HomeMy WebLinkAboutRegular Council Meeting Agenda Packet 02/04/2020MARANA TOWN COUNCIL
REGULAR COUNCIL MEETING
NOTICE AND AGENDA
11555 W. Civic Center Drive, Marana, Arizona 85653
Conference Center on the Second Floor, February 4, 2020, at or after 7:00 PM
Ed Honea, Mayor
Jon Post, Vice Mayor
David Bowen, Council Member
Patti Comerford, Council Member
Herb Kai, Council Member
John Officer, Council Member
Roxanne Ziegler, Council Member
Pursuant to A.R.S. § 38-431.02, notice is hereby given to the members of the Marana
Town Council and to the general public that the Town Council will hold a meeting open
to the public on February 4, 2020, at or after 7:00 PM located in the Conference Center on
the Second Floor of the Marana Municipal Complex, 11555 W. Civic Center Drive,
Marana, Arizona.
ACTION MAY BE TAKEN BY THE COUNCIL ON ANY ITEM LISTED ON THIS
AGENDA. Revisions to the agenda can occur up to 24 hours prior to the meeting. Revised
agenda items appear in italics.
As a courtesy to others, please turn off or put in silent mode all electronic devices.
Meeting Times
Welcome to this Marana Town Council meeting. Regular Council meetings are usually
held the first and third Tuesday of each month at 7:00 PM at the Marana Municipal
Complex, although the date or time may change and additional meetings may be called at
other times and/or places. Contact the Town Clerk or watch for posted agendas for other
meetings. This agenda may be revised up to 24 hours prior to the meeting. In such a case
a new agenda will be posted in place of this agenda.
Speaking at Meetings
If you are interested in speaking to the Council during the Call to the Public or Public
Hearings, you must fill out a speaker card (located outside the Conference Center) and
Marana Regular Council Meeting 02/04/2020 Page 1 of 165
deliver it to the Town Clerk prior to the convening of the meeting.
All persons attending the Council meeting, whether speaking to the Council or not, are
expected to observe the Council rules, as well as the rules of politeness, propriety,
decorum and good conduct. Any person interfering with the meeting in any way, or
acting rudely or loudly will be removed from the meeting and will not be allowed to
return.
Accessibility
To better serve the citizens of Marana and others attending our meetings, the Conference
Center is wheelchair and handicapped accessible. Persons with a disability may request a
reasonable accommodation, such as a sign language interpreter, by contacting the Town
Clerk at (520) 382-1999. Requests should be made as early as possible to arrange the
accommodation.
Agendas
Copies of the agenda are available the day of the meeting in the lobby outside the Council
Chambers or online at www.maranaaz.gov under Agendas and Minutes. For questions
about the Council meetings, special services or procedures, please contact the Town
Clerk, at (520) 382-1999, Monday through Friday from 8:00 AM to 5:00 PM.
This Notice and Agenda Posted no later than 24 hours prior to the meeting, at the Marana
Municipal Complex, 11555 W. Civic Center Drive, the Marana Operations Center, 5100
W. Ina Road, and at www.maranaaz.gov under Agendas and Minutes.
REGULAR COUNCIL MEETING
CALL TO ORDER AND ROLL CALL
PLEDGE OF ALLEGIANCE/INVOCATION/MOMENT OF SILENCE
APPROVAL OF AGENDA
CALL TO THE PUBLIC
At this time any member of the public is allowed to address the Town Council on any
issue within the jurisdiction of the Town Council, except for items scheduled for a
Public Hearing at this meeting. The speaker may have up to three minutes to speak.
Any persons wishing to address the Council must complete a speaker card located
outside the Council Chambers and deliver it to the Town Clerk prior to the
commencement of the meeting. Individuals addressing a meeting at the Call to the
Public will not be provided with electronic technology capabilities beyond the existing
voice amplification and recording capabilities in the facilities. Pursuant to the Arizona
Open Meeting Law, at the conclusion of Call to the Public, individual members of the
Council may respond to criticism made by those who have addressed the Council, and
may ask staff to review the matter, or may ask that the matter be placed on a future
agenda.
Marana Regular Council Meeting 02/04/2020 Page 2 of 165
PROCLAMATIONS
MAYOR AND COUNCIL REPORTS: SUMMARY OF CURRENT EVENTS
MANAGER’S REPORT: SUMMARY OF CURRENT EVENTS
PRESENTATIONS
CONSENT AGENDA
The Consent Agenda contains items requiring action by the Council which are generally
routine items not requiring Council discussion. A single motion and affirmative vote
will approve all items on the Consent Agenda, including any resolutions or ordinances.
Prior to a motion to approve the Consent Agenda, any Council member may remove
any item from the Consent Agenda and that item will be discussed and voted upon
separately.
C1 Resolution No. 2020-006: Relating to Boards, Commissions, and Committees;
appointing a Town of Marana citizen representative to the Tucson-Pima County
Bicycle Advisory Committee (Brian D. Varney)
C2 Resolution No. 2020-007: Relating to Police Department; authorizing the Chief
of Police to apply for grant funding from the Governor’s Office of Highway
Safety for the purchase of equipment and the funding of overtime for the
Marana Police Department for fiscal year 2020-2021 (Kristin Taft)
C3 Approval of the January 21, 2020 Regular Council Meeting and the January 14,
2020 Council Study Session Meeting Summary Minutes (Cherry L. Lawson)
LIQUOR LICENSES
BOARDS, COMMISSIONS AND COMMITTEES
COUNCIL ACTION
A1 Resolution No. 2020-008: Relating to Emergency Management; approving the
updated Town of Marana Emergency Operations Plan (EOP) (Curry C. Hale)
A2 Resolution No. 2020-009: Relating to Real Property; approving and authorizing
the Mayor to sign the Town of Marana Lease Extension with SG Farms L.L.C.,
for extension of the lease of approximately 22.88 acres of Town-owned property
abutting the north boundary of the Marana Wastewater Reclamation Facility
(Frank Cassidy)
ITEMS FOR DISCUSSION / POSSIBLE ACTION
D1 Relating to Mayor and Council; discussion, consideration and possible action
Marana Regular Council Meeting 02/04/2020 Page 3 of 165
D1 Relating to Mayor and Council; discussion, consideration and possible action
regarding the start time for Council meetings (Mayor Honea)
D2 Relating to Budget; discussion, direction and possible action regarding
development of the fiscal year 2020/2021 budget, including proposed budget
initiatives and expenditures (Jamsheed Mehta)
D3 Relating to Legislation and Government Actions; discussion and possible
action regarding all pending state, federal, and local legislation/government
actions and on recent and upcoming meetings of the other governmental
bodies (Jamsheed Mehta)
D4 Relating to Development and Public Works; update, discussion, and possible
direction regarding public and private projects and development applications
on the Town’s Marana Current and Proposed Projects internet site (Jason Angell)
EXECUTIVE SESSIONS
Pursuant to A.R.S. § 38-431.03, the Town Council may vote to go into executive session,
which will not be open to the public, to discuss certain matters.
E1 Executive Session pursuant to A.R.S. §38-431.03 (A), Council may ask for
discussion or consideration, or consultation with designated Town
representatives, or consultation for legal advice with the Town Attorney,
concerning any matter listed on this agenda for any of the reasons listed in
A.R.S. §38-431.03 (A).
E2 Executive session pursuant to A.R.S. § 38-431.03(A)(4) for discussion and
consultation with and instructions to the Town’s attorneys regarding
settlement discussions in the pending litigation Southern Arizona Home
Builders Association v. Town of Marana, Pima County Superior Court Case
No. C20184411.
FUTURE AGENDA ITEMS
Notwithstanding the mayor’s discretion regarding the items to be placed on the agenda,
if three or more Council members request that an item be placed on the agenda, it must
be placed on the agenda for the second regular Town Council meeting after the date of
the request, pursuant to Marana Town Code Section 2-4-2(B).
ADJOURNMENT
Marana Regular Council Meeting 02/04/2020 Page 4 of 165
Council-Regular Meeting C1
Meeting Date:02/04/2020
To:Mayor and Council
From:Brian Varney, Senior Planner
Date:February 4, 2020
Strategic Plan Focus Area:
Not Applicable
Subject:Resolution No. 2020-006: Relating to Boards, Commissions, and Committees;
appointing a Town of Marana citizen representative to the Tucson-Pima
County Bicycle Advisory Committee (Brian D. Varney)
Discussion:
The Town of Marana is a member of the Tucson-Pima County Bicycle Advisory
Committee (TPCBAC), a regional committee comprised of appointed representatives
from Pima County and each of the municipalities within the Pima County region. The
TPCBAC serves in an advisory capacity making recommendations to local
governments and advising on matters related to bicycling within our communities
including those involving recreation, transportation, safety, and infrastructure.
Pursuant to the Tucson-Pima County Bicycle Advisory Committee (TPCBAC) Bylaws,
the Town of Marana may appoint one voting member to the Committee. The Town
currently does not have a voting member serving on the Committee. Kay Wegner, a
Marana resident, has expressed her interest in representing the Town on the TPCBAC
and has offered to commit her time and experience, serving as Marana's citizen
representative on the Committee. Kay currently devotes time to hiking and bicycling
activities with the Dove Mountain Civic Group and enjoys being active in the Marana
community.
Town staff would be honored to have Kay represent the Town. The appointment will be
for a term of two years, expiring on February 4, 2022.
Staff Recommendation:
Council's pleasure.
Marana Regular Council Meeting 02/04/2020 Page 5 of 165
Council's pleasure.
Suggested Motion:
I move to adopt Resolution No. 2020-006, appointing Kay Wegner as the Town of
Marana citizen representative to the Tucson-Pima County Bicycle Advisory Committee
with a term expiring on February 4, 2022.
Attachments
Resolution No. 2020-006
Marana Regular Council Meeting 02/04/2020 Page 6 of 165
Marana Resolution No. 2020-006
MARANA RESOLUTION NO. 2020-006
RELATING TO BOARDS, COMMISSIONS, AND COMMITTEES; APPOINTING A
TOWN OF MARANA CITIZEN REPRESENTATIVE TO THE TUCSON-PIMA
COUNTY BICYCLE ADVISORY COMMITTEE
WHEREAS, the Tucson-Pima County Bicycle Advisory Committee (TPCBAC)
was established to serve in an advisory capacity to local governments on matters
relating to bicycle recreation, transportation, safety, and infrastructure; and
WHEREAS, the Town of Marana is a me mber of the Tucson-Pima County Bicycle
Advisory Committee; and
WHEREAS, the position of the Town of Marana citizen representative on the
Tucson-Pima County Bicycle Advisory Committee is vacant, and the Marana Town
Council wishes to appoint a representative to this committee; and
WHEREAS the Mayor and Council of the Town of Marana find that the
appointment addressed by this resolution is in the best interest of the Town of Marana
and its citizens.
NOW, THEREFORE, BE IT RESOLVED BY THE MAYOR AND COUNCIL OF
THE TOWN OF MARANA, that Kay Wegner is hereby app ointed as the Town of
Marana citizen representative to the Tucson -Pima County Bicycle Advisory Committee
with a term expiring February 4, 2022.
PASSED AND ADOPTED by the Mayor and Council of the Town of Mar ana,
Arizona, this 4th day of February, 2020.
Mayor Ed Honea
ATTEST:
Cherry L. Lawson, Town Clerk
APPROVED AS TO FORM:
Frank Cassidy, Town Attorney
Marana Regular Council Meeting 02/04/2020 Page 7 of 165
Council-Regular Meeting C2
Meeting Date:02/04/2020
To:Mayor and Council
From:Kristin Taft, Grants Manager
Date:February 4, 2020
Strategic Plan Focus Area:
Community
Subject:Resolution No. 2020-007: Relating to Police Department; authorizing the Chief
of Police to apply for grant funding from the Governor’s Office of Highway
Safety for the purchase of equipment and the funding of overtime for the
Marana Police Department for fiscal year 2020-2021 (Kristin Taft)
Discussion:
For the last 14 years, the Town of Marana has been awarded grant funding from the
Governor's Office for Highway Safety (GOHS) to combat impaired and aggressive
drivers and take part in enforcement efforts in coordination with local and regional
partners like the Southern Arizona DUI Task Force. Marana has also received DUI
Abatement Grants funded by the Oversight Council on Driving or Operating under the
Influence Abatement.
Over the years, the number of impaired drivers on Marana streets has been greatly
reduced due to these efforts. Although great strides have been made in making
Marana’s roadways safer, there are still numerous impaired drivers getting behind the
wheel every day. The Marana Police Department is responding to this problem by
increasing education, visibility, enforcement, and officer training. With an overall goal to
reduce the number of accidents, injuries, and deaths caused by impaired and aggressive
drivers, staff requests authorization to submit proposals to GOHS for grant funding
within FY 2020-2021 to support deployment of overtime hours to facilitate speed and
DUI enforcement and to request emergency medical equipment.
