Clearwater Annual Report 2026

The Clearwater Police Department worked to keep Clearwater one of the safest communities in Florida by hiring 29 new officers and securing more than $821,000 in grants, to enhance public safety efforts and equipment.

Burglary offenses are down 34 percent, and auto thefts have dropped 14 percent, compared with last year. Traffic fatalities continue to decline, from 16 in 2024 to eight last year, and six so far this year.

A long-term narcotics investigation funded through the Florida Department of Law Enforcement, resulted in seven arrests and the seizure of 13 pounds of fentanyl, firearms and other illegal drugs, which now are off Clearwater streets.

This past year, Clearwater Fire and Rescue added nine firefighter positions and increased interest from firefighter applicants, due to a recruiting campaign.

The agency had the lowest response times the agency has had in three years, by responding in 5 minutes and two seconds, on average.

The city is making investments today to reduce flooding tomorrow. Several city efforts were made by proactively improving Clearwater's stormwater system and reducing flood risk.

Our Clearwater teams have been hard at work improving drainage throughout the city. They've cleared creeks, ditches and stormwater pipes to help water flow more freely. They brought in specialized equipment and tested new approaches that help us get the job done more efficiently while saving money.

We cleaned and inspected nearly 100,000 linear feet of stormwater pipe, and we mowed more than 400,000 square feet of drainage ditches. And, we removed more than 2,500 cubic yards of sediment through targeted dredging.

These efforts help protect residents, businesses and infrastructure while preparing our city for future storms.

When you turn on the tap, you expect clean, reliable water. Delivering that service takes smart planning behind the scenes.

Thanks to the hard work of the city’s IT team, several city efforts went into place this year to modernize how Public Utilities manages our water and sewer infrastructure. Nearly 175 employees now use mobile technology in the field, giving them faster access to information and helping them complete work more efficiently.

By investing in better technology today, the city is helping ensure reliable utility service for years to come.

Good government begins with open government. We made city performance and financial information easier for people to access and understand.

Building on last year's transparency dashboards, the finance and information technology teams launched four new public-facing dashboards in 2026. They are the Property Tax Dashboard, the dashboard that shows how revenue changes shape city services, the Sustainability Dashboard, and the Solid Waste and Recycling Dashboard.

Residents can explore these dashboards at MyClearwater.com/Data.

Transparency is about more than sharing information. It's about using that information to deliver better results. Through our performance dashboards, we're tracking how well city services are working and ways we can improve.

• For example, this year our Utility Customer Service team reduced average call answer times by 72 percent, from 44 seconds to 12 seconds, while significantly reducing the number of callers who hang up before reaching someone.
• Planning & Development also made important strides, cutting response times to code violations by more than half. They also improved on-time permit reviews from 69 to 86 percent.
• The city also secured more than 36 million dollars in grants and appropriations, improved property crime clearance rates for the fifth consecutive year, and completed our most extensive stormwater pipe inspection and maintenance program in six years.

These numbers represent more than progress on a dashboard. They represent faster service, greater accountability, and a city government that continues finding ways to serve our city better.

In the past year, we invested in places and equipment that allow employees to serve residents better. 

The city opened its new City Hall, making way for redevelopment along the bluff, while creating a centralized campus where residents can better access their city.

Also this year, the Long Center reopened following a $13 million renovation that improved and modernized the center so it’s more energy-efficient. Clearwater Fire & Rescue expanded its marine emergency response capabilities with a new fireboat.

The city also approved construction of a new solid waste truck wash facility, that will improve employee safety, extend the life of the city's fleet, and create revenue-generating opportunities with neighboring communities.

Although Hurricanes Helene and Milton are two years behind us, recovery continues and will for years. 

Our emergency management and finance teams have worked hard to secure reimbursement through as many channels as possible, which is no easy feat.  

Our total storm damage summary for Tropical Storm Debby and Hurricanes Helene and Milton is over $53 million. We’ve been reimbursed $9.6 million dollars from FEMA, and we’re seeking another $16.7 million. In addition, we have received $13.2 million from insurance payouts and are hoping to receive another $3 million. $10.4 million is our total estimate of what we think will be unreimbursed at this time. 

At the same time, our parks and recreation team finished restoring seven of our community's most treasured public spaces, including Bay Park on Sand Key and Pier 60 Park. And along Beach Walk and throughout Clearwater Beach, crews restored hurricane-damaged landscaping. 

This work has helped preserve the beauty of one of Florida's most popular destinations and supports the tourism industry that drives our local economy.

For years, we've talked about what downtown Clearwater could become. Today, we're beginning to see that vision take shape. We’re calling it our downtown Urban Renaissance.

From new residential and hotel developments to the restoration of historic buildings along Cleveland Street, we're seeing renewed activity and investment that will help shape downtown's future.

We're investing in both the look and the life of downtown, from new lighting and bike racks to business grants, markets, events and opportunities for local vendors that help attract people to Cleveland Street. Downtown now has a new brand, and we will be rolling out the “Find It In Downtown” campaign in the new year.

Together, these efforts are helping transform downtown Clearwater into a vibrant destination where businesses can thrive, residents can connect, and new opportunities can take root.

Big changes are easier to embrace when people can see the vision behind them.

In September, the city unveiled an interactive 3D video of downtown Clearwater, to help people see how today's projects are shaping tomorrow's future. The project was produced in partnership with the Tampa Bay Regional Planning Council, and it brings current and future public and private investments to life.

The project gives our community a clearer picture of how the Downtown Urban Renaissance is unfolding and the opportunities it will create.

Strong transportation connections help drive tourism, business investment and economic opportunity.

This year, the city advanced two major infrastructure projects that support Clearwater's economy and future growth.

• The Clearwater Beach Marina Reconstruction Project reached substantial completion, creating a stronger, more resilient waterfront while keeping marina operations open throughout construction.
• At Clearwater Executive Airport, construction began on a new terminal, expanded parking and supporting infrastructure through partnerships that leverage state funding and private investment.

Together, these investments are strengthening the gateways that welcome people to Clearwater while supporting tourism and economic opportunity.

Strong communities are built on reliable infrastructure. CGS Energy quietly provides one of the most reliable and well-managed public utilities in the country.

CGS Energy provided safe, dependable natural gas service to 32.5 thousand customers, supporting the homes, hospitals and businesses that keep our economy moving.

This year, the utility completed a major gas main extension serving Moffitt Cancer Center's newest facility while continuing investments that strengthen the region's energy infrastructure. It was over five miles of construction mains, a large amount for which Moffitt paid.

CGS Energy earned national recognition for excellence in safety and system reliability of nearly 750 public natural gas utilities nationwide.

Honoring our history also means imagining its future. The city continued putting underutilized properties to work, advancing redevelopment that supports new housing, businesses and economic activity.

Through strategic property sales, Clearwater has more than $5.5 million in anticipated revenue, pending closings, while also identifying more city-owned properties for future redevelopment.

An excellent example of our making way for the future is the Night at North Ward event, where we hosted more than 350 residents and 50 interested redevelopers. Attendees got to explore the campus, celebrate its history and imagine what North Ward’s future could look like.

Some of life's greatest lessons come from experiencing a different culture. Through our Sister City relationship with Nagano, Japan, Clearwater continued building international friendships through student exchanges and cultural experiences.

The city welcomed two student delegations and sent four Clearwater high school students to Nagano as ambassadors for our city.

These exchanges build lasting friendships, broaden perspectives and strengthen the connections that bring our communities together.

Sometimes a little creativity can make a big splash. The World's Largest Rubber Duck brought 30,000 visitors to Coachman Park during a traditionally slower time of year. Family-friendly events and national media attention helped attract visitors, support downtown businesses, and showcase Clearwater as a vibrant destination.

