THE OPPORTUNITY

The University of Arizona community is excited to announce the search for its next Assistant Vice President and Chief of Police.

Founded in 1885, the University of Arizona is a premier public research university – a community whose members are bonded together in their purpose, guided by their mission, and who live their core values every day. Located primarily on 392 acres in the heart of Tucson in the Sonoran Desert – along with locations in every single county in the state – the University of Arizona respectfully acknowledges that its campuses are on the land and territories of Indigenous peoples. Today, the State of Arizona is home to 22 federally recognized tribes, with Tucson being home to the O’odham and the Yaqui. Committed to diversity and inclusion, the university strives to build sustainable relationships with sovereign Native Nations and Indigenous communities through education offerings, partnerships, and community service.

The University of Arizona is a place of wonder where you can do the extraordinary with extraordinary people. Over 15,000 faculty and staff support the university’s 49,000+ students – nearly a third of whom are the first generation in their family to go to college and almost half of whom identify as members of minority communities – across over 300 undergraduate and graduate programs. Faculty, researchers, and staff prepare these leaders of tomorrow to solve some of the biggest challenges facing our state and the world, peering into the heavens, solving medical mysteries, and charting the course toward creating a more vibrant, sustainable planet.

It is an exciting time to join the University of Arizona – to make the next truly meaningful difference, the effects of which will reverberate for decades to come. While the local dialogue on safety and the role of police does contain echoes of the calls heard in the ongoing national conversation, the difference at Arizona is in how the community has come together. Leadership, staff, and students – all guided by Compassion, Adaptation, and Inclusion, three of the university’s core values – are embracing this moment in history, this opportunity to build upon the great progress of the past, to ensure that the university of today and of tomorrow remains a safe, secure, and inclusive and equitable environment for all to learn, work, and to seek out the as-yet unknown. And the role of Assistant Vice President and Chief of Police is essential to leading that transformational positive change.

The Position

Role of the Assistant Vice President and Chief of Police for The University of Arizona

Reporting to the Senior Vice President for Business Affairs and Chief Financial Officer and serving as part of the Business Affairs and university leadership teams, the Assistant Vice President and Chief of Police (AVP or Chief) is responsible for the overall planning, development, and implementation of a comprehensive, inclusive, and dynamic public safety and law enforcement program for the University of Arizona community.

Through this individual’s leadership, the department will further advance its efforts in engagement, managing a full array of campus- and community-based initiatives designed to deter criminal activity by proactively engaging the campus community and building positive relationships. While the main campus and police operation are located in Tucson, the Chief will also provide police leadership to campuses in Phoenix and Sierra Vista, as well as sites in every county of Arizona.

The AVP provides effective strategic direction by setting short- and long-term goals; engaging collaboratively and consistently with senior administration, faculty, staff, students, the Campus Advisory Board, service departments, and other law enforcement agencies; identifying and promoting national best practices, sound policies and procedures, and innovative problem-solving initiatives; and supporting the goals and mission of the University of Arizona.

The Chief leads a highly professional and valued police operation with a total staff of 106, including 8 direct reports and 60 sworn officers, and is responsible for an annual budget of $8.1 million. This individual provides leadership, mentoring, direction, and management for the department, including officer recruitment, training, and management; patrol operations; event management; investigations; community outreach and policing; crime prevention strategies; crime statistic and federal compliance reporting; budgeting and fiscal oversight; and crisis and emergency response management.

The AVP creates, supports, and implements plans to promote diversity and inclusion within the department (e.g., the “30-x-30 Pledge”), and continuously broadens the department’s awareness and understanding of the various geographic, cultural, gender, ethnic, racial, and religious backgrounds present at the university. Additionally, the Chief oversees, assesses, and responds to critical campus concerns, catastrophic events, major security issues, and emergency situations; ensures appropriate threat assessment and risk mitigation measures are in place; and coordinates with internal and external organizations regarding major activities held on campus, including, but not limited to, athletic events, concerts, commencements, and student/public assemblies.

History of the Position

After over 40 years of service to the University of Arizona, seven of those years as Chief of Police, Brian Seastone retired in 2021. In 2018, the position’s title was modified to Assistant Vice President and Chief of Police to better reflect the dual role that the position holds, both as the top law enforcement officer for the campus and as an administrative leader for the university community. Jason Brei, a 21-year veteran of the University of Arizona Police Department (UAPD), including serving as Commander from 2014-16 and then as Assistant Chief of Police beginning in 2016, is now serving in the interim role as the university searches for its next permanent Assistant Vice President and Chief of Police.

