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CITY OF TAMARAC GOVE RNANCE

MANUAL

TABLE OF CONTENTS MESSAGE FROM THE CITY MANAGER............................................................................................................03 MANUAL OVERVIEW....................................................................................................................................................04 STRATEGIC PLANNING PROCESS.......................................................................................................................05 STRATEGIC GOALS......................................................................................................................................................06 CORE VALUES..................................................................................................................................................................07 CITY ORGANIZATIONAL CHART...........................................................................................................................08 STRUCTURE OF CITY LEADERSHIP.....................................................................................................................09 COMMISSION SEATING ARRANGEMENT.........................................................................................................10 LEADERSHIP ROLES.........................................................................................................................................................11 LEADERSHIP RESPONSIBILITIES..............................................................................................................................12 GUIDELINES FOR CITY COMMISSION LEADERSHIP...........................................................................13-14 CODE OF ETHICS.............................................................................................................................................................15 STANDING AGAINST HATE & BULLYING...................................................................................................16-17 COMMISSION MEETING PROCEDURES.............................................................................................................18 AGENDA PROCEDURES...............................................................................................................................................19 CITY COMMUNICATION.............................................................................................................................................20 COMMUNICATION PROTOCOL..............................................................................................................................21 MEDIA RELATIONS.........................................................................................................................................................22 SOCIAL MEDIA..................................................................................................................................................................23 SOCIAL MEDIA GUIDELINES FOR PUBLIC OFFICIALS.............................................................................24 COMMISSION INITIATIVE POLICY........................................................................................................................25 RECORDS REQUEST POLICY...................................................................................................................................26 TRAVEL POLICY................................................................................................................................................................27 MANAGEMENT & BUDGET SERVICES DIVISION........................................................................................28 EMERGENCY MANAGEMENT..................................................................................................................................29 BOARDS AND COMMITTEES...........................................................................................................................30-31

MESSAGE FROM THE CITY MANAGER Welcome to the Tamarac City Commission! We truly appreciate your willingness to serve our community, working alongside our committed city staff and administration. As a commissioner, you play a crucial role in making policy decisions, enacting laws, setting taxes, and advocating for the best interests of Tamarac. Your work is essential in meeting community needs and representing our citizens effectively. In line with our City’s vision of “Excellence Always”, we are dedicated to delivering effective and efficient municipal services that meet the expectations of our residents. We hope your term is both rewarding and significant. This guide will provide you with a clear understanding of your responsibilities and the legal requirements of your role, empowering you to execute your duties with confidence and precision. Your commitment as a Commissioner drives Tamarac forward. Together, we’re poised to create lasting, positive change for our residents and community.

MANUAL OVERVIEW This Governance Manual is a comprehensive guide outlining the city’s structure, strategic direction, and the responsibilities of its leadership. It emphasizes our core values that shape all facets of governance and details the strategic goals, procedures for commission meetings, leadership roles, committee functions, key city policies, and guidelines for budget and emergency management, all to promote effective and transparent city management. In addition, the manual serves as an essential resource for understanding the city’s legal and administrative frameworks, including charters, ordinances, and ethics standards.

By establishing clear standards and expectations, this manual helps guide the city toward a future of prosperity and sustainability.

STRATEGIC PLANNING PROCESS The City is proactively planning for 2040 through its strategic plan, built around six core goals that will shape our initiatives for the years ahead. October - December: Strategy Input – Review past performance and conduct SWOT analyses and environmental scans. January - February: Strategy Development – Define and finalize the vision, goals, and action items. March - September: Strategy Deployment – Align the strategic plan with departmental objectives, workforce efforts, and budget priorities. Ongoing: Strategy Execution – Monitor performance, celebrate successes, and address areas needing improvement. Guiding Principle: Excellence Always!