This summer, we continued that momentum with Clearwater Celebrates 250, bringing dozens of community events together to celebrate America's 250th anniversary. The campaign's signature event welcomed more than 25,000 people to Coachman Park, and we worked swiftly to bring Country Thunder to downtown after its initial venue plan fell through.

Together, these celebrations brought people together, energized downtown and gave people even more reasons to experience our city.

Clearwater libraries are special places where our residents come together to learn, connect and grow. Whether preserving the past or inspiring the future, our libraries enrich lives every day.

This year, we expanded outreach to seniors, launched a pop-up library at the beach, and continued creating opportunities for lifelong learning. Library staff helped residents preserve 27,000 family photos and videos through the Memvelope program.

Young readers also continued building a lifelong love of reading through early literacy and summer reading programs, which engaged hundreds of children and families.

Great community experiences are even better when we work together to make them happen. This year, our recreation team strengthened partnerships that helped offset event costs while bringing people together.

Two examples include the Florida Central Credit Union’s "The View" VIP Lounge at The BayCare Sound and Achieva Credit Union for the Achieva Clearwater Turkey Trot.

Last year, Clearwater permitted 500 events across the city, working with non-profits, event promoters, and tournament groups. And we couldn't do it without our dedicated volunteers, who contributed more than 8,000 hours to support our events.

We also leveraged partnerships by applying for and receiving millions of dollars in grants, from groups like the Department of Justice, Trust for Public Land, Tampa Bay Estuary Program, and other federal and state partners.

Public art turns everyday places into places people remember. This year, the city expanded public art across the city, creating colorful landmarks that celebrate our neighborhoods and bring people together.

Residents helped paint a city mural at Marymont Park, while eight new murals transformed walls throughout North Greenwood during the Art Oasis Mural Festival. New artwork also welcomed visitors at the East Water Reclamation Facility and the Clearwater Beach Marina, where "Ketch" has become the newest addition to the city's public art collection.

Together, these projects create vibrant public spaces that reflect Clearwater's culture and creativity.

Access to information shouldn't depend on your ability to see a screen, use a mouse, or read a document. That's why the city is making its website and digital communications accessible for everyone, including residents who rely on screen readers.

New federal requirements under the Americans with Disabilities Act establish accessibility standards for government websites, so everyone has equal access.

Public Communications and Information Technology are improving the accessibility of more than two thousand online documents, adding descriptive text to social media images and training employees across departments on accessible communication practices.

This year, we made important progress in bringing the redevelopment vision for North Greenwood to life.

Working alongside residents and stakeholders, the city advanced new planning guidelines that will guide future investment and redevelopment while respecting the neighborhood's character and priorities. The Village in North Greenwood kicked off and will transform repurposed shipping containers into affordable retail spaces for small businesses and entrepreneurs.

These efforts are laying the groundwork for new opportunities while making sure North Greenwood's future continues to reflect the voices of its community.

This year, we expanded solar energy by completing solar installations at the Long Center, Countryside Library, North Greenwood Recreation Center and the new City Hall.

We leveraged grants and federal incentives to reduce our investment in these projects by more than half. The systems are expected to save taxpayers about $327,000 dollars annually, generating more than $13.1 million in avoided utility costs over their service lives.

This is nearly six dollars in savings for every one dollar of city funding invested, a fantastic return on investment.

Sometimes environmental stewardship means adapting quickly when conditions change.

While Pinellas County's Waste-to-Energy Plant turbines are out of service, approximately 80 percent of incoming waste is being landfilled instead of burned.

Our Solid Waste team quickly developed an alternative disposal strategy that helped protect the county’s landfill capacity and kept service running without interruption. 

This proactive response also saved the city more than $139 thousand dollars, with additional savings expected through the end of this fiscal year.

Preparing for the next hurricane starts long before a storm is in the forecast. We're making long-term investments to create a more reliable and resilient wastewater system by consolidating operations into our Northeast Water Reclamation Facility.

This past fiscal year, the project moved from the planning stage to implementation. This project will move two treatment plants out of the flood zone, helping protect our environment while ensuring critical services remain dependable during severe weather.

Environmental stewardship takes partnerships. This year, the city worked with the Florida Fish and Wildlife Conservation Commission, local advocates and residents to advance a manatee protection zone for Stevenson Creek. The proposed zone is designed to protect manatees, their calves, their habitat, and boating access for the community.

The best organizations never stop looking for ways to improve. Clearwater was selected for the Bloomberg Harvard City Leadership Initiative.

A team of employees spent 10 months studying how residents navigate city permitting and approval processes. They developed recommendations that will make those experiences easier, faster and more consistent.

By embracing innovation and continuous improvement, we’re working to improve the resident experience.

Exceptional public service starts with exceptional employees.

The city welcomed nearly 200 new employees, helping them understand the city's mission from day one. We continue making progress in retaining a strong workforce by maintaining a single-digit employee turnover rate for two years now. Through August 2026, our turnover rate was just 5.6 percent.

We also continued investing in our employees through 45 L.E.A.D. Supervisory Training classes and the Clearwater Executive Leadership Academy, which graduated its second cohort and welcomed a third.

These programs are preparing the next generation of city leaders while strengthening the teams that deliver services to our residents every day.

The city achieved five prestigious awards for our wellness program, which is designed to help our staff stay healthier and keep our medical claims down.

They include the 2025 Gold Cigna Healthy Workforce, 2026 Healthiest Employers, 2026 Platinum Bell Seal for Mental Health, the 2026 American Heart Association’s Gold Level Well-being Works Better Award, and the 2026 Family-Friendly Business Award at the Platinum level.

In addition, the Employee Celebration Committee has worked hard all year to celebrate our staff and let them know they are appreciated.

Delivering the high-quality services our residents expect requires more than dedicated employees. It takes continued investment in the equipment, technology and infrastructure that support them.

This year, General Support Services made strategic investments in the equipment, technology and facilities that keep city operations running smoothly. The team developed a $22 million vehicle and equipment replacement plan to modernize our fleet. They also expanded emergency radio communications across multiple departments, improving our ability to respond when it matters most.

Behind the scenes, they managed the transition into the renovated Municipal Services Building and new City Hall, while ensuring city services continued without interruption. And a new natural gas training facility gives employees a dedicated space to build the skills needed to work safely and effectively.

ART & CULTURE

• Brought the World's Largest Rubber Duck to Coachman Park in January, coordinating five accompanying signature events over a two-week period. The event attracted approximately 30,000 visitors, many traveling from outside the Tampa Bay area and out of state, providing a significant economic boost to downtown Clearwater businesses during a traditionally slow month. The event received national media attention, including coverage in The Wall Street Journal, as well as numerous regional news outlets.
• Strengthened Clearwater's Sister City relationship with Nagano, Japan by hosting two student delegations, coordinating local homestays, organizing Clearwater Days programming, and managing cultural exchange activities. Also coordinated the annual summer exchange by sending four Clearwater high school students to Nagano.
• Public Art Expansion in Clearwater. The city of Clearwater installed a community mural at Marymont Park, where a neighborhood paint day brought residents together during the park’s opening celebration; added a large-scale mural at the East Water Reclamation Facility on Gulf-to-Bay Boulevard, creating a vibrant gateway near the Courtney Campbell Causeway and providing artwork for the city’s Employee Benefits Handbook cover; and commissioned eight murals in North Greenwood through the Community Redevelopment Agency-funded Art Oasis Mural Festival, bringing regional artists to Clearwater to enhance neighborhood identity and beautification. At Clearwater Beach Marina, the city unveiled “Ketch,” a permanent mosaic sculpture featuring a ketch boat and swimming dolphins, creating a welcoming landmark and expanding the city’s public art collection.
• Completed a comprehensive catalog and appraisal of Clearwater's public art collection, including professional condition assessments for major artworks. Using these reports, coordinated conservation and restoration efforts, including professional cleaning and rust mitigation for Middens and The Torches in Coachman Park, and Ocean Swirl at Fire Station 46, helping preserve the city's public art assets.