Opportunities and Challenges of the Role

The next Assistant Vice President and Chief of Police of the University of Arizona Police Department must possess a broad and deep understanding of national best practices with regard to community-oriented engagement, comprehensive field operations, emergency management, budgeting and finance, and organizational and staff development in an expansive, public, urban, university environment. The AVP should be an experienced leader capable of managing complex situations and staffing, committed to customer service and responsiveness at the highest level, possessing a deep understanding of current issues in modern policing, and equipped to contribute at both a strategic and operational level at a large research institution. With the ongoing national conversation around police violence and racial injustice, the new AVP must be prepared to proactively and collaboratively address these issues in an honest and transparent manner, fostering a culture of civil discourse, reciprocal trust, reform-mindedness, and mutual understanding.

It is crucial to identify a competent and dedicated individual who can promote and develop the UAPD staff/team, systematically build trust across the university and local communities, set departmental priorities, and work proactively in tandem with the President, the Senior Vice President for Business Affairs and Chief Financial Officer (SVP/CFO), the Business Affairs Leadership Team, with the guidance of the Campus Advisory Board, colleagues across all levels of the university, the students, the surrounding community, and the other staff in the department to progressively, innovatively, and comprehensively move the program forward. The following were identified as priorities, opportunities, and challenges that will face the new Assistant Vice President and Chief of Police at the University of Arizona.

