Maggie Prepares to Step Down

President Jane Margaret O’Brien, shown here speaking at the St. John’s Site Museum opening, recently announced her intention to resign her presidency at the College. (Stock Photo by Rowan Copley)
President Jane Margaret O’Brien, shown here speaking at the St. John’s Site Museum opening, recently announced her intention to resign her presidency at the College. (Stock Photo by Rowan Copley)

On January 7, during winter break, St. Mary’s students learned of President Jane Margaret O’Brien’s intention to resign her post as president of the College through an email message composed by James P. Muldoon, the Chairman of the Board of Trustees. The all-student email explained that, after she officially steps down, O’Brien will take a job with the Centre for Medieval and Renaissance Studies in Oxford, England. This past Saturday, January 24, The Point News was fortunate enough to sit down with O’Brien and talk about her past, present and future at the College just as the search for her successor was beginning.

The Point News: What will you miss most about St. Mary’s?

President Jane Margaret O’Brien: Because I will continue to live in this area I will not miss the landscape and, it’s strange to say, but the smell of estuarine areas is very important to me. I like the water; I like the edge of the water. I like the seasonal trees; I like the season of winter. I like the way winter is in Maryland. This area is so much my home.

I will miss mornings at the College. I will miss very much the student events. There is rarely an event that I go to where I don’t learn something that I’m surprised with.

I will miss the regular lectures and the regular programs that reveal themselves of personalities.

TPN: Can you speak a little bit about the transformation St. Mary’s has undergone in your 13 years as president?

JMO: We only had 1,046 beds on campus when I came here. One thing that I noticed was the lack of a critical mass, particularly on weekends. Our events have energy, intellectual energy, particularly for a community that is outside an urban area. That’s, to me, one of the most important parts of the campus now.

The goal was never to create prestige. It was to improve, as best we could, the learning environment. Our goal was to respond to the state of Maryland’s request to grow a place where 18-year-old students could come to college.

TPN: What were some of the hardest issues you’ve had to deal with during your tenure?

JMO: Eric Kafka, who was our Director of Counseling, and I once took a tally – this was perhaps five or six years ago – and found that every semester had started with a crisis. These were very sad personal events, accidents that had cost the lives of students. I would say that the personal loss in a community, when individuals have their freedom compromised, when lives are lost, those are the hardest things.

TPN: Why decide to leave the College now?

JMO: It takes a good year for a search process to be developed because there is the Board’s notification; there is the faculty’s notification, the students’ notification, alumni, etcetera. There is the process by which a search firm is hired for a national search like this, a search of this prestige. Then, the collection of candidates, the call to apply and nominate, the vetting and then there is a funnel, basically. 300 applicants, down to 30 airport interviews, down to about four who will come on campus to be interviewed. And, like all colleges, this is such a large family. You have seven constituencies – students, faculty, staff, trustees, alumni, parents and friends – who are going to want to know something about this person. It takes a long time. I wanted to be able to assure that the College had enough time to develop this search.

I have been, for the last ten years, working through a very important relationship for the College with the Center for Medieval and Renaissance Studies. Their timing, as much as anything, has prompted my timing. We love to ask young people, “What do you want to be when you grow up?” But some people, even into their fifties still haven’t decided where they want to be when they grow up. I think that’s a wonderful aspect of contemporary life, still being able to dream what our next steps might be. Nobody has to be caught or locked.

At CMRS, I can apply a lot of the fundraising skills that I’ve learned in a place that I’ve become very fond of.

TPN: With the College’s relationship with CMRS, will you still be very involved with St. Mary’s?

JMO: Not the day to day. This question is a very prescient one. What will I miss? I’ll miss the day to day.

TPN: Can you describe the search process for our next president?

JMO: The Board is meeting [on] Thursday. Torre Meringolo will always be meeting with the Board, I will not. The sitting president, in my opinion, should have very little engagement with the selection, except counsel if anybody wishes it. The Board of Trustees has the authority and the privilege, primarily, in the choice of a president. They will be working with the faculty. After their next meeting, the Board will be in the stages of selecting a search consultant. That will probably be done in two months. There will be advertising, a call for nominations and applications.

Maggie cracks a joke as she speaks at the James P. Muldoon River Center dedication ceremony. (Stock Photo by Brendan Larrabee)
Maggie cracks a joke as she speaks at the James P. Muldoon River Center dedication ceremony. (Stock Photo by Brendan Larrabee)

Our hope is to make this as smooth as possible. The Board asked me to stay on through the selection of the next president and I agreed. They will, during the summer, start to develop the shortlist of candidates. So perhaps 300 or 400 applicants, by August or September they should have that down to a small pool. Typically there is an off campus interview. There will be students actually, I didn’t mention this, but there will be students involved. I suspect that [Student Trustee] Jeremy Pevner and [Student Trustee-in-Training] Debbie Travers will be involved in the discussions with the student body, probably [Student Government Association President] Sunny Schnitzer as well. When I was in the search process myself, there were two students on the search committee. That’s very important for communication to and from the student body.

TPN: You mentioned hiring a firm for a national search, but how many familiar faces do think we’ll see in the pool of candidates?

JMO: I think we are a very, very attractive school for a presidential candidate. The term that is often used, if someone is familiar with the institution, is an internal applicant. They come from the internal faculty, which would probably be most likely, or they come from a slightly extended network of the College. I’m sure there will be those individuals.

TPN: Some recognizable names are being passed around campus.

JMO: You’ll often find in the early part of a search where people will advance candidates and names. But really, until the on-campus interviews it’s a pretty wide-open field. And, as I said, there will probably be 300 candidates.

TPN: Just to pin this down, what are the odds of hiring a candidate who is already employed at St. Mary’s?

JMO: You can only look at the broader national patterns and the pattern is typically for schools to hire from the outside and from similar schools. Probably the most common appointment is a provost from a comparable institution. This will look again, just as it did in 1995 when I was hired, like a very attractive position for candidates.

TPN: You said you won’t be very involved in the search, but what do you think the College should be looking for in its next president?

JMO: Knowing college presidents, the most successful college presidents are academics. They are also almost long in the tooth, old, in management. Having an individual who has experience already in the core operating issues of a college or core operating issues of larger entities would, to me, be an absolute requisite. It’s as important to me as the academic leadership. The absence of either of those could create an imbalance in a person’s performance on behalf of the institution.

These days, having experience in fundraising is considered important, or having experience in legislatures. But I find those definitely secondary to strong management and financial understanding of institutions and academics. Beyond that, the president sets the tone for an institution. There are way too many books and movies that describe the dysfunction that occurs when heads of schools are troubled or distracted or in other ways not functioning. All members of the community have to be very involved. You really want consensus and excitement about one candidate in the end.

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