STRATEGIC GOALS With six strategic goals, Tamarac builds a future of inclusivity, safety, resilience, vibrancy, connectivity, and innovation. Tamarac is Home: Focus on inclusivity, equitable access, and maintaining a well-kept environment. Emphasizes quality parks, infrastructure, transportation, ADA accessibility, and education. Tamarac is Safe and People Know It: Prioritize quick emergency response, low crime, and engaged first responders. Emphasizes visibility, crime prevention, and preparedness. Tamarac is Economically Resilient: Aims to be business-friendly, fostering growth and market opportunities, and providing a place where businesses can thrive. Tamarac is Vibrant: Encourages an attractive, active, sustainable, and fun environment. Focus on community image, resilience, and promoting a healthy lifestyle. Tamarac is Smart and Connected: Develops tech-savvy and neighborly relations, using smart technology to enhance communication and community engagement. Tamarac is a Dynamic Workplace: Aims to attract and retain skilled talent, promoting a culture of excellence, customer service, professional development, and an optimal, supportive organization.

CORE VALUES Our core values drive our commitment to exceptional service and a thriving, trustworthy community. Teamwork: Collaborating effectively through strategy, communication, and support to achieve shared goals. Accountability: Taking responsibility for tasks, planned or unplanned, with thoroughness and accuracy. Innovation: Improving city operations by refining processes and seeking new solutions. Professionalism: Showing respect, self-motivation, and courtesy in service delivery. Integrity: Acting with honesty and trust, making the right choices even when challenging.

CITY ORGANIZATIONAL CHART The chart shows Tamarac’s organizational structure with residents at the top, followed by governing bodies officials, Boards and Committees and City Departments. Boards and committees play a role in supporting city operations, each focused on serving specific needs of Tamarac residents. Key departments include: Under the City Manager: Police Services, Fire Rescue, Financial Services, Human Resources, Information Technology and Public Information Office. Reporting to the Deputy City Manager: Parks & Recreation, City Clerk, Building, Community Development, Public Services, and Economic Development.

STRUCTURE OF CITY LEADERSHIP

The City of Tamarac operates under a municipal charter, the primary legal document that defines the city’s organization, powers, functions, and key procedures. Policy decisions are determined by the City Commission through majority vote. Part 1 – The Charter The City Manager, appointed by the City Commission, serves as the Chief Executive Officer and administrative head of the city, working under the Commission's supervision and direction. The City Manager and City Attorney report to the Commission as a collective body. The City Clerk is appointed by the City Manager.

COMMISSION SEATING ARRANGEMENT The chart below shows the current seating

Position

Title

City Manager

City Attorney

arrangement with designated seats for the Mayor, City Manager, City Attorney, BSO, and the City Clerk.

Commissioner

Mayor

Vice Mayor

Commissioner

BSO

City Clerk

LEADERSHIP ROLES Role of the Mayor: The Mayor is a member of the Commission, elected at large, who presides over Commission meetings and serves as the ceremonial head of the city government. The Mayor represents the city in agreements with other governmental entities and is authorized to sign contracts, deeds, and other official documents. The Mayor holds no administrative duties beyond these responsibilities and cannot independently enact ordinances or enter into contracts on behalf of the city without prior approval from the Commission. Role of the Vice Mayor: The City Commission will elect a Vice Mayor from among its members. This election will occur annually no earlier than the third Tuesday of November. The Vice-Mayor shall serve as acting Mayor in the absence or disability of the Mayor with all powers and duties of the mayor. The Vice Mayor shall serve a term of one (1) year and shall not serve successive one (1) year terms. In the event of a vice-mayoral vacancy, a majority of the commission shall elect a new vice-mayor who shall serve the remainder of the unexpired term. Commission Authority: The Commission, as a body, can pass, decide, direct, or enact ordinances or enter into contracts on behalf of the city through a majority vote, and in certain cases, a supermajority or unanimous vote may be required.

LEADERSHIP RESPONSIBILITIES City Manager Responsibilities: The City Manager is responsible for enforcing laws and ordinances, appointing and removing subordinate officers and employees, overseeing all departments created by the Commission, and attending Commission meetings to participate in discussions (without voting rights). The City Manager recommends necessary measures for adoption and keeps the Commission informed about the city's financial condition. The City Manager appoints all other employees and determine their compensation, subject to the city’s annual budget. The City Manager oversees the overall administration and management of the City. The Commission, or its members, should not interfere with the City Manager’s decision-making on employment or other administrative matters. The Commission’s role is to set policy, while the City Manager is responsible for implementing those policies through City staff. City Attorney Responsibilities: The Commission also appoints a City Attorney and any necessary assistant attorneys, who serve at the Commission’s discretion and compensation. The City Attorney represents the municipality, its agencies, departments, officials, employees, and boards in legal matters related to their official duties. The attorneys must be licensed to practice law in Florida, and their terms of service are designed to serve the best interests of the City of Tamarac.