  • The AVP’s scope of responsibilities is wide, so this individual will need to quickly become familiar with all aspects under their purview in order to develop a comprehensive list of priorities. With a large and growing campus, the UAPD has an extensive scope of responsibility for ensuring that the safety and security of Arizona students and staff is of primary concern. The new AVP will need to prioritize a great deal of time up front – learning about the nuances and priorities of the campus, discovering the internal needs of the department, and begin the development of a new strategic plan moving forward.
  • The ability to grow, develop, and mentor a large and diverse professional staff, while building a strong and dedicated team, will be critical for success. The staff of the UAPD is both large and diverse, but there has been a great deal of turnover in recent years; the Chief, therefore, must be a strong motivator with high-level supervisory and staff development skills. Navigating through the needs of a complex and multidimensional structure such as this one will be a crucial task for the new Chief, with special attention being paid to providing opportunities for professional development, as well as specific training and personal improvement, which will assist in creating and retaining a fully committed, dedicated, and motivated staff.
  • Diversity, equity, and inclusion are crucial components of the university community, and the AVP should be a proactive leader in supporting, understanding, embracing, and nurturing these principles, both internally to the UAPD and externally from the department into the campus and local area. There are a large number of underrepresented populations throughout the institution, and the UAPD must be a model for maintaining a strong sense of equity and an unbiased, supportive environment at all times. A demonstrated insight into the needs and concerns of the various individual communities represented at Arizona is vital, especially given the national conversation around policing and racial inequalities; the AVP, then, will be expected to dialogue, empathize, and work to devise collaborative solutions for the underrepresented groups on campus and beyond.
  • Given the above-mentioned current national climate regarding racism, police brutality, and the call for serious police reform, it is a difficult time for those who serve in law enforcement at all levels. The Chief and all of the UAPD must be prepared to take the appropriate steps to proactively address these ongoing conversations and build the trust and confidence of the entire community. The AVP must be willing to have difficult conversations, actively listen, and engage all members of the university and the surrounding community, including external law enforcement partners, and be transparent and collaborative in their solutions in order to effectively build relationships based on mutual understanding and create an innovative and reform-minded approach to safety and security. There is a great deal of pressure for change in the law enforcement environment, particularly in a role of this magnitude, but the successful candidate will be energized by these challenges and be prepared to address them from day one.
  • Community engagement (often referred to as “community policing”) is an area of crucial importance at the University of Arizona, and the new AVP must prioritize this concept at all times. While already present within the UAPD, an even stronger community engagement philosophy will allow the AVP and the other officers an opportunity to be seen more as proactive, responsive, and functional members of the campus community. Officers should be visible, accessible, and interactive with the student body and other parts of the institution, consistently networking with the faculty and administration, regularly involving the campus in safety and security endeavors, and generally providing a positive representation of the department. The AVP should also be prepared to holistically engage the student body, and particularly the communities of color on the Arizona campus, forging strong bonds, building trust, and being present at all times, not solely when an emergency arises.
  • The new AVP must commit to a comprehensive culture of collaboration and partnering both on campus and externally for maximum effectiveness; the University of Arizona is committed to building relationships as a foundation of the campus culture, and strong collaboration is an absolute necessity in all endeavors to ensure success. The UAPD interacts with a vast number of individuals, departments, and other entities both on and off campus, so it will be crucial that the new AVP quickly reach out across campus to build strong associations and partnerships to foster ongoing positive relationships and be viewed as a “connector” in all instances. Additionally, the UAPD works closely with the local police, sheriff’s department, and other law enforcement agencies in a number of situations, so the new Chief should be prepared to continue to foster strong collaborative relationships with these entities at all times.
  • This is an exciting time to join the university, and this is an outstanding opportunity for the successful candidate to work with an administration that thinks there could be a “new way” of conducting a university police department. This is also a great occasion to undertake this role at a major, world-class, AAU institution that wants to lead change in a positive way. There is tremendous support from the President, the CFO, and others in the administration to develop and manage a dynamic, trustworthy, and forward-thinking public safety program, so the incoming AVP can look forward to visioning and strategizing with other university leadership in order to move the UAPD forward over time. As priorities are developed and plans are initiated, the AVP should be prepared to identify programs and services that are working well, as well as those areas that are not efficient or effective, and be willing to enhance and/or sunset programs as necessary. Upon arrival, the AVP should expect an extremely fast pace and a vibrant environment in which to work; with this fast pace, though, comes high expectations, including making the University of Arizona a national leader in campus safety efforts and impacting students positively for many years to come.
  • In the post-COVID environment, there will be a great deal of support for working collaboratively to implement new ideas, cutting-edge technology, and national best practices. With great attention focused on the success of the UAPD’s efforts and overall safety improvements across campus, these new ideas and advancements will be essential, particularly in maintaining vigilance against COVID. While funding has been affected by decreased revenues, and not all new proposals can be undertaken, the new AVP will find that well-researched ideas with comprehensive data backing them up will be considered and given thorough vetting. Seeking out best practices at other institutions, remaining current on any professional benchmarking opportunities, and being involved in IACLEA, IACP, or other professional law enforcement associations will be greatly encouraged.
  • Margolis Healy and Associates, LLC, recently conducted a comprehensive external review of the UAPD, the results of which are available HERE. The new AVP should be familiar with this review upon arrival and should use the recommendations set forth in this report as a road map by which they can begin to construct strategic and operational plans for the department, as well as the campus at large, which will continue the process of building trust and establishing a vision for the future. Additionally, the UAPD is the only triple-accredited police department in the state of Arizona, through IACLEA, CALEA, and ALEAP (the Arizona Law Enforcement Accreditation Program within the Arizona Association of Chiefs of Police), so these outstanding credentials will provide the new Chief with a firm foundation upon which to begin this new framework for the future.
  • The University of Arizona’s geographic location in the southern part of the state and its great weather make it ideal for all walks of life. On campus, stakeholders reiterated that they like working at Arizona, are very supportive of each other, feel considerable energy and excitement around the institution, and believe that there are many opportunities for the next AVP to make a tremendous difference as part of the team. The surrounding Tucson community is very comfortable, affordable, diverse, and welcoming to new members, and many of the community events in the city are centered around the university. There is also a very strong law enforcement “family” in the area (e.g., ATF, Secret Service, Border Patrol, DEA, Sheriff’s Departments, City of Tucson, etc.) that welcomes interaction from the UAPD. Stakeholders reiterated that the community is a great place in which to live and work, and that there are plentiful opportunities for town/gown involvement, a robust assortment of restaurants and food options, a plethora of cultural and arts-related events, opportunities for recreation and sports, and an abundant number of outdoor activities that appeal to both the individual and to families.

Measures of Success

At an appropriate interval after joining the University of Arizona, the items listed below will initially define success for the new Assistant Vice President and Chief of Police.