These projects resulted in:

• Increased tourism and economic activity in downtown Clearwater.
• Expanded cultural programming and international partnerships.
• Preservation and enhancement of Clearwater's public art collection.
• New public art installations throughout the city.
• Increased neighborhood engagement through community-based arts initiatives.
• Positive local, regional, and national media exposure for the city of Clearwater. 

COMMUNITY REDEVELOPMENT AGENCY

• Cleveland Street Activation, to include: new banners on Cleveland Street, new bike racks, center median uplighting, new Cleveland Street signage, updated kiosks, DDB Micro-grant Program, Grad Chalk Walk, Lunchtime Market, Fresh Start Market with St. Petersburg College, and the mobile vendor program
• Opening of Clearwater Gardens Apartments
• New Downtown Clearwater Branding
• Progress of The Village at the Grove (this agreement was approved in 24/25 so not sure if we should include it)
• Six new murals as part of Art Oasis in North Greenwood
• Loan for Clearwater Bluffs development
• Sale and development of 706 N. Missouri Ave. to Yo Mama Foods

ECONOMIC DEVELOPMENT & HOUSING

• Night at North Ward Event. In July, the city hosted a Night at the North Ward, inviting the community to tour the historic North Ward School and share ideas for its future. In partnership with the Clearwater Historical Society, the event featured school memorabilia, historic photographs, classroom furnishings, and a tribute to the beloved Maypole, celebrating the school's rich history. Built in 1915 and expanded in 1926, North Ward School remains one of Clearwater's most significant historic landmarks.  The event welcomed more than 350 attendees, including approximately 50 representatives from the development and real estate community, demonstrating strong interest in the property's future. Attendees explored the campus, learned about its history, and provided valuable feedback that will help guide the city's vision for the site's redevelopment and adaptive reuse. As planning continues, the city's goal is to balance preservation of North Ward's three historically designated buildings with new opportunities that benefit residents and support the continued revitalization of North Greenwood.
• Downtown Visualization Project. In September, the city launched a 3D visualization video showcasing Downtown Clearwater's ongoing transformation. Developed in partnership with the Tampa Bay Regional Planning Council, the video highlights current and future development, illustrating how strategic public and private investments are creating a more vibrant, connected, and active downtown while strengthening connections to the waterfront and supporting the city's continued urban renaissance.

FINANCE, AUDIT & BUDGET

Dashboards

• Better technology helps us improve the way we do business. In Fiscal Year 2026, our team built on last year’s success by developing four new public-facing performance management dashboards.
• As local governments across the state prepare for fiscal uncertainty surrounding the property tax referendum, our team worked across departments to develop a contingency plan aligned with the strategic direction provided by the City Council during recent budget planning sessions. Transparency has remained central to this effort. We are especially proud of our new property tax dashboard, which shows how existing property tax revenue is allocated across public service areas and helps residents see their tax dollars at work. A second dashboard also illustrates how potential changes in City revenue could affect public services in the years ahead.
• By planning proactively and engaging openly with our employees and residents today, we are building a stronger foundation for tomorrow. Transparency in our performance remains a top priority, and additional information on our dashboards can be found at MyClearwater.com/Data.

Bloomberg Project

• The city of Clearwater was selected to join the ninth cohort of the Bloomberg Harvard City Leadership Initiative, a global program that supports city leaders in tackling complex challenges in local government and enhancing quality of life for residents. The initiative brings together leading institutions in partnership with the city including the Bloomberg Center for Cities at Harvard University, the Center for Public Innovation at Johns Hopkins University, and the Centre for Public Impact — to provide expert training, innovative tools, and collaborative learning opportunities for mayors and senior officials working to drive meaningful change in their communities.
• Over the course of an intensive ten-month program, an interdisciplinary team of ten City employees researched a challenge affecting residents: navigating the City’s permitting processes for public projects, programs, and services. Working collaboratively, the team identified innovative strategies to make these interactions more accessible, efficient, and user-friendly. Over the course of the next four years, a total of nine recommendations will be implemented to improve the process of asking the city for permission, ranging from human-centered customer service improvements, to technology enhancements, these initiatives will create a more streamlined, accessible, and consistent experience for all customers. 

Other Finance Accomplishments

• Received the Government Finance Officers Association’s Certificate of Achievement for Excellence in Financial Reporting for the Sept. 30, 2024 ACFR for the 46th consecutive year, and submitted the document for Sept. 30, 2025 for the same award.
• Received the Government Finance Officers Association’s Distinguished Budget Presentation Award for the fiscal 2026 Budget document, for the 40th consecutive year. The fiscal 2027 budget document will be submitted for the same award.
• Participated in the completion of Water & Sewer and Stormwater utility system rate studies to assist with the proactive long-term management of the utilities.
• Continued to expand and enhance the City's use of OpenGov procurement to improve efficiency, transparency, and vendor participation. The City's vendor database grew from 14,152 active vendors in FY25 to 14,992 active vendors currently in FY26, an increase of 840 vendors (approximately 5.9%). As of August 26, 2026, Procurement has issued and overseen 74 solicitations, including 21 construction bids and 10 real estate solicitations, with 49 awarded to date, excluding real estate. OpenGov continues to streamline solicitation development, vendor communications, evaluations, and contract awards.
• Procurement supported major City capital and infrastructure projects while strengthening competitive procurement and selection practices. Procurement worked with departments to develop solicitation requirements and identify appropriate procurement and selection methods to promote fair competition and defensible awards. Significant procurements included the Public Works Complex, Press Box and Sports Field at the Eddie C. Moore Complex, North Beach Stormwater Improvements, Clearwater Executive Airport improvements, and multiple water and wastewater infrastructure and treatment projects.
• Procurement implemented a Purchasing Manual acknowledgement requirement for employees assigned a City-issued purchasing card, helping ensure cardholders acknowledge and understand the City's purchasing requirements.
• Internal Audit performed 18 audits, investigations, internal control reviews, while also providing advisory services to departments and personnel. These activities helped ensure that processes were properly designed, program objectives were achieved, and risks were effectively managed. Recommendations provided by City Audit helped strengthen compliance, operational performance, and risk management processes.

FIRE & RESCUE

• New Fireboat: Received a new fireboat to be staffed and operated by the Fire Station 44 (Sand Key) crew.
• Recruitment and Hiring: Increased firefighter applicant interest and successfully hired qualified personnel, strengthening the workforce and supporting future staffing needs.
• Staffing and Workweek Reduction: Added nine firefighter positions, enabling a reduction in the shift personnel workweek from 53 to 50 hours.
• Command Staff Changes: Ten of the department’s eleven Chief Officers assumed new roles following retirements and department reorganization during the last 12 months.

