Biography

Why do you want to serve on the UAPCS Board?

Almost my entire career has been spent in Utah’s charter school community, and I care deeply about the strength and future of the sector. I’ve had the opportunity to work alongside school leaders, governing boards, authorizers, state partners, and organizations supporting charter schools, and I’ve seen both the incredible work happening in our schools and the challenges leaders are navigating.

After several years serving on the authorizing side, including as Interim Executive Director of the Utah State Charter School Board, my current role has given me the opportunity to work more directly with schools as they plan, grow, and solve complex challenges. Seeing the sector from these different perspectives has only strengthened my belief in the importance of a strong charter school community where schools can learn from one another, access meaningful support, and have a strong collective voice.

I would love the opportunity to give back to a community that has shaped almost my entire professional life. I believe I can bring a unique perspective to the UAPCS Board, while also listening, learning, building relationships, and helping strengthen the work UAPCS is already doing on behalf of Utah’s charter schools.

What specific skills and knowledge can you bring to the board?

I bring a broad understanding of the charter school sector from several different perspectives. I began my career as a teacher and later moved into charter school operations, giving me firsthand experience with both the classroom and the day-to-day realities of running a school. My career then expanded into authorization and state-level charter school work, and today I work directly with schools across the country on growth, facilities, financing, and long-term planning.

Those experiences have allowed me to see the sector from the classroom, school, authorizer, and partner perspectives. I bring knowledge of governance, accountability, policy, school development, operations, facilities, finance, and the broader systems that impact charter schools. Working nationally has also given me the opportunity to see how charter sectors in different states approach similar challenges and to bring those ideas and perspectives back to my work in Utah.

I also bring strong relationship-building, communication, and facilitation skills. I enjoy bringing people together, translating complex issues into practical information, and helping groups work through challenges toward solutions. I know Utah’s charter community well, and I would bring both that institutional knowledge and a genuine desire to listen to and represent the needs of schools across the state.

Where do you hope to see the charter school movement in the next five years?

In the next five years, I hope to see the charter school movement continue to mature while holding onto the things that made charter schools important in the first place: innovation, autonomy, responsiveness to families, and the ability to create schools around the needs of students rather than systems.

I would love to see a sector that is increasingly collaborative rather than siloed, where schools share what is working, learn from one another, and have access to strong resources and support. I also hope we continue developing stronger pathways for new and innovative schools to open, while helping existing schools remain sustainable, grow thoughtfully, and adapt as the needs of their communities change.

More broadly, I hope charter schools continue to demonstrate what is possible in public education. That means protecting meaningful autonomy while embracing strong governance and accountability, encouraging innovation that is truly responsive to students, and making sure families continue to have access to high-quality educational options.

In Utah specifically, I hope we continue building a charter community that is connected, respected, and willing to work together on the big challenges facing public education. I think UAPCS will continue to be an important part of creating that kind of community.

Prior governing board experience

I served on the Utah School Readiness Board from July 2020 until the board was disbanded by the Legislature in July 2024. I have also served at the local school level on my district school’s Community Council and PTA Board.

Beyond my direct board service, much of my professional career has involved working closely with governing boards. I have trained and supported charter school boards, participated in and facilitated public board meetings, helped boards navigate governance and compliance issues, and worked alongside board members through new school development, accountability concerns, organizational change, and other significant decisions.

In my current role, I continue to work directly with charter school governing boards across the country as they navigate school development, facilities, financing, growth, and long-term planning. These experiences have given me a strong understanding of effective governance, the distinction between governance and management, and the importance of thoughtful, mission-driven board leadership.

Bio

Marie Steffensen has spent nearly her entire career serving students and schools, beginning as a teacher and charter school operator before moving into charter school authorization and state-level leadership. She currently serves as Director of School Partnerships at RoundTable Funding, where she works with charter schools across the country on growth, facilities, financing, and long-term planning. Marie brings extensive experience in governance, school development, policy, accountability, and organizational leadership. She is passionate about strengthening the charter school community, supporting innovative schools, and helping school leaders and governing boards turn their vision for students into sustainable, successful schools.