If awarded, overtime funding for combating impaired drivers will allow Marana to
continue participation in the Southern Arizona DUI Task Force, increasing the number
of marked patrol units on the streets during peak DUI times and in targeted locations.
This increased activity will serve as a deterrent and will result in increased formal
enforcement action to reduce the number of impaired and aggressive drivers on Arizona
Marana Regular Council Meeting 02/04/2020 Page 8 of 165
roadways. The Town will provide event-specific, department-initiated DUI and
speed enforcement. The Town will work in a coordinated effort with other agencies to
reduce the number of individuals under the influence through enforcement and
education efforts and to reduce the number of aggressive drivers in the region. The DUI
Abatement grants will provide for more DUI enforcement, and fund coordinated efforts
to conduct warrant sweeps. In the previous Warrant Sweep grant, officers conducted
nine warrant sweeps.
The Town is also requesting funding for programs to combat excessive speed and
aggressive driving, to initiate a coordinated education and enforcement effort utilizing
internal resources, to request emergency medical equipment, and to increase
MPD efforts to reduce speeding and aggressive and impaired driving thereby heading
off the behaviors that lead to increased incidents of motor vehicle accidents. By
proactively addressing the issues and reducing the burden of accident investigation, the
MPD will be able to leverage freed-up manpower to more aggressively address the
ongoing I-10 closures and issues in school zones and neighborhoods.
Financial Impact:
Fiscal Year:2021
Budgeted Y/N:N
Amount:$98,500
The Police department will work with Finance to incorporate this item in the upcoming
fiscal year 2020-2021 budget process. The Town will be responsible for the operation,
maintenance, updates, and replacement costs of any equipment purchased with grant
funding. DUI Task Force, Warrant and Speed Enforcement overtime and 40% of the
employee-related expenses will be covered by the grant. Equipment purchased is
covered 100% by the grant. For this cycle, staff plans to request $50,000 from DUI
Abatement funds, $40,000 from Police Speed Traffic Control funds, and $8,500 from
Emergency Medical Services funds. Total requests at $98,500.
Staff Recommendation:
Staff recommends approval of Resolution No. 2020-007 authorizing the Chief of Police to
apply for grant funding from the Governor's Office of Highway Safety.
Suggested Motion:
I move to adopt Resolution No. 2020-007, authorizing the Chief of Police to apply for
grant funding from the Governor’s Office of Highway Safety for the purchase of
equipment and the funding of overtime for the Marana Police Department for fiscal year
2020-2021.
Attachments
Resolution No. 2020-007
Marana Regular Council Meeting 02/04/2020 Page 9 of 165
Marana Resolution No. 20 20 -007 - 1 -
MARANA RESOLUTION NO. 2020-007
RELATING TO POLICE DEPARTMENT; AUTHORIZING THE CHIEF OF POLICE TO
APPLY FOR GRANT FUNDING FROM THE GOVERNO R’S OFFICE OF HIGHWAY
SAFETY FOR THE PURCHASE OF EQUIPMENT AND THE FUNDING OF
OVERTIME FOR THE MAR ANA POLICE DEPARTMENT FOR FISCAL YEAR 2020-
2021
WHEREAS the Governor’s Office of Highway Safety (GOHS) is seeking
proposals from state and local agencies for projects relating to all aspects of highway
safety; and
WHEREAS the Town of Marana is interested in submittin g projects to be
considered for funding in the form of reimbursable grants from the National Highway
Traffic Safety Administration and the Arizona Oversight Council on Driving or
Operating under the Influence Abatement; and
WHEREAS the Town of Marana reco gnizes its duty to protect its citizens
through effective police powers; and
WHEREAS the Marana Police Department is working to increase enforcement to
reduce excessive speeding and aggressive driving by drivers and the number of
impaired drivers on Arizona roadways; and
WHEREAS grant funding will assist the Marana Police Department in
purchasing equipment to support traffic safety initiatives and in funding overtime DUI
and speed enforcement, allowing the Marana Police Department to increase efforts to
reduce speeding and aggressive and impaired driving, heading off the behaviors that
lead to increased incidents of motor vehicle accidents.
NOW, THEREFORE, BE IT RESOLVED BY THE MAYOR AND COUNCIL OF
THE TOWN OF MARANA as follows:
SECTION 1. The Chief of Polic e is hereby authorized to apply for grant funding
from the Governor’s Office of Highway Safety for the purchase of equipment and the
funding of overtime for the Marana Police Department for fiscal year 20 20-2021.
SECTION 2. The Town’s Manager and staff are hereby directed and authorized
to undertake all other and further tasks required or beneficial to carry out the terms,
obligations, and objectives of this resolution, including the execution of all agreements,
contracts and documents related to GOHS fundi ng for the Marana Police Department
during fiscal year 2020-2021.
Marana Regular Council Meeting 02/04/2020 Page 10 of 165
Marana Resolution No. 20 20 -007 - 2 -
PASSED AND ADOPTED by the Mayor and Council of the Town of Marana,
Arizona, this 4th day of February, 2020.
Mayor Ed Honea
ATTEST:
Cherry L. Lawson, Town Clerk
APPROVED AS TO FORM:
Frank Cassidy, Town Attorney
Marana Regular Council Meeting 02/04/2020 Page 11 of 165
Council-Regular Meeting C3
Meeting Date:02/04/2020
To:Mayor and Council
From:Cherry L. Lawson, Town Clerk
Date:February 4, 2020
Subject:Approval of the January 21, 2020 Regular Council Meeting and the January 14,
2020 Council Study Session Meeting Summary Minutes (Cherry L. Lawson)
Attachments
Draft Regular Council Meeting Summary Minutes, 01/21/2020
Draft Council Study Session Meeting Summary Minutes, 01/14/2020
Marana Regular Council Meeting 02/04/2020 Page 12 of 165
January 21, 2020 Regular Council Meeting
Summary Minutes 1
MARANA TOWN COUNCIL
REGULAR COUNCIL MEETING
11555 W. Civic Center Drive, Marana, Arizona 85653
Conference Center Second Floor January 21, 2020 at or after 7:00 PM
Ed Honea, Mayor
Jon Post, Vice Mayor
David Bowen, Council Member
Patti Comerford, Council Member
Herb Kai, Council Member
John Officer, Council Member
Roxanne Ziegler, Council Member
REGULAR COUNCIL MEETING SUMMARY MINUTES
CALL TO ORDER AND ROLL CALL
Mayor Honea called the meeting to order at 7:00 PM and directed the Clerk to call the
roll. Vice Mayor Jon Post, Council Members Dave Bowen, Patti Comerford, Herb Kai,
Roxanne Ziegler and John Officer were present. There was a quorum of council
members present consti tuting a quorum.
PLEDGE OF ALLEGIANCE/INVOCATION/MOMENT OF SILENCE : Led by Mayor
Honea.
APPROVAL OF AGENDA
Council Member Ziegler moved and Vice Mayor Post second the motion to approve the
agenda. Motion passes unanimously, 7 -0.
CALL TO THE PUBLIC
Mayor Honea opened the meeting to receive public comment, and the following
individual provided comments:
Marana Regular Council Meeting 02/04/2020 Page 13 of 165
January 21, 2020 Regular Council Meeting
Summary Minutes 2
David Lutz voiced concern over increasing the sales tax in the Town of Marana, as he
believes it will have a direct impact on his property tax.
PROCLAMATIONS
MAYOR AND COUNCIL REPORTS: SUMMARY OF CURRENT EVENTS
Council Member Comerford congratulated Economic Development Director Curt
Woody on the town getting the PBV project, a s it will bring many career type jobs
coming into the Town of Marana. Assistant to the Town Manager Heath Vescovi-
Chiordi has done a great job with the Manager’s Report to Council. She has attended
several meetings, Chamber Meetings’ as it has been a couple of months since they last
met. She has met with several different people to include Mr. Zipprich, and has had a
couple of good telephone calls with him. He will be contacting the Counci l to request a
meeting with him, as she thinks this will be of benefit to the community.
She expressed concern with the Christmas tree still being on display suggesting hearts
replace the ornaments for Valentine’s Day. She inquired of the timeline for remov al.
Town Manager Jamsheed Mehta stated very soon.
She commented on the repair work on the HVAC system in the Council Chambers
stating Council has not met in the Chambers for over two and one -half months. The
reasoning needs to be better explained to Council, as having meetings two and one -half
months out of the Council Chambers is of concern. Mr. Mehta stated the explanation is
within the Manager’s Report. Council Member Comerford stated the explanation in
not within the Manager’s Report. Mr. Mehta stated the town would look into the
matter.
She requested of the Manager’s Office that when the Town Manager or Deputy Town
Manager are on vacation, that the entire Council is notified so that Council the y know
who is in charge in the event they need to contact the office. This situation happened
over the Christmas holiday, and created much confusion regarding who was in charge.
She further question the completion of the renovations of the Parks & Recreation and
Water Departments coming onto the campus, as there has not been a report provided to
Council on the status of these renovations. She asked for a timeline for the Chambers to
move into its building, as she has not received any report on the status.
The January 7, 2020 the Town had canceled Council Meeting without providing an
explanation to Council, as it would have been the first meeting of the New Year.
She requested a mayor packet from the Clerk’s Office to inquire about running for
mayor. It took all of 10 minutes to get through Town Hall. She announced so that
Marana Regular Council Meeting 02/04/2020 Page 14 of 165
January 21, 2020 Regular Council Meeting
Summary Minutes 3
everyone has now heard it from her as she is exploring th e opportunity of running for
mayor.
MANAGER’S REPORT: SUMMARY OF CURRENT EVENTS
Mr. Mehta reported on the Parks & Recreation Master Plan update that looks would
cover the next 10 years. Beginning this week, there will be public meetings to receive
comments related to the Parks & Recreati on Master Plan. The Wheeler Taft Library will
host a Community Meeting to discuss the master plan on January 23 at 6 p.m. He
invited the Mayor and Council along with the public to come out to attend the
meetings.
PRESENTATIONS
CONSENT AGENDA
C1 Resolution No. 2020-001: Relating to Police Department; approving and
authorizing the Chief of Police and the Town Manager to execute DUI Abatement Grant
Program Agreement number DUIAC-E-130 between the State of Arizona by and
through the Oversight Council on Driving or Operating Under the Influence Abatement
and the Town of Marana for grant funding for DUI Warrant Detail (Kristin Taft)
C2 Resolution No. 2020-002: Relating to the Marana Regional Airport; approving
and authorizing the Town Manager to execu te three Airport Development
Reimbursable Grant Agreements between the State of Arizona by and through the
Department of Transportation (ADOT) and the Town of Marana for the purpose of
aiding in financing projects entitled "Runway MIRL/HIRL Install" (Grant No.
E0S2O01D), "Study to Analyze Mitigation Options for Insufficient RWY 30 Safety Area"
(Grant No. E0S2P01P), and "Electrical Vault” (Grant No. E0S2Q01C) (Kristin Taft)
C3 Resolution No. 2020-005: Relating to Development; approving a Final Plat for
Cortaro Ranch Phase II Lots 4 through 6 located north of Cortaro Farms Road and west
of Cerius Stravenue (Brian D. Varney)
C4 Approval of the December 17, 2019 Regular Council Meeting Summary Minutes
and the December 10, 2019 Special Council Meeting Summary Minutes (Cherry L.
Lawson)
Vice Mayor Post, moved and Council Member Bowen second the motion approving the
Consent Agenda as presented. Motion passes unanimously, 7 -0.
LIQUOR LICENSES
L1 Relating to Liquor Licenses; recommendation to the Arizona Department of
Liquor Licenses and Control regarding an application for Acquisition of Control of a
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January 21, 2020 Regular Council Meeting
Summary Minutes 4
series #012 Restaurant liquor license submitted by Kevin Arnold Kramber on behalf of
Bisbee Breakfast Club, located at 4131 W. Ina Road, Tucson, Arizona 85741(Cherry L.
Lawson)
Town Clerk Cherry Lawson provided a brief overview of the request for a liquor
license, and stated staff recommends an order recommending approval be submitted to
the DLLC for this liquor license application.
Vice Mayor Post moved and Council Member Ziegler second the motion approving staff
to submit to the DLLC an order recommending approval of a Multi -License Acquisition
of Control Liquor License application submitted by Kev in Arnold Kramber on behalf of
Bisbee Breakfast Club, located at 4131 W. Ina Road, Tucson, Arizona 85751. Motion
passes unanimously, 7-0.