CGS ENERGY

• Transferred $1.7 million to the city’s General Fund in the form of a dividend payment. In summary the dividend payment from CGS Energy helps to support essential municipal services and public operations that do not generate their own revenue which helps to pay for core community needs (public safety, public works, administrative operations and community and culture).
• For the FY 25/26, total equivalent natural gas therm sales reached $35.1 million. In summary, the natural gas supplied by CGS Energy to local residents and businesses fosters economic growth by ensuring dependable energy, creating employment opportunities, and generating tax revenue for public services.
• Achieved $3.4 Million total revenues in Retail Operations:
  • $901,000 – Gas appliances sold
  • $1.04 million – Sold  54,000 gasoline gallons equivalent (Natural Gas Fueling Station)
  • $693,000 – Gas installation piping
  • $767,000 – Gas Service & Repair work
• CGS Energy successfully completed the installation of 5.2 miles of gas main through a new natural gas main extension to provide energy to Moffit’s newest advanced cancer center in Pasco County. The project was accomplished on schedule and within the allocated budget.
• Among the 750 members of the American Public Gas Association, CGS Energy received the System Operational Achievement Recognition (SOAR) award for its outstanding performance in four key areas: system integrity, system improvement, employee safety and workforce development.
• CGS Energy’s emergency dispatch team handled 9,389 incoming phone calls, which encompassed urgent responses to various issues such as water, drainage, stormwater, gas leaks, pipeline damage, and related hazards. They effectively triaged the calls and dispatched field technicians to the areas in need.
• Provides reliably efficient natural gas energy to over 32,500 homes and businesses.
• The Florida Public Service Commission (FPSC) has successfully completed its annual audit and inspection of CGS Energy’s natural gas infrastructure across our two-county service territory, identifying only a single minor valve deficiency.
• Finalized 30-year franchise agreements with the Cities of Port Richey and New Port Richey to provide natural gas energy/service, continuing our long-term partnerships that expand CGS Energy’s service footprint and create opportunities for future customer growth in Pasco County.
• Provided natural gas service to 52 newly built townhomes at Longlake Preserve, Habitat for Humanity Tampa Bay Gulfside’s largest affordable homeownership community. The project expanded access to reliable, efficient natural gas energy while supporting the development of modern, energy-efficient homes that provide deserving families with stable, long-term homeownership opportunities in Largo.
• CGS Energy’s engineering team has launched a strategy for system enhancements, including gas main tie-ins and gas main replacements, aimed at increasing system capacity and enhancing the overall integrity of CGS Energy’s natural gas distribution network.
• The introduction of a new geographic information system (GIS) enhances CGS Energy’s mapping capabilities. This upgrade to computerized mapping and data analysis software enables the engineering team to establish a fully operational system that promotes a highly efficient and contemporary workflow.

GENERAL SUPPORT SERVICES

Fleet Management

• Advanced approximately $14.8 million in priority vehicle and equipment purchases through purchase orders or letters of intent, helping reduce the city’s exposure to future price increases.
• Implemented a reconciliation of fleet and asset records across Faster, EJ Ward and Geotab. The review strengthens accountability by identifying inactive devices, unmatched equipment and billing discrepancies.
• Strengthened Fleet’s year-end physical inventory procedures by establishing transaction cutoffs, assigned responsibilities and standardized final reporting. Completion is anticipated by Sept. 30 and will improve inventory accuracy and audit documentation.
• Streamlined Fleet’s year-end work-order closeout process by establishing deadlines, reviewing open work orders and standardizing financial reconciliation. Completion is anticipated by Sept. 30 and will improve revenue recognition and financial reporting.
• Implemented a coordinated internal process for disposing of surplus, obsolete, lost or damaged assets within General Support Services and in coordination with Risk Management. The process standardizes documentation, approvals and asset-record updates.

Building and Maintenance

• Improved citywide facility service delivery while responding to increased demand. Building and Maintenance processed 7,699 service requests—approximately 9% more than the prior year—and completed 7,906 requests, including requests carried forward from prior periods.
• Achieved a 90.40% first-response resolution rate for Building and Maintenance service requests, while only 2.99% of requests were reopened.
• Strengthened citywide custodial-service continuity by advancing a competitive multi-award procurement and identifying five qualified contractors for services beginning Oct. 1, 2026.
• Developed a consolidated scope of work for a citywide facility condition assessment and facility asset-management baseline. The scope establishes a framework for evaluating more than 190 city facilities and supporting risk-based maintenance and long-term capital planning.

Administration and Support

• Strengthened Purchasing Accountability. Required an authorized purchase order before service work begins, strengthening spending controls, documentation and compliance with city and departmental purchasing policies.
• Improved invoice accountability by requiring service invoices to reference a Fleet work order or Building and Maintenance service ticket. The requirement creates a documented connection between authorized work, completed services and payment across a department that processes approximately 9,000 invoices annually.
• Implemented a Smartsheet workflow for employee time-off requests. The workflow documents each request, supervisory review and final approval, reducing reliance on email and strengthening compliance with the city’s leave policies.
• Implemented a Smartsheet workflow for internal departmental purchase requests. The workflow centralizes supporting documentation, standardizes approval routing and provides status visibility from submission through final approval.
• Developed a centralized GSS Contracts SharePoint site to organize contract records, improve access to information and provide visibility into contract status, renewals and outstanding actions.
• Strengthened internal communication by establishing monthly contract coordination meetings using information maintained on the GSS Contracts SharePoint site. The meetings provide a consistent forum to review upcoming renewals, procurement needs and required follow-up.
• Implemented a standardized contract change-order form. The form improves consistency in documenting proposed changes, approvals, costs and contract impacts.

HUMAN RESOURCES

• Welcomed approximately 175 to 200 new employees through 26 new employee orientations, creating an engaging first impression and connecting new team members to City resources, training opportunities, and the organization’s culture and commitment to service.
• Achieved five awards for the city’s wellness program: 2025 Gold Cigna Healthy Workforce Designation, 2026 Healthiest Employers, 2026 Platinum Bell Seal Mental Health Award, and 2026 American Heart Association Gold Level Well-being Works Better, and 2026 Family Friendly Business Award at the Platinum level.
• Coordinated and supported approximately 45 LEAD Supervisory Training classes, expanding access to leadership development opportunities for employees.
• Graduated the 2nd cohort of the Clearwater Executive Leadership Academy in June 2026 and launched the 3rd cohort, continuing to expand leadership development opportunities citywide. The team also enhanced in-house learning delivery capabilities, creating greater capacity to support future academy cohorts and expand leadership development opportunities.
• Developed a multi-department collaboration to launch the new Fire Cadet program.
• Successfully processed 3,285 personnel actions in the city’s ERP system, ensuring timely and accurate employee records to include hires, transfers, promotions, salary changes, organizational changes, and terminations.
• Revised the disability pension application form to reflect the new process of streamlining the disability pension process.
• Redesigned the existing Americans with Disabilities (ADA) Accommodation request form to improve clarity, streamline the request process, and enhance efficiency in managing employee accommodation needs.
• Successfully supported high-priority and hard-to-fill positions, filling critical roles within target timelines and helping minimize business disruption from vacancies.
• Fulfilled a total of 648 records requests, processed two disability pension files (Police), completed 80 employment verifications, and responded to 234 email inquiries from the Humresweb email address.
• Expanded employee engagement and recognition opportunities through a wide variety of events and activities, including the Employee Veteran Recognition Breakfast, 2025 Holiday Party at Coachman Park, Friendsgiving—one of the largest attendances in recent history—Employee Appreciation and Longevity Luncheon, departmental cookouts, Employee Appreciation Day celebrations, deep-sea fishing trips, Sea Screamer Dolphin Adventures, bowling parties, Team Spirit Week celebrating America’s 250th Birthday, Bring Your Child to Work Day, and Employee Night with the Threshers, which had the largest attendance in the past five years. These efforts created opportunities for employees across departments to connect, celebrate, and build a stronger sense of community.

INFORMATION TECHNOLOGY

#1 Trimble Unity Maintain for Public Utilities

• Completed Phase I implementation (Utilities Department) of the Enterprise Asset Management system (Trimble Unity Maintain). The system is used by Public Utilities to manage all underground water and sewer infrastructure, plant assets, and associated work activity, and will help the department better manage infrastructure lifecycles, capture costs related to maintenance, and aid in capital project planning. The migration to Trimble Unity Maintain also ushered in a modernization of the department’s workforce, with nearly all 175 field and plant personnel now utilizing mobile devices to manage their work and record data.

#2 Fiber Optic Network

• Installed 20 miles of new conduit and fiber to support the city’s traffic management and data communications operations. This included connecting the Police Department to the Pinellas County Sheriff’s Office to facilitate migration to the county’s Motorola radio network and adding 6 new City facilities to the network.

#3 Utility SCADA Network

• Built a new SCADA network and server environment for Public Utilities, supporting the migration to VTScada for management of water and waste-water facilities, and strengthening the technology security of the city’s critical infrastructure operations.