GUIDELINES FOR CITY COMMISSION LEADERSHIP As a member of the City Commission, you play a critical role in shaping the future of your community. To ensure your decisions are thoughtful and in the best interest of the city, it is essential to familiarize yourself with the City Charter and Ordinances, which guide the City’s operations. These documents are available electronically through Municode, and you should feel comfortable accessing them and asking questions when necessary. Key Standards of Conduct Uphold democratic values, respect representative governance, and follow all laws and regulations. Value city services, maintain a constructive outlook, and demonstrate social responsibility. Foster public confidence by building honorable, integrity-based relationships. Prioritize community needs, avoid gifts that influence decisions, and refrain from using the position for personal gain. Actively support and implement city policies aligned with the city’s vision and mission. Keep the community informed, and practice integrity through honesty, transparency, and accountability. Avoid decisions that benefit personal connections or personal gain. Do not improperly influence other public officials or interfere in their duties. Avoid private employment that could conflict with public duties. Refrain from investments that could present conflicts with official duties.

GUIDELINES FOR CITY COMMISSION LEADERSHIP Do not accept gifts that could influence official actions or suggest impropriety. Maintain professionalism; avoid personal attacks, false accusations, or actions that appear improper. Do not use the Code of Ethics for unsupported or knowingly false claims. Uphold the city’s Charter in all actions. Follow all federal, state, and local laws, rules, and regulations. Accurately communicate the city’s official stance when representing the commission or advisory board. Do not disclose confidential information for personal advantage. Support the city manager’s responsibilities and adhere to assigned duties. Disclose personal relationships that may cause conflicts or appear improper. Solicit or accept campaign contributions per campaign finance laws. Accept awards, loans, or event refreshments only when no conflicts exist. Provide assistance to citizens without seeking personal gain or undue influence. Prepare for meetings, discuss contracts openly, protect confidential information, and make merit-based decisions.

CODE OF ETHICS Elected officials are responsible for serving the public with integrity, transparency, and fairness. This Code of Ethics sets forth the principles and standards guiding the conduct of Commission members in their official roles. Upholding these ethical standards ensures that Commission members maintain public trust and demonstrate a commitment to serving the community with honor. For further guidance, refer to the Tamarac Code of Ethics, Broward County Code of Ethics, Florida Commission on Ethics, and the ICMA Code of Ethics.

Below are links to relevant ethical guidelines: Tamarac Code of Ethics Broward County Code of Ethics ICMA Code of Ethics Guide to the Sunshine Amendment and Code of Ethics for Public Officers and Employees

STANDING AGAINST HATE AND BULLYING The City of Tamarac upholds anti-hate and anti-bullying values as core to ethical governance, as reflected in both the City's Code of Ethics and the ICMA Code of Ethics. These standards promote dignity, fairness, and respect—and prohibit harassment, bullying, and discrimination. City of Tamarac Code of Ethics: Sec. 2-405. Standards of conduct

🔹 (2)

"Each public officer shall pledge himself or herself to affirm the dignity and worth of the services rendered by city government and to maintain a constructive, creative, and practical attitude towards urban affairs incorporating a deep sense of social responsibility as a public servant." Relevance: Emphasizes dignity and social responsibility, a foundation for antibullying/anti-hate values.

🔹 (3)

"Each public officer shall be dedicated to the highest ideals of honor and integrity in all public and personal relationships..." Relevance: Promotes respectful behavior in all relationships—discouraging conduct rooted in hate or bullying.

🔹 (12)

"Each public officer agrees to be honest, fair, and respectful to others in performing his or her duties as a public officer and agrees to refrain from and avoid conduct creating an appearance of impropriety or which is otherwise unbefitting a public officer, including, but not limited to, making false accusations or personal attacks against another public officer, or behaving in a rancorous or contentious manner."

