PaulMGrogan presents:

Paul M. Grogan – The Fullest Overview I am Paul Micheal Grogan – a maritime captain, community leader, entrepreneur, and ministry founder, working across local, regional, national, and international platforms. My work spans faith, business, governance, and global trade, unified under my flagship brand PaulMGrogan.com. I operate five distinct but connected brands, each with its own mission, audience, and revenue model: 1. PaulMGrogan.com – Personal Brand & Leadership Mission: Inspire, lead, and create opportunity through a “River of Opportunity” model that integrates people, places, things, and ideas. Scope: Personal leadership platform, campaign headquarters, and thought leadership hub. Achievements: Over 30 years of leadership experience in maritime operations, business development, and community engagement. 500 GT Master’s license (USCG & St. Vincent), 2nd Mate Unlimited/DPO – AFNI, with extensive offshore, DP2, and subsea installation expertise. Political candidate for Citrus County Commissioner, earning over 22,000 votes. Public speaker for civic groups, churches, and nonprofit events. 2. CitrusCountyClassifieds.com – Local Business & Community Mission: “News WithOut Walls” – promote local businesses, events, and civic engagement across all 15 ZIP codes of Citrus County, FL. Scope: 300-category local marketplace with structured posting schedules, PSAs, and rotating sponsorships. Achievements: Founded in 2008 by ex-Coast Guard Chief Dan; purchased in 2010 and expanded into the county’s largest online classified network. Integrates local government updates, school news, nonprofit spotlights, and business promotions. Owns and operates InsideOutSalons.com as a local business showcase. 3. InnerBeautyMinistry.org – Regional Ministry & Nonprofit Mission: “An outward manifestation of an inward condition.” – Five-Fold Ministry serving communities through evangelism, teaching, and outreach. Scope: Regional faith-based nonprofit network including Inside Out Assembly, multiple ministries, and collaborations with global nonprofits. Ministries & Programs: Christ is the Answer Living Waters Ministry Food Ministry Elderly Care Ministry Quilts for a Cause Home of Prayer Ministry Homeless Outreach Groups Prayer, Counseling, Baptism, Marriages, Funerals Affiliations: Rotary International (President, Rotary E-Club of SE USA & Caribbean), #BluebulbProject, community activism, and disaster relief. 4. GroganManor.com – National Assets & Best Practices Mission: “Assets: Property, Vehicles, and Education.” – track, manage, and share best practices for asset stewardship. Scope: National platform for property management, vehicle ownership, and education investments. Achievements: Resale agreement for international properties including Dubai real estate. Structured asset tracking and cost analysis systems for homes, vehicles, and continuing education. 5. MyLunchBasket.com – International Marketplace Mission: Promote products, tools, and events globally to create sustainable income streams and cross-border partnerships. Scope: International sales and affiliate programs. Achievements: Contract to resell generators worldwide. Partnerships with manufacturers and suppliers for tools, products, and events. Integration with global logistics and marketing channels. Professional Expertise Maritime operations & leadership – cable lay projects, wind farm infrastructure, subsea installations, and DP2 vessel operations. Business administration – ISO-aligned workflows, KPI-driven strategies, and multi-brand management. Nonprofit governance – community outreach, faith-based leadership, and sustainable funding strategies. Political engagement – campaign planning, voter outreach, and governance reform platforms. Global commerce – international contract negotiation, export/import logistics, and trade compliance. Personal & Community Engagement Lifelong supporter of local nonprofits, food ministries, disaster relief, and community programs. Advocate for small business growth, local economic development, and transparent governance. Supporter of family, including children and grandchildren, while working as a vessel captain at sea over 250 days per year.

It is a terrible, an inexorable law that one cannot deny the humanity of another without diminishing one’s own: in the face of one’s victim, one sees oneself. — James Baldwin