BOARDS, COMMISSIONS AND COMMITTEES
COUNCIL ACTION
A1 PUBLIC HEARING: Ordinance No. 2020.001 : Relating to Development;
amending the Uptown at Marana Specific Plan for approximately 205 acres of land
located north of Marana Road and east of Sanders Road; revising the conceptual land
use plan, the land use allocation, and the associated development standards; an d
establishing an effective date (Brian D. Varney)
Resolution No. 2020-003: Relating to Development; declaring as a public record
filed with the Town Clerk the amended Uptown at Marana Specific Plan adopted by
Ordinance No. 2020.001 (Brian D. Varney)
[7:15 PM Minutes]
Mayor Honea opened the public hearing to receive public testimony on this item.
Senior Planner Brian Varney provided a PowerPoint Pre sentation overview of this
item, and Keri Silvyn, Esq. of Lazarus & Silvyn P.C. also provided comments during
the presentation. Below are highlights of the presentation. (A copy of the PowerPoint is on
file in the Town Clerk’s Office.)
PCZ1905-001 Uptown at Marana Specific Plan Amendment
Summary
• Request for approval of amendment to the Uptown Marana Specific Plan
• Plan adopted November 2007
• Plan area 205 acres
• Proposal:
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January 21, 2020 Regular Council Meeting
Summary Minutes 5
o Reduction in the amount of commercial acreage and increase in
opportunities for residential and mixed use development
o Updated to reflect recent traffic and sewer projects and planning
o Removed regulations that are controlled by other documents
Existing Conceptual Land Use
• LMD Residential = 41 acres
• MHD Residential = 26 acres
• MU = 29 acres
• NC = 8 acres
• RC = 80 acres
• Community Park = 4 acres
• Maximum Dwelling units = 930 units
Analysis
• Real estate market has changed
• Amount of existing and planned residential development does not support
additional commercial acreage
• Specific plans approved that include a significant amount of commercial and
land use
• Town realignment of Tangerine Farms Road negatively impacted commercial
viability of the site
• Option to reduce commercial from 88 acres to 15 acres (minimum)
• Maximum of 1,388 dwelling units based upon a standard conversion of 4
dwelling units per acre of commercial land
Traffic Circulation
• Access off of Marana Road and Sanders Road
• Updated Traffic Impact Analysis approved by Marana Traffic Engineering in
December 2019
• Conditions in the draft ordinance reflect the requirement for infrastructure
(roadway) improvements in accordance with previous agreements
Recommendation
• Staff recommends adoption of Ordinance No. 2020.001 and Resolution No. 2020 -
003 approving the propose d amendment to the Uptown at Marana Specific Plan
based upon the findings and subject to the conditions set forth in the draft
ordinance included with the staff report, and declaring the amendment a public
record filed with the Town Clerk.
Keri Silvyn, Esq. of Lazarus & Silvyn P.C. who represents the lot owner provided
testimony and answered questions directed by the Council . She stated they are
agreeable to the minimum they would provide for a 4,000 sq. ft. lot size for single -
Marana Regular Council Meeting 02/04/2020 Page 17 of 165
January 21, 2020 Regular Council Meeting
Summary Minutes 6
family detached as they are not the developers, and are the landowner. At this time,
they do not know how much will be in that area. They had been asking for and it is
now in the specific plan is the flexibility to do both of the multi -family, single -family
attached and single -family detached, and focusing on the 4,000 sq. ft. minimum lot size.
The current specific plan has for a single -family detached 2,200 sq. ft. minimum lot size.
Those were the limits, but there an additional cap on the release of the smaller lots.
Ms. Silvyn introduced members of her team that were present including Senior Land
Planner Robyn Large, Alejandro Angel from Sumas, who completed the updated
Traffic Analysis, Larry Castle and Jonathan BiYork representing the ownership. She
thanked the Town Staff for its assistance through the process Jason Angell, Brian
Varney, Frank Cassidy. She provided an overview of the location of the property area
and provided an overview of its proposal. Below are the highlights from her
PowerPoint Presentation. (A copy of the PowerPoint Presentation is on file in the Town Clerk
Office.)
Uptown at Marana: Specific Plan Amendment
Market Conditions: 2006
• Booming real estate market
o Anticipated need for commercial uses based on number of entitled
rooftops
• Marana Road
o Major intersection with Tangerine Farms Road planned adjacent to
Uptown
o Direct access to I-10
• Market tolerance for highly detailed plans and specific design standards
Market Conditions: 2019
• Cautious real estate market
o Commercial follows rooftops
o Not enough rooftops to justify amount of entitled commercial property
• Marana Road
o Town realigned Tangerine Farms Road south of Uptown (Marana Towne
Center)
• Market seeking even playing field regarding design standards
Uptown at Marana Specific Plan
• Residential (Potentially all but 15 acres)
• Commercial (Min. 15 acres)
• Mixed Use potential
• Open Space/Parks
• Signage
• Circulation
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January 21, 2020 Regular Council Meeting
Summary Minutes 7
Uptown at Marana Amendment Summary
• Key updates to Site Analysis
o Traffic
o Sewer
• Sing Commercial designation
• Residential uses permitted Commercial designation
• Minimum 15 acres dedicated to commercial uses
• Multiple Land Use Concepts
• Design standards align with current Town standards
o Commercial & Residential Design
o Signage
o Landscaping
o Recreation
o Parking
• Revised Traffic Impact Analysis
o Marana Road realignment
o Commercial acreage reduction
o Infrastructure requirements
Mitch Stallard , representing Susan Long in the Marana Town Center commented on
the specific land of having 462 acres, and expressed his support for the specific plan
amendment.
Council Member Bowen moved to propose an amendment to the five-acre park. He
like the fact that the hard 15 acre will be commercial and provide flexibility to build
additional—it will probably be several years before we see anything happening, and
probably a specific plan. With the things that has been proposed here, th e adherence to
the town ordinances with regards to lighting and signage, parks and design standards
on the houses, larger park with the flexibility to build commercial, minimal lot size.
Mayor Honea suggested a friendly amendment to Council Member Bowen proposed
amendment. He proposed having 4,000 sq. ft. lots, minimum of a five -acre park that
must include a dog park, and a half-court basketball court. Council Member Bowen
agreed to the friendly amendment to his proposal. Mayor Honea stated he was tryi ng
to be considerate of Council Member Comerford’s concerns regarding having single -
family housing at or near the freeway. Perhaps that mixed -use property can be where
the apartments are built, and can be located on the backside of the freeway.
Council Member Bowen stated he does not know how restrictive it may become,
however, likes the idea. The developers have requested flexibility in doing that; if it
makes more sense to do that, then they will.
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Mayor Honea asked whether Council Member Bowen would make his motion adding
no more than 930 single -family houses. They can have the 1,300 if they include a multi -
family dwelling. Town Attorney Frank Cassidy asked for clarification on Mayor
Honea proposed friendly previously discussed as having 4,000 sq. ft. minimum lot, but
he wanted to clarify that the request was for 4,000 per single -family dwelling. Mayor
Honea indicated yes, and Council Member Bowen expressed his agreement.
Council Member Bowen moved and Vice Mayor Post second the motion to ado pt
Ordinance No. 2020.001 and Resolution No. 2020 -003 with the proposals that was
recommended. Motion passes unanimously, 7 -0.
A2 Ordinance No.2020.002: Relating to Finance; amending the Town of Marana
comprehensive fee schedule to modify certain non -rate water and water reclamation
service fees, to add a fee for annual backflow tester, and to eliminate unused fees; and
designating an effective date (Scott Schladweiler)
Water Director Scott Schladweiler provided a brief overview of this item and
recommending Council amend the Town of Marana Comprehensive Fee Schedule to
modify certain non-rate water and water reclamation services fees, to add a fee for
annual backflow tester; and to eliminate unused fees; and designating an effective date.
Vice Mayor Post, moved and Council Member Kai second the motion to approve
Ordinance No. 2020.002. Motion passes unanimously, 7 -0.
A3 Ordinance No. 2020.004: Relating to Elections; adopting revisions to Marana
Town Code Title 2 (Mayor and Council); revising section 2 -2-1 (Primary election; date;
declaration of elected candidate) to amend the primary election date for Town elections
to conform to state law; re vising section 2-2-7 (Initiative and referendum) to clarify the
procedure for calculating the required number of signatures for an initiative petition;
and designating an effective date (David L. Udall)
Associate Town Attorney David L. Udall provided a brief PowerPoint Presentation
overview on this item. Below are the highlights of the presentation. (A copy of the
PowerPoint Presentation is on file in the Town Clerk Office.)
Background
• The Arizona Constitution requires signatures of 15% of qualified el ectors in a
municipality for an initiative petition to make it onto the ballot, and it delegates
to the legislature or to municipalities the task of establishing the basis for the 15%
calculation.
• The State legislature enacted a statute providing a basis for all municipalities that
do not adopt their own basis. The statutory basis is 15% of the whole number of
votes cast at the last municipal election.
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January 21, 2020 Regular Council Meeting
Summary Minutes 9
• In 1997, the Town of Marana adopted a model ordinance written by the League
of Arizona Cities and Towns as its basis for the 15% calculation. The model
ordinance provided a basis of 15% of the total number of registered voters
qualified to vote at the last municipal election.
• When adopting the model ordinance, codified in Marana Town Code section 2 -2-
7(A), the Town omitted language providing the basis for the 15% calculation.
This omission essentially rendered section 2 -2-7(A) meaningless.
• In the absence of a clear, codified basis, the Town has in practice been using the
statutory default of the whole number of votes cast. Section 2 -2-7(A) therefore
needs to be amended to provide clarity.
Marana Town Code section 2-2-7(A), as currently written:
• “The total number of registered voters qualified to vote at the last municipal
election, whether regular or special, immediately preceding the date upon which
any initiative petition is filed shall be computed.”
League of Arizona Cities and Towns model ordinance (first alternative ordinance):
• “The total number of registered voters qualified to vote at the last municipal
election, whether regular or special, immediately preceding the date upon which
any initiative petition is filed shall be the basis upon which the number of
qualified electors of the town required to file an initiative petition shall be
computed.”
Option One (League Model Ordinance)
• Basis is 15% of the total number of registered voters qualified to vote at the last
municipal election.
• During the last Town election in 2018, there were 25,782 registered voters
eligible to cast a ballot.
• Under this option, an initiative petition would be required to obtain 3,867
signatures to make it onto the ballot
Option Two (Statutory)
• Basis is 15% of the whole number of votes cast at the last municipal election.
• During the last Town election in 2018, there were 15,557 total valid ballots cast.
• Under this option, an initiative petition would be required to obtain 2,333
signatures to make it onto the ballot.
Mr. Udall stated staff recommendation would be to adopt Option One (League Model
Ordinance) as it is clear from their research of the town in 1997, and the operative
language that should have been included was inadvertently omitted.
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January 21, 2020 Regular Council Meeting
Summary Minutes 10
Vice Mayor Post, moved and Council Member Bowen second the motion Ordinance No.
2020.004, Option 1. Motion passes unanimously, 7-0.
A4 Resolution No. 2020-004: Relating to Real Estate; vacating and authorizing the
Town Engineer to sign a quitclaim deed for “Rillito Cutoff” on the property owned by
Bethanie Lee located immediately north of Sonoran Vista subdivision and west of the
Town’s El Río Preserve (Frank Cassidy)
Town Attorney Frank Cassidy provided a brief overview of the item stating that this is
a title clean up issue, and involves property that is north of the Sonoran Preserves. On
Bethanie Lee’s property on the Assessor’s Map, the map shows and untaxed strip of
land through there and is referred to the Rillito Cutoff on historic maps. When Bethanie
Lee and her father decided to purchase the property, they did some research and the
title company, also did some research, and contacted the Town about the Rillito Cutoff
Road. The town has never been able to find any reference to that road i n any of our road
documents.
Council Member Ziegler moved and Council Member Bowen second the motion to
adopt Resolution No. 2020-004. Motion passes unanimously, 7 -0.
ITEMS FOR DISCUSSION / POSSIBLE ACTION
D1 Relating to Budget; discussion, direction and possible action regarding
development of the fiscal year 2020/2021 budget, including proposed budget initiatives
and expenditures (Jamsheed Mehta)
Mr. Mehta provided a brief overview of this item explaining t he purpose of having the
item on the agenda during the budget season. Council Member Ziegler inquired about
the Tuition Reimbursement Program that approved in the last fiscal year and asked for
an update as to the number of employees who took advantage of the program. Mr.
Mehta stated he would provide that information to Council.