STANDING AGAINST HATE AND BULLYING The ICMA Code of Ethics:

🔹 Tenet 2

“Affirm the dignity and worth of local government services and maintain a deep sense of social responsibility as a trusted public servant.” Relevance: Foundational language around dignity, worth, and responsibility aligns directly with an anti-hate/anti-bullying mindset in public service.

🔹 Tenet 3 “Demonstrate by word and action the highest standards of ethical conduct and integrity in all public, professional, and personal relationships…” Relevance: This tenet promotes integrity and respectful conduct, deterring harmful or hostile behavior in any professional relationship.

🔹 Guideline: Conduct Unbecoming “Members should treat people fairly, with dignity and respect and should not engage in, or condone bullying behavior, harassment, sexual harassment or discrimination on the basis of race, religion, national origin, age, disability, gender, gender identity, or sexual orientation.”

COMMISSION MEETING PROCEDURES Meeting Schedule: In accordance with City ordinances, regular City Commission meetings are held on the second and fourth Wednesday of each month. The first meeting begins at 7:00 p.m., and the second meeting at 9:30 a.m. Regular City Commission meetings may be canceled or rescheduled, and special meetings may be called, in accordance with applicable City ordinances, procedures, and public notice requirements. Workshops are generally held once a month on the Monday preceding the first regular meeting at 10:00 a.m. These workshops provide an opportunity for more detailed discussions on upcoming agenda items and other important matters. Meeting Conduct: Meetings are conducted according to Robert's Rules of Order. Familiarity with these rules is encouraged. Closed Sessions & Confidentiality: The City Commission may conduct a closed or exempt session only when expressly authorized by applicable Florida law. Such sessions must comply with all statutory requirements governing notice, attendance, subject matter, recording or transcription, and preservation of records. The City Attorney shall provide legal guidance regarding the statutory authority and procedures applicable to each closed session. The City Clerk's Office shall coordinate applicable notices and maintain required records in accordance with Florida law. Public Comments: All public comments should be addressed to the City Commission as a whole, rather than to individual members. Commission Interaction: During public comment, the Mayor and City Commission should refrain from engaging in direct dialogue with the presenter or giving immediate, emotional reactions.

COMMISSION MEETING PROCEDURES Public Demonstrations: No public demonstrations of support or opposition (such as applause or verbal reactions) are permitted during meetings. Recognitions and Awards: Community and City staff recognitions, along with awards, are part of the Commission meetings. If there are questions, they should be directed through the Mayor, City Manager, or City Attorney. Commissioner Comments: During the Commission Discussion segment of the meeting, Commissioners may offer comments or feedback on a presenter’s ideas or suggestions. Follow-up Actions: Presenters should be referred to the City Manager for any followup actions or concerns they have raised. For further details, refer to Ordinance No. 2021-008, which outlines the general conduct of City Commission meetings, including the duties and responsibilities of the Mayor, as well as rules regarding procedures, discussions, and decorum during public meetings. Additionally, Ordinance No. O-2025-013 updates the City Commission's meeting procedures to reflect the City's revised agenda structure, including the restoration of Commission Reports as a designated portion of the meeting. The ordinance also provides residents with the opportunity to offer public comment on proposed ordinances during first reading, promoting greater public participation in the legislative process.

AGENDA PROCEDURES 1. Agenda & Briefings: The agenda and supporting materials will be available electronically no later than the Friday before each scheduled meeting. Prior to the meeting, a virtual or in-person briefing will be held with each commissioner and the City Manager to review agenda items.

This

opportunity

ask

questions and discuss agenda items in detail. At the end of the briefing, there will be time to address non-agenda items. 2. Commission Meeting Readiness and Participation Each Commission member must review materials and come to meetings fully prepared. During public participation any member of the public may speak to any issue that is not on the agenda for public hearing during the city commission meeting. Backup materials are not required for Commission Reports, which will be heard after Public Comments. 3. To submit a request for the Commission agenda: Use the online Commission Agenda Request Form. Submit the form at least 6 calendar days before the meeting at which the item is to be considered. If you want the item to appear on a future agenda, it must receive support from at least three (3) members of the Commission. The City Manager has the final responsibility for setting and finalizing the agenda. Each member of the Commission is limited to presenting no more than four (4) items per meeting, excluding proclamations or keys to the city. Code of Ordinance - Sec. 2-34–Comprehensive Procedures for City Commission Meetings

