You can visit Tom Derzypolski’s campaign website HERE. 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 was born at TMH – right here in Tallahassee. My father’s work meant that we had to move,
and we lived briefly in West Virginia and Kentucky. We moved back to Florida as soon as we
could. After graduating High School, I enlisted in the U.S. Navy and served 8 years as a Hospital
Corpsman (medic). My parents graduated from Leon in the 60’s, and I have lots of family here –
so even with my father’s work and my military service, Tallahassee has always been my
hometown. When I was honorably discharged from the Navy in 2001, I came home. I graduated
from both TSC and FSU, and married my wife Stephanie Montford Derzypolski, who is from
Blountstown, FL.
My decision to run for City Commission in Tallahassee is deeply connected to both my military
service, community service, and being a business owner working in this community and
communities across the country.
Serving in the military taught me discipline, accountability, and something even more important
— that leadership is about responsibility, not ego or privilege. In uniform, you learn quickly that
decisions have real consequences for real people. You also learn that resources are never
unlimited. You accomplish the mission with what you have, and you take care of your team.
That mindset carries directly into how I think about local government: focus on core priorities,
spend wisely, and always remember who you serve.
Living in other parts of the country gave me perspective. I’ve seen cities that manage growth
well — and others that don’t. I’ve seen communities that protect taxpayers and build strong
public safety systems, and others that struggle because they overextend themselves.
Experiencing different regions showed me that local leadership truly matters. The quality of life
in a city isn’t accidental — it’s the result of steady, thoughtful decisions over time.
But coming home to Tallahassee made something clear: this is where my roots are. This is the
community that shaped me. When you’ve lived elsewhere, you gain an appreciation for what
makes your hometown special — and you also see areas where it can improve. That
combination of gratitude and perspective is a big reason I’m running.
I’m running to apply what I’ve learned — about service, accountability, and effective leadership
— to strengthen the city that has always been home.
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?
That’s an important question, and I appreciate you asking it directly.
Interesting that the theme in Tallahassee always focuses on raising taxes – when to, how to,
and why. But there never seems to be any conversation about cutting them. This question
could have been: “Will you lower property taxes?” I believe that should be on the table as well.
Let me start with my philosophy: I do not believe raising property taxes should ever be the first
solution to a problem. Property taxes aren’t based on ability to pay — they’re based on what
you own. That means retirees, working families, and small business owners feel increases
immediately, whether their income has gone up or not. I take that very seriously.
So, my default position is this: government should live within its means, prioritize core services,
and earn the public’s trust before asking for more money.
Now, I’m also going to be honest with you – and I hope all the candidates will do the same. I
won’t stand up here and say ‘never under any circumstances,’ because there are rare situations
— a public safety emergency, a legal mandate, or a critical infrastructure failure — where a
community may have to consider difficult options. But if that conversation ever came up, it
would have to meet a very high bar.
First, I would want clear evidence that we’ve exhausted alternatives. That means:
- Reviewing spending line by line.
- Looking for efficiencies and eliminating low-priority programs.
- Making sure we’re not using one-time needs as an excuse for permanent increases.
- Exploring grants, partnerships, or other funding sources before touching millage rates.
Second, if staff brought forward a proposal to increase property taxes, I would not simply
accept a recommendation at face value. I would ask for multiple scenarios — including what
happens if we do nothing, what happens if we cut elsewhere, and what happens if we phase
changes in gradually. I would want long-term projections, not just next year’s numbers. And I
would compare us to similarly sized communities to make sure we’re being responsible.
Third, if — and only if — an increase was truly necessary, I would push for measures that
protect taxpayers as much as possible. That could include:
- Phasing in any change rather than hitting homeowners all at once.
- Building in a sunset provision so it doesn’t become permanent by default.
- Making sure homesteaded properties and seniors are protected to the fullest extent
allowed. - Avoiding so-called ‘millage creep’ where rising property values quietly increase the tax
burden without a vote.
And just as important, that conversation would happen publicly and transparently. Not after
decisions are made, but before.
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?
Transparency shouldn’t depend on who’s asking the question — whether it’s the county, the
media, or the public. If taxpayers are funding the fire fee, they deserve a clear, detailed
accounting of how those dollars are being spent.