D1 Relating to Legislation and Government Actions; discussion and possible action
regarding all pending state, federal, and local legislation/government actions and on
recent and upcoming meetings of the other governmental bodies (Jamsheed Mehta)
Mr. Mehta reported on a couple of items, regional planning efforts of the RTA -Pima
Association of Governments and the other legislative updates at the state capitol. The
Citizens’ Advisory Committee has been set up and in place for nearly one year, and this
Committee has been working and meeting monthly. There is a Standing Committee
named the Technical Management Committee (TMC) and is made up of administrators
of all of the local jurisdictions, and also includes several members from the private
sector. This Committee has delegated two representatives from the TMC to sit in as ex -
officio members to the Citizens’ Advisory Committee. He is one of the members chosen
as an ex-officio, and the other member represents the priva te sector. The charge that
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January 21, 2020 Regular Council Meeting
Summary Minutes 11
they were presented with is to prepare a list of major projects with significant projects
that are in the tens of millions of dollars, and are not the smaller categorical projects.
Those are more in line with the freeway systems and main corridor type projects. This
list has to be submitted no later than the end of June. Town staff has already begun to
work on this by reviewing the many different plans of the town. The town will submit
this to Council for its consideration before it is presented to the RTA.
The second item is the state legislative update. Over 800 bills introduced in the first
week. Governor Ducey executive budget proposal is out and he spoke in Tucson a
week ago. At the same time, there is a senate version of the budget proposal that is
parallel as well. We need to look at whether we stand a cha nce of submitting for a
transportation project.
Two bills of importance that could potentially affect Marana that had been identified.
One deals with community facilities district (HB2493) related to the cleanup that
Council and staff were looking forward to those amendments. The second deals with
the TPT Transaction Privilege Tax (HB2404) associated with prime contracting and
taxing.
EXECUTIVE SESSIONS
Pursuant to A.R.S. § 38-431.03, the Town Council may vote to go into executive session,
which will not be open to the public, to discuss certain matters.
E1 Executive Session pursuant to A.R.S. §38 -431.03 (A), Council may ask for
discussion or consideration, or consultation with designated Town representatives, or
consultation for legal advice with the Town Attorney, concerning any matter listed on
this agenda for any of the reasons listed in A.R.S. §38 -431.03 (A).
[8:26 PM Minutes]
Council Member Bowen moved and Council Member Kai second the motion to enter
into an executive session meeting for the purposes stated on the agenda. Motion passes
unanimously, 7-0.
[9:47 PM Minutes]
Mayor Honea resumed the regular session meeting.
E2 Executive sessio n pursuant to A.R.S. § 38-431.03(A)(4) for discussion and
consultation with the Town’s attorneys in order to consider the Town’s position and
instruct its attorneys regarding the Town’s position regarding the collection of unpaid
Town of Marana water resou rce impact fees adopted by Marana Ordinance No.
2014.013 and amended by Marana Ordinance 2017.029.
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January 21, 2020 Regular Council Meeting
Summary Minutes 12
Mr. Cassidy stated on the development impact fee item that Town staff would request
authorization to pursue collection of the unpaid impact fees along the lines using the
approach as discussed in executive session.
Vice Mayor Post moved and Council Member Bowen seco nd the motion. Motion
passes unanimously, 7-0.
E3 Executive session pursuant to A.R.S. §38 -431.03(A)(7) to consider its position and
instruct the Town’s representatives regarding negotiations for the possible sale or lease
of Town-owned real property.
Mr. Cassidy stated Town staff would request authorization for the Economic
Development Director Curt Woody to proceed with the economic development
incentive using the Town owned land that Council discussed in executive session and
allowing the property be offered at a rate of $1.50/sq. ft. and other elements as
discussed in executive session.
Vice Mayor Post move and Council Member Bowen second the motion. Motion passes
6-1. Council Member Kai voted, Nay.
FUTURE AGENDA ITEMS
Notwithstanding the mayor’s discretion regarding the items to be placed on the agenda,
if three or more Council members request that an item be placed on the agenda, it must
be placed on the agenda for the second regular Town Council meeting after the date of
the request, pursuant to Marana Town Code Section 2 -4-2(B).
Council Member Ziegler requested to have placed on the next Council Meeting agenda
an item for Council consideration to change the meeting time of its Council sessions
from 7 p.m. to 6 p.m. Mayor Honea stated he would sponsor the item being placed on
the agenda.
ADJOURNMENT
Mayor Honea asked for a motion to adjourn the meeting.
Council Member Bowen moved and Vice Mayor Post second the motion to adjourn the
meeting. Motion passes unanimously, 7 -0. Meeting adjourned at 9:53 PM.
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January 21, 2020 Regular Council Meeting
Summary Minutes 13
CERTIFICATION
I hereby certify that the foregoing are the true and correct mi nutes of the Marana Town
Council meeting held on January 21, 2020. I further certify that a quorum was present.
________________________________________
Cherry L. Lawson, Town Clerk
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January 14, 2020 Study Session Summary Minutes
1
MARANA TOWN COUNCIL
STUDY SESSION
11555 W. Civic Center Drive, Marana, Arizona 85653
Conference Center on the Second Floor , January 14, 2020 at or after 6:00 PM
Ed Honea, Mayor
Jon Post, Vice Mayor
David Bowen, Council Member
Patti Comerford, Council Member
Herb Kai, Council Member - Excused
John Officer, Council Member
Roxanne Ziegler, Council Member
SUMMARY MINUTES
CALL TO ORDER AND ROLL CALL
Mayor Honea called the meeting to order at 6:00 PM and directed the Clerk to call the
roll. Mayor Honea, Vice Mayor Post, Council Members: Dave Bowen, Patti
Comerford, Roxanne Ziegler, John Officer (Excused), Herb Kai.
PLEDGE OF ALLEGIANCE/INVOCATION/MOMENT OF SILE NCE: Led by Mayor
Honea.
APPROVAL OF AGENDA
Council Member Ziegler moved and Council Member Kai second the motion approving
the agenda as written. Motion passes, 6 -0.
DISCUSSION/DIRECTION/POSSIBLE ACTION
D1 Relating to Budget; presentation of independent auditor's report and final results
for the 2018-2019 fiscal year (Yiannis Kalaitzidis)
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January 14, 2020 Study Session Summary Minutes
2
Finance Director Yiannis Kalaitzidis provided a PowerPoint Presentation overview of
the independent auditors report and final results for the 2018-2019 fiscal year stating the
Town had a very successful audited year. (A copy of the presentation is on file in the Town
Clerk’s Office.)
No action was taken on this item by Council.
D2 Relating to Budget; presentation, discussion and direction regarding the
framework for development of the fiscal year 2020 -2021 budget and its role in the
implementation of the Strategic Plan (Jamsheed Mehta and Yiannis Kalaitzidis)
Town Manager Jamsheed Mehta and Mr. Kalai tzidis provided a PowerPoint
Presentation related to the framework for the development of the fiscal year 2020 -2021
budget and its role in the implementation of the Strategic Plan and town
accomplishments, and requested feedback from Council during the initial development
of the budget.
Council Member Ziegler requested to receive an organization chart with all
departmental positions per department under the department director before the
budget is considered for adoption by Council. Mr. Kalaitzidis stated the Town will
make every effort to provide the requested information in a timely manner during the
budget process.
Council Member Comerford stated for each department it submits a detailed budget
request that Council does not have the opportunity to review. Council only sees the end
result of budget approvals. She would like the opportunity to review the requests
submitted by departments pri or to the budget being provided to Council for its
consideration.
Mr. Mehta stated the Town will have on its website a dedicated webpage for the budget
which will allow for the towns plans and programs to be identified, and provides the
public to provide feedback to Town staff related to the budgeted items. Also will host
the budget on the Town’s social media platforms. In terms of the Council’s Strategic
Initiatives, what had been done last year and will continue this year , on each Regular
Council Agenda an item to provide Council with the opportunity to share ideas
publically related to the budget, and for the Town to consider officially. The item will
remain on the agendas during the preparation of the budget cycle.
No action was taken on this item by Council.
D3 Relating to Public Works; discussion, consideration, and feedback regarding key
policy considerations for use of Town-owned fiber conduit and ducts by third parties
(Jane Fairall)
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3
Deputy Town Attorney Jane Fairall provided a PowerPoint Presentation overvi ew of
the stated item. Below are highlights from the presentation. (A copy of the PowerPoint
Presentation is on file in the Town Clerk’s Office.)
Background
• Town owns buried ducts in various rights -of-way in town
• Typical duct includes 3 inner ducts, 1 in use by the Town and 2 spares
• Town has received requests from cable, telecom and internet providers to use
spare inner ducts
Location of Ducts:
• A copy of the map is available in the Town Clerk’s Office
Key Policy Questions
• Should the Town all ow others to use Town ducts?
• What should be the financial basis for the charge for use of the duct?
• What should be the term of years (duration) for use of the duct?
• Should the Town require facilities to be removed from the duct upon
termination?
• Should the Town have a standard form of contract for use of a Town duct?
Use by Others
• Should we allow others to use Town ducts?
• Pros
o Helps Town recoup some of its cost of installing facilities
o Reduces utility conflicts by minimizing new cuts
o Less disruptive to traveling public
• Cons
o May give third party conduit user the expectation of permanence
o May shift some risk of conduit or facility failure to the Town
o The proximity of the inner ducts could result in conduit user’s facility
failures interfering with Town facilities and other conduit users’ facilities
Financial Basis
• What should be the financial basis for the charge for use of the duct?
o Town’s actual cost of installing the duct
o User’s estimated cost of installing a line if they were not able to use the
Town’s duct
o “In-kind” or revenue sharing agreements
o Annual per linear foot charge
▪ e.g. Pima County: 35 centers per foot/per year (agreement entered
into in 2011)
▪ Could be adopted via comprehensive fee schedule
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January 14, 2020 Study Session Summary Minutes
4
Duration
• What should be the term of ye ars (duration) for use of the duct?
o Renewed every 5 or 10 years
o Permanent
Removal of Facilities
• Should the Town require facilities to be removed from the duct upon
termination?
o Could reduce the value of the duct to the user
o Should require the user to put up security for the removal
o Removal will make the duct available to other users and will avoid doubts
about live vs. dead facilities
Form of Contract
• Should the Town have a standard form of contract for use of a Town duct?
o Master agreement to use our system from time -to-time, as the need arises,
at various locations, subject to individually executed Conduit Orders
o Individual, ad-hoc agreements for each use
o Use provider’s form of agreement
Ms. Fairall stated the Town anticipates that each time there is a request for an
agreement, staff would come back to Council for its review, consideration and
approval. She asked for feedback from Council on this matter.
Council Member Bowen stated in general, he views this as town -owned roadway.
That, Marana can recoup some of those expenses from building the road with impact
fees, etc. If we can reduce some of cost, by entering into an agreement he is not against
it. Though he is not an expert, he believes f iber optic cable does not interfere with one
another. He asked whether the cable that is currently there belongs to the Town. Ms.
Fairall replied stating she believes it is; Town Engineer Keith Brann (sitting in the
audience) has nodded his head in agreement.
Council Member Bowen stated he would see this situation as a renewable five (5) year
lease option. He is not sure of the cost structure and the best way to handle it; however,
he is curious about who is interested in having an agreement with the Town. Ms.
Fairall replied stating it is First Digital. Council Member Bowen asked whether there
is much competition for this space. He asked how it be structured to handle it. Ms.
Fairall stated at this time, there is a lot of competition. The Town had received previous
request a year or more ago. First Digital has made the inquiry to the Town. That this
should be treated as a first come, first serve basis. The terms would be the discretion of
the Council.
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January 14, 2020 Study Session Summary Minutes
5
Council Member Bowen commented stating once the fiber optic cable is in , it transmit
likeness, there are improved cables —there is no need to remove cables as the
amplification equipment that is installed at various junctures to re-boost the signal
would be taken out by the leaser, as it would allow someone else to come in and install
their own equipment. He expressed concern about the removal of lines once installed
in the conduit as it would be wear and tear on the Town’s conduit as time goes on. If
cables can be left in place, and the leaser is willing to do that on termina tion and take
their equipment, then he would be fine with it.
Council Member Kai stated that is a good resource the Town needs to use as it has the
cell tower and it can be used —it is added revenue. It just depends on how the contract
is written. He ind icated that he does not know much about fiber optics; however,
thinks as one ends, the cable need to be taken out so that someone new could come in.
We need to see what other jurisdictions does, and prepare the contract that would be
favorable to the town.