#4 Utility Billing System Upgrades

• Completed multiple upgrades to the city’s utility billing system (Cayenta), modernizing a critical enterprise system and improving the City’s technology infrastructure. Migrated from Oracle to Microsoft SQL database, phased out the legacy reporting system and upgraded to Cognos. This migration enabled smoother updates, enhanced scalability and provides for modern add-ons such as Cayla AI-powered automation engine, and migration to cloud based services.

#5 Building Security Upgrades

• Completed building security upgrades to 16 facilities. Security improvements were also completed at the Municipal Services Building and Police Department, enhancing protections for employees, visitors, and municipal assets.

#6 Performance Management Dashboards

• Completed expansion and upgrades to the Strategic Performance Management Dashboards. New dashboards were published for the Solid Waste department, and public information dashboards were published for “Sustainability & Resiliency”, “City Budget”, and “How Property Taxes Support Municipal Services”. Additionally, updates were made to the HR, Permitting, Code and Utility Customer Services dashboards which automated data flows to allow for near real-time reporting on metrics.

LIBRARY

• The Clearwater East Community Library at SPC and the Clearwater Countryside Library established and expanded outreach initiatives to area senior and group living communities, including The Hampton, On Top of the World, Grand Villa of Clearwater, and PruittPlace-Clearwater as well as the Arc of Tampa Bay to provide library resources and services while creating opportunities for lifelong learning, engagement and connection for patrons who may not have easy access to library services.
• The Clearwater Pop-Up Beach Library partnered with the Beach Family Aquatic Center for the second summer in a row to present Splash Story Time, welcoming an average of 65 participants as week over 11 weeks for stories, music, and water play that foster early literacy.
• Our Memvelope Service, which allows patrons to have photos, film, slides, VHS tapes, 8 & 16 mm film, audio tapes, and other media digitized by library staff, saw significant engagement, with more than 500 patrons submitting Memvelopes and 27,222 items digitized. 
• The library continued its annual partnership with the Pinellas Education Foundation and Pinellas County Schools for the "Take Stock in Children" program. This program provided 10 students from the Clearwater East Community Library with scholarships for two prepaid years at a Florida college, university, or trade school.
• The 1,000 Books Before Kindergarten early literacy program has had a successful year, engaging over 120 active readers under the age of five and achieving a collective milestone of nearly 9,000 books read. To date, we have hosted two graduation ceremonies to celebrate our participants' achievements. Furthermore, we have revamped the program’s marketing campaign to more effectively highlight the vital importance of early literacy and attract a broader range of families to the initiative. 
• Summer Reading Program sign-ups reached their best numbers in years, reflecting strong community participation. 762 kids and teens were registered for the Youth Summer Reading Program on the Beanstack app for a total engagement over the summer of 19,266 days of reading logged. Adults also got into the action with 326 registered through the app for a total of 3,779 days of logged reading. 
• The North Greenwood Library Robotics Club competed in the 2026 RoboFest Qualifying Competition. Eight teams participated in the competition, with two trophies awarded. 
• Our Home Schooler’s Club program has provided home schooling families with interesting and varied enrichment activities to help enhance their varied curriculums. They have explored topics involving science, art, music, history and more and provided a place for children to meet other homeschoolers. Program attendance for the previous school year welcomed 271 children. 
• The Main and Countryside libraries partnered with the Silver Santas organization to collect holiday gifts for seniors in need, resulting in contributions for 141 individuals. 
• Night at the Library at the North Greenwood Library for the ninth year included visits from several dignitaries, a celebration of the community, special speakers and live entertainment. There were more than 200 in attendance. 

MARINE & AVIATION

• Advanced two major infrastructure projects that strengthen coastal resilience, support tourism and economic development, and modernize city-owned assets through grant funding and public-private investment.
• Reached substantial completion on the approximately $46 million Clearwater Beach Marina Reconstruction Project, with a public opening planned for November 2026. The project replaced aging infrastructure with more than 1,300 linear feet of resilient seawall, new docks and utilities, accessibility improvements and enhanced public spaces while maintaining approximately 165 marina slips and commercial operations throughout construction. Approximately $13.5 million in grants, including $4 million through the Resilient Florida Program, helped fund improvements that protect this waterfront asset and support Clearwater Beach’s tourism economy.
• Advanced construction on the Clearwater Executive Airport of an approximately 18,000-square-foot terminal, a 130-space parking area and associated airfield and infrastructure improvements through a partnership with the Florida Department of Transportation and FlyUSA. State funding and significant private investment reduce the city’s direct financial burden while positioning the airport for continued growth.

PARKS & RECREATION

Facilities, parks and hurricane recovery

• Reopened the Long Center after a $13.5 million renovation. Completed 16 months of construction, including building repairs, a new roof and solar array, upgraded heating and cooling systems, and replacement pool equipment. Pool programs continued at Morningside and Ross Norton during construction, and the Long Center reopened in August 2026.
• Completed assigned FEMA recovery projects and reimbursement reporting. Finished work at seven locations, including Beach Walk, Sand Key Bay Park, Pier 60 Park and Marymont Park. City crews also restored hurricane-damaged landscaping along Beach Walk and at city properties on Clearwater Beach.
• Opened State Street Park and refurbished Marymont Park. State Street Park opened on Neighborhoods Day with nature trails, environmental education signs, parking and park amenities. Marymont Park improvements included sidewalks, a playground, picnic shelter, parking and a refurbished restroom with a mural.
• Improved recreation facilities and park amenities citywide. Completed North Greenwood Aquatics Center pool renovations and projects at docks, a canoe and kayak launch, athletic facilities and the city cemetery. Installed, repaired or replaced 40 benches, 80 picnic tables, 60 trash receptacles, 46 bicycle racks, eight drinking fountains and 45 park signs; resurfaced six tennis courts; replaced two playgrounds; and improved sidewalks.
• Advanced future park and athletic improvements. Secured $323,000 in grants, including funding for a trailhead at the Bayshore and Courtney Campbell trails. Completed renovation plans for the Eddie C. Moore fields 1-4 complex and soccer fields, including spectator seating, dugouts, broadcast facilities and energy-efficient field lighting.

Youth development, recreation and water safety

• Delivered 9,238 swim lessons to 1,450 children. Maintained swim instruction primarily at Morningside and Ross Norton during pool closures. Also provided school-based water safety instruction for students in kindergarten through second grade at four elementary schools.
• Expanded access to youth programs and sports. Served more than 700 children through affordable summer camps at five locations and expanded North Greenwood’s sponsored out-of-school program to accommodate an additional 120 elementary school children. Youth basketball leagues served more than 600 participants, and 13 supported community sports programs provided opportunities for 2,216 youth.

Events, tourism and community engagement

• Hosted 29 athletic events with a reported $65.7 million economic impact. Events drew approximately 99,200 visitors, including approximately 91,800 from outside the area, and generated 61,773 room nights and approximately $556,000 in resort tax revenue. 
• Led Clearwater’s America’s 250th anniversary campaign. United dozens of public and privately organized events under a shared identity. The two-day Clearwater Celebrates America festival welcomed more than 25,000 attendees to Coachman Park for live entertainment, family activities and military appreciation programming.
• Expanded community celebrations and major event programming. Recreation centers hosted free events with combined attendance exceeding 20,000. Duck Days attracted thousands of visitors and earned three Florida Festivals & Events Association awards, including first place for Best New Event and Overall Event Theme and Branding. Staff also accommodated Country Thunder at Coachman Park with one month’s notice, coordinating changes to other scheduled events.
• Developed revenue opportunities and improved event operations. Established agreements for Ferris wheel attractions and guided kayak tours. Reduced direct city support for third-party co-sponsored events while increasing the number of permitted events, and assumed operation of the Achieva Turkey Trot as a revenue-generating event.

