1989-91                   Marie Campagna Brauer ‘64

1986-89                   James S. McDonnell III ‘54

1984-86                   Virginia Russell Rowe ‘61

1983-84                   Reuben M. Morriss III ‘54

1981-83                   Donald Danforth Jr. ‘50

1979-81                   Edward J. Schnuck

1977-79                   Stephen H. Loeb ‘49

1975-77                   James L. Johnson Jr. ‘50

1973-75                   Charles E. Claggett ‘27

1971-73                   Thomas R. Remington

1969-71                   Bourne Bean

1965-69                   Laurence E. Mallinckrodt ‘26

1963-65                   George K. Hoblitzelle

1961-63                   William H. Charles ‘31

1959-61                   Daniel Upthegrove Jr. ‘26

1957-59                   K. Myron Hickey

1955-57                   H. Torrey Foster

1953-55                   I. A. Long

1951-53                   Edmund Temple Allen

1950-51                   Herbert N. Jones

1948-50                   Austin P. Leland ‘24

1947-48                   Samuel D. Capen

1946-47                   Grayson Carroll

1944-46                   J. Wesley McAfee

1941-44                   Donald Danforth

Heads of Washington University Board of Managers and Mary Institute Board of Trustees

Mary Institute was begun in 1859 as a Department of Washington University. The Corporation of Washington University acted as an advisory board to the School. The heads of the board were:

1931-41              Malvern Bryan Clopton

1930-31              Charles Nagel

1895-1930        Robert S. Brookings

1887-95               George E. Leighton

1859-87                William Greenleaf Eliot

In 1940, the Corporation of Washington University appointed a separate Board of Directors to handle the affairs of Mary Institute.

1987-89                   Richard T. Grote ‘63

1985-87                   John H. Biggs

1983-85                   Lewis B. Shepley ‘57

1981-83                   F. Carl Schumacher Jr. ’61

1979-81                   Charles C. Allen Jr. ‘41

1977-79                   John Peters MacCarthy ‘50

1975-77                   Donald H. Streett ‘52

1973-75                   William B. McMillan Jr. ‘45

1971-73                   Landon Y. Jones ‘34

1969-71                   Thomas R. Collins Jr. ‘38

1966-69                   William R. Orthwein Jr. ‘34

1964-66                   Ethan A.H. Shepley Jr. ‘41

1962-64                   W.L. Hadley Griffin

1961-62                   Eugene F. Williams Jr. ‘41

1960-61                   Kenton R. Cravens

1958-60                   Thomas G. Rutledge

1955-58                   Chapin S. Newhard

1954-55                   James P. Hickok

1951-54                   James S. McDonnell Jr.

1950-51                   Albert W. Wenthe

1948-50                   Donald D. Danforth

1945-48             Ethan A.H. Shepley

1918-45                   George T. Moore

1. The Board adopts a clear statement of the School’s mission, vision and strategic goals and establishes policies and plans consistent with this statement.
   
   
2. The Board reviews and maintains appropriate bylaws that conform to legal requirements, including duties of loyalty, obedience and care.
   
   
3. The Board assures that the School and the Board operate in compliance with applicable laws and regulations, minimizing exposure to legal action. The Board creates a conflict-of-interest policy that is reviewed with, and signed by, the individual Trustees annually.
   
   
4. The Board accepts accountability for both the financial stability and the financial future of the institution, engaging in strategic financial planning, assuming primary responsibility for the preservation of capital assets and endowments, overseeing operating budgets, and participating actively in fund-raising.
   
   
5. The Board selects, supports, nurtures, evaluates and sets appropriate compensation for the head of school.
   
   
6. The Board recognizes that its primary work and focus are long-range and strategic.
   
   
7. The Board undertakes formal strategic planning on a periodic basis, sets annual goals related to the plan, and conducts annual written evaluations for the school, the head of school and the Board itself.
   
   
8. The Board keeps full and accurate records of its meetings, committees and policies and communicates its decisions widely, while keeping its deliberations confidential.
   
   
9. Board composition reflects the strategic expertise, resources and perspectives (past, present, future) needed to achieve the mission and strategic objectives of the School.
   
   
10. The Board works to ensure all its members are actively involved in the work of the Board and its committees.
    
    
11. As leader of the School community, the Board engages proactively with the head of school in cultivating and maintaining good relations with School constituents as well as the broader community and exhibits best practices relevant to equity and justice.
    
    
12. The Board is committed to a program of professional development that includes annual new-trustee orientation, ongoing trustee education and evaluation, and Board-leadership succession planning.

1. A Trustee actively supports and promotes the School’s mission, vision, strategic goals and policy positions.
   
   
2. A Trustee is knowledgeable about the School’s mission and goals, including its commitment to equity and justice, and represents them appropriately and accurately within the community.
   
   
3. A Trustee stays fully informed about current operations and issues by attending meetings regularly, coming to meetings well prepared and participating fully in all matters.
   
   
4. The Board sets policy and focuses on long-range and strategic issues. An individual Trustee does not become involved directly in specific management, personnel, or curricular issues.
   
   
5. The Trustee takes care to separate the interests of the School from the specific needs of a particular child or constituency.
   
   
6. A Trustee accepts and supports Board decisions. Once a decision has been made, the Board speaks with one voice.
   
   
7. A Trustee keeps all Board deliberations confidential.
   
   
8. A Trustee guards against conflict of interest, whether personal or business related.
   
   
9. A Trustee has the responsibility to support the School and its head, and to demonstrate that support within the community.
   
   
10. Authority is vested in the Board as a whole. A Trustee who learns of an issue of importance to the School has the obligation to bring it to the head of school or to the board chair, and must refrain from responding to the situation individually.
    
    
11. A Trustee contributes to the development program of the School, including strategic planning for development, financial support, and active involvement in the annual and capital giving.
    
    
12. Each Trustee, not just the treasurer and finance committee, has fiduciary responsibility to the School for sound financial management.