  • The recommendations set forth in the Margolis Healy external review are being addressed and implemented as appropriate, and, using these recommendations as a foundation, a new visionary strategic plan is underway that will map out the direction for the program over the next few years.
  • Diversity, equity, and inclusion are foundational concepts throughout the UAPD, in hiring and other internal practices, as well as outreach to the Arizona campus and beyond, to ensure that underrepresented and minoritized communities feel valued, heard, supported, and safe.
  • Strong relationships, partnerships, and trust have been established across a wide array of campus and external stakeholders, and engagement with these stakeholders is frequent and productive.
  • Strong ties have been established with students, the various student organization governing bodies, and other student organizations, particularly those that represent underrepresented populations, and communication with these groups is engaged, transparent, thoughtful, frequent, and comprehensive.
  • Student attitudes toward UAPD are improved, students feel safer and that they are being heard and respected, confidence in the officers and the department is on the rise, complaints are declining, and students feel comfortable visiting the UAPD office and/or reporting issues.
  • Morale and retention within the UAPD is high, professional and career development opportunities are abundant, officers and staff feel respected and supported, and there is a strong sense of collegiality and teamwork within the department.
  • The AVP and the UAPD officers are visible across campus and present with students, student organizations, faculty, staff, administration, and the community; maintain high levels of interaction and are generally engaged and proactive with the campus; and are considered the subject matter experts on public safety and campus security.
  • Strong and positive working relationships have been established with the various external law enforcement agencies present in the Tucson area.
  • Communications from the AVP and the UAPD are transparent, frequent, clear, and accurate.
  • New and innovative public safety programs and abundant best practices are being enacted for the greater benefit of the Arizona community.

Qualifications

Qualifications and Characteristics

The successful candidate will have a proven track record of leading continuous improvement in the delivery of community-driven public safety. They will be known as a champion of diversity and inclusion, an inspiring and engaged partner for multiple and wide-ranging stakeholders. Deeply familiar with the challenges and opportunities facing policing and safety efforts, particularly in higher education, this individual will understand how to utilize the dual role of an Assistant Vice President and a Chief of Police to create and enact a vision – building on the University of Arizona Police Department’s current strengths and commitment to creating a culture of safety through innovative practices that emphasize education, prevention, and relationship building.

The position requires a bachelor’s degree (master’s preferred) in criminal justice, public administration, or a related discipline; a minimum of 13 years of related work experience, with significant (9+ years) progressive administrative, supervisory, and management experience in a recognized public safety or law enforcement environment. Prior law enforcement experience at a higher education institution, working with a diverse student body on an urban campus, and graduation from the FBI National Academy or similar executive development program is highly preferred. The successful candidate must also be fully certified by AZ POST, or be eligible for full certification by AZ POST and achieve full certification within 6 months of appointment.

In addition to the minimum academic and experiential requirements indicated above, other desired characteristics, skills, actions, and/or abilities noted from discussions with campus stakeholders include the following.