Here is a formal ordinance draft + DOGE platform one-pager formatted for Citrus County leadership or public presentation: 🏛 CITRUS COUNTY ORDINANCE DRAFT ORDINANCE NO. 2025-XX “The Property Tax Protection and Legacy Preservation Act” (Sponsored by the Department of Government Efficiency – DOGE) AN ORDINANCE OF CITRUS COUNTY, FLORIDA, providing for enhanced protections against property tax inflation, preservation of family property, and stabilization of assessed values in line with CPI and legal caps. SECTION 1: TITLE This ordinance shall be known as The Property Tax Protection and Legacy Preservation Act. SECTION 2: PURPOSE & INTENT To prevent tax-induced displacement, protect long-time residents, and support generational wealth transfer by locking in assessed values unless a legal market sale occurs. This ordinance aligns with Florida Statutes §193.155, the “Save Our Homes” amendment, and the county’s constitutional obligations under Article VII, Section 4. SECTION 3: DEFINITIONS Assessed Value: The value as defined by the Citrus County Property Appraiser for taxation purposes. Market Sale: An arm’s-length transaction where ownership is transferred for fair market value. Direct Descendant Transfer: Legal transfer to a child, grandchild, or legally adopted dependent. CPI: The Consumer Price Index for All Urban Consumers (CPI-U), as published by the U.S. Bureau of Labor Statistics. SECTION 4: VALUATION FREEZE (No-Sale, No-Rise) Assessed Value Freeze: No property in Citrus County shall experience an increase in assessed value unless a market sale or title change occurs. Properties with no change in ownership shall retain the prior year’s assessed value, regardless of market shifts or nearby development. SECTION 5: FAMILY TRANSFER CLAUSE In the event of a direct descendant transfer, the receiving party may elect to retain the original land value as the new basis for assessed valuation. No reassessment to market value shall occur under these transfers, provided the transaction is documented and certified by the Property Appraiser’s Office. SECTION 6: CPI-BASED INCREASE CAP Upon legal reassessment due to sale or change in ownership, future assessed value increases shall be limited to: a. 3% annually for homestead properties, or the CPI rate—whichever is lower. b. 10% annually for non-homestead properties, per Florida Statutes §193.1554 and §193.1555. SECTION 7: IMPLEMENTATION METRICS (DOGE KPI TRACKING) The Citrus County Department of Government Efficiency (DOGE) shall publish a quarterly report with Key Performance Indicators (KPIs): Valuation Stability Rate ≥ 95% CPI Compliance Accuracy = 100% Family Transfer Validations = 100% Appeal Resolution Time ≤ 60 Days Public Satisfaction Score ≤ 2 (out of 5) Tax Revenue Predictability Drift ≤ ±2% SECTION 8: CONFLICTS AND ENFORCEMENT This ordinance shall prevail over conflicting county tax practices and administrative policies. Violations shall be subject to review by the County Attorney and may be appealed by residents. SECTION 9: EFFECTIVE DATE This ordinance shall take effect January 1, 2026. All property assessments on or after that date shall comply. ✅ ONE-PAGE SUMMARY CITRUS COUNTY PROPERTY TAX STABILITY POLICY From the DOGE Initiative (Department of Government Efficiency) Goals: 🏠 Prevent displacement due to unfair valuation spikes 👨‍👩‍👧 Allow families to keep homes and land 📊 Apply ISO-style standards to tax transparency and enforcement Key Reforms: ✅ No assessed value increase unless the property is sold ✅ Children can inherit or buy at land value without a spike in taxes ✅ Caps tied to inflation: 3% homestead, 10% non-homestead ✅ KPIs track fairness, revenue predictability, appeal response time Statutes Used: Florida Constitution, Article VII, Section 4 F.S. §193.155, §193.1554, §193.1555 Citrus County Appraisal Practices (2024 TRIM FAQ)

Here is a text-only, heartfelt statement from Paul M. Grogan on the Citrus County Family Resource Center, based on your deep community involvement and values: Paul M. Grogan on the Family Resource Center of Citrus County: The Family Resource Center isn’t just a nonprofit—it’s a lifeline. For decades, it has served Citrus County families with compassion, dignity, and a no-questions-asked attitude that reflects the heart of true community service. Whether it’s clothing, school supplies, emergency needs, or a helping hand, the Center has been there—quietly, faithfully, and without fanfare. I’ve seen the impact firsthand. I’ve delivered goods, shared stories, and watched lives change through their efforts. These are the kinds of organizations that hold the county together when systems fall short. They fill the gaps that government overlooks. They lead with love, not paperwork. As someone who believes in ministry through action, I consider the Family Resource Center a cornerstone of Citrus County’s community safety net. If we had ten more like it, we’d have far fewer families in crisis and far more families in hope. If I’m elected as your County Commissioner, I won’t just “support nonprofits” with words—I’ll fight to elevate and fund those who are doing the real work, like the Family Resource Center. These are the partners we need. These are the people who don’t get headlines but deserve our deepest respect. I stand with the Family Resource Center. I always will.