Mayor Honea asked whether the Town has determined the amount of revenue it would
generate at $.35/foot per year. He expressed concern with moving forward with the
possibility of receiving a small revenue source from it, and utilizing a significant
amount of staff’s time. Ms. Fairall responded stating she has not performed any
financial projections on this; however, in an internal meeting, the Town was pleasantly
surprised as the amount simulated could be a good source of revenue for the Town.
Mayor Honea inquired about the number of feet would be used. Ms. Fairall stated she
did not have that information available.
Council Member Ziegler stated she is not familiar with conduit usage, and would leave
it to those who are familiar. She commented on the nature of contracts stating that she
does not believe the contracts should be longer than five years, and it provides a
renewal/renegotiation at the end of the term. The idea of having a master agreement
then making amendments to it as the Town adds different neighborhoods, just add
terms of conditions and update it accordingly. She agrees with Mayor Honea in that
this should not be a laborious process for Town staff. She expressed concern with the
indemnification language that was not in the p resentation materials, but would like for
the Town to include that if it moves forward. Ms. Fairall replied stating the Town
would ensure to strengthen the language relating to indemnification within the
agreement to protect the Town as much as possible. Council Member Ziegler stated
she would not be opposed to this.
EXECUTIVE SESSIONS
Pursuant to A.R.S. § 38-431.03, the Town Council may vote to go into executive session,
which will not be open to the public, to discuss certain matters.
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January 14, 2020 Study Session Summary Minutes
6
E1 Executive Session pursuant to A.R.S. §38 -431.03 (A), Council may ask for
discussion or consideration, or consultation with designated Town representatives, or
consultation for legal advice with the Town Attorney, concerning any matter listed on
this agenda for any of the reasons listed in A.R.S. §38 -431.03 (A).
FUTURE AGENDA ITEMS
Notwithstanding the mayor’s discretion regarding the items to be placed on the agenda,
if three or more Council members request that an item be placed on the agenda, it must
be placed on the agenda for the second regular Town Council m eeting after the date of
the request, pursuant to Marana Town Code Section 2 -4-2(B).
ADJOURNMENT
Mayor Honea asked for a motion to adjourn the meeting.
Vice Mayor Post moved and Council Member Comerford second the motion to adjourn
the meeting. Motion passes: 6-0. Meeting adjourned at 7:21 PM.
CERTIFICATION
I hereby certify that the foregoing are the true and correct minutes for the Study Session
Meeting of the Marana Town Council meeting held on January 14, 2020. I further certify
that a quorum was present.
____________________________________
Cherry L. Lawson, Town Clerk
Marana Regular Council Meeting 02/04/2020 Page 31 of 165
Council-Regular Meeting A1
Meeting Date:02/04/2020
To:Mayor and Council
From:Curry C. Hale, Human Resources Director
Date:February 4, 2020
Strategic Plan Focus Area:
Community
Strategic Plan Focus Area Additional Info:
Principle Statement 1/ We will maintain and enhance our reputation as a safe and
well-planned community.
5. Maintain updated Emergency Response, Continuity of Operations and Disaster
Recovery Plans.
Subject:Resolution No. 2020-008: Relating to Emergency Management; approving the
updated Town of Marana Emergency Operations Plan (EOP) (Curry C. Hale)
Discussion:
A.R.S. 26-308(B) provides that each incorporated city and town of the state of Arizona
shall establish and provide for emergency management within its jurisdiction in
accordance with state emergency plans and programs. An Emergency Operations Plan
(EOP) is also a requirement for organizations to seek reimbursement from the Federal
Emergency Management Administration (FEMA) for emergency/disaster incidents.
Our hope is the Town of Marana is never challenged by an emergency, but it is
imperative that the organization be prepared and capable of responding and recovering
from an incident. The EOP was first adopted in 2006 (Resolution No. 2006-12). In
September 2012, the Council adopted a comprehensive rewrite of the EOP. The
EOP provides a full spectrum of incident management activities including the
prevention and mitigation of preparedness for response to and recovery from terrorism,
natural disasters and other major emergencies.
Over the past two years the Town's Safety & Emergency Management Coordinator has
coordinated with Marana staff, supported by community partners to update the EOP
Marana Regular Council Meeting 02/04/2020 Page 32 of 165
into alignment with the Town's capabilities and resources. With a coordinated all
hazards approach to the local and regional incident management the EOP consists of a
base plan, emergency support functions (ESFs), and several incident specific annexes.
The ESFs and annexes contain sensitive and confidential information. Therefore, these
portions of the EOP are not made available for public viewing and are not included
within the Council packet. The updated EOP addresses the consequences, response, and
recovery assistance. Upon adoption, the updated EPO supersedes previously adopted
emergency plans.
The goal of the EOP is to describe actions the Town will take to save lives, protect
property, and the Town. These actions are intended to increase effectiveness and
efficiency of incident management and coordination among Town staff, regional, state,
and federal partners. By providing a process whereby Town resources are deployed in
response to an emergency incident and a framework for the Town to be reimbursed, the
EOP follows federal and state guidance.
The EOP may be changed as a result of operational reviews of actual incidents,
after-action reviews of exercises, changes in the law, changes in threat, risk, and
vulnerability assessments. The Town Manager, and the Emergency Management Team
may make interim changes to the EOP without Council approval. Additionally,
approval of the attached resolution will authorize the Town Manager or designee to
make necessary changes to the ESFs and annexes with further Council approval.
However, the EOP in its entirety is to be updated and approved by the Council every
three years.
Staff Recommendation:
Staff recommends approval of the updated Emergency Operations Plan.
Suggested Motion:
I move to adopt Resolution No. 2020-008, approving the Town of Marana Emergency
Operations Plan.
Attachments
Resolution No. 2020-008
Exhibit A - EOPJanuary2020Final
EOP Presentation MC
Marana Regular Council Meeting 02/04/2020 Page 33 of 165
Marana Resolution No. 20 20-008
MARANA RESOLUTION NO. 2020-008
RELATING TO EMERGENCY MANAGEMENT; APPROV ING THE UPDATED
TOWN OF MARANA EMERGENCY OPERATIONS PLAN (EOP)
WHEREAS A.R.S. § 26-308(B) provides that each incorporated city and town of
the state of Arizona shall establish and provide for emergency management within its
jurisdiction in accordance with state emergency plans and programs; and
WHEREAS on September 18, 2012, the Town Council adopted Resolution No .
2012-074 approving an emergency operations plan for the Town; and
WHEREAS the Town Council finds that approving an updated emergency oper-
ations plan is in the best interests of the Town and its citizens.
NOW, THEREFORE, BE IT RESOLVED BY THE MAYOR AND CO UNCIL OF
THE TOWN OF MARANA, ARIZONA, AS FOLLOWS:
SECTION 1. The Town of Marana Emergency Operations Plan attached to and
incorporated by this reference in this resolution as Exhibit A is hereby approved, and
hereby supersedes and replaces the plan approve d pursuant to Marana Resolution
No. 2012-074.
SECTION 2. The Emergency Operations Plan approved by this Resolution in-
cludes information, specific operational plans, Emergency Support Functions (ESFs)
and incident-specific and support annexes that contain s ensitive and confidential mate-
rial that will not be made available for public viewing; therefore, these operational
plans, ESFs, annexes and other confidential information are not included with Exhib-
it A, but are hereby approved as a part of the Town of Ma rana Emergency Operations
Plan.
SECTION 3. The Town Manager and/or his or her designee is hereby directed
and authorized to revise and update all Emergency Support Functions (ESFs) and inci-
dent-specific and support annexes included within the Town of Maran a Emergency
Operations Plan as necessary, without further Council approval.
SECTION 4. The Town’s Manager and staff are hereby directed and authorized
to undertake all other tasks required or beneficial to carry out the terms, obligations and
objectives of the Emergency Operations Plan.
Marana Regular Council Meeting 02/04/2020 Page 34 of 165
Marana Resolution No. 20 20-008
PASSED AND ADOPTED by the Mayor and Council of the Town of Marana, Ar-
izona, this 4th day of February, 2020.
Mayor Ed Honea
ATTEST:
Cherry L. Lawson, Town Clerk
APPROVED AS TO FORM:
Frank Cassidy, Town Attorney
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TOWN OF MARANA
EMERGENCY
OPER ATIONS
PLAN
January 2020
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TOWN OF MARANA EMERGENCY OPERATIONS PLAN January 2020
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Record of Changes
2006-001 2006-EOP Initially Adopted September 01, 2006 MC
N/A 2009-No changes to plan N/A MC
2012-001 2012-New EOP Version Adopted September 01, 2012 MC
N/A 2015-No changes to plan N/A MC
N/A 2018-No changes to plan N/A MC
2020-001 2020-Update cover page, ESFs January 01, 2020 MC
Record of Distribution
Town Manager’s Office Town of Marana January 01, 2020 1
HR – Emergency Management Town of Marana January 01, 2020 1
MPD – Command Marana Police Department January 01, 2020 1
MPD – Dispatch Marana Police Department January 01, 2020 1
Town of Marana website Base Plan Only January 01, 2020 1
Change Number Copy Number Date Entered Posted By
Name Date No. of Copies
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TOWN OF MARANA EMERGENCY OPERATIONS PLAN January 2020
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PROMULGATION
The Town of Marana’s Emergency Operations Plan (EOP) aligns the Town’s capabilities,
resources, and strategic plan with a coordinated, all-hazards approach to local and regional
incident management. The goal of this plan is to save lives and protect the Town and the
region’s communities by increasing the effectiveness and efficiency of incident management
and coordination among Town entities, regional organizations, private sector entities, and state
and federal partners.
While we hope tha t the Town of Marana is never challenged by an emergency, it is imperative
that the Town be prepared and capable if emergency incidents occur. The plan provides a
full spectrum of incident management activities including the prevention and mitigation of,
preparedness for, response to, and recovery from terrorism, major natural disasters, and other
major emergencies.
This Emergency Operations Plan follows federal guidance and the precepts of the National
Incident Management System, providing a consistent framework for incident management at all
jurisdictional levels, regardless of the cause, size, or complexity of the incident. The activation
of this plan provides for coordination and implementation of a variety of emergency response
and recovery activities. Each Town department is required to prepare internal guidelines for the
execution of assigned duties and tasks associated with this plan.
Implementation of the Emergency Operations Plan and its supporting procedures will require
cooperation, collaboration, and information-sharing across Town departments and jurisdictions,
as well as between the Town and the private sector. I ask for your continued cooperation and
assistance as we begin the implementation process for this plan. I look forward to working with
you as we integrate this new plan to improve our local and regional incident management
capability.
The Marana Strategic Plan addresses community needs and with this plan helps ensure that
the community has adequate water, sewer, transportation, and public safety infrastructure to
respond to the challenges of a natural or human-caused disaster.
As Mayor of the Town of Marana, I recognize the Town’s role in emergency preparedness and
provide this document as the current, all-hazards Town of Marana Emergency Operations
Plan. My signature below, and approval of this document by Resolution of the Town Council,
demonstrates the Town’s commitment to emergency management within our jurisdiction.
Ed Honea Mayor
Town of Marana
September 18, 2012
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TOWN OF MARANA EMERGENCY OPERATIONS PLAN January 2020
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APPROVAL AND IMPLEMENTATION
The Town of Marana, in accordance with Homeland Security Presidential Directive 5, the
Homeland Security Act of 2002 and Arizona Revised Statutes (ARS), Title 26, Chapter 2,
Article 1, is required to prepare for and respond to emergencies/disasters in order to save
lives and protect public health and property. This Emergency Operations Plan, upon
adoption, updates and supersedes the Town’s Emergency Operations Plan of 2012 . The plan
addresses the consequences of any emergenc y, disaster or incident for which there is a need
for Town resources to provide preparedness, response and recovery assistance.
Applicability
This plan applies to all Town departments, divisions, and offices that have a primary duty,
or may be requested, to provide assistance or conduct operations in the context of actual or
potential incidents of local or regional significance, i.e., emergencies, disasters, catastrophes,
etc., whether natural, technological or human-caused. The plan also provides the foundation
for establishing interagency and multi-jurisdictional mechanisms for Town coordination and
involvement in emergency incident response and recovery operations. This plan serves as the
foundation for development of the Town’s plans and procedures to implement response
activities in a timely and efficient manner.
No provision of this plan is intended to circumvent, alter or conflict with any local, state or
federal laws. If any of the provisions of the Plan should inadvertently circumvent, alter or
conflict with any local, state or federal laws, those laws shall prevail over this plan.
Modifications
Modifications may come as a result of periodic review by individual departments, through
training, exercise and evaluation, or changes in la w, polic y, technology, organization of Town
government, and/or the community.