  • a subject matter expert, possessing a breadth and depth of knowledge around safety, security, and law enforcement, with special emphasis given to the higher education environment
  • proactive leadership and organizational development abilities that inspire and develop others, with the ability to articulate a vision and solicit buy-in from constituents
  • the ability to be the “ideal team player,” embodying three strengths: humility, hunger and drive to succeed, and possessing high emotional intelligence
  • the ability to live the core University of Arizona values of integrity, compassion, exploration, adaptation, inclusion, and determination
  • experience in large law enforcement environments managing complex systems
  • the ability to prioritize education, social justice, and restorative justice in law enforcement situations involving students as appropriate, maintaining a reform-minded approach to campus law enforcement that builds trust at all levels
  • demonstrated experience successfully working with diversity, equity, and inclusion initiatives among multiple stakeholder groups, as well as effectively integrating diversity, equity, and inclusion into departmental recruitment, training initiatives, programs, and services
  • an excellent and transparent communicator who intricately understands the language of campus safety, with the ability to reach all levels of the university, to effectively speak to students, faculty, parents, alumni, the media, and the surrounding community, and to articulate the “story” of the UAPD
  • a strong commitment to cultivating collaborative relationships and building partnerships across all levels of the institution and the surrounding community
  • a student-centered approach, prioritizing the safety, security, health, and wellbeing of the Arizona student population, as well as a willingness to engage student organizations effectively and attend student events as requested in an effort to build trust across the board
  • strong leadership and organizational development abilities that recruit, retain, and develop a diverse, cohesive, and inspired staff, while providing professional and personal development opportunities and promoting unity and teamwork throughout the organization
  • strategic vision that produces a consistently engaged and highly responsive police department that is recognized broadly as committed to the safety and care of the entire community, with the ability to proactively motivate all levels of staff to support that vision
  • political savvy and the ability to interact effectively with all aspects of the university and community environments
  • critical thinking skills, with the ability to make complex decisions when necessary, conduct difficult conversations when pertinent, listen to all sides of an issue, adapt to significant changes on the spur of the moment without being reactive, and remain “cool under pressure” no matter the situation
  • approachability, availability, authenticity, collegiality, and an open-door policy
  • the ability to listen actively, carefully ask knowledgeable questions, learn about the university and its priorities, accept input from all levels of the institutional community, and then make well-informed decisions that pull others in the same direction
  • an innovator with a futuristic orientation, possessing technological and social media savvy, problem-solving skills, and a willingness to try new opportunities, to remain informed on new trends and best practices, and to look beyond the status quo
  • the proven ability to lead significant change processes
  • the ability to multitask with multiple stakeholders who have diverse needs and adapt rapidly to changing situations
  • energy and enthusiasm for the role and the university, passion for the work, a positive attitude, and a sense of humor
  • strong and creative budgeting and finance skills, with the ability to seek and secure additional revenue sources
  • strong assessment skills, with the ability to make data-driven decisions, set expectations, devise and fully implement plans, analyze the results, and propose further changes and updates based on these outcomes
  • proven skills in and knowledge of de-escalation techniques, bystander intervention, active shooter training, excessive force, and mediation techniques
  • demonstrated ability in developing innovative programs and partnerships to better serve individuals with mental health needs
  • solid understanding of the Clery Act and other compliance initiatives
  • an understanding of and experience with student activism, including methods to engage with student activism in a positive way
  • a strong sense of empathy for the university community

Institution & Location

Overview of the University of Arizona Police Department

Mission Statement

To promote a safe and secure community through professional law enforcement stewardship, education, engagement, and partnership.

UAPD Divisions

Office of the Assistant Vice President

The Office of the Assistant Vice President consists of the Interim AVP and Chief, Clery Compliance Coordinator, and the Emergency Management Coordinator.

Business Affairs

The Business Affairs division is responsible for the fiscally sound management of department funds, ensuring that funds are expended in compliance with university policy. The unit provides the department with budgeting, purchasing, travel, payroll, human resources, clerical, and transcription services.

The Business Affairs unit works together with all areas within the department, and maintains cooperative, interactive relationships with university departments to provide responsive, cost-effective, and efficient services.

Field Operations

The Field Operations Division is the most visible division within the University of Arizona Police Department and is obligated with patrol operations 24 hours a day. These services include providing the initial police response to 911 emergencies, all calls for service, and investigative follow-up.

Patrol officers work primarily on university property but maintain a concurrent patrol boundary and working agreements with the Tucson Police Department. UAPD officers regularly patrol the university community between 8th Street, Lester Street, Euclid Avenue, and Campbell Avenue. Additionally, several units make up the Field Operations Division, including Uniform Patrol, Investigations, Special Investigations, Police Aides, and Community Service Officers.

Operations Support

The Operations Support Division is responsible for Community Engagement, Traffic Enforcement, Property and Evidence, K9, Special Events, Training, Public Information, Records, Communications, and Information Technology.

Accreditation

Law enforcement accreditation systems establish a uniform set of “Best Practices” for police agencies that are consistently verified and measurable on an international scale. These voluntary programs provide an objective, outside approval earned through diligent internal and external evaluation based on standards set by the accrediting entities. These independent organizations monitor compliance through documented proofs and direct observation. Within the law enforcement standards of “Best Practices” are compliance requirements dealing with life, health, and safety. Every standard is intended to make an agency more professional, while at the same time improving service to the community. Accreditation increases the agency’s ability to prevent and control crime through more effective and efficient delivery of law enforcement services. It also increases community confidence in the policies and practices of an agency.

