Characteristics of state coordinating boards or governing boards are briefly outlined, and the nature and character of political relationship of the board with other agencies are examined. The board is characterized by its limited powers, its nonpolitical base, and its restricted clientele. In dealing with the executive agency, it is important to make the governor aware that the coordinating or governing board represents an important resource in terms of politics. It is important to anticipate the information the governor will want sometime in the future and to be prepared. It is also important to stay out of the governor's way politically, because coordinating/governing boards do not do very well against governors. In dealing with the legislative branch, it is generally true that the legislature as a whole has a consciousness approximately at the level of the general public, while the various committees related to education tend to have a high level of sophistication. Committees expect coordinating/governing board representatives to be available, have answers, and do work that their staffs generally handle. Dealing with committees concerned with finance is also addressed. Another important interrelationship is with the judicial branch. The courts' interpretations will affect fiscal freedom and institutional autonomy. The attorney general's opinions and the court's opinions probably will make the difference in whether or not higher education is cut severely through attacks on tenure, on faculty status, and on the rights to offer programs. In addition, there is a whole set of other interagency relationships with budget agencies. licensing agencies, and other essential groups. It is necessary to have open relationships at the top and some kind of regular communication. Lower-level staff should also develop working relationships with staff of other agencies. (SW)