CITY COMMUNICATION City Commission members are accountable to their constituents. The City Attorney and City Manager report directly to the City Commission, while department heads report to and are accountable to the City Manager. Staff members report to and are responsible to their respective department directors. A clear chain of command is essential for maintaining order and efficiency within the organization, helping to avoid confusion and duplication of efforts. It’s important for Commission members to respect this hierarchy and allow the City Manager to fulfill their responsibilities. By providing the City Manager with the necessary space to lead, the organization can operate smoothly and in line with its structure. Communication Policy This policy sets the guidelines for written and verbal communication between the City Manager's subordinates and the Mayor/Commission. The City Manager serves as the primary liaison, ensuring all communications adhere to established protocols. Staff members must notify their Department Director of any requests from the Commission, which are then communicated to the City Manager's Office. Additionally, any documents requiring the signatures of Elected Officials must be submitted to the City Manager for review before being forwarded. Familiarizing yourself with this policy will help ensure clear, consistent, and appropriate communication across all levels. Communication Policy

COMMUNICATION PROTOCOL Clear guidelines are established for effective communication with the City Commission, focusing on accuracy, timeliness, and clarity to keep leaders wellinformed and engaged. Consistent Communication: Share accurate, timely, and complete information with the City Commission. Concise Messaging: Ensure communications are clear and succinct. Primary Contact: The City Manager is the primary liaison for the Mayor and City Commission. Timely Updates: Inform the entire City Commission promptly on key matters. Critical Information Includes: Legislative updates Major projects and events Major positive or negative news Significant incidents (e.g., major traffic disruptions, lock-down of a school or business) Situations likely to attract media attention or involve substantial police/fire presence

City Directory

MEDIA RELATIONS

Media Relations/PIO Policy: This policy (Policy 10-01R) outlines guidelines for managing the City of Tamarac’s communications with the media, especially during emergencies. The Public Information Office (PIO) is responsible for determining how to handle media relations, serving as the primary spokesperson unless a temporary representative is appointed. During emergencies, communication follows a set chain of command, with the PIO coordinating all media inquiries. Employees are encouraged to suggest news stories that positively represent the city, and press release requests should be submitted well in advance. The PIO also manages emergency communication hotlines and ensures updates are provided to the public in a timely manner. Media Relations Policy. Societal and Global Issues: The City maintains a nonpartisan stance, focusing on local issues that reflect community needs without engaging in partisan politics. Communications will prioritize topics directly impacting Tamarac. Staff consultation will guide responses, and Tamarac may promote collective action on important issues through partnerships with other municipal organizations. Discretionary proclamations may address awareness topics that align with community values.

SOCIAL MEDIA Social Media Use Policy: The City Established Social Media Sites Policy (09-02R) provides guidelines for Tamarac’s use of social media to enhance public communication, transparency, and engagement. Managed by the Public Information Officer (PIO) and designated departments, it ensures compliance with legal standards, branding guidelines, and security protocols. Use of City Established Social Media Sites Only authorized employees may represent the City on social media, and all content must follow city policies, including technology use and copyright laws. The policy includes procedures for creating new accounts, monitoring activity, responding to public inquiries, and maintaining confidentiality to protect the City's brand and reputation.

Related Policy - Technology Resources Usage Policy

SOCIAL MEDIA GUIDELINES FOR PUBLIC OFFICIALS You have the right to express personal views, but when posting about government or official duties, you act as a government official and are subject to First Amendment limitations. If a social media page is opened for public discussion or designated for public comments, it may become a "limited" or "designated" public forum. In this case, public officials cannot exclude individuals from the page simply due to disagreement with their opinions. A social media account will be considered an official page if: Use of official titles or roles: You present the account as part of your government role, using titles or agency names. Account activity resembling official government use: Even if the account appears personal, it can be treated as an official account if it is used in a way that suggests official government activity. Managing Comments and Discussions on Social Media: You can choose to limit or turn off comments on specific posts or for the entire account. If you allow comments, restrictions must be applied consistently, and you cannot censor comments solely based on viewpoint. A person may be blocked for posting personal threats or using profane language, in accordance with the social media platform’s terms of service. Additionally, officials can limit discussions to certain subjects or even preclude comments altogether. However, if comments are allowed, officials cannot discriminate against specific viewpoints. Guidance on Using Social Media for Official Announcements: Use caution with mixed-purpose accounts: If you frequently post about government-related matters on a personal account, it may be viewed as an official account regardless of its intended purpose. Separate personal and official posts: To avoid confusion, consider maintaining a separate, clearly designated account for official communication. This will reduce the risk of your personal account being viewed as an official government account.