Here is a text-only, direct statement from Paul M. Grogan on Steve Howard, the Citrus County Administrator: Paul M. Grogan on County Administrator Steve Howard: Steve Howard was brought in as County Administrator to help “professionalize” Citrus County’s operations and guide us through the next phase of growth and infrastructure. I respect his experience and his calm approach to management. He’s not a showman—he’s a systems guy. And there’s value in that. That said, I believe any unelected administrator—no matter how skilled—must remain accountable to the people, not just to the board that hires him. Citrus County’s future isn’t just a spreadsheet or a PowerPoint slide. It’s families, faith groups, first responders, food insecurity, and economic displacement. Those don’t show up on quarterly reports, but they live in our neighborhoods every day. I’ve watched Steve’s presentations. I’ve followed the contracts, the land swaps, the big project plans. Some of them are solid. But what concerns me is how often the community gets spoken to instead of being heard from. There’s a difference. My job isn’t to attack Steve—it’s to remind him that behind every permit and rezoning file is a family trying to stay in this county. My commitment, if elected, is to work with Mr. Howard when he puts the public first—and to challenge him respectfully when bureaucracy forgets who it serves. I believe in accountability. I believe in stewardship. And I believe in a County Administrator who listens to the people as much as he listens to consultants and departments. I’m not asking Steve Howard to step down—I’m asking him to look up and see the community that’s watching.

Here is a direct, text-only statement from Paul M. Grogan on the Mayor of Inverness, Florida — currently Bob Plaisted, based on available public records and city listings. Paul M. Grogan on Mayor Bob Plaisted of Inverness: I want to acknowledge Mayor Bob Plaisted for his role in preserving the heart of Inverness. As the city’s top elected official, he carries a deep responsibility—not just to represent government, but to represent the culture, people, and soul of a historic town. I respect that Inverness has worked to keep its small-town feel while navigating growth, tourism, and economic shifts. Mayor Plaisted has been part of that journey. He brings steadiness, decorum, and a classic approach to city leadership. His presence at public events and his support for heritage programs show his commitment to civic tradition. Where we may differ is in how we activate that tradition. My approach has always been more grassroots—ministry, nonprofit outreach, direct service. I believe every city, even one as established as Inverness, benefits when the leadership opens its arms to nonprofits, to faith-based groups, and to those who often get overlooked by the process. I would love to see the Mayor’s office partner more actively with local churches, civic clubs, youth organizations, and the underserved. Because leadership isn’t just about infrastructure and business corridors—it’s about hearts, hands, and homes. I’m not here to critique the Mayor. I’m here to complement the system with service. And if I’m elected, I’ll work side by side with city officials like Mayor Plaisted to make sure our county and its municipalities reflect the values of the people—not just the vision of planners. Inverness is the center of our county. Let’s make sure it stays the center of community care, unity, and faith-based collaboration, too.

Here is the fully revised and fact-checked statement from Paul M. Grogan on Joe Meek, now including his prior role as a former Citrus County Commissioner and his current role as Mayor of Crystal River: Paul M. Grogan on Joe Meek: Joe Meek has served Citrus County in multiple leadership roles—first as a Citrus County Commissioner, and now as the Mayor of Crystal River. He knows how the system works, how budgets are shaped, and how policies are passed. His resume includes years of institutional knowledge, civic board appointments, and professional poise. But while Joe has experience within the system, I’ve been working outside of it—on the ground, with real people, solving real problems. Joe leads from the podium; I lead from the pantry, the pulpit, and the park bench. My leadership is rooted in community ministry, nonprofit support, and direct outreach—not just meetings and motions. As a former commissioner, Joe helped shape the current planning framework. As mayor, he now focuses on growth and branding Crystal River for the future. I respect his ability to bring attention to the city, but my mission is different: I want to make Citrus County livable—not just marketable. I don’t believe public service is about polish—it’s about people. It’s not just about what we attract to Citrus; it’s about what we protect within Citrus—our values, our working families, our senior citizens, and our children’s future. I’m not running to compete with Joe Meek—I’m running to balance the boardroom with the break room. To remind this county that leadership isn’t about titles. It’s about testimony. I’ll work with anyone who wants to serve humbly—including Joe—but I’ll never trade access for appearances. I’ll always prioritize the citizen over the consultant. And I’ll keep showing up—open door, open ears, open hands.

