As part-time volunteer members who have few direct operational duties, board members constantly are bombarded with information on matters ranging from strategic plans to operating budgets to tuition rates to parking permits. In the end, it is they who are accountable for all activities that occur in their institutions and systems. The need for boards to obtain accurate and timely data has become all the more urgent in higher education ever since the federal Sarbanes-Oxley law that cracked down on lax oversight by corporate audit committees raised expectations in the nonprofit sector. One emerging best practice that is gaining traction is creating an internal auditing function run by professionals who respond to queries directly from the governing board. The authors describe the experiences of the Board of Trustees of the Minnesota State Colleges and Universities System in creating an internal audit function, with the goal of encouraging other governing boards to make similar changes.