The Town must undertake periodic evaluation of this plan. This evaluation will be based and
completed upon a three (3) yea r cycle to ensure currency and applicability. Details to this
procedure are contained in the plan.
Approval and Implementation
This plan shall be implemented upon approval by Resolution of Town Council signed by the
Mayor.
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TOWN OF MARANA EMERGENCY OPERATIONS PLAN January 2020
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TABLE OF CONTENTS
Introduction 9
Purpose
Mission
Scope
Limitations and Liability
Situation Overview
Hazard Analysis Summary
Critical Infrastructure/Key Resources
Capability Assessment
Mitigation Overview
Consequences of Disasters
Assumptions 21
Concept of Operations 22
General
Comprehensive Emergency Management
Management Goals and Operational Objectives
Town Department Initial Response
Activation of the Plan
Expanding Town Response
The Emergency Operations Center
Emergency Support Functions
Needs of Vulnerable Populations
Coordination and Consideration of Other Plans
Terrorism versus All-Hazards
The National Terrorism Alert System
Organization and Assignment of Responsibilities 33
Town Emergency Response Organization
Town Emergency Management Organization
Private and Voluntary Organizations
Emergency Operations Center (EOC) Organization
ESFs
Emergency Management Activities
Preparedness
Response
Recovery
Mitigation
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Direction, Control and Coordination 44
General
Coordination of Town Incident Management Activities
Coordination of ESFs
Non-Declared Town Emergencies/Disasters
Disaster Declaration Process
Coordination of Regional Incident Management Activities
Town Government
County Government
State Government
Federal Government
Hierarchical Plans
Supplemental Plans
Demobilization
Information Collection and Dissemination 51
General
Using Standard Forms
IC/EOC Internal Communications/Sharing Information
Common Operating Picture (NIMS)
Essential Elements of Information
Intelligence
External Communications/Keeping the Public Informed
Communications 56
General
Communications Protocols
Town of Marana Communications System
MPD Communications
Tactical Communications during a Town Emergency
Tactical Communications during an Expanded Emergency
EOC Communications
Joint Information Center
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Plan Administration, Finance, and Logistics 59
General
Preparedness
Mitigation
Response
Recovery
Administration
Photography
Reports
Situation Reporting
After -Action Reporting
Hot Wash
Hazardous Materials Spills Reporting
Incident Action Plan
Preservation of Records
Finance
Procurement
Insurance
Audit of Expenditures of State/Federal Funds
Mutual Aid Agreements
Logistics
Plan Development and Maintenance 67
General
Plan Development
Training and Exercise
After -Action Report and Hot Wash
Regional Collaboration
Plan Maintenance
Plan Changes
Coordination and Approval
Notice of Change
Distribution
Reissuance of the Emergency Operations Plan
Authorities and References 70
Appendixes
1. Glossary of Terms 72
2. List of Acronyms 87
3. Geographical Characteristics 90
4. Demographic Characteristics 93
5. ARS Reference Items 95
6. Town Code Reference Items 101
7. Federal Law Reference Items 105
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Emergency Support Function Annexes
ESF #1 - Transportation
ESF #2 - Communications
ESF #3 - Public Works and Engineering
ESF #4 - Firefighting
ESF #5 - Emergency Management
ESF #6 - Mass Care, Housing, and Human Services
ESF #7 – Logistics Management & Resource Support
ESF #8 - Public Health and Medical Services
ESF #9 - Urban Search and Rescue
ESF #10 - Oil and Hazardous Materials Response
ESF #11 - Agricultural, Animal Welfare & Natural Resources
ESF #12 - Energy
ESF #13 - Public Safety and Security
ESF #14 - Long-term Community Recovery
ESF #15 – External Affairs
Support Annexes
Volunteer and Donations Management
Worker Safety and Health
Incident Annexes
Catastrophic Incident
Terrorism Incident
Flood Incident
Evacuation/Shelter-in-Place Incident
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TOWN OF MARANA EMERGENCY OPERATIONS PLAN January 2020
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INTRODUCTION
The nation’s domestic incident management landscape changed dramatically following the
terrorist attacks of September 11, 2001, and the devastating hurricanes of 2005. Today’s threat
environment includes the traditional manmade, technological and natural hazards: wildland
and urban fires, floods, oil spills, hazardous materials releases, earthquakes, hurricanes,
tornadoes, pandemics, and potential disruptions to the region’s energy and information
technology infrastructure.
Additionally, we are now faced with the deadly and devastating terrorist arsenal of chemical,
biological, radiological, nuclear, and high-yield explosive weapons.
These complex and emerging 21st century threats and hazards demand a unified and
coordinated approach to domestic incident management. The federal government responded
with the introduction of the National Response Plan, now the National Response Framework
(NRF) of 2008, which is predicated upon the National Incident Management System (NIMS).
The Town has developed its Emergency Operations Plan based upon the structure of the NRF,
using the management techniques of NIMS and the Emergency Support Function (ESF) format.
This plan supports the potential for flexible, tiered response to emergency situations that begin
at the local level and can expand in scope to regional, national, or even international concerns.
This plan considers all-hazards and provides the structure and controls for local and regional
level policy and operational coordination for incident management. Consistent with the NIMS
model, the plan can be partially or fully implemented in the context of a threat, in anticipation
of a significant event, or in response to a significant incident. The plan is designed so that one
or more of its components can be activated independently of the others, thereby responding
to the situation with a maximum of flexibility. Together, the plan and the NIMS integrate the
capabilities and resources of various governmental jurisdictions, incident management and
emergency response disciplines, non-governmental organizations (NGO), and the private sector
for local or regional incident management.
PREPAREDNESS ORGANIZATION
The Town of Marana (hereafter called the “Town”) uses the “preparedness organization”
concept described in the NIMS for the ongoing management and maintenance of the plan.
Within the Town, this organization consists of an Emergency Management Team and an
Emergency Support Function (ESF) Coordination Group. The Emergency Management
Team includes the Town Manager (or designee), the Chief of Police (or designee), the Town’s
Emergency Preparedness Coordinator, and representatives of other entities as deemed
necessary by the Town Manager. The Emergency Management Team provides coordination
of policy, planning, training, equipping, and other preparedness requirements. Functional
planning, training and exercising, and tactical coordination are accomplished through the
ESF Coordination Group. The ESF Coordination Group is comprised of ESF Coordinators
(or designees), additional representatives from the Town’s departments as needed, and a
representative of the Northwest Fire Rescue District. Representation from private industry,
NGOs, or other organizations may be solicited as needed.
Within NIMS, preparedness focuses on the following elements: planning, procedures and
protocols, training and exercises, personnel qualifications, licensure, and certification, and
equipment certification.
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Preparedness requires a unified approach to emergency management and incident response
activities. To achieve this, components of NIMS should be integrated within a jurisdiction’s
or organization’s emergency management and incident response st ructure. Specifically,
preparedness should be integrated into communications and information management,
resource management, and command and management to form an effective system.
Preparedness activities should be coordinated among all appropriate agencies and
organizations within the jurisdiction, as well as across jurisdictions. NGOs and the private
sector should be involved in these efforts, as they often provide incident-related services, and
are the owners and operators of critical infrastructure and key resources that may be involved
in emergency management and incident response.
Preparedness organizations provide coordination for emergency management and incident
response activities before an incident or planned event. These organizations range from groups
of individuals to small committees to large standing organizations that represent a wide variety
of committees, planning groups, or other organizations (e.g., Citizen Corps, Community
Emergency Response Teams, Local Emergency Planning Committees, and regional emergency
coordinating initiatives).
Preparedness organizations should meet regularly and coordinate with one another to ensure
an appropriate focus on helping jurisdictions and groups of jurisdictions to meet their
preparedness needs.
The needs of the jurisdictions involved will dictate how frequently such organizations should
conduct their business, as well as how they are structured. When preparedness activities
routinely need to be accomplished across jurisdictions, preparedness organizations should
be multijurisdictional and/or multiagency and include critical infrastructure owners and
operators, NGOs, and the private sector, when relevant. Agreements should be established
between necessary parties so that each will be aware of the capabilities, expectations, and roles
of the others.
Preparedness organizations may take the following actions, among others:
• Establish and coordinate emergency operations plans, protocols, and procedures, including
public communications and awareness
• Integrate and coordinate the activities and functions within their purview
• Establish the standards, guidelines, and protocols necessary to promote interoperability and
consideration for responder safety
• Adopt standards, guidelines, and procedures for requesting and providing resources
• Identify resources and other requirements and set priorities for their use
• Encourage training, exercises, evaluation, and corrective action programs
• Ensure the establishment and maintenance of necessary mutual aid agreements and assistance
agreements and outreach to NGOs and the private sector
• Use Multiagency Coordination Systems, as needed and where appropriate, for planned events
(such as parades or sporting events) or for specific types of incidents (such as pandemic influenza
or hurricanes)
• Plan for operational scientific support, which can be done at each level of government, and
contribute ideas to ongoing research and development of new technologies
• Conduct after-action reviews to strengthen future preparedness
NIMS December 2008 Page 13
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TOWN PREPAREDNESS STRUCTURE
The Town’s Emergency Management Team will provide the overall guidance and support to
ensure Town strategy and direction to the emergency management process. The Town’s ESF
Coordination Group will coordinate the details of planning, training, exercising, evaluating and
updating the Town’s emergency doctrine.
The Emergency Management Team will also facilitate interagency information sharing
activities to enable the prevention of a potential incident. Then, based upon guidance from
the Emergency Management Team, the ESF Coordination Group will provide planning
and coordinate training, exercise and evaluation activities to ensure development of Town
capabilities pertinent to potential hazards and developing situations. The ESF Coordination
Group will plan the use of agency resources and authorities to prepare for and/or prevent
an incident as well as initiate appropriate mitigating measures to reduce vulnerabilities. If
warranted, the ESF Coordination Group may recommend the activation of additional Town
assets to provide appropriate resources to enable more robust prevention and/or preparedness
activities.
PURPOSE
The purpose of the plan is to establish a consistent, comprehensive, all-hazards, approach to
emergency or disaster incident management by providing (1) planning guidance to Town
departments for disaster prevention, preparedness, response, and recovery; (2) a fundamental
document to test the Town’s disaster preparedness capabilities and the effectiveness of this
plan; and (3) organization to manage response to emergencies/disasters/terrorist incidents on
a local and regional basis. The goal of the plan is to reduce vulnerability to major emergencies,
including terrorism, and minimize damage and loss of life.
The plan describes internal capabilities and resources. It establishes responsibilities, operational
purposes and protocols to protect the Town from terrorist attacks and other natural and
human-caused hazards. Its aims a re to save lives, protect public health, safety, property and
the environment, and reduce adverse psychological consequences and disruptions. The plan
also provides the framework for Town interaction with regional, state and federal agencies,
the private sector, and NGOs in the context of expanded, regional emergency incident
management.
The plan serves as the foundation for the development of detailed supplemental plans and
procedures to effectively and efficiently implement Town incident management activities
and provide assistance for specific types of incidents. This document is the Town’s principal
planning source for explaining how the Town government will engage its collective resources to
administer a comprehensive emergency management program.
A.R.S. § 26-308. Powers of local government; local emergency management establishment;
organization
B. Each county and incorporated city and town of the state shall establish and provide for emergency
management within its jurisdiction in accordance with state emergency plans and programs. Each
unincorporated community may establish such emergency management programs.
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This plan also commits to the following:
a) Promoting mitigation strategies to strengthen current efforts to improve the structural and
nonstructural integrity of critical facilities and infrastructure by making essential systems more
resistant to interruptions and protecting vital assets.
b) Continuing ongoing efforts to reduce home and workplace hazard risk exposures that could
cause injuries, loss of life, property damage, economic hardship, or environmental harm. Such
efforts may:
1. Seek federal assistance through mitigation or block grant opportunities
2. Take advantage of land use and building code authority
3. Build on risk management “best practices”
4. Leverage public/private partnerships
5. Evolve from public policy discussions
c) Supporting a regular training and exercise and evaluation, program that will enable Town and
other organization representatives to maintain the level of proficiency and readiness needed to
perform assigned emergency management duties.
d) Developing an increased level of emergency preparedness throughout the community, so
that individuals, families, businesses and organizations can assume responsibility for taking
care of their own basic survival needs for a minimum of the first 72 hours after a disaster. This
is a national standard, predicated on the well-documented premise that local governments can
encounter overwhelming demands in the immediate or even longer term aftermath of a disaster,
especially one of catastrophic proportions.
e) Ensuring a coordinated governmental response and recovery effort that is able to minimize the
extreme adversity a major emergency or disaster can wreak on citizens, their quality of life, and
the well-being of the community.
f) Reconstituting, as speedily as possible, government services that may become impaired from
the effects of a major emergency or disaster.
g) Providing citizens and businesses who have suffered damage to property with humanitarian
and economic recovery assistance from local resources.
h) Seeking supplemental, long-term humanitarian and economic recovery aid from the state and
federal governments when local resources are insufficient and widespread damage has occurred.
