodies;
• Commitment to a strong understanding of the ever-changing market of higher education and demonstrated success developing proactive, creative solutions to challenges;
• The ability to articulate an academic and organizational strategic vision for the future of the University System;
• Ability to hire experienced and effective team members;
• Deep understanding of the political processes that impact the University System;
• Understanding of and ability to lead a range of institutions from research universities to state universities to two-year colleges;
• Demonstrated support for academic excellence;
• A thorough understanding of how to impact budgeting and funding processes;
• A successful record of and commitment to promoting diversity, equity and inclusion;
• Articulate the value of the University System and its role in economic development in the state;
• Strong communication skills to deal with the range of perspectives and people essential to the University System;
• The willingness as well as the ability to make difficult choices; and
• Sensible, fair, compassionate and objective decision-making processes.