You can visit Mike Foust’s campaign website HERE. On his website you will find information about Foust and ways to help his campaign. We encourage all our neighbors to view his website to learn more about him.
Where are you from and how do you feel that impacts or influences your decision to run?
I grew up in Osceola County and have lived in Tallahassee for nearly 25 years. Over that time, I’ve experienced the system from many angles — renter and property owner, small business owner and employee, taxpayer, and someone who has navigated the legal system personally. Those experiences shaped my belief that politics should never come before people. I listen first, even when I disagree, and I focus on solutions rather than spectacle. That perspective is what motivates me to run.
Will you raise property taxes? Should an issue arise where an increase in property taxes is suggested by staff, how would you insulate the taxpaying neighbors from excessive tax burden as a result? What measures would you take to independently understand the proposition, versus policy alternatives?
I will not make broad promises about taxes without understanding the full budget context. Florida relies heavily on property taxes because we do not have a state income tax, which means local governments must balance taxpayer relief with funding essential services.
Historically, property-based taxation has at times disproportionately burdened working families, so discussions about millage rates and assessments should always consider fairness and long-term impact. At the same time, property taxes remain one of the few revenue tools available to municipalities in a state without income tax.
I understand the frustrations from both landlords and tenants. I believe we must protect primary homeowners, evaluate millage rates carefully, and explore targeted relief mechanisms where appropriate. We should also consider diversified revenue strategies and policies that increase housing supply and affordability, because stable housing markets directly influence assessments and long-term tax pressure.
There has been much public question about the city’s response to the county wanting to see the fire fund spending. How transparent do you feel that should be and given the questions remaining about whether station 17 has already been funded in previous years or why the city said the fund is short, would you call for an independent audit of the department and the fire fee funds?
Before assuming wrongdoing, I start with the possibility of miscommunication or project management issues. I would publish the original and revised budgets, detailed cost breakdowns, and all change orders related to the station project.
I would first request a review through the city’s Inspector General to determine whether additional action is necessary. If the IG recommends an independent audit, I would support that step.
Transparency should be proactive and structured in a way that builds public trust while allowing government to function effectively. My approach is to shine light first, escalate if needed, and ensure taxpayers clearly understand what occurred and how we prevent similar issues moving forward.
What is something your opponent(s) have suggested that you don’t agree with but if you were elected into office you would be willing to make a good faith effort to explore feasibility and possible outcomes?
I respect the intention behind protecting vulnerable populations, including veterans living with PTSD. Where I differ is in how we balance that concern with lawful business activity and personal responsibility. In the fireworks permit case, I would have asked for clear local data demonstrating measurable harm before denying a lawful permit. I believe we can protect public safety while also respecting individual responsibility and small business rights. If elected, I would review similar decisions in good faith and look for policy solutions that preserve both compassion and economic freedom.
Will you do a public audit of all tax dollars? If not, why? If so, will you open the books for public oversight?
Florida’s Sunshine Laws already provide one of the strongest public transparency frameworks in the country. Broad new mandates for a “public audit of everything” could become costly and inadvertently divert staff time from essential services. Transparency should be structured and effective, not performative.
The city and state already publish extensive financial and operational data, and as someone who worked within state government, I’ve seen firsthand how much reporting is already required. Rather than layering on redundant processes, I would focus on ensuring existing oversight tools — including Inspector General review and public reporting — are functioning clearly and accessibly.
Is part of your spending strategy to sell more city property and assets? Or do you plan to make our city assets profitable for the taxpayers rather than individual pockets?
City assets should be stewarded carefully and used to benefit taxpayers, not simply liquidated for short-term budget relief. In some cases, selling an underutilized asset may be appropriate, but those decisions must be evaluated individually and transparently.
I believe we can use existing city spaces more strategically to support local culture, entrepreneurship, and community engagement. Strengthening arts, music, and small business ecosystems contributes not only to quality of life but also to economic vitality. My focus would be on maximizing community return from public assets while protecting long-term taxpayer value.
