As part of our commitment to providing you with what you need to make an informed decision in the 2026 elections, News 6 joined with the News Collaborative of Central Florida to present the Voting Central Florida 2026 Voter’s Guide.
Tuesday, Aug. 18 is the Florida Statewide Primary election, a mix of party primaries and nonpartisan local elections, such as school board races, judicial races, and county commission races in some counties.
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[ELECTION 2026: Make sure you’re eligible to vote|How to vote by mail|Election Myths]
Florida has a closed primary system, which means only members of a political party may vote in party primaries. To be eligible, a voter had to identify with that party by July 20.
However, judicial races and local races, for the most part, are open to all registered voters, regardless of political party.
Everything you need to know in order to vote in the Aug. 18 Statewide Primary, including how to vote by mail, vote early, and vote on Election Day, can be found in our Election 2026 section HERE.
Flagler County School Board District 2
The Flagler County School Board has five districts. These are nonpartisan races, so they are open to all voters.
School Board District 2 encompasses voters in the northeastern part of the county. You can see a map of the area HERE.
The News Collaborative of Central Florida created a list of common questions to ask the candidates. Questionnaires were sent to all candidates.
Not all of the candidates responded. Where candidates did not respond, we have filled out the information to the best of our abilities.
News 6 compiled the candidate responses for Flagler County School Board District 2, emailing and calling the candidates over several weeks. Responses were edited for spelling and grammar, but otherwise left intact.
Will Furry - Incumbent
WEBSITE: https://www.willfurryforschoolboard.com/
FOR INCUMBENTS: Why do you deserve to be re-elected in this race? FOR CHALLENGERS AND OPEN SEATS: Why do you deserve to be elected in this race? Under my leadership, and with the hard work of our students, faculty, and staff, we returned Flagler Schools to an A-rated school district. I also served as Chairman of the Board, leading a renewed direction of fiscal responsibility by cutting wasteful spending, rebuilding our reserves to $11 million, implementing top-down leadership changes, creating safer schools, and achieving year-over-year academic gains.
I was elected with the endorsement of Governor Ron DeSantis and have stood strong to protect parents’ rights and school choice. I am the most tenured member of the Board, and I have invested countless hours building the institutional knowledge needed to be effective in this leadership role.
I am the only candidate in District 2 who earned a place on the ballot by the voters of Flagler County collecting over 1200 signed ballot petitions, and I am the only candidate in District 2 who has two children actively learning in our schools.
We are winning on all fronts at Flagler Schools, and I am proud of what we have accomplished. I’m ready to keep going. We have term limits, so I would be humbled if you would allow me a second and final term to continue building on these accomplishments.
Vote August 18th, and remember: Will is the Way to Keep Flagler Schools an A.
TOP ISSUES
What are the three most pressing problems happening in your district, and what do you suggest to solve them? Please put your responses in the sections below.
Problem Number 1 and Solution: Kindergarten Readiness - One of the most pressing challenges facing our school district is kindergarten readiness. Too many children are entering the classroom without the foundational skills they need to be successful from day one. This isn’t just a school district issue—it’s a community issue that requires all of us to work together, especially parents. That’s why I’ve supported expanding access to our Voluntary Prekindergarten (VPK) programs. Today, we have more than 300 students enrolled in VPK—an increase of over 100 students from last year. We’ve also approved certified teachers to teach in some of these classrooms, further strengthening the quality of early learning. The data is clear: children who participate in quality VPK programs are significantly more likely to be reading at grade level by third grade. We are doing our part by expanding opportunities, but parents play a critical role by taking advantage of these programs. When we invest in early childhood education together, we give our students the strongest possible start and set them up for long-term success.
Problem Number 2 and Solution: School Funding - Many people don’t realize that approximately 82–85% of the district’s operating budget is dedicated to salaries and employee benefits. That leaves a limited portion of our budget to cover everything else required to educate our students, maintain our schools, operate transportation, and provide essential services.