Stewardship and operational improvements

• Relocated teams and repurposed city facilities. Moved Special Events and Trades teams from the National Guard Armory into renovated city facilities while maintaining services. The relocation made the Armory property available for sale and supported redevelopment opportunities in North Greenwood.
• Strengthened park maintenance and environmental stewardship. Planted more than $100,000 worth of trees, removed 206 hazardous trees and palms, and replaced invasive vegetation at Del Oro Park with more than 30 trees and 300 palmettos. Managed maintenance contracts for more than 595 sites and provided daily services at major public spaces. Revised spring break beach maintenance procedures resulted in no documented complaints about sand grooming or trash removal during March and April.
• Mobilized volunteers to improve public spaces. Volunteers contributed more than 8,000 hours and collected more than 15,000 pounds of litter through the city of Clearwater volunteer program.

PLANNING & DEVELOPMENT

Special Magistrate

The Code Compliance Division continues to promote community well-being through responsive enforcement, proactive education, and timely resolution of code violations. In FY 2025/26, the division managed more than 3,800 code enforcement cases, with 74% initiated proactively to address issues before they generated complaints.

To further enhance service delivery, the division finalized implementation of a Special Magistrate process that will supplement the Municipal Code Enforcement Board as an additional enforcement pathway. The Special Magistrate will have its first meeting in November. This expanded process provides greater scheduling flexibility, increases access for residents and business owners to have their cases heard, and supports faster resolution and compliance with City ordinances while maintaining due process.

North Greenwood Overlay

The Long-Range Planning Division continued its partnership with residents, property owners, and stakeholders to implement the community's vision for the North Greenwood Community Redevelopment Area. Developed through public engagement and collaboration, the proposed Planned Redevelopment District (Overlay) establishes a framework to guide future redevelopment in a manner that reflects the priorities, strategies and character identified by the community.

During FY 2025/26, the city reached several significant milestones, including City Council adoption of the Clearwater 2045 amendments to establish the overlay and a Future Land Use Map amendment to apply the new overlay. These accomplishments represent meaningful progress toward implementing the community's long-term vision while creating a clear path for future investment and redevelopment. Community engagement remains ongoing as the department works with residents and stakeholders on the Community Development Code amendment to establish design standards and Zoning Atlas amendment to apply the overlay.

Operational Resilience

Throughout FY 2025/26, the department continued to provide a high level of service while managing significant permit and inspection activity, evolving regulatory requirements, and competing community priorities. Staff issued more than 11,800 permits and completed more than 30,700 inspections, while maintaining timely permit review and next-day inspection service.

These results reflect the commitment and professionalism of department employees, who continued to collaborate across divisions, partner with other City departments, and work directly with residents, contractors, businesses, and applicants to keep projects moving. In addition to maintaining core service levels, the department advanced customer-focused process improvements, including the first phase of modernizing the Business Tax Receipt process by launching an electronic application option for applicants. This initial phase provides a more convenient and accessible way to apply, while supporting greater efficiency and consistency in internal review.

As new process standards and improvements were incorporated, the department remained focused on responsive customer service, consistent communication, and efficient project delivery for the community.

POLICE

• Hired 29 new police officers
• Secured $821,805 in grant funding for a variety of public safety initiatives and equipment 
• Conducted more than 30,000 traffic stops (year to date)  
• Conducted 77 speeding and aggressive driving details 
• Conducted 56 pedestrian safety details 
• Saw the continued downward trend in traffic fatalities: six to date this year, compared with eight last year and 16 in 2024
• Burglary offenses plunged 34% (year to date) from 2025 
• Auto thefts dropped 14% (year to date) from 2025 
• Conducted an FDLE grant-funded long-term narcotics investigation that resulted in the arrest of seven suspects and the seizure of 13 pounds of fentanyl, along with firearms and a variety of other drugs. 
• Updated the Real Time Operations Center 
• Relocated the Hispanic Outreach Center to a portion of the South Greenwood police substation to provide for a more functional space and better community access  
• Five-year consecutive improvement in the Clearance Rate of Property Crimes

PUBLIC COMMUNICATIONS

• Advanced digital accessibility - In partnership with Information Technology, the department also improved website accessibility by tagging more than 1,500 documents and adding alternative text to social media content ahead of federal compliance deadlines and trained departments on accessible communication practices. 
• Launched the Everyday Clearwater campaign - Developed and launched Everyday Clearwater, a campaign highlighting the employees, programs and services that improve residents' quality of life every day. Through video, photography, social media, digital communications and neighborhood meetings and events, the campaign provided residents with a behind-the-scenes look at how local government works, the city’s budget and the value of the services they receive. 
• Introduced a new model for budget engagement - Organized and promoted the city's first Dollars to Donuts budget engagement workshop in partnership with the Finance Department, creating a more informal and interactive opportunity for more than 150 residents to learn about the city budget, ask questions and provide feedback before budget decisions were made. The initiative established a new model for resident participation in the budget process. 
• Supported the move to the renovated Municipal Services Building and Clearwater's new City Hall - Led communications supporting the transition to the renovated Municipal Services Building and Clearwater's new City Hall, including employee communications, resident information, wayfinding, digital signage, Council Chambers messaging and multimedia support. 
• Modernized public meeting streaming - Enhanced public access to local government through professional multimedia production and implementation of new technology in Clearwater’s City Hall. Produced live and on-demand broadcasts of City Council, work session, CRA and advisory board meetings. During the fiscal year, the city's meeting streams generated 26,590 viewers on the city website and 57,200 viewers on YouTube. 
• Expanded community engagement opportunities - Strengthened relationships with residents through neighborhood meetings, public meetings, Citizens Academy, Neighborhoods Day, the Council Candidate forum, the Great American Teach-In and other engagement initiatives. Expanded opportunities for residents to connect with city leadership and better understand local government through both in-person and digital engagement. 
• Improved internal communications - Organized leadership engagement events that strengthened communication between city leadership and employees. Hosted the city's first virtual employee town hall, reaching more than 400 employees and creating a new opportunity for staff to hear directly from leadership and ask questions. 
• Supported the city's high-profile initiatives - Provided communications planning and public outreach for several of the city's initiatives, including Clearwater Celebrates 250, the August municipal election, downtown redevelopment, hurricane preparedness, major construction projects, municipal energy study, recreation and library programs and special events. Through August 2026, city websites generated approximately 3.84 million page views from 2.06 million users, social media generated approximately 46 million impressions across 5,643 posts and email communications reached nearly 79,700 subscribers. 
• Improved department operations - Implemented new communication tools and workflows to strengthen the department's internal ability to support city departments, emergency communications and public engagement. Expanded the use of project management software, increased collaboration across departments and improved processes to prepare for continued growth in communication needs. 
• Shifted Toward Vertical Video Content – Modernized the city's digital social media strategy by shifting content toward short-form video and people-centered storytelling. Trained other department’s staff on creating engaging digital content and expanded the use of vertical video formats to increase reach.  
• Enhanced the city's visual communications - Enhanced the city's branding by completing more than 500 graphic design requests supporting major city initiatives, public information campaigns and departmental needs. Projects included the new City Hall, Clearwater Celebrates 250, sustainability initiatives, park signage and maps, the rebranding of the Turkey Trot, vehicle wraps, social media campaigns, mailers and Sunshine Lines. 

PUBLIC WORKS

Stormwater Improvements

• Completed targeted stormwater improvements that restored flow through creeks, ditches and drainage pipes, helping reduce localized flooding and improve system performance.
• Secured more than $14 million in external grant funding—a 1,377% increase over FY 2025—bringing outside investment to priority infrastructure and resiliency projects while reducing reliance on local funding.
• Completed the most extensive citywide stormwater pipe inspection and maintenance program in the past six years (20.37 miles)

Sustainability and Environmental Initiatives

Solar Energy Investments

• Leveraged grants and federal incentives to reduce the City’s net investment in $4.7 million of solar projects to approximately $2.2 million.
• The systems are projected to avoid approximately $327,000 in annual utility costs and more than $13.1 million over their service lives—nearly $6 in avoided costs for every $1 of City funding invested.