EMERGENCY PLANNING GUIDELINES
Elected and appointed leaders are responsible for ensuring that necessary and appropriate
actions are taken to protect people and property from any threat or hazard; residents and
citizens also have a critical role and shared responsibility to take appropriate actions to
protect themselves, their families, organizations, and properties. Planning that includes an
integrated all-of-nation, capabilities-based, whole community approach builds a more resilient
community.
The EOP is a major component of the Town’s comprehensive emergency management program,
which addresses all-hazards, all emergency phases, all impacts, all people, and all stakeholders.
1. All Hazards: The EOP is meant to address all of the hazards that may require disaster response
in Marana. The hazards are identified through a thorough risk assessment and are prioritized on
the basis of the impact and likelihood of occurrence. This approach allows the Town to address
the specific considerations of unique hazards, while strengthening of the functions common to
most disasters.
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2. All Phases: The Town’s comprehensive emergency management program is organized to
address the five phases of emergency management:
• Prevention: Any activity taken in advance that reduces the potential for an emergency.
• Preparedness: Any activity taken in advance of an emergency to develop, support, and
enhance operational capabilities, to facilitate an effective and efficient response, and recover
from an emergency situation.
• Response: Any action taken immediately before, during, or after an emergency situation to
reduce casualties, save lives, minimize damage to property, and enhance the effectiveness
and speed of recovery.
• Recovery: Short-term recovery is any activity that will return vital life-support systems and
critical infrastructure to minimum operating standards and, in the long-term, any activity
designed to return life to normal or to an improved state.
• Mitigation: Any activity taken to eliminate or reduce the degree of long-term risk to human
life and property from natural, technological, and human -caused hazards.
3. All Impacts: The concepts identified in this plan are meant to be used to address all
types of disaster impacts, regardless of their cause, severity, or complexity – no matter how
unprecedented or extraordinary. While th e plan focuses primarily on disasters, it addresses and
distinguishes between the following types of incidents when appropriate:
• Emergencies are routine events which make up the majority of incidents and are handled by
responsible jurisdictions or agencies through other established authorities and plans.
• Disasters are non-routine events which exceed the capability of local jurisdictions or agencies
(or exhaust their resources) requiring county-wide coordination and/or assistance from the
county, state, or federal governments.
• Catastrophes are extremely rare events where most, if not all, of the following conditions
exist:
□ Most or all of the unincorporated county and cities and towns are destroyed or heavily
impacted
□ County, local and tribal government is unable to perform its usual services
□ Help from nearby jurisdictions is limited or cannot be provided
□ Most or all of the daily community functions are interrupted
4. All Stakeholders: Effective emergency management requires trust and close working
relationships among all levels of government, non -governmental organizations, the private
sector, and the general public. To this end, the plan and the planning process utilized to develop
and maintain it are designed to facilitate communication, build consensus, advocate a team
atmosphere, encourage trust, and create and sustain broad and sincere relationships among
individuals and organizations. Developing and integrating this team approach is the foundation
of an effective disaster response.
5. All People: A key element of effective emergency planning is to consider the whole
community, including all individuals and population segments that may be impacted by
disaster. This planning encompasses as many audiences as practically possible, and can include
those groups defined as “functional needs” populations. These groups include populations
whose needs are not fully addressed by traditional service providers or who feel they cannot
comfortably or safely access and use the standard resources offered in disaster preparedness,
response, and recovery. Functional needs populations may include:
• Economically disadvantaged populations
• People with limited language proficiency
• People with disabilities – physical, mental, cognitive, or sensory
• People with age vulnerabilities (under 5 or over 65)
• Culturally/geographically isolated populations
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Before, during, and after a disaster, plans should consider inclusion of additional response and
recovery needs in one or more of the following functional areas:
• Maintaining independence
• Communication
• Transportation
• Supervision
• Medical care
The Federal Emergency Management Agency’s (FEMA) Comprehensive Preparedness Guide
(CPG) 101 v.2 provides federal emergency planning guidance for state and local planning. CPG
101 establishes the federal government’s guidelines on developing emergency operations plans
and promotes a common understanding of the fundamentals of planning and the decision-
making necessary to help emergency planners produce integrated and coordinated plans.
In addition to being aligned with the various federal, state, county, and other local jurisdictions’
planning regulations and requirements, this plan takes into account all current national
standards, planning guidelines, and best practices.
MISSION
To provide all Town residents, property owners, businesses, institutions, government
departments and commissions, and emergency support organizations with a comprehensive
emergency management system that can:
1. Save lives, protect property and the environment, and hasten the restoration of public services
and the return of all segments of the community to pre-disaster conditions or to more disaster-
resistant standards for chronic risks
2. Reduce community and government vulnerability to all known hazards
3. Encourage preparedness behavior among the general population
4. Foster cooperative planning at all levels to enable a uniform and rational approach for
coordinating multi-agency and multi-jurisdictional actions — before, during and after any threat
to the public welfare
5. Regularly evaluate the Town’s capacity to effect a coordinated community and public response
and recovery effort that is focused on protecting and saving lives, lessening human suffering,
minimizing property, economic and environmental losses, and reestablishing a normal state of
affairs
SCOPE
The intent of the plan is to provide the citizens and Town government with a standardized
system for managing major emergencies and disasters. Central components of this system shall
include:
1. A comprehensive framework for effective use of government, private sector and volunteer
resources
2. An outline of local responsibilities
3. The lawful means to obtain supplemental assistance from the state and federal governments
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This plan is intended to cover the full range of complex and constantly changing requirements
in preparation for, or in response to, threats or acts of terrorism, major disasters, and other
emergencies. The plan provides the basis to initiate long-term community recovery and
mitigation activities. The identified actions and activities in this plan and those to be carried
out under the Emergency Support Functions (ESFs) and annexes, are based on existing legal
requirements and/or specific assignments.
This plan takes into consideration and distinguishes between incidents that require minor
emergency management coordination, and incidents of greater magnitude that require regional
cooperation.
The plan establishes interagency and multi-jurisdictional protocols and mechanisms for Town
involvement in incident management operations. This includes coordinating structures and
processes for incidents requiring:
1. Town support to regional or state governments/agencies;
2. Regional or state support to the Town; and
3. Public and private sector incident management integration.
An emergency/disaster may result in a situation that affects the national security of the United
States. For those instances, appropriate authorities and procedures will be utilized to address
national security requirements. Any act or suspected act of terrorism using weapons of mass
destruction (WMD) will require coordination with federal agencies.
This plan recognizes and incorporates incident management authorities of the State of Arizona,
Pima and Pinal Counties, other local and tribal governments, the private sector, and other
NGOs.
The plan, using NIMS principles, establishes methods to:
• Maximize the integration of all-hazards, incident-related preparation, response, and recovery
activities
• Improve coordination and integration of Town, regional, state, federal, private-sector, and NGO
partners
• Maximize efficient use of resources needed for effective incident management and Critical
Infrastructure/Key Resources (CIKR) protection and restoration
• Improve incident management communications and increase situational awareness across
jurisdictions and between the public and private sectors
• Facilitate emergency mutual aid, and emergency support from Pima and/or Pinal County, the
state, and the federal government
• Provide a proactive and integrated Town response to catastrophic incidents
• Address linkages to other Town and regional incident management and emergency response
plans developed for specific types of incidents or hazards
LIMITATIONS AND LIABILITY
This plan is adopted as an exercise of the power of the Town to protect and preserve the
public peace, health, safety and welfare. Its provisions shall be liberally construed for the
accomplishment of these purposes.
The Town neither makes nor implies any guarantees by implementing this plan. Because
local government assets and systems may be damaged, destroyed, or overwhelmed during a
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catastrophic incident, the Town can only endeavor to make reasonable efforts to respond based
on the situation and information and resources available at the time.
This plan is implemented and enforced by the Town and its officers and employees as
an exercise of discretion, and not as a mandate. No provision of or term used in this plan
is intended to impose any legal duty whatsoever upon the Town or any of its officers or
employees. Moreover, nothing contained in this plan is intended to be nor shall be construed
to create or form the basis for any liability on the part of the Town or its officers, employees
or agents, for any injury or damage resulting from failure of any public official or employee to
comply with the provisions of this plan, or by reason or in consequence of any act or omission
in connection with the implementation or enforcement of this plan on the part of the Town by
any of its officers, employees or agents.
This plan and its programs are subject to any limitations imposed by the Town’s budget
appropriations and capacity and the availability of funds. If the Town Council is unable to
appropriate sufficient funds to fully support the plan and its programs, the Town may make
adjustments to the services envisioned under this plan.
Note: The inability of departments/agencies to carry out their responsibilities as indicated in
the Basic Plan, annexes and ESFs due to lack of staff and/or funding may lower the threshold to
issue an “emergency declaration”.
Since the plan represents a capability that is constantly altered by changes in the la w, public
policy, organizations, programs, systems, processes, and the environment, it is impossible to
promise the delivery of a perfect emergency management system. Town actions may also
be constrained because hazards can create effects that may impair the availability and use of
Town assets, along with other essential services provided by the private sector. Despite these
unavoidable limitations, the Town will make every reasonable effort to deal with the dangers
and hardships imposed, based on the situation, the information available, and the resources at
hand.
It is expressly the purpose of this plan to provide for and promote the health, safety and welfare
of the general public. It is not intended to create or otherwise establish or designate any
particular class or group of persons who will or should be especially protected or benefited by
its provisions.
State and federal law provide liability protection to public officials, emergency workers,
volunteers, and others. See Appendix 5 for applicable state law and Appendix 7 for applicable
federal la w.
SITUATION OVERVIEW
General
The dimensions and variables of an emergency or disaster situation may range from small
to large impact, simple to complex, single agency to multiple agency response, or single or
multiple jurisdiction involvement. Further, planning and preparation for emergency incidents
must consider a range of hazards that includes natural and human-caused situations based on
potential threats to the welfare and well-being of people, as well as facilities, systems, and the
environment within the Town and region.
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Hazard Analysis Summary
Hazard analysis is based upon several factors: the nature of a potential event, the history
of previous occurrences of a particular hazard, the probability and potential magnitude of
a hazard, and the warning time associated with a hazard that allows consideration for the
time available for preparation (prevention, protection, mitigation). Additional factors to
consider when addressing and planning against the potential magnitude of a hazard are the
locations of population centers, concentrations of buildings and homes, and the locations and
concentrations of special/functional needs populations and their demographics within the
Town.
The hazard analysis process begins with hazard identification and assessment of risk based
on the history and probability of an event occurring within an area of the jurisdiction.
Vulnerability is then evaluated based on aspects of population and property locations within
potential risk areas.
The Town is vulnerable to the adverse effects of natural, man-made, or technological disasters
and enemy attack, which may result in loss of life, property damage, and social disruption.
Localized flooding, due to thunderstorms during the monsoon season (July through September)
and possibly post-tropical storm incidents (September through November), as well as more
general flooding from winter storms (December through February), are a potential natural
hazard in the Town. Flooded road crossings and localized flooding are possible as well.
Windstorms, with wind speeds up to tornado strength (called downbursts), frequently occur
in connection with the monsoon season thunderstorms. Straight-line winds also represent a
significant hazard.
Transportation of hazardous substances and other toxic chemical materials through the Town,
as well as the storage and use of these substances within the Town also provides a potential for
disaster.
Commercial carrier incidents, such as aircraft, train, large truck and bus crashes, represent a
potentia l for disaster. Additionally, trucks and trains traveling through the Town provide
a potential for hazardous materials incidents. The Town is bisected by 18 miles of interstate
roadway and railroad tracks.
Urban fires, civil disturbances and terrorism may also cause an emergency or disaster. A
nuclear attack on the United States could occur through accident, miscalculation, irrational act,
unplanned escalation of a conventional war, or as a deliberate act. Pima and Pinal Counties
could be subjected to the direct effects of a nuclear attack and/or receive the effects of radiation
fallout from nuclear bursts in other areas.
While the probability might be low , the Town also faces potential threat from aircraft accidents
and civil disturbances, as well as other police or public safety-oriented, human-caused threats.
Any of these threat incidents would require expanded coordination with other emergency
responders and agencies.
Disease also has the potential to impact the Town, and part of the extended emergency response
planning function must take pandemic disease into consideration.