That’s why being good stewards of taxpayer dollars is so important. We must continue prioritizing our resources where they have the greatest impact on student success while aggressively pursuing grants and other funding opportunities to support innovative programs.
At the same time, the state often requires school districts to provide services without fully funding them. Student transportation is one example and has been an ongoing challenge. We’ve responded by improving operational efficiencies, leveraging technology, and streamlining our transportation system to provide more reliable service for students and families.
We’ve also made strategic investments that reduce long-term operating costs. During my tenure, we replaced an aging bus fleet—some buses dated back to the 1980s—with newer, more efficient vehicles that have lowered maintenance and fuel costs. We also invested in modern, high-efficiency HVAC systems at our two high schools, significantly reducing energy consumption while earning the district six-figure rebates from Florida Power & Light. These are the kinds of smart, long-term investments that save taxpayers money while improving the learning environment for our students.
Problem Number 3 and Solution: Student Enrollment - Since school choice became available to families, Flagler Schools has fared much better than many districts across Florida. While some school districts have lost thousands of students, only about 300 Flagler students have chosen educational options outside our district. That speaks to the confidence many families continue to have in our schools, but it also reminds us that we can never become complacent.
School choice, however, is only one factor affecting enrollment. Demographic trends also play a significant role. Flagler County has a growing population of residents without school-aged children, and like many communities across the country, we are experiencing lower birth rates. These factors naturally affect the number of students entering our schools each year.
Student enrollment is one of the most important issues facing public education because school funding is largely based on the number of students we serve—what we often refer to as “funding follows the student.” At the same time, many of our costs are fixed. Whether we have more or fewer students, we still have to maintain our schools, operate transportation, provide insurance, and support essential district operations. That means enrollment directly impacts our financial flexibility.
The best way to address this challenge is to make Flagler Schools the premier choice for families. By continuing to improve academic achievement, expanding Career and Technical Education, offering innovative learning opportunities, and maintaining safe, well-managed schools, we can attract and retain students while ensuring the long-term financial health of our district.
How would you handle district budget issues? Fiscal responsibility has always been one of my highest priorities. My background as an executive in the banking and financial services industry has been a tremendous asset in helping guide the district’s financial decisions.
Since taking office, I’ve demonstrated that we can accomplish more while being responsible stewards of taxpayer dollars. We’ve rebuilt the district’s financial reserves to approximately $11 million, helped move the district away from a trajectory that could have led to state intervention, and eliminated the need to borrow money to meet payroll—a practice that had cost the district hundreds of thousands of dollars in interest over the years. We’ve also worked to eliminate wasteful spending, improve operational efficiency, and make smarter long-term financial decisions.
A School Board member’s role is to provide leadership and governance, including strong fiscal oversight. I believe my record demonstrates that I have the experience, discipline, and leadership necessary to ensure Flagler Schools remains financially strong while continuing to invest in student success.
How should the district handle teacher shortages? Fortunately, we are not seeing a significant problem in this area in Flagler Schools, but it’s important that we continue fostering a positive work environment where teachers feel valued and supported. Teachers need to know that when behavioral issues arise in the classroom, they have the backing of school leadership and the School Board.
It’s also our responsibility to ensure educators have the tools, resources, and technology they need to be successful. In addition, we should continue investing in high-quality professional development and ongoing learning opportunities so our teachers can grow in their profession and provide the best possible education for our students.
Florida ranked last for academic growth in reading. How would you improve that? Flagler Schools has made significant gains in reading achievement, and we’ve accomplished that by making strategic investments in early learning. One of our greatest challenges is that too many children enter kindergarten without the foundational skills they need to be successful.To address this, we are expanding access to Voluntary Prekindergarten (VPK) programs and placing certified teachers in more VPK classrooms to strengthen early instruction. We also want to provide parents with the resources and support they need to help prepare their children before they ever step into a kindergarten classroom.
The research is clear: children who participate in high-quality prekindergarten programs are much more likely to be reading at grade level by third grade. By investing in early learning and partnering with parents, we can give every child a stronger start and continue improving student achievement across our district.