When questions arise about issues like Station 17 — whether it has already been funded in
prior years, or whether the fire fund is actually short — the right response isn’t defensiveness.
It’s clarity.
I believe the city should be fully transparent about the fire fund: revenues collected,
expenditures by category, reserves, and any projected shortfalls. That information should be
easy for residents to understand — not buried in technical documents.
As for an independent audit, I’m not in favor of launching audits as political weapons. But when
there are legitimate public questions about restricted funds — especially ones tied to public
safety fees — an independent review can help restore trust. If the information provided does
not clearly resolve the concerns, I would support an independent audit focused specifically on
the fire fee fund to ensure accountability and public confidence.
At the end of the day, this isn’t about winning an argument between governments. An impasse
between city and county just isn’t acceptable – we gotta be better than mediators, especially
when folks caught in the middle are the ones we count on to save life and property. It’s about
maintaining trust with the people who pay the bill.
Public safety is too important — and taxpayer dollars are too valuable — for anything less than
full transparency.
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 believe the phase good faith is a key issue. Good faith is what we are lacking, and we must get
back to it. All ideas should be met with good faith, and a willingness to explore them
thoroughly. We should look for ways to say yes, rather than the default of, no.
My commitment is to the people of Tallahassee—not to winning arguments. That means
evaluating ideas on their merits, engaging stakeholders with diverse perspectives, and working
collaboratively to determine what will deliver real, measurable benefits for our city.
Will you do a public audit of all tax dollars? If not, why? If so, will you open the books for public oversight?
Yes — I strongly support open government, fiscal transparency, and a fully engaged electorate.
The City of Tallahassee already undergoes regular independent financial audits as required by
law, and those reports are publicly available. I support continuing those independent audits and
ensuring they remain thorough, timely, and easy for residents to access and understand.
In addition, I believe “opening the books” means more than just publishing reports. It means
making financial information clear, searchable, and understandable to the public, hosting open
budget workshops, and encouraging meaningful citizen oversight. Tax dollars belong to the
people, and the people deserve transparency, accountability, and a seat at the table when
financial decisions are made.
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?
I have no plans to sell any city property or assets. If the city were to sell property that we, the
citizens own, it should benefit the citizens of this community.
While you mentioned spending strategy in relation to selling city assets – I think you bring up
another good discussion point: The City of Tallahassee should absolutely have a clear and
disciplined spending strategy.
A responsible spending strategy ensures that taxpayer dollars are aligned with community
priorities, long-term infrastructure needs, public safety, economic development, and quality of
life. It also helps prevent reactive decision-making and instead promotes thoughtful planning,
measurable outcomes, and fiscal sustainability.
A strong strategy should include:
- Clear priorities tied to community input
- Performance metrics to evaluate results
- Long-term capital planning
- Regular independent audits and transparency
- Maintaining appropriate reserves for emergencies
Spending should be intentional, transparent, and results-driven. That’s how we build trust with
residents and ensure we’re delivering real value for the people of Tallahassee.
Do you feel the FSU purchase of TMH has been a transparent process? If not, how would you remedy that moving forward?
I do not believe the proposed collaboration between Tallahassee Memorial HealthCare and
Florida State University needed to be handled with such limited transparency in the early
stages. A partnership of that magnitude — one that will strengthen healthcare access, medical
education, and economic opportunity in our community — should be broadly celebrated.
Instead, the way the process was initially handled by the city, created unnecessary distrust and
cast a shadow over what could and should have been a moment of unity and pride for our city.
This also made it unnecessarily difficult for TMH and FSU leadership. Major public decisions
demand openness from the start, so the community feels informed, respected, and confident in
the outcome.
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?
While I deeply respect the value of Florida’s Sunshine Law and the transparency it provides, I
also support more structured public workshops, earlier agenda briefings, and clearer
communication from staff so commissioners and the public have the same information at the
same time. Encouraging respectful dialogue during meetings and setting expectations for
collegial engagement can also go a long way.
Transparency and collaboration should work together — not compete — to produce better
outcomes for our community it can unintentionally limit opportunities for thoughtful,
collaborative dialogue before public votes occur.