During the Pima County Multi-Jurisdiction Hazard Mitigation Plan process, the occurrence of
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the following hazards were considered possible or likely to have an effect on the Town: disease,
drought, earthquake, extreme temperature, flooding/flash flooding, hazardous material
incident, levee failure, severe wind, wildfire and winter storms.
Any of these identified haza rds, depending upon their severity, location, and/or scope could
require a need for regional coordination. Further, incidents in other parts of the region, state,
or country, not directly impacting the Town, may require regional coordination and support to
provide effective emergency operations.
Critical Infrastructure/Key Resources
Critical Infrastructure/Key Resources (CIKR) is a category of hazard analysis that is unique
to each jurisdiction. The CIKR of a community are those assets that are most important to
protect and there is no universal definition of what constitutes a CIKR item. CIKR items call for
extraordinary protection and prevention measures for several reasons:
• Attacks on critical infrastructure could significantly disrupt the functioning of government and
business alike and produce cascading effects far beyond the targeted sector and physical location
of the incident.
• Direct terrorist attacks and natural, manmade, or technological hazards could produce
catastrophic losses in terms of human casualties, property destruction, and economic effects, as
well as profound damage to public morale and confidence.
• Attacks using components of the nation’s critical infrastructure as weapons of mass destruction
could have even more devastating physical and psychological consequences.
At a national level, the Department of Homeland Security has identified 18 critical
infrastructure sectors: agriculture and food, banking and finance, chemical, commercial
facilities, communications, critical manufacturing, dams, defense industrial base, emergency
services, energy, government facilities, healthcare and public health, information technology,
national monuments and icons, nuclear reactors, materials and waste, postal and shipping,
transportation systems and water.
The Town of Marana does not have infrastructure or resources that fall within all CIKR sectors,
but certainly it has some assets that are critical to the vitality of the Town. As a part of regional
hazard mitigation planning, the Town identified several assets on their CIKR list. This list
includes the Marana Regional Airport, eighteen bridges, five broadcast facilities, one bus
facility, two electric facility substations, one cell phone communication tower, five emergency
facilities, six government facilities, one health center, two urgent care facilities, ten schools and
three potable or wastewater facilities. Additionally the Town must consider the transportation
network of roads and rails, pipelines, energy transmission systems and economic development
centers as needing protection.
Capability Assessment
Capabilities are the means to accomplish a mission, function, or objective based on the performance of
related tasks, under specifi c conditions, to target levels of performance. As it pertains to emergency
planning in the Town, capabilities refer to the totality of systems, people, equipment, skills and abilities
that can respond to an incident.
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Capability assessments are performed to determine the level of “response-ability” within a jurisdiction.
Among other things, these assessments then can be used to identify ar eas for mitigation; that is, those
efforts taken to reduce the potential, the impact, or the effects of a possible incident.
A capability assessment has two primary components: an inventory of a local jurisdiction’s
relevant plans, ordinances or programs already in place and an analysis of its capacity to carry
them out. Careful examination of local capabilities will detect any existing gaps, shortfalls
or weaknesses with ongoing government activities that could hinder proposed mitigation
activities and possibly exacerbate community hazard vulnerability. A capability assessment also
highlights the positive mitigation measures already in place or being implemented at the local
government level, which should continue to be supported and enhanced if possible through
future mitigation efforts.
A part of the assessment of capabilities is identification of staff skills and physical resources
within Town government to respond to hazards, threats, and incidents. As it relates to Town
employees and emergency management skills, the Town has progressed through a planned
training program for employees and elected officials whose positions might place them
into Incident Command System (ICS)- or NIMS-oriented management functions in times of
emergencies. Staff training improves those functional capabilities associated with jobs within
the Town that have application to emergencies.
Town physical resources available for use during a local emergency are identified and
categorized in accordance with the Incident Resource Inventory System (IRIS) and/or WebEOC,
a computer based system that will be used to manage multiple aspects of an emergency
or disaster incident, for tracking purposes. This information is then available for regional
deployment of Town assets based upon agreements and understandings that exist related to
mutual aid.
During incidents, as well as during training and exercises, and during the development of
internal plans, ESFs and supporting annexes to this plan, the Town will identify skill and
resource gaps. These gaps may then generate the development of agreements and memoranda
of understanding with other governments, private industry and NGOs.
Mitigation Overview
Mitigation is generally defined as efforts to reduce the impact, threat, or vulnerability to
potential hazards. The Town participated in the development of the regionally-based Pima
County Multi-Jurisdiction Hazard Mitigation Plan (MJHMP) which identified several regional
goals to improve the capacity to withstand certain threats. The approved 2017 MJHMP
identified Town-level goals, objectives and actions designed to mitigate identified hazards
based upon the risk assessment undertaken as part of the plan. The following goals were
identified on behalf of the region:
• Goal 1: Reduce risk to the people and property of Pima County from the impacts of natural and
man-made hazards
• Goal 2: Protect critical facilities and other community assets from the impacts of hazards
• Goal 3: Improve education and awareness about hazards and risk
• Goal 4: Strengthen communication between agencies and the public
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Consequences of Disasters
All-hazards disaster planning is based on the premise that all disasters present similar
consequences. Disasters may demand multi-agency/discipline response at all levels of
government and the private sector. Dealing with disaster consequences is an important
part of the plan in the response and recovery phases. The following is a list of the primary
consequences anticipated in any disaster. Specific hazards may present unique issues that
require more tailored response and recovery efforts.
1. Displaced People: Disasters often produce large numbers of displaced people who need a
wide range of services (i.e., housing, food, clothing, financial assistance, child and special needs
care, information, employment assistance, medical assistance, etc.) during both response and
recovery.
2. Injured/Ill People: Rapid incidents, such as tornadoes, technical industrial accidents, or
criminal or terrorist attacks, generally do not allow people time to escape the event. The result
can be a wide range of injuries or illnesses requiring significant coordination of fire, police,
Hazardous Materials (Hazmat), EMS, medical and public health and environmental agencies.
3. Fatalities: The deaths of citizens and responders are the greatest tragedy associated with
disasters. The county medical examiner has statutory authority for determining the cause of
death. Several agencies may assist with the collection, storage, and final disposition of the dead.
In the event of criminal or terrorist incidents, investigation and evidence preservation must also
be considerations. The effective management of any fatalities is essential to the emotional and
mental needs of the families, the community well-being, prosecution and the prevention of
potential public health and environmental crises.
4. Damaged or Destroyed Property: Among the most common results of all disasters are
damaged and destroyed property. Property damage and destruction may be limited by pre- or
post-disaster mitigation. Responsibilities for damaged property vary based on ownership (public
property versus private property). The rapid assessment of property to determine the loss of
critical infrastructure (public and private), homes, business, cultural, historic, and natural sites
is critical to the disaster declaration process and the prioritization of recovery efforts. Debris
management is a major component of this consequence of disaster.
5. Loss of Emergency/Essential Services: Loss of services is closely linked to the disaster’s
impact on critical infrastructure, business and government. The preservation and continuity of
government, fire, police, EMS, water and wastewater services, emergency management, and
public health and environmental services are immediate priorities.
6. Loss of Critical Infrastructure: The preservation and restoration of power,
communications, transportation, and other critical infrastructure are essential to sustained
response and recovery operations. The restoration of services requires close coordination of the
public and private sectors.
7. Economic Damage: The loss of population, crops, property and critical infrastructure can
produce both immediate and long-term economic damage to our community. This impact must
be accurately assessed and integrated into recovery planning and activities.
8. Financial Impact/Unplanned Expenses: Response, mitigation and recovery from
disasters can produce significant expenses that are not part of routine budget planning.
Addressing these expenses is often a shared responsibility if the event qualifies as a legally
declared emergency/disaster at the local, state, and federal levels. Eligibility for mitigation
project funds is also contingent on maintaining a current Hazard Mitigation Plan. It is essential
to have procedures and authorities in place that enable essential spending authority and
effective documentation and accounting of these expenses.
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9. Environmental Damage: Disasters can damage the environment both directly and
indirectly. Fires, floods, storms, and technical/industrial disasters can impact broad geographic
areas in a variety of ways. They may also have secondary impacts, such as causing the release of
sewage, hazardous materials, or other cascading events that can pollute the air, surface and sub-
surface water, watersheds, the land, or kill/injure our plant and wildlife resources. Assessing this
damage and implementing strategies for mitigation and recovery requires broad coordination of
the private sector and all levels of government.
10. Psychological Damage: Disasters produce a wide range of immediate and long-term
mental traumas for both the general public and our response community. This impact must be
recognized and addressed from the onset of a disaster and often continued through an extended
recovery period.
11. Companion Animal Issues: The collection, rescue, transportation, housing, care, feeding,
tracking and potential disposal of companion animals are often significant elements of disaster
response. Effectively addressing these issues can be essential to ensuring the physical and mental
well-being of their owners. This is a broadly shared responsibility.
12. Livestock and Wildlife Issue: Disasters can produce large numbers of endangered,
injured and dead animals. Failure to protect these resources can have significant impacts on the
environment, public health and th e economy. This is a broadly sha red responsibility.
13. Debris: Large amounts of debris on public and private property are a common consequence of
disasters. Debris may be organic or inorganic, often hampers response and recovery operations,
and possesses significant public health and safety concerns. Debris management and removal
requires an effective combined effort of the public and private sectors, as well as the general
public and property owners.
14. Litigation: Disasters raise issues related to liability, responsibility, accountability, negligence
and criminal culpability. These can lead to a wide range of legal proceedings involving both the
public and private sector.
15. Loss of Confidence in Public and Private Institutions: Failure to effectively prepare
for, mitigate, respond to, or recover from disaster events can result in a loss of confidence in
public and private institutions. This complex consequence is best addressed through effective
preparedness and public engagement/education prior to disaster events.
The scale of these consequences may vary significantly depending on the nature of the disaster.
Therefore, a flexible but coherent structure of clear actions and relationships is required. The
fifteen Emergency Support Functions (ESFs) listed in the National Response Framework and
incorporated into this plan, provide this structure.
Assumptions
The EOP is based on the following assumptions and considerations:
• Initially, incidents are appropriately managed at the lowest, local level.
• The Town will use all available resources to save lives, minimize injury to persons and minimize
damage to property and the environment.
• Incident management activities will be initiated and conducted using the principles contained in
the NIMS.
• In the event of a major disaster, it is likely that outside assistance will not be immediately
available. Until additional assistance arrives, the Town will initially carry out disaster response
and short-term recovery operations on an independent basis. The Town recognizes that there
may be delays in the county, state, or federal government’s ability to deliver the requested
services/assistance. The Town may need to be self-sufficient for up to 72 hours or more before
assistance arrives.
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• The combined expertise and capabilities of government at all levels, the private sector and non-
governmental organizations will be required to prevent, prepare for, respond to, and recover
from incidents of local or regional significance.
• More complex incidents of local or regional significance require the Town Emergency Operations
Center (EOC) to coordinate operations and/or resources and may:
□ Occur at any time, with little or no warning, in the context of a general or specific threat
or hazard
□ Require significant information sharing at the unclassified and classified levels across
multiple jurisdictions and between the public and private sectors
□ Involve single or multiple jurisdictional areas
□ Have significant regional impact and/or require significant regional information sharing,
resource coordination and/or assistance
□ Span the range of incident management to include prevention, protection, response and
recovery
□ Involve multiple, highly varied hazards or threats on a local, regional or national scale
□ Result in numerous casualties, fatalities, displaced people, property loss, disruption of
normal life support systems, essential public services, basic infrastructure and significant
damage to the environment
□ Impact critical infrastructures across sectors
□ Overwhelm capabilities of local, regional, state and private sector infrastructure owners
and operators
□ Attract a sizeable influx of independent, emergent, spontaneous and unaffiliated
volunteers and supplies
□ Require federal asset coordination and response
□ Require prolonged, sustained incident management operations and support activities
• Requests for assistance from other levels of government will be accomplished via existing mutual
aid agreements or memoranda of understanding, as well as procedures outlined in ESF #5 –
Emergency Management. The typical flow of requests for assistance is as follows:
□ Town to Pima/Pinal County
□ Pima/Pinal County to the State of Arizona
□ State of Arizona to the federal government
• An unforeseen emergency/disaster, such as an earthquake or terrorist incident may occur
with little or no warning and produce maximum casualties and widespread damage. Under
such circumstances, this plan assumes that the Town’s response capability will be quickly
overwhelmed. The large number of casualties and/or the significant damage to buildings,
structures and the basic infrastructure will necessitate county, state and possibly federal
government assistance to support local authorities in conducting lifesaving and life-support
efforts.
CONCEPT OF OPERATIONS
This section describes the Town’