Do you feel the FSU purchase of TMH has been a transparent process? If not, how would you remedy that moving forward?
I believe any discussion involving a major public asset like Tallahassee Memorial HealthCare should be conducted with clear communication and full stakeholder awareness. When board members publicly express surprise, that signals a breakdown somewhere in the process. My approach would be to ensure early coordination between the City, TMH leadership, and any institutional partners before public announcements are made.
TMH is a critical healthcare asset for Tallahassee and the surrounding region. Any structural change or partnership must be justified clearly to the public and demonstrably improve access, quality, and long-term sustainability of care. I am open to partnerships that strengthen our medical infrastructure, but decisions of that magnitude must prioritize local oversight and public trust.
Where do you think the weak part in communication with other commissioners is when discussing public business in the sunshine? What do you suggest to fix it?
Tensions often arise when discussions become framed through ideological lenses rather than practical outcomes. Tallahassee benefits when commissioners focus on shared objectives instead of political positioning.
I would encourage clearer agenda setting, structured debate formats, and deliberate de-escalation when discussions become heated. Municipal governance works best when disagreement remains respectful and policy-focused. My commitment would be to foster productive dialogue and ensure conversations stay centered on the needs of residents.
What is your vision for Tallahassee and the future of it?
Tallahassee is a strong city with tremendous potential, but many residents feel we have lost some momentum since the disruptions of COVID and broader economic shifts. My vision is a city that regains its stride through steady leadership, economic vitality, and renewed civic trust.
I want Tallahassee to be known for competent governance, thriving small businesses, accessible housing, strong public safety partnerships, and a vibrant cultural scene. Leadership should be calm, steady, and focused on helping residents succeed rather than amplifying division. When citizens feel heard and institutions function reliably, cities thrive.
Should a vacancy occur in the post of city manager, would you prioritize hiring someone who has experience and insight from within Tallahassee’s government, or do a more prolonged recruitment process to bring in someone who might offer a clean slate?
I would support a broad and competitive recruitment process. Tallahassee deserves the most qualified candidate available, whether that individual comes from within the local system or brings experience from elsewhere.
At the same time, continuity and institutional knowledge matter. The hiring process should prioritize administrative competence, fiscal responsibility, and the ability to work constructively with the commission and the public. The goal is effective and accountable management that serves residents first.
What will your mandate be if voters choose you? What do you want voters to see accomplished before the 2028 elections?
Should voters choose me, my mandate will be steady and competent governance that restores momentum and trust. By 2028, I would like to see measurable progress in small business growth, housing stability, public safety coordination, and more accessible community events.
I also believe Tallahassee should feel more vibrant. That includes supporting locally driven concerts, comedy, and arts events across multiple neighborhoods rather than concentrating culture in a single district, through partnerships and responsible budgeting. A city thrives when opportunity and creativity are distributed, not centralized.
Do you plan to expand constituents’ ability to provide feedback to city projects and services? How will you collect this data and what will you use it for?
Yes. Residents should be able to provide feedback easily and in context. I would support strengthening digital reporting tools so citizens can submit photos, comments, and project-specific input tied directly to city agendas and service requests.
My professional background is in service management and continual improvement frameworks. That approach allows feedback from every level and uses it to identify patterns, fix recurring problems, and improve response times. Feedback should not disappear into a void — it should inform measurable service improvements.
Say one good thing about your opponents.
Mr. Parks has demonstrated dedication to this city.
Ms. Ausley brings significant experience in public service.
Mr. Matlow runs an organized and disciplined campaign.
What is something that your neighbors can’t find about you through a simple Google search but that you would like them to know about you?
Service is not a slogan for me — it is a personal commitment. Whether in business, community work, or private life, I show up consistently and follow through. I believe leadership is less about recognition and more about reliability. If elected, residents can expect steadiness, responsiveness, and a genuine desire to see others succeed.