What changes, if any, would you make to school safety policies? School safety has been my highest priority since taking office, and I believe our schools are safer today than they have ever been. During my tenure, we’ve implemented numerous safety enhancements and ensured that every school has a dedicated School Resource Deputy. While we’ve made significant progress, there is always more we can do. Because many of our campuses are large, I support exploring the implementation of Florida’s Guardian Program. This program allows carefully selected, thoroughly vetted, and extensively trained members of the faculty and staff to serve as an additional layer of protection alongside our School Resource Deputies. In the event of an active threat, the Guardian Program can serve as a force multiplier, helping to improve response capabilities and protect students and staff. If reelected, I will continue to make the safety and security of our students, teachers, and staff my highest priority.
How should book challenges and library removals be handled? Florida has enacted clear laws governing instructional and library materials, and as a constitutional officer, I am committed to faithfully upholding those laws. Books in our school libraries should support student learning, be age-appropriate, and comply with Florida law. Materials should align with our educational mission and should not contain content that is prohibited by state statute. When concerns are raised, I believe they should be addressed through the established review process, ensuring that every challenge is handled fairly, transparently, and in accordance with the law.
What outside organizations or endorsements are supporting your campaign? I was elected in 2022 with the endorsement of Governor Ron DeSantis and the support of nearly 60% of Flagler County voters. I am seeking reelection based on a proven record of results, including helping lead Flagler Schools back to an A-rated district. I have self-funded my campaign and have chosen not to seek or accept endorsements from special interest groups because I believe my accountability should be to the voters and the students of Flagler County.
If elected, what policy would you try to pass in your first year? One of my top priorities would be expanding innovative educational opportunities that make Flagler Schools the first choice for families. Public education is no longer a monopoly—we’re competing with charter schools, private schools, virtual schools, and homeschooling. To succeed in a school choice environment, we must offer programs that attract and retain students.
I also want to continue expanding our Career and Technical Education (CTE) programs so more students graduate with industry certifications, workforce skills, and pathways to high-paying careers. Not every student’s path is the same, and we should provide opportunities that prepare students for college, the military, or the workforce.
In addition, I want to explore opportunities such as hybrid learning options and other innovative programs that enhance student engagement while maintaining a strong focus on academic excellence. My goal is to ensure Flagler Schools is not just a great option, but the best choice for families in our community.
Rob Wood
WEBSITE: robwoodforflagler.com/
FOR INCUMBENTS: Why do you deserve to be re-elected in this race? FOR CHALLENGERS AND OPEN SEATS: Why do you deserve to be elected in this race? My commitment to education didn’t begin with this school board run. It began in 2001. I spent more than a decade on active duty in the Air Force, much of it as a trainer. I taught GED courses inside a maximum-security prison while working for Daytona State College, and in a separate role as a federal contractor I specialized in leadership and organizational development and executive coaching, which is where I earned my Associate Certified Coach credential through the International Coach Federation. For the past decade, I have been a senior leader at Western Governors University, where I support more than 17,000 students. I hold an MBA in finance, I run a small business, and my wife taught right here in Flagler before she moved into higher education. I am not looking for a stepping stone. This is the job I want, and I believe my qualifications and experience make me the best person to do it. For Students. For Educators. For Flagler.
TOP ISSUES
What are the three most pressing problems happening in your district, and what do you suggest to solve them? Please put your responses in the sections below.
Problem Number 1 and Solution: The culture of the board. On paper, the board’s role is simple. Set the budget, set policy, and hold the superintendent accountable. But when there is dysfunction at the top and the board fails to lead by example, it undermines everything below it. The solution is leadership that values relationships over being right and drives commitment instead of compliance. Board members can disagree and still protect the trust the whole district depends on.
Problem Number 2 and Solution: Enrollment. Some of the decline is demographic, an aging county and lower birth rates, but the board has been reactive when it should be planning ahead. The solution is to grow enrollment at both ends of the pipeline. On the front end, expand access to VPK, and go further by tackling the wraparound care costs and transportation barriers that actually keep eligible families from enrolling. On the back end, invest in and better market our technical education and career and certification programs, add technical education wings to our high schools, and make sure homeschool families know they can partially enroll in district programs. The goal is to prepare for what is next, not to manage decline.