COMMISSION INITIATIVE POLICY The

City

outlines

Commission procedures

Initiative

for

funding

Policy and

managing initiatives organized or facilitated by City Commission members, including partnerships with third-party organizations. Commission Initiative Policy Key points include: Definition of Initiatives: Activities, events, communications, and other expenditures by City Commission members that involve city resources for community engagement and public purposes. Budget and Funding: Initiatives must align with the City’s Annual Budget, with expenditures charged to the sponsoring Commission member’s account. Only activities with a valid public purpose are eligible for funding. Approval Process: Resource requests require City Manager’s Office approval. Staff assistance, overtime, and purchases related to initiatives follow established accounting practices. Implementation Steps: Initiatives involve submitting applications, timely communication between staff and commissioners, and budget management to ensure successful execution. Documentation and Accountability: Forms and proper documentation ensure tracking, transparency, and compliance, including for reimbursements and third-party partnerships.

RECORDS REQUEST POLICY The City's Public Records Policy establishes a consistent process for managing public records requests in accordance with Florida's Public Records Act (Chapter 119). The policy promotes transparency, accountability, and timely access to public records while ensuring compliance with applicable legal requirements. Members of the City Commission play an important role in supporting these requirements by maintaining records related to official City business and coordinating public records requests with the City Clerk's Office. Records Requests Policy Key points include: Purpose: Ensure timely, consistent, and transparent handling of public records requests. Public Records: Include emails, texts, photographs, and other records related to City business, including those on personal devices. Commission Responsibilities: Preserve records related to official City business and promptly forward requests to the City Clerk's Office. Records Management: The City Clerk's Office coordinates requests through JustFOIA and provides existing responsive records. Retention: Follow applicable retention schedules and preserve records subject to requests, litigation holds, or other legal requirements. Review and Release: The City Clerk's Office coordinates exemptions and redactions, consulting the City Attorney as needed. Fees and Subpoenas: Applicable fees may be assessed, and subpoenas for records are coordinated through the City Clerk's Office.

TRAVEL POLICY The City of Tamarac travel policy provides guidelines for employee travel on City business, ensuring reasonable expenses and responsible use of public funds. All City-funded or work-time travel requires authorization, with overnight or out-ofstate trips needing prior approval from the City Manager via a Pre-Approved Travel Authorization (PTA) form. Tavel Policy Key Guidelines: Approval and Documentation: Overnight and out-of-state travel must be pre-approved by the City Manager. Local travel only requiring mileage or meal reimbursements does not need prior approval. Arrangements and Payments: Travel arrangements can be made through approved agencies or online platforms. Advance payments for meals, mileage, and certain other expenses are possible with proper documentation. Reimbursements and Allowances: Expenses like meals and mileage are reimbursed according to federal per diem rates. Procurement cards are used for lodging and other approved expenses. Cost-Efficient Practices: Employees are expected to select economical options for transportation, lodging, and meals. Certain personal expenses, such as entertainment and alcohol, are nonreimbursable. Exceptions to the policy require City Manager approval based on specific needs or circumstances.

MANAGEMENT & BUDGET SERVICES DIVISION The Management and Budget Services division is responsible for administering the City’s budget development process and overseeing the six-year asset management program. This division’s key functions include preparing the City’s budget, forecasting two future years, and managing assessment programs for Fire Rescue, Solid Waste, Stormwater Management, and Nuisance Abatement. A comprehensive understanding of the budget process, along with a review of past budgets and the current adopted budget, is essential to make informed financial decisions and provide effective oversight. Familiarity with these documents necessary to anticipate the City's financial needs, assess departmental funding requests, and ensure alignment with long-term fiscal strategies. This knowledge supports the efficient management of resources, helping guide the City’s fiscal operations to meet both immediate priorities and future objectives.