Grants

• Increased external grant funding from approximately $950,000 in FY 2025 to more than $14 million in FY 2026.
• Used external funding to advance critical infrastructure and resiliency projects while reducing the financial burden on local ratepayers and taxpayers.

Stormwater Management

Drainage System Maintenance and Improvements

• Expanded in-house maintenance capabilities by acquiring a Weedoo aquatic workboat and BERKY amphibious equipment. These specialized machines allow crews to remove vegetation and debris from ponds, wetlands and other areas inaccessible to conventional equipment.
• Partnered with Precision Flowline to pilot a targeted approach for correcting recurring roadway ponding without full roadway reconstruction. The method restores positive drainage more quickly, limits traffic disruptions and preserves existing pavement.
• Used specialized contractors to address deferred maintenance in ditches and creeks inaccessible to conventional equipment. Work included removing fallen trees, vegetation, sediment and debris to restore stormwater conveyance and reduce flood risk.
• Cleaned and televised 98,577 linear feet of stormwater pipe across 1,167 pipe segments.
• Mowed 408,907 square feet across 17 drainage ditches.
• Removed 2,592 cubic yards of accumulated silt through dredging at one location.

Parking

Capital Projects and Facility Improvements

• Advanced construction of the South Osceola Parking Garage.
• Completed Phase 1 restoration work at the Garden Avenue Garage.
• Replaced the camera system at the Garden Avenue Garage.
• Completed sealcoating and restoration improvements at the Municipal Services Building parking facility.
• Coordinated elevator improvements at City parking facilities.
• Completed Spring Break parking-area improvements, including pavement millings, restrooms, accessible parking spaces and lighting.

Operations and Technology

• Deployed new handheld devices and Toughbook computers to support license plate recognition enforcement.
• Added 32 paid on-street parking spaces on Laura Street between South Myrtle Avenue and Martin Luther King Jr. Avenue.
• Modernized the City’s GIS inventory of parking assets, including garages, surface lots, on-street spaces, loading zones and traffic-flow directions.
• Shifted parking enforcement toward an education- and compliance-focused approach.

Customer Service and Digital Access

• Improved the City’s parking website and online citation services, including citation payments, transfer-of-liability payments, dispute options, mapping enhancements and address corrections.
• Increased participation in the resident 50% parking discount program through coordinated outreach using flyers, signs, social media, the City website and newsletters.
• Developed a wallet-sized QR-code card connecting customers to parking and enforcement information.
• Distributed QR-code cards to enforcement personnel, the Parking Office, the Municipal Services Building lobby and other City customer-service locations.

Partnerships and Community Engagement

• Partnered with the Pinellas Suncoast Transit Authority to provide free Spring Break shuttle service to approximately 5,000 passengers.
• Met with Beach Marina merchants and other stakeholders to strengthen communication and address parking-related needs.
• Supported major community events, including the World’s Largest Rubber Duck, America 250 and Country Thunder.

Policy and Public Outreach

• Amended the City ordinance to increase parking citation fines.
• Deployed A-frame signs promoting free downtown parking after 6 p.m. on weeknights and throughout the weekend.
• Increased public awareness of downtown parking options during special events.

Right-of-Way Maintenance

The Right-of-Way Division closed or resolved 1,041 of 1,248 service requests—an 83% completion rate. Requests involved trees, streets, sidewalks, curbs, potholes, traffic signs and markings, and traffic signals and timing. Through work performed by City employees and managed contractors, the division maintained safe, accessible, reliable and attractive public infrastructure while responding directly to community-reported needs.

Urban Forestry

• Helped Clearwater maintain its Tree City USA designation for the 44th consecutive year.
• Completed 6,349 tree and palm service actions.
• Trimmed 4,538 trees and palms.
• Removed approximately 260 trees and palms.
• Planted or distributed 1,551 trees.
• Closed or resolved 291 of 366 public right-of-way tree service requests.
• Planned additional tree planting for the first quarter of FY 2027.

Streets and Sidewalks

• Closed or resolved 352 of 425 service requests involving sidewalks, potholes and broken curbs.
• Closed or resolved 194 sidewalk maintenance requests.
• Closed or resolved 144 pothole requests, with an average closure time of 4.5 days.
• Closed or resolved 14 broken-curb requests.
• Repaired 18,939 sidewalk trip-hazard locations through contractor grinding.

Traffic Operations

• Closed or resolved 398 of 457 service requests involving traffic signs, pavement markings, traffic signals and signal timing.
• Closed or resolved 286 traffic sign and pavement-marking requests.
• Closed or resolved 112 traffic signal and timing requests.
• Replaced approximately 5,000 signs through the annual zone-maintenance program.
• Installed traffic-signal preemption systems for emergency medical service vehicles, helping emergency responders move through signalized intersections more safely and efficiently.
• Created 32 paid on-street parking spaces on Laura Street between South Myrtle Avenue and Martin Luther King Jr. Avenue while maintaining minimum 10-foot travel lanes.
• Installed associated ParkMobile signs along Laura Street.
• Replaced decorative crosswalks with Florida Department of Transportation-standard, high-visibility markings at five South Beach locations.
• Coordinated with Pinellas County and the Florida Department of Transportation to restripe the west-leg crosswalk, pavement arrows, lane line and stop bar at Lakeview Road and Missouri Avenue.
• Provided maintenance-of-traffic services for the replacement of two mast-arm uprights at Drew Street and Coachman Avenue, including one overnight operation.

Capital Projects

• Completed renovations to the Municipal Services Building.
• Completed Phase 1 of the Clearwater Beach Marina project.
• Supported employee relocations to the new City Hall in preparation for its November ribbon-cutting ceremony.
• Broke ground on the new airport terminal.
• Completed multiple repairs associated with hurricanes Helene and Milton.

PUBLIC UTILITIES

Advanced Wastewater Consolidation from Planning Toward Implementation:  

• Public Utilities advanced wastewater consolidation through two parallel efforts: Ardurra began facility condition assessments and is helping develop a construction contract to maintain existing facilities through the transition, while the city is preparing solicitations for separate owner advisor contracts for the Northeast WRF expansion and primary lift stations/force main project. Together, these steps keep current facilities reliable while positioning the city to consolidate the Marshall Street and East facilities into the Northeast facility. 

Strengthened Wastewater Lift Station Reliability 

• Public Utilities strengthened the pump-station network that moves wastewater through the city. This matters because reliable lift stations help prevent backups and overflows, keep wastewater moving to treatment facilities, and reduce the risk of expensive emergency repairs while the city transitions toward long-term consolidation. 
• Supporting data: The September 2026 Lift Station Program status agenda shows a $11.4 million Tetra Tech program contract through May 9, 2028, with $6,123,949.55 in authorized task orders and $2,984,471.14 invoiced to date. Closed tasks include program management, condition assessment/program prioritization, repair contract documents and bidding, force main material verification, and generator connector work; active work includes LS 13/51/58 rehabilitation, LS 20 and LS 45 force main replacement planning, Year 2 rehabilitation design for LS 03/34/47/49/67, and point repair work with TLC Diversified. 

Senate Bill 64 Implementation  

• Public Utilities advanced Senate Bill 64 implementation, which is the state's requirement for many wastewater utilities to plan for ending nonbeneficial surface-water discharges and making better use of reclaimed water. For residents, the benefit is straightforward: the city is planning now for future treatment, reuse, and discharge requirements rather than waiting until the 2032 deadline is close. 
• Supporting data: Florida Senate Bill 64 became effective June 29, 2021. Clearwater's August 2026 Council action advanced the Florida Senate Bill 64 Plan Implementation effort; the FY26 first-quarter budget review identifies project M2606, Senate Bill 64 Surface Water Distribution Charges, with a $19 million budget increase supported by sewer revenue transfers. 

