Bruce Rector, Mayor, City of Clearwater

Invest: spoke with Clearwater Mayor Bruce Rector about the city’s rapid recovery after Hurricanes Helene and Milton, its leadership in resilience and inclusion, and the long-term strategies positioning Clearwater within the broader Tampa Bay region. “That investment in resiliency pays off. We are living proof out here in Clearwater that it does,” said Rector.

What changes over the past year have most impacted Clearwater, and in what ways?

The first part of the year was very difficult. Hurricanes Helene and Milton caused severe damage, and recovering quickly became the top priority. Tourism is central to Clearwater and to Tampa Bay as a whole, and Clearwater Beach is the region’s primary beach. About 10,000 people work on the beach alone, and many more depend on the tourism economy throughout the city and region.

We invested about $85 million in recovery and mobilized our full city workforce of roughly 1,900 employees. A major milestone was reopening ahead of spring training. The Philadelphia Phillies’ stadium had been badly damaged, and welcoming their fans by February 15 was essential. Those visitors became trusted eyewitnesses to our recovery. When they shared on social media that Clearwater Beach looked the same as ever, it validated our progress in a way that no official message could.

As a result, we had our strongest tourism year on record — the highest spring hotel occupancy we’ve seen and a record summer in terms of bed tax collections and occupancy. Some neighboring communities are still recovering today, which underlines how significant it was for Clearwater to lead the county and the region back. The early phase required extraordinary effort, but that work turned a difficult year into one of our most successful.

Clearwater became the nation’s first Red Star City. What inspired this initiative, and what impact is it already having?

The idea came from a local veteran who wanted to create a symbol for families who lost a loved one — a veteran or first responder — to suicide. We have powerful recognitions like the Purple Heart and Gold Star for those who die in battle or active service, but nothing for those who die later from the invisible wounds of their service. Veterans and first responders often witness traumatic events that stay with them long after, and suicides in those communities are rising at an alarming rate.

This initiative is deeply personal for me. My father was an Army veteran and first responder who took his own life more than 35 years ago. The pain of that loss never truly goes away, and, for many years, there was a strong stigma that kept families from speaking openly about suicide. When the resident shared his idea, I shared my own story, and we formed an immediate connection.

We worked together for about a year to help launch the Red Star foundation, led by Jerry Shaffer. When asked whether Clearwater would become the first Red Star City in the nation, we were honored to say yes. Our hope is that the initiative spreads quickly. It brings visibility to families left behind — including young children — and offers recognition and support that did not previously exist. Just as importantly, it raises awareness for those who may currently be struggling. If this work helps even one person choose a different path, then it is already making an impact.

With Clearwater on the way to becoming an autism-certified city, how are those initiatives influencing your approach to services and community life?

Clearwater is naturally diverse. Tourism brings people from all over the world, and the city is also home to large employers in manufacturing, technology and other industries. That environment has encouraged us to cultivate a culture of inclusion and hospitality for residents and visitors alike.

Becoming an autism-certified city would be a natural extension of that work. Our goal is to make families with a member on the autism spectrum feel welcomed and supported when they visit — and that starts with ensuring our own residents experience that support every day.

To achieve that, we are training police officers, firefighters, emergency personnel, nurses, medical providers and others throughout the community. It creates a more informed and empathetic response to the unique challenges individuals with autism may face.

LiFT Academy has quickly become a regional leader in autism education. Families have moved to Clearwater specifically to be near the school. Parents regularly share emotional stories about the difference it has made in their children’s lives. Traditional school environments sometimes struggle to meet the needs of students with autism, but LiFT provides a setting that understands and adapts to those needs. These initiatives make Clearwater more welcoming while also strengthening our community fabric.

How is Clearwater approaching talent attraction and workforce development within the broader Tampa Bay economy?

Housing is one of our most significant challenges. Coastal cities face intense demand from retirees, remote workers and short-term rental investors. That pressure makes it difficult to create enough attainable housing for the workforce needed to support our industries.

Because of those constraints, a key part of our strategy is to develop the talent that already lives here. Young adults may prefer to live independently, but many can begin their careers while living with parents or grandparents until the housing market catches up. Meanwhile, we are working hard to increase density and expand housing options within the city, though demand continues to outpace supply.

Workforce development is a regional effort. I collaborate closely with Mayor Castor in Tampa and Mayor Welch in St. Petersburg. We all agree that early childhood education is one of the most important factors. About 90% of a child’s brain develops by age five, so getting books into children’s hands and creating a reading culture early on is foundational. That is how we build the future workforce from within.

We are also investing in technical education. The aviation academy on U.S. 19 prepares young people not only for aviation jobs but also for technical roles in industries like amusement parks in Orlando, which use similar hydraulic and mechanical systems.

One of the most transformative developments in the region is the Bellini College of Artificial Intelligence, Cybersecurity and Computing, created with significant support from Clearwater resident Arnie Bellini. The school is already full, and it positions Tampa Bay — including Clearwater — to become a major hub for cybersecurity talent. That strengthens companies like KnowBe4 in downtown Clearwater and ReliaQuest in Tampa, and it builds upon the expertise at MacDill Air Force Base with CENTCOM and SOCOM.

Long term, developing the young people who are already here is the most effective way to meet workforce needs. Housing demand will remain high, but investing early in education and technical training ensures Clearwater can compete for the industries of the future.

As a coastal city, resilience is central to Clearwater’s long-term strategy. 

How are you strengthening resilience moving forward?

Our ability to recover quickly from recent hurricanes came down to two major factors. First, we had the capacity to respond. As Tampa Bay’s third-largest city, with about 1,900 employees, we were able to invest $85 million and mobilize a large team to rebuild. Many smaller surrounding communities simply do not have that level of resources.

Second, we benefited tremendously from long-term planning. Over the past 15 years, Clearwater Beach has been rebuilt with higher elevations and stronger, more resilient structures. New hotels and coastal buildings were designed to withstand major storms. That preparedness allowed us to recover far faster than we otherwise could have. That investment in resiliency pays off. We are living proof out here in Clearwater that it does.

But resilience is not a single-city issue. Tampa Bay functions as a unified regional ecosystem. People may live in Clearwater but work in Tampa or St. Petersburg. They may send their children across county lines for school, or travel to hospitals outside their own city. Our tourism economy supports events at Raymond James Stadium and Amalie Arena, and about 85% of our visitors arrive through Tampa International Airport.

That’s why we work closely with Tampa and St. Petersburg on shared resilience initiatives. One major focus is wastewater infrastructure. All three cities are making major investments to strengthen wastewater systems and improve water quality in Tampa Bay. In Clearwater, we are consolidating three wastewater treatment plants into one more resilient facility. It is a significant cost, but it is essential for protecting residents, the environment and the regional economy.

Strengthening resilience means continued investment in infrastructure, thoughtful planning for climate and storm risks and deep collaboration across Tampa Bay. Our success depends on the strength of the entire region.