The University of Arizona Police Department holds three (3) accreditations:

  1. The Commission on Accreditation for Law Enforcement Agencies (CALEA) – the University of Arizona Police Department achieved its first CALEA Accreditation Award in 1993, when the UAPD became one of only five university police departments in the nation to receive National Accreditation and was the 251st law enforcement agency in the United States and Canada to receive this distinction through CALEA. Since then, the UAPD has remained accredited by completing the reaccreditation process every three years and received its most recent reaccreditation in March 2018.
  2. The International Association of Campus Law Enforcement Administrators (IACLEA) – the UAPD received accreditation through IACLEA in 2013, becoming the first Arizona university to receive IACLEA accreditation. IACLEA accreditation contains standards that are specific to campus law enforcement. The UAPD received its most recent IACLEA reaccreditation in October 2018.
  3. The Arizona Law Enforcement Accreditation Program (ALEAP) – the UAPD became one of the first three agencies to achieve ALEAP accreditation on September 19, 2019. ALEAP accreditation addresses issues directly related to Arizona law enforcement.

UAPD Campus Advisory Board

Formed in 2019, the University of Arizona Police Department Campus Advisory Board (CAB) serves as a bridge between the UAPD and the campus community, in support of the UAPD’s mission of advancing campus safety.

The UAPD values collaborative relationships with the campus community and seeks to be responsive to community concerns. The CAB is an avenue to help the UAPD understand the experiences, needs, and perspectives of campus community members. The CAB also contributes ideas to support campus safety and provides input on proposed and existing UAPD programs, initiatives, and practices.

The Board is overseen by the Senior Vice President for Business Affairs and Chief Financial Officer.

University of Arizona Police Department Organizational Chart

Institutional Overview

Institutional background/history

The University of Arizona was established in 1885, and, 27 years later, Arizona became a state. The first building, Old Main, was completed in 1890, and it housed the School of Agriculture with classrooms, labs, and a mess hall. There were many obstacles on the path to opening the university, but it never gave up on its mission. The first graduating class of three students in 1895 set Arizona on an incredible journey of learning and discovery with stories of wonder that continue to shape the Wildcat spirit.

  • The Morrill land-grant acts of 1862 and 1890 designated the university as Arizona’s Land-grant university.
  • “Bear Down!” The beloved rallying cry, first heard in 1926, has become part of the university’s core identity and is used by Arizona Wildcats all around the world.
  • In 1937 tree-ring research was invented at the university and it opened the first lab for dendrochronology.
  • Arizona helped map the moon so that the Eagle could land in 1969 and sampled an asteroid in 2021 for the first time in U.S. history. (#SpaceIsWildcatCountry)
  • Arizona’s military history runs deep. In 2016, on the 75th anniversary of the bombing of Pearl Harbor, the university honored the service members killed on the USS Arizona with the USS Arizona Mall Memorial.

Land Acknowledgement

The University of Arizona occupies the original homelands of the Tohono O’odham and Pascua Yaqui nations, Indigenous peoples who have stewarded this land since time immemorial. Aligning with the university’s core value of inclusion, it is an institutional responsibility to recognize and acknowledge the people, culture and history that have shaped the Wildcat community. At the institutional level, it is important to be proactive in broadening awareness throughout campus to ensure students feel represented, heard, and valued.

About Tucson, AZ

The university lies within the City of Tucson, Arizona, a city with an estimated 2020 population of 549,016 persons that comprises a part of the Pima County, Arizona, metropolitan area.  This metropolitan area is southern Arizona’s major economic, political, and population center, with an estimated 2020 population of 1,052,375 persons. The greater Tucson area serves 35 million people within a 500-mile radius. Its geographic proximity to Phoenix, Mexico, California, and other major markets on the West Coast has made it an economic epicenter.

Major incorporated suburbs of Tucson include Oro Valley and Marana northwest of the city, Sahuarita south of the city, and South Tucson in an enclave south of downtown. Communities in the vicinity of Tucson (some within or overlapping the city limits) include Casas Adobes, Catalina Foothills, Flowing Wells, Midvale Park, Tanque Verde, Tortolita, and Vail. Towns outside the Tucson metro area include Benson to the southeast, Catalina and Oracle to the north, and Green Valley to the south.

Tucson was founded as a military fort by the Spanish when Hugo O’Conor authorized the construction of Presidio San Agustín del Tucsón in 1775. It was included in the state of Sonora after Mexico gained independence from the Spanish Empire in 1821. In 1853, the United States acquired a 29,670 square mile region of present-day southern Arizona and southwestern New Mexico from Mexico under the Gadsden Purchase. Tucson served as the capital of the Arizona Territory from 1867 to 1877. Tucson was Arizona’s largest city by population during the territorial period and early statehood, until it was surpassed by Phoenix by 1920. Nevertheless, population growth remained strong during the late 20th century. In 2017, Tucson was the first American city to be designated a “City of Gastronomy” by UNESCO.