Maintained and Renewed Water, Reclaimed Water, and Well Infrastructure 

• Public Utilities re-established construction capacity for everyday water, reclaimed water, and well improvements, including pipe repairs, trenchless pipe replacement, well maintenance, and pavement or concrete restoration after utility work. This helps the city respond faster to aging infrastructure, protect water service, reduce construction disruption where possible, and keep priority repairs moving without waiting for a new contract each time.
• Supporting data: Council approved annual contracts totaling $9 million on Feb. 5, 2026: TLC Diversified for water and reclaimed water point repairs, asphalt milling/resurfacing, and concrete restoration; Murphy Pipeline Contractors for trenchless water and reclaimed pipe installation; and Applied Drilling Engineering for well maintenance.

Continued Data-Driven Wastewater Collection Rehabilitation 

• Public Utilities continued finding and fixing places where rainwater and groundwater can leak into the sanitary sewer system, a problem known as inflow and infiltration. Keeping extra stormwater out of sewer pipes protects treatment capacity during heavy rain, lowers overflow risk, and supports the long-term assumptions behind wastewater consolidation.
• Supporting data: January 2026 cumulative program activity including about 120,627 linear feet of cured-in-place pipe rehabilitation, 216,632 linear feet of cleaning and CCTV inspection, 855 manholes addressed, and smoke/dye testing covering 100% of the system. 

Advanced Lift Station Hardening and Emergency Power Resilience 

• Public Utilities advanced work to make vulnerable coastal lift stations more resilient during storms by elevating electrical and control equipment and improving wastewater pumping capacity. This work helps keep critical pump stations working when flooding, storm surge, or power disruptions would otherwise increase the risk of sewer service interruptions or overflows. 
• Supporting data: Council approved a $6.34 million FDEM-HMGP Lift Station Platforms project on July 16, 2026 for LS-09, LS-10, LS-11, LS-28, LS-35, LS-39, and LS-80. The August 2026 project status report notes a pre-construction meeting on Aug. 12, 2026 and construction notice to proceed issued Aug. 18, 2026; related work includes wet wells, valve vaults, duplex pumping improvements, and MAR02 LS 9 and 10 force main improvements serving the North Beach area. 

Modernized Utility Asset and Work Management Practices 

• Public Utilities continued implementing Trimble Unity Maintain, formerly Cityworks, to improve asset inventories, work orders, preventive maintenance, inspection history, repair tracking, and reporting. This matters because major infrastructure programs depend on reliable asset data, disciplined work histories, and consistent prioritization.
• Supporting data: Trimble Unity Maintain implementation and Business Systems Analyst support are part of the department's asset-management approach. 

Advanced SCADA Modernization and Operational Technology Resilience 

• Public Utilities continued acting on prior SCADA master planning by advancing modern monitoring and control systems for water, wastewater, and reclaimed water operations. This improves system visibility, redundancy, operator usability, cybersecurity features, and long-term reliability.
• Supporting data: The attached report states Council approved Public Utilities' VTScada purchase on Nov. 6, 2025 and a related CGS Energy SCADA purchase on June 18, 2026. 

Proactively Prepared for PFAS Treatment Requirements 

• Public Utilities advanced PFAS planning through source-water testing, treatment evaluation, and financial recovery efforts. The RO1 PFAS removal pilot study positions the city to evaluate treatment options before future compliance deadlines drive larger capital decisions.
• Supporting data: The attached report states Council approved a $273,804 PFAS removal pilot study work order for RO1 on Aug. 20, 2026; it also notes detectable PFOA/PFOS in certain source-water wells while distinguishing that from finished-water compliance. 

Maintained Drinking Water Compliance and Lead Service Line Verification Progress 

• Public Utilities maintained drinking water quality compliance and advanced Lead and Copper Rule readiness through service-line verification and school/childcare outreach. This supports public health, regulatory readiness, and trust in the drinking water system.
• Supporting data: The attached report states Clearwater met or exceeded federal and state drinking water standards for the 2025 reporting year, completed over 300 service-line verifications with no identified issues, and identified 55 school/childcare facilities for required outreach and sampling. 

SOLID WASTE & RECYCLING

• The city implemented Routeware, a technology platform that modernizes solid waste and recycling operations by providing greater visibility across daily activities. The new software enables the department to do the following:
  1. Digital route management for drivers through in-cab tablets
  2. Real-time vehicle tracking to improve fleet visibility and utilization.
  3. Onboard camera support to document service activity
  4. Centralized issue reporting for faster triage and resolution of operational concerns
  5. Collection of operational data to identify trends and measure performance.
• The Business Impact: Routeware gives the department the information needed to operate more efficiently, safely, and cost-effectively. Over time, the platform will support:
  1. Route optimization and reduced fuel consumption
  2. Improved fleet and asset utilization
  3. Better documentation and accountability
  4. Faster identification of service and operational issues
  5. Data-driven planning and continuous improvement
• By integrating with the department’s existing technology, Routeware creates a stronger data foundation for Solid Waste & Recycling operations and supports more efficient service delivery across the city.
• The Truck Wash Project was presented to the City Council for consideration of awarding the Solid Waste Truck Wash contract to C&T Construction, the lowest bidder. The new facility will provide employees with a safe and efficient way to clean and maintain the city’s solid waste vehicles, helping extend the useful life of these assets and improve employee morale. The facility may also generate additional revenue, as neighboring municipalities have expressed interest in partnering with the city to use Clearwater’s truck wash facility. 
• Created a promotional pathway for Solid Waste Worker I employees by using the Solid Waste II position as a training opportunity to earn a Commercial Driver’s License. This program supports employee growth while helping the department fill critical staffing needs. To date, five employees have participated, and the department plans to expand the program in FY 2026-27.
• Due to recurring concerns regarding location and water intrusion, the Department recommends that the City Manager reevaluate the continued use of underground trash-vault units. Several units—including those at BayCare Ballpark, Fire Station 46, Poinsettia Avenue, and Internal units at Coachman Park—were demolished. The Department also negotiated an agreement with the City of Kissimmee to transfer nine units for repurposing in exchange for $10,000.
• The Solid Waste Operations section worked closely with the IT Department as well as Utility Customer Service to complete the conversion and roll-out of the new Cognos system. This work involved using the team’s expertise to assist the outside contractors as well as city departments to ensure that the end-user experience met the needs of the Solid Waste department as well as other city departments. Over 40 various reports that the Solid Waste department relies on were converted with assistance and guidance from the Operations team, and their efforts greatly contributed to the successful transition overall. With the new Cognos system now implemented, the abilities for research and solving of any potential issues are greatly streamlined, and this effort has strengthened the accuracy for and support of both the external and internal customers that the Operations team works with.
• At the City Manager’s direction, metal recycling was procured through a request for qualifications and was placed under the management of Solid Waste rather than individual departments. After the contract’s first year with Coastal Waste, all departments reported increased revenue.
• In anticipation of continued growth and increased activity in downtown Clearwater, the Solid Waste Department has designed and built a customized, versatile collection truck capable of safely and efficiently servicing narrow streets, alleys, and other confined areas. The vehicle’s flexible design will address the unique challenges of collecting waste in tight urban spaces while also allowing it to support a variety of operational needs throughout the department.
• As part of Pinellas County’s mandated solid waste diversion program, the cities of Largo, Dunedin, and Clearwater entered into a contract with GFL/Angelo to divert Class III waste from the landfill. This initiative reduces landfill disposal while lowering waste-management costs.
• During the 2024 hurricane response, the department encountered challenges accessing certain residents’ properties without prior authorization. To address this issue, the Solid Waste team collaborated with Information Technology and the Public Communications team to develop a Right-of-Entry electronic form. It was distributed to homeowners associations throughout Clearwater to obtain the authorization needed for emergency response efforts.