University of Alberta presidential search team already reviewing candidates

SP&A Executive Search co-founder Alberto Pimentel said during the seventh meeting of the Presidential Search Advisory Committee on Monday that the committee is serious about vetting the candidates.

Pimentel said the nationwide search included discussions with university presidents, deans and vice presidents for research, as well as leaders of professional associations and national laboratories.

“These efforts have generated a significant number of names and a much higher level of awareness and enthusiasm for the position,” he told the committee, adding that the call was “stronger than we had originally anticipated.”

The search has no formal deadline, but it must be completed by the end of UA President Robert C. Robbins' contract in June 2026. Robbins announced in April that he would step down by then, or sooner, once ABOR has found a successor.

Pimentel said the hiring process has not yet reached the stage of conducting the first round of interviews, but that it is “not only active but moving at a very inclusive pace” and could wrap up in the “near future.”

The committee also reviewed and discussed the evaluation criteria that will be used for recruitment. The draft contains eight sections. Each section describes a leadership quality and the possible scores include “outstanding,” “above average,” “average,” “below average” and “does not meet the standards.”

Pimentel said the evaluation criteria “should not be the definitive criterion for determining who moves forward and who doesn't.”

The categories in the draft rubric are:

— Academic and Research Excellence: A deep commitment to and demonstrated track record of fostering an academic environment that values, promotes and advocates for academic excellence and the growth of the University's research endowment.

— Visionary Leadership: The ability to conceive, clearly articulate, and execute the university’s strategic vision and organizational identity, set goals, establish evaluation mechanisms, and realign resources as needed to realize that vision within a large, complex environment.

— Interpersonal and engagement style: Ability to engage and build rapport with faculty, undergraduate, graduate and alumni. Proven track record of valuing and supporting collaborative governance structures, transparent decision-making and effective faculty engagement. Ability to bring people together to find common ground and work toward common goals.

— Student-Centered Engagement: A deep, genuine passion and extensive experience serving first-time and diverse undergraduate and graduate students. Reaching out to students in meaningful ways and remaining accessible.

— Strategic and tactical management experience: Proven ability to deploy financial and human resources to advance the strategic goals of the University. Track record of successful leadership in complex, multifaceted organizations, particularly during periods of transition. Demonstrated sound judgment and transparency in making difficult decisions.

— Understanding of financial systems: Ability to provide strong financial oversight and guidance within highly complex financial operations. Ability to oversee multi-department budgets and financial statements and instill accountability. Working knowledge of integrating decentralized accounting protocols and focusing budgetary control across campus.

— Communications and Advocacy: Strong and demonstrated ability to proactively advocate for the University with the media, policymakers, ABOR, and other key stakeholders. Ability to navigate complex national, state, regional and international issues in higher education. Ability to enhance the U of A's national reputation.

— Fundraising Experience: Demonstrated ability to raise funds on the scale necessary to meet the growing needs of the College, including developing new revenue streams.

JoEllen Russell, professor of geosciences and committee member, said she would like to see a section added about recruiting leadership skills.

“Compared to California and comparable states, our area is pretty remote,” she noted, “so I think it's crucial that (candidates) are able to recruit and grow.”

There was also brief discussion about the opening of the job description, which stipulates that applicants must have “a PhD or other terminal degree worthy of tenure as a professor and a distinguished history of scholarship and teaching.”

Russell said it was important to him that applicants hold a PhD, as he believes “just because someone has a terminal degree in another field doesn't necessarily make them an academic.”

The University of Arizona had a physician as president before, but “it didn't work out as well as we hoped it would,” she said. Robbins, a cardiothoracic surgeon and M.D.

Committee member Mark Stegeman, a professor in the Eller School of Business and chair of the Faculty Senate, said he wanted to include something about whether the candidate had “local ties, prior experience at the university or a history of job-hopping” to ensure a president would stay at the university for the long term.

“I think that mobility in university leadership is an issue, and that ties to the University of Arizona or a history of holding a position there is important,” he said.