Tucson was rated a “mini-mecca for the arts” by the Wall Street Journal and is one of a select few cities of its size that boasts its own ballet company, professional theater, symphony, and opera company. The city’s natural history and cultural heritage are also on display in more than 30 regional museums.

Tucson is situated in the Sonoran Desert and is surrounded by five mountain ranges. A trip from the valley floor to the 9,157-foot Mt. Lemmon summit traverses seven of the world’s nine life zones. The city lies between Catalina State Park to the north, Coronado National Forest to the north-west, Saguaro National Park East and West, and the Tohono O’odham Nation to the south.

Tucson is the perfect place for the outdoor enthusiast. With more than 800 miles of bike paths, Tucson has been ranked by Bicycling magazine as one of the top cycling cities in the U.S. for several years running and is home to internationally known bicycling events such as El Tour de Tucson. Golf is another popular activity with dozens of regional golf courses.

Purpose, Mission and Values

Purpose

Working together to expand human potential, explore new horizons, and enrich life for all. Arizona Wildcats are driven by purpose, guided by mission, and live the university’s core values every day.

Mission

To continuously improve how it educates and innovates so it can lead the way in developing adaptive problem-solvers capable of tackling the greatest challenges.

Six Core Values

INTEGRITY
Be honest, respectful, and just.

COMPASSION
Choose to care.

EXPLORATION
Be insatiably curious.

ADAPTATION
Be open-minded and eager for what’s next.

INCLUSION
Harness the power of diversity.

DETERMINATION
Bear down.

Strategic Plan Overview

The University of Arizona Living Strategic Plan is a bold and distinctive plan that has been refined in response to unforeseen challenges and unexpected opportunities. The plan includes initiatives grouped into five distinct pillars that make the university, including the Health Sciences, unique.

PILLAR 1: Wildcat Journey
Preparing students with the skills and mindsets to lead in the 4th Industrial Revolution

PILLAR 2: Grand Challenges
Tackling society’s biggest challenges by enabling discoveries that will fundamentally shape the future

PILLAR 3: Arizona Advantage
Advancing our land grand mission to drive social, cultural and economic impact

PILLAR 4: Arizona Global
Setting the standard for a global university in the digital age

PILLAR 5: Institutional Excellence
Living our values and innovative culture to enable a high performing institution

All initiatives are guided by the university’s core values: integrity, compassion, exploration, adaptation, inclusion, and determination. Through the implementation of the strategic plan, Arizona will expand human potential, explore new horizons, and enrich life for all.

strategicplan.arizona.edu/sites/default/files/StrategicPlan_Spring2021Updates.pdf

Leadership

Dr. Robert C. Robbins, President

Dr. Robert C. Robbins is the 22nd President of the University of Arizona. Previously, he was CEO of the Texas Medical Center.

An internationally recognized cardiac surgeon and researcher, Robbins enjoyed a 20-year faculty career at Stanford University School of Medicine, where he served as Chairman of the Department of Cardiothoracic Surgery and founding Director of the Stanford Cardiovascular Institute. He also was President of the International Society of Heart and Lung Transplantation, President of the Western Thoracic Surgical Association, and President of the American Heart Association Western States Affiliate, among other roles.

Robbins holds a B.S. in chemistry from Millsaps College and a medical degree from the University of Mississippi. He completed surgical training at the University of Mississippi, cardiothoracic training at Stanford University, postdoctoral research at Columbia University and the National Institutes of Health, and congenital heart surgical fellowships at Emory University and Royal Children’s Hospital.