Problem Number 3 and Solution: Fiscal accountability under enrollment pressure. Between voucher programs and flat-to-declining enrollment, the district has to get more serious about its fixed costs. The solution is to take a hard, honest look at the budget to find where we can cut or reappropriate dollars, bring down fixed costs where we responsibly can, and build in the agility to respond as enrollment shifts. A budget is a commitment, not a rough draft, and it should be able to adapt to reality without losing sight of its priorities.
How would you handle district budget issues? With discipline and forethought. A budget is a commitment, not a rough draft. It should reflect the district’s real priorities, students and teachers first, and it should not quietly shift from month to month without scrutiny. I would also plan for the second-order effects that are easy to miss, like the county funding that supports our resource deputies, so the district is never caught flat-footed. And I would keep more of our spending competitive and local, because every dollar we save on process is a dollar that can reach a classroom.
How should the district handle teacher shortages? Our teacher shortage is really a retention challenge, and retention starts with how we treat the people already in our classrooms. To the district’s credit, it has made real progress reducing the overall cost of benefits packages for faculty and staff, and that work matters. I think we can go further. There is room to diversify the risk profiles behind those plans and use other alternatives to keep driving costs down, which puts more value back in the hands of the people doing the work. But pay and benefits are only part of it. Teachers stay where they feel trusted and supported, so the culture we build matters as much as the compensation. We keep good teachers by valuing the ones we have, not just by recruiting new ones to replace the ones who leave.
Florida ranked last for academic growth in reading. How would you improve that? Reading growth is built long before a child is ever tested on it. Right now, fewer than 40% of eligible Flagler families use Voluntary Pre-Kindergarten, and when you dig into why, it is usually access and transportation rather than a lack of interest. If we close that gap, we move the needle on third-grade literacy, which is one of the strongest predictors of a student’s long-term success. That early foundation has to be paired with keeping experienced teachers in place, because reading gains are closely tied to teacher stability. Our district just earned an A rating for the first time in seven years, and that credit belongs to our teachers and staff. My job on the board would be to give them the conditions and the consistency to keep that momentum going.
What changes, if any, would you make to school safety policies? School safety is a non-negotiable. It is also a budget issue that the board has to see coming. Today the county and city cover over half the base salaries of our school resource deputies. That means a change in the county’s budget can reach our schools even when it never touches a school property tax. A board that plans for that ahead of time protects students and staff better than one that reacts after the fact. My priority is keeping sworn law enforcement officers at every campus. I would consider a guardian program only as a supplement to those officers, never as a substitute for them.
How should book challenges and library removals be handled? Flagler already has a well-established process for this, and it follows Florida’s instructional-materials adoption cycle. There are public review and comment periods, a formal Request for Reconsideration of Materials, and sound guidance that encourages parents to meet with the principal first to understand how a material is actually being used. That process should be applied the same way for every family, consistently and out in the open. Where I see room to improve is the other direction. The path to challenge or remove a book is clear, but there is not an equally clear, published way to ask that a book be reconsidered for addition or restored to a library or an elective. A fair system should work both ways. Whether a parent is raising a concern or asking that something be made available, they deserve the same transparent, evenhanded process.
What outside organizations or endorsements are supporting your campaign? I am proud to be endorsed by the Flagler County Deputy Sheriff’s Union, IBPO Local #598, the men and women who protect our schools and our community every day.
If elected, what policy would you try to pass in your first year? I am going to be honest here, because I think promising a signature policy in year one is the wrong instinct for a new board member. My first job would be to learn public school finance and district operations from the inside and to get genuinely smart on how a roughly 400 million dollar system works before I start changing it. What I will commit to from day one is bringing discipline, fresh eyes, and hard questions to how we spend. When I do move on a policy, I want it to be the right change made for the right reason, not a headline I promised before I understood the problem.