School Board Chair Sarah James and Donald "Donny" Barber are running for the School Board District 5 seat in the Nov. 3 election.
James (49.17% of the vote) and Barber (35.24%) were the top vote recipients in the three-candidate August primary. Since no candidate got 50% of the vote plus one, the top two move on to the general election.
Early voting starts Oct. 22 and concludes Oct. 31. For early voting, polls open at 8 a.m. and close at 6 p.m., according to the Supervisor of Elections Office website. For a list of the early voting sites, visit votemarion.gov/317/Vote-Early
The general election is Nov. 3. On that day, polls will be open from 7 a.m. to 7 p.m. Bring a photo ID. Not sure where your polling place is located? Visit votemarion.gov/316/Vote-on-Election-Day
According to the Florida Legislature's Office of Economic and Demographic Research, for fiscal year 2025-26, a school board member's annual salary is $52,021.
School board members serve four-year terms and are elected countywide, although they represent districts. All registered voters are eligible to vote in this election. School board elections are nonpartisan.
Before the August primary, the Star-Banner published questions and answers from the candidates. Here's a look back at what they said:
Questions and answers for Sarah James
As the incumbent, tell us why are you running and list some of your accomplishments: When I was elected in 2022 I quickly realized that we had an uphill battle, fighting the internal bureaucracy, the loss of federal funds attached to COVID, and top leadership that was disconnected from the district.
In April of 2025 our then-superintendent resigned and we were able to appoint our now superintendent, Dr. Danielle Brewer, as our interim superintendent. She was permanently hired in February of 2026. Under her leadership, we now have 0 "D" or "F" schools (traditional) compared to 6 "D" schools in 2025 under our former superintendent. Academically, we have shown significant growth.
In the last year, we hired a new CFO (last summer) who has offered countless innovative finance approaches. We have also completely revamped the facilities department to ensure we are addressing our intensive construction season effectively.
In addition, the board secured additional funding sources with impact fees and voter-approved sales tax, which have helped fund the development of three new schools in the southwest to address localized overcrowding as well as revitalization of schools across the district with significant delayed maintenance needs.
The work is happening and we are moving in the right direction. I am asking for four more years to finish the work that I have started, keep the momentum going, and keep the work of MCPS focused on doing what is best for our students.
If re-elected, what three things do you want to get done? 1. Continue to address chronic absenteeism - Our district faces a 30% chronic absenteeism rate, down over the last four years. When 30% of your students are chronically absent from school, teaching them becomes even more challenging. The district continues to implement a variety of initiatives to address this and improve student attendance overall.
2. Balancing a Student-First Budget - As we continue to face a need to tighten our budget and maximize every dollar, the board, working with the CFO and superintendent, are committed to ensuring that each dollar is spent with the student in mind.
Site-based budgeting, district-wide budget cuts, and adding innovative strategies to maximize every dollar have allowed us to present a balanced budget, year over year, to the state. As a board member, I am committed to this continued focus and ensuring that our taxpayer dollars are spent with the student in mind.
3. Overall Academic Achievement: Overall student academic achievement must continue to improve across Marion County Public Schools. When comparing the current data with the data from the 2022-2023 school year, the data shows we are implementing the right strategies across the district.
2023 Grade 3-10 ELA: 42% proficiency; Grade 3-8 Math: 45% proficiency; Social studies: 62% proficiency; Science: 47% proficiency; Grad Rate: 78%; D & F schools: 3 (D - all traditional schools)
2026 Grade 3-10 ELA: 51% proficiency (+9 in 3 yr); Grade 3-8 Math: 51% proficiency (+6 in 3 yr); Social studies: 69% proficiency (+7 in 3 yr); Science: 55% proficiency (+8 in 3 yr); Grad Rate: 86% (+8 in 3 yr); D & F schools: 0 traditional schools.
We are making great strides, but the reality is we are still behind the state. We have to work harder and achieve outcomes that outpace the state.
We will continue to dial in our delivery of research-based programs to ensure we are meeting students where they are while also addressing student attendance and their economic needs. What we know is that when students are at school, we can address their needs directly, both basic and academic.
Why are you the best candidate for the job? I am the best candidate for the job because I have the experience needed to continue the work on Day 1.
Under the direction of Dr. Brewer, the district is moving in a positive direction. We have tremendous working relationships within the organization as well as with our many community partners. These relationships help ensure we have the right people, in the right places, and can meet each student where they are.
The community needs leaders who are forward thinking and can work well with others. I am THAT leader who is actively serving the community as we speak.
What would you like to see done about growth as presently some schools are overpopulated? South Marion High School will open in August for the new school year and last year (August 2025) both Ross Prairie and Winding Oaks Elementary opened, all located in the southwest part of Marion County. These schools were built to directly address the overcrowding in our schools.
The school system has budgeted and planned to build replacement wings at schools with excessive portables over the next five years to move students from portables into traditional brick and mortar buildings.
As a board member, I will continue to use growth data to proactively plan our facility needs and respond accordingly to growth across our county. My priority will always be to put students in modernized buildings that are well equipped to deliver high-quality education in a safe and secure environment.
If the property tax proposal passes and there are layoffs, what areas to you are untouchable? The property tax proposal does not have any impact on taxes for schools. The public school system should see no direct, or indirect impact from this, should it pass.
Questions and answers for Donald "Donny" Barber
Why are you running for School Board, especially while serving as Archer’s city manager? My experience as Archer’s city manager is one of the strongest reasons I am qualified to serve on the Marion County School Board.