Lisa Rulney, Senior Vice President for Business Affairs and Chief Financial Officer

Lisa Rulney Senior Vice President for Business Affairs and Chief Financial Officer Lisa Rulney was appointed Senior Vice President for Business Affairs and Chief Financial Officer in April 2019, having served in the role as interim starting in October 2018. In this position, Lisa serves as the UA’s senior business and financial officer with responsibility including financial services, human resources, institutional equity, procurement, contracting, auditing, facilities management, parking, transportation, planning, design and construction of facilities, real estate management, Arizona Public Media, risk management, systems control, and the university police. As a member of the President’s senior leadership team, Lisa provides strategic leadership to, and direction of, the university finance and administration functions. Lisa will play a key role in the implementation of UA’s Strategic Plan with particular emphasis on Pillar 5.By design, Pillar 5 deliverables fall to a number of units within Business Affairs. With oversight over these units, Lisa will work to ensure that she and her team push forward innovative and effective business processes that advance the university and its mission. Since joining the UA in 2001, Lisa has held a number of financial positions, most recently serving as the Vice President for Financial Services. She also served as Assistant Dean for Finance and Administration for the College of Engineering; Assistant Dean for Finance and Administration for the College of Education; and Assistant Director, Finance and Administration for the Arizona Research Laboratories. A member of National Council of Research Administrators (NCURA) since 2001, Lisa has served on regional and national levels and was a NCURA Traveling Faculty member. She is a 2004 graduate of the NCURA Leadership Development Institute. Lisa received her Bachelor of Science from James Madison University and Master of Business Administration from the Eller College of Management at the University of Arizona.

Colleges and Schools

The University of Arizona is advancing the frontiers of interdisciplinary scholarship and entrepreneurial partnerships, currently benefiting the state with an estimated economic impact of $8.3 billion annually. The full-time faculty of the university totaled 3,127 in the fall of 2020, 40% of whom were tenured faculty and lecturers. Part-time and temporary faculty totaled 732 during the 2020 Fall Semester. During the same period, 8,367 persons were employed on a full-time basis in a wide variety of staff support positions, with an additional 4,073 part-time staff and graduate assistants.

The University of Arizona is comprised of the following Colleges.

  • College of Agriculture and Life Sciences
  • College of Applied Science and Technology
  • College of Architecture, Planning and Landscape Architecture
  • College of Education
  • College of Engineering
  • College of Fine Arts
  • Graduate College
  • Honors College
  • College of Humanities
  • Colleges of Letters, Arts and Science
  • College of Social and Behavioral Sciences
  • Eller College of Management
  • James E. Rogers College of Law
  • College of Medicine – Phoenix
  • College of Medicine – Tucson
  • College of Nursing
  • James C. Wyant College of Optical Sciences
  • College of Pharmacy
  • Mel and Enid Zuckerman College of Public Health
  • College of Science
  • College of Veterinary Medicine

A complete list of the University of Arizona’s Colleges and Schools can be found here: arizona.edu/colleges-schools.

The Student Body at a Glance

  • 300+ majors
  • 46% diverse student body
  • nine out of ten students receive financial aid
  • HSI – Hispanic serving institution (second largest nationwide)
  • 46,932 total students
  • 36,503 undergraduates
  • 10,429 graduate students
  • 15:1 student to faculty ratio
  • 600+ student clubs and organizations

Benefits Overview

  • Medical Plans
  • Dental Plans
  • Vision Plan
  • Retirement Plans
  • Educational Benefits
  • Life and disability Insurance
  • Wellness and Well-being

For more information:  hr.arizona.edu/employees-affiliates/benefits

Application & Nomination

Review of applications will begin November 17, 2021, and continue until the position is filled. To apply for this position please click on the Apply button, complete the brief application process, and upload your resume and position-specific cover letter. Nominations for this position may be emailed to J. Scott Derrick at jsd@spelmanjohnson.com. Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-529-2895.

Visit the University of Arizona website at arizona.edu/about, and the UAPD website at uapd.arizona.edu.

At the University of Arizona, we value our inclusive climate because we know that diversity in experiences and perspectives is vital to advancing innovation, critical thinking, solving complex problems, and creating an inclusive academic community. As an Hispanic-Serving Institution, we translate these values into action by seeking individuals who have experience and expertise working with diverse students, colleagues, and constituencies. Because we seek a workforce with a wide range of perspectives and experiences, we provide equal employment opportunities to applicants and employees without regard to race, color, religion, sex, national origin, age, disability, veteran status, sexual orientation, gender identity, or genetic information. As an Employer of National Service, we also welcome alumni of AmeriCorps, Peace Corps, and other national service programs and others who will help us advance our Inclusive Excellence initiative, which is aimed at creating a university that values student, staff and faculty engagement in addressing issues of diversity and inclusiveness.