Board of Trustees
  • President: Burke Ramsay
  • Secretary: Corinne Jones
  • Treasurer: Dan Kelly
Additional Board Members
  • Alexa Boschini
  • Rebecca Cage
  • Adam Kerr
  • Kevin Navarro (ex officio)
  • Arash Roshan
  • Hilda Tajalli
  • Jonathan Vehar
  • Amy Wagoner (ex officio)
  • Mick Wells
  • Meg Whelan
  • Keith Williams
  • Meade Willis
Teacher Representatives
  • Mary Jacobson
School Structure and the Role of the Board

Excerpt from the GMS Community Handbook

Organizational Structure of GMS

Greensboro Montessori School is a non-profit, 501(c)3 organization and therefore enjoys tax-exempt status. A Board of Trustees functions as the school’s governing body and the Head of School directs all operational matters.

The Responsibilities of The Board

Governance: The ultimate responsibility for the governance of the School resides with the Board of Trustees. The members of the self-perpetuating Board bring a diversity of talent and broad practical and professional experience to the work of assuring the School’s present stability, its development, and its perpetuation. The Trustees are responsible for formulating policy and for establishing and maintaining the sound financial condition of the School. The Board appoints the Head of School, who, as chief executive officer, directs all day-to-day activities and operations toward accomplishment of the School’s mission. The Head of School’s responsibilities include supervision and development of the academic programs, the appointment of all faculty and staff members, maintenance of educational and behavioral standards, and administration of the operating budget.

Finances and Fund Raising: Over the years The Greensboro Montessori School has earned a well-deserved reputation for excellence on short rations, always managing its resources with careful attention to their best and most effective use in the work of teaching and learning.  By design, the School prides itself on its attention to diversity in all of its facets, all within the constraints of a no-frills budget. As is true in most independent schools, however, tuition alone does not provide sufficient revenues for the actual total cost of operations. Therefore, supplemental funds must necessarily be sought both from within the School community and beyond it.

The Board of Trustees in its fiduciary role has the essential responsibility of ensuring that the School is financially stable, and that its income, its facilities, and its other assets remain sufficient to achieve its purpose of educational excellence.

What the Board Does:

  • Communicate and represent the school’s mission, values and vision to the school community
  • Develop long range and strategic planning goals
  • Review and approve the annual operating budget and set tuition
  • Monitor and develop policy that defines how the Head of School may and may not operate the organization
  • Monitor fiscal management through the review of monthly financial statements provided by the Finance Director
  • Evaluate the Head of School annually

What the Board Does NOT Do:

  • Involve itself in the school’s day‐to‐day operations
  • Hire, evaluate, or fire any faculty or staff other than the Head of School
  • Direct the work of any faculty or staff other than the Head of School
  • As individuals or committees, issue instructions that represent changes in fiscal, personnel or program policies without formal action or approval of the full board

The Head of School is responsible to the Board of Trustees for the management of the daily operations of the school in accordance with the mission and philosophy of the school. The principle duties of the Head of School are to ensure that the school’s philosophy and objectives are met through an excellent educational program, a talented and dedicated faculty and staff, sound fiscal operations, and a sound physical plant. The Head serves as an ex-officio member of the Board of Trustees and as a member of all Board committees.