Budget Documents

EMERGENCY MANAGEMENT Section 2-444 of the city’s code outlines the authority and procedures for the City Manager to declare and manage states of emergency, ensuring swift action and public safety while maintaining clear limits on powers and processes for emergency response and termination. Emergency Declaration & Authority Summary Authority to Declare: The City Manager can declare emergencies, implement emergency and recovery plans, and delegate duties to public safety heads. Chain of Command: If the City Manager is unavailable, a set order (Acting City Manager, Mayor, etc.) can declare emergencies. Powers During Emergency: Includes funding relief, requesting aid, following higher authority orders, waiving procurement rules, managing emergency contracts, enforcing curfews, and regulating public safety measures. Operations & Public Safety: Authority to manage resources, enforce rationing, restrict travel, and oversee public safety. Commission Waivers: Emergency waivers for contracting, hiring, equipment, and funds use. Termination: The emergency ends when conditions stabilize, with public notification.

Emergency Management City Code

BOARDS AND COMMITTEES

The City of Tamarac is supported by a range of specialized boards and committees, each dedicated to enhancing various aspects of city life. From guiding charter amendments to fostering diversity, advising on land development, and advocating for public art, these groups bring diverse expertise and perspectives to shape Tamarac’s future. Each board and committee serve a unique role, contributing to the city’s vision. Board and Committee Appointment Procedures Charter Board: Members consider and recommend Charter amendments to the Commission. In order to be considered, the board shall conduct a public hearing on the proposed Charter amendments; and such proposed Charter amendments shall be submitted in final form to the Commission in sufficient time for its review. Education Advisory Board: The Board serves in an advisory capacity to the City Commission on matters related to education. The Board may provide recommendations concerning educational programs, school and community partnerships, student safety, volunteer opportunities, and other initiatives that support educational opportunities within the City.

BOARDS AND COMMITTEES

Parks & Recreation Board: Members make recommendations concerning recreational needs for the entire city, as well as recommendations about existing and proposed parks and recreation programs. Planning Board: Members are responsible for advising and making recommendations to the City Commission regarding land development matters. Persons possessing experience or interest in the following areas shall receive special consideration: architecture or landscape architecture; environmental science; real estate; urban planning; engineering; neighborhood; condominium; or homeowners’ association activist. Privatization Committee: Members are responsible for research on matters related to the privatization of city services and reporting back to the City Commission. The privatization committee may perform other duties prescribed by resolution by the City Commission. Public Art Committee: Members make recommendations to the City Commission on revisions to the public art guidelines, master plan, art, and artist selection. A member would have experience in the following disciplines: landscape architecture, urban planning, engineering, or related design disciplines; a professional artist; a citizen knowledgeable in the field of public art, education, or community affairs; and a representative from the development community.

BOARDS AND COMMITTEES

Senior Advisory Committee: The Committee serves in an advisory capacity to the City Commission and City Manager on matters affecting senior residents. The Committee may provide recommendations concerning programs, services, community engagement, health and safety, and other initiatives that support the quality of life for seniors within the City. Sister Cities Committee: Members shall research and report to the City Commission on matters related to Sister City programs or relationships. The Committee members will be committed to exploring relationships with Sister Cities International member cities located in Caribbean countries, Latin America, Europe, and Israel as per Resolution R-2019-098. Supreme Court Justice Ruth Bader Ginsberg Commission on the Status of Women (RBG): Focuses on identifying and addressing economic, health, social, and other issues impacting women in Tamarac. Serving in an advisory role, members conduct studies and provides recommendations to the City Commission and City Manager on matters like fair treatment, non-discriminatory policies, health and wellness, and access to services and education for women. Veterans Affairs Committee: The Veterans Affairs Committee shall promote and facilitate awareness among veterans of their rights, benefits, and any other special needs; promote programs designed to encourage public awareness of the role of veterans in the history of the United States; and promote patriotism.

CITY OF TAMARAC GOVE RNANCE

MANUAL