Currently it seems as though discussions only happens in the more formal or reactive setting of
a commission meeting, rather than through constructive, solution-oriented exchange found in
workshops and other settings – all that must always remain aligned with Florida’s Sunshine
laws.
What is your vision for Tallahassee and the future of it?
My vision for the City of Tallahassee is one where we emerge as a dynamic center for
technological innovation and forward-thinking growth. I see a community that sets the national
standard for quality of life—where safe neighborhoods, and vibrant public spaces create a
foundation for families and businesses to thrive. In this vision, opportunity is not limited by
background or circumstance; instead, every resident has access to the education, resources,
and support needed to reach their fullest potential. Tallahassee can become a model for cities
across the country by proving that economic progress, public safety, and inclusive opportunity
go hand in hand.
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?
If a vacancy occurs in the City Manager position in Tallahassee, my priority would be hiring the
most qualified and experienced candidate — period. Taxpayers deserve proven leadership,
strong management skills, and a clear understanding of how to run a complex organization
responsibly and effectively.
I don’t have any preconceived ideas about whether that person should come from inside or
outside the organization. An internal candidate may bring valuable institutional knowledge,
while an external candidate could offer fresh perspective. The right approach is a professional,
transparent search process that evaluates candidates on merit, experience, leadership ability,
and their commitment to serving the people of Tallahassee.
What will your mandate be if voters choose you? What do you want voters to see accomplished before the 2028 elections?
In Tallahassee, elected leadership must be aspirational in both vision and conduct, grounded in
a spirit of collegiality and genuine collaboration. We face hard truths as a city, from economic
disparities to public safety challenges, and we do ourselves no favors by pretending otherwise.
Yet acknowledging those realities should not limit us; it should sharpen our resolve. Our
responsibility as leaders is to rise above division, to engage one another with respect, and to
work across perspectives in pursuit of solutions that move our community forward. With
shared purpose and steady collaboration, we can transform challenges into momentum and
build a stronger future together. If voters send me to serve, they will see renewed focus,
collaboration and progress long before 2028.
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?
For elected officials, there is a profound difference between simply hearing constituents and
truly listening to them. Hearing is passive; listening requires humility, attention, and a
willingness to understand perspectives that may differ from our own. When leaders genuinely
listen, they build trust, uncover the root causes of challenges, and craft policies that reflect the
lived experiences of the people they serve. Real listening strengthens democracy, deepens
community relationships, and ensures that decisions are informed not just by data, but by the
voices and values of the citizens themselves.
This will be a core strength of mine.
The truth is, a strong city is built not just by the decisions of its leaders, but by the voices of its
residents. That’s why I am committed to expanding opportunities for Tallahassee citizens to
provide meaningful feedback on city projects and services. Whether through improved online
platforms, interactive public meetings, neighborhood engagement events, or community
advisory panels, your input will be actively sought and transparently used.
At the same time, this is a two-way street. Our city thrives when residents stay informed,
engaged, and involved in the civic process. By sharing your perspectives and holding us
accountable, citizens help shape a Tallahassee that reflects the needs and priorities of all its
neighborhoods
Say one good thing about your opponents.
Telethia: has a huge heart. I love that.
PJ: is a teacher – there may be no higher calling.
Max: is passionate.
Norm: have not had the pleasure of meeting Norm.
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?
While serving with the Red Cross, I volunteered on a team installing smoke detectors in low-
income neighborhoods—work that was meant to prevent tragedy and make homes safer. In
one small house, as we explained how the alarm worked, I watched a young child quietly walk
to the refrigerator, open the door, and stand there for a moment. There was nothing inside. No
milk, no fruit, no leftovers—just an empty light shining on bare shelves. The child closed the
door without saying a word. That moment stayed with me long after we finished the
installation. I had come to help protect a home from fire, but I left understanding that safety
means far more than smoke alarms. It means food on the table, opportunity in our
neighborhoods, and dignity for every family. That experience changed me. It deepened my
resolve that in Tallahassee, we must build a community that works for all families—where no
child opens a refrigerator to find it empty, and where every household has not just safety, but
hope.
This is a story I only shared with Stephanie (my wife) later that day. This experience changed
me. It changed my perspective. And, it’s at the core of why I am seeking office today.