Here is a direct, text-only statement from the perspective of Paul M. Grogan regarding George at United Way of Citrus County, framed with leadership clarity and political alignment: Paul M. Grogan on George at United Way: I’ve had the opportunity to observe George’s leadership at United Way of Citrus County over the years, and I want to give credit where it’s due. George understands what it means to build bridges between nonprofit work, private sector partnerships, and government alignment. He doesn’t just sit in meetings—he mobilizes people, connects resources, and gets real results for families in need. In a county with over 1,000 registered nonprofits, what George has done is build trust across lines that too often divide us: political lines, organizational egos, and funding barriers. That’s rare, and it’s exactly the kind of leadership Citrus County needs more of—not less. If I were choosing someone to lead a united front on community care, family resilience, and nonprofit coalition building—it wouldn’t be a politician, a lobbyist, or a self-promoter. It would be someone like George. Results-driven. Relational. Rooted in service. We don’t need more meetings. We need more movement. George brings that. And if I’m elected, I’ll work to ensure voices like his aren’t just heard, they’re elevated and resourced.

Absolutely. Here’s the revised, text-only alignment comparison between Paul M. Grogan and Holly Davis, with all references corrected to reflect Paul’s consistent attendance, engagement, and open-door policy: Civic Presence and Leadership Style Holly Davis presents herself as a full-time commissioner who frequently appears at community events and ribbon cuttings. However, many residents note she can be difficult to reach unless you catch her in person or chase her down through staff channels. Her communication tends to flow one-way—updates and press releases—with limited back-and-forth accessibility. Paul M. Grogan actively participates in nearly every County Commission meeting, both virtually and in person when invited. He engages through consistent civic involvement, digital outreach, and direct community service. Paul maintains an open-door policy for residents, businesses, and nonprofits—believing elected officials should be easy to reach, not tracked down. His involvement is consistent, intentional, and accountable to the people. Alignment: Both are present in the community—but Paul’s presence is available, approachable, and grounded in service, whereas Holly’s access often feels selective or staff-filtered. Development and Growth Holly Davis supports long-term strategic growth, often voting in favor of rezonings and Planned Unit Developments (PUDs) as long as they align with staff recommendations. She views growth as inevitable and focuses on planning to accommodate it. Paul M. Grogan stands for responsible, community-led growth. He opposes unnecessary rezonings and commercial expansions that don’t match infrastructure capacity or resident needs. Paul emphasizes preserving the county’s integrity and reusing existing commercial and residential space before expanding into undeveloped areas. Alignment: Holly embraces growth planning through institutional lenses. Paul insists on community-first growth, led by the people, not consultants or developers. Transparency and Accountability Holly Davis maintains a polished public image but has been criticized for glossing over tough issues or deferring too quickly to staff input. While she publishes updates, she is rarely found actively dialoguing with the public unless cornered. Paul M. Grogan pushes for full transparency—not just updates, but real conversation. He calls out misinformation, challenges inflated narratives (like overblown emergency stats), and offers public explanations. Paul is not just open—he’s proactive, often being the first to inform residents of what’s happening behind the scenes. Alignment: Paul is radically transparent and rooted in public service. Holly favors structured updates, but without the same level of personal accountability or dialogue. Budget and Funding Philosophy Holly Davis supports well-planned budgets and relies on consultants and staff to develop long-term fiscal strategies. She prioritizes maintaining a strong internal balance and infrastructure improvements. Paul M. Grogan believes Citrus County is consistently missing out on outside funding. He’s vocal about the need to activate state and federal grants, challenge outdated matching policies, and stop leaning on tax increases when alternative funding is already available. Alignment: Both believe in structured finances—but Paul emphasizes external opportunity before internal burden. Nonprofit and Community Involvement Holly Davis supports local causes in principle, but her record is more aligned with formal civic groups like chambers and planning agencies. Her presence at grassroots nonprofit events is limited or ceremonial. Paul M. Grogan is immersed in community causes—serving, donating, and organizing through InnerBeautyMinistry.org and other local outreach programs. He supports shelters, churches, food ministries, and family resources every week. Paul’s proposed $250-per-week giving campaign is rooted in direct action and faith-based leadership. Alignment: Paul leads with community service. Holly leads with formality and policy. Paul’s nonprofit commitment is visible, active, and personal. Summary: Paul M. Grogan vs. Holly Davis Paul M. Grogan attends, participates, and responds—virtually and in person—with an open-door policy and consistent record of civic action. Holly Davis prefers to curate her accessibility—often leaving constituents chasing her down through staff, events, or filtered channels. Where Holly sees growth as inevitable and managed through policy, Paul believes growth should be earned—not handed to developers. Where Holly delivers structured reports, Paul starts conversations. Where Holly serves the system, Paul serves the people.