A school district is a large public organization responsible for employees, facilities, transportation, construction, contracts, public safety and a budget exceeding a billion dollars. As a city manager, I already work in these same areas. I develop budgets, manage personnel, oversee infrastructure projects, review contracts, work with elected officials and make decisions involving taxpayer dollars. That experience would allow me to begin serving effectively on Day 1.
The School Board is not responsible for managing the district’s daily operations; that is the superintendent’s responsibility. The board must establish policy, approve and oversee the budget, evaluate the superintendent, plan for growth and hold the administration accountable for results. My experience working within the council-manager form of government gives me a clear understanding of the proper relationship between an elected governing board and the professional administrator it supervises.
I know how to review recommendations critically, ask informed questions and determine whether the public is receiving measurable results for the money being spent. I also understand that leadership requires more than discussing problems. It requires setting priorities, establishing measurable goals and following through until those goals are achieved.
Most importantly, I am a father of five young children. I am running because the decisions made by the School Board will directly affect my family and thousands of other Marion County families. I want safer schools, stronger discipline, improved academic achievement, better teacher retention, responsible financial management and educational opportunities that prepare students for employment, skilled trades, college and adulthood.
Serving as city manager is not a disadvantage to my candidacy. It provides me with the executive experience, financial knowledge and understanding of public-sector accountability that our School Board needs.
As Archer’s city manager, what have you learned that would help you on the School Board? Serving as city manager has taught me that leadership requires more than identifying problems. You must develop a plan, establish measurable goals, assign responsibility and follow through until the work is completed.
I have learned how to review budgets line by line, negotiate contracts, manage employees, oversee major infrastructure projects and communicate with elected officials and the public. I have also learned that government must be transparent and accountable because every dollar belongs to the taxpayers.
I would bring that same approach to the School Board. I would not simply accept reports or explanations at face value. I would ask what the district is spending, what results we are receiving and how those results compare with the goals that were promised.
If elected, what three things do you want to get done? First, I want to restore a strong culture of discipline, attendance, family values and parental responsibility. Teachers cannot teach effectively when classrooms are constantly disrupted, students are chronically absent and parents are disconnected from the educational process. Expectations must be clear, discipline must be consistent and parents must be treated as essential partners in their children’s education.
Second, I want to improve academic achievement while retaining quality teachers and staff. We need measurable goals for reading, mathematics, attendance and graduation readiness. We must strengthen intervention for struggling students, reduce our dependence on substitute teachers and create a workplace culture that encourages effective educators to remain in Marion County.
Third, I want to restore financial accountability while preparing students for real life. I support a thorough review of administrative spending, outside contracts, consulting expenses, duplicated programs and unnecessary overhead. Savings should be redirected toward classrooms, teachers and students.
At the same time, we must expand career and technical education, apprenticeships, financial literacy, artificial intelligence, coding, agriculture, construction, health care and equine-related career programs that reflect Marion County’s economy.
Why are you the best candidate for the job? I bring a combination of executive management experience, public service, financial oversight and personal investment in our schools.
I have served as a municipal administrator, public works administrator and chair of the Marion County Board of Adjustments. I understand budgets, construction, growth management, infrastructure, personnel and government accountability. I know how to move from discussion to implementation.
I am also a parent with five young children whose futures will be directly affected by the decisions made by this School Board. I am not seeking this position to protect the existing system or become part of the political establishment. I am running to challenge poor results, demand accountability and put students, teachers, parents and taxpayers first.
I will bring an independent voice, practical management experience and the willingness to ask questions that others may be uncomfortable asking. Marion County does not need another board member who simply approves recommendations. We need someone who will examine the facts, protect taxpayer dollars and insist on measurable improvement.
What would you like to see done about growth, especially since some schools are already overcrowded? Growth must be planned for before new neighborhoods are completed and schools become overcrowded. The district should have a transparent, long-range facilities plan based on enrollment projections, residential development approvals, school capacity, transportation patterns and infrastructure needs.
I would support a 20-year capital improvement plan that identifies where new schools, classroom additions, renovations and land acquisitions will be needed. The district should coordinate continuously with Marion County, the city of Ocala, other municipalities and the development community so school capacity is considered during the growth process, not after students are already sitting in overcrowded classrooms.
We also need to evaluate whether existing campuses can be expanded, identify land for future schools before prices rise and review attendance boundaries when necessary. Portable classrooms may provide temporary relief, but they are not a permanent growth strategy.
The public should be able to see which schools are approaching capacity, what projects are planned, how much they will cost and when they will be completed. Growth should be managed with accurate information and long-term planning rather than crisis-driven decisions.
If the property tax proposal passes and there are layoffs, what areas are untouchable? Regardless of what causes a budget shortfall, the district must protect the people and services that directly affect students.
My highest priorities would be classroom teachers, school safety, services for students with disabilities, essential instructional support and the transportation necessary to get students safely to and from school. We should not balance the budget by increasing class sizes, removing effective teachers or weakening school security while unnecessary administrative expenses remain untouched.
Before cutting front-line employees, I would require a complete review of central-office administration, vacant positions, consulting contracts, travel, public relations expenses, duplicated programs, underused facilities, procurement practices and contracts that are not producing measurable results.
That does not mean every existing position or program is automatically protected. The district must evaluate performance and necessity. However, the first cuts should occur as far away from the classroom as possible.
Students should not lose teachers, safety or essential services because leadership failed to control overhead, plan for changing revenue or address inefficient spending.
Contact Austin L. Miller at austin.miller@starbanner.com
This article originally appeared on Ocala Star-Banner: Meet the Marion County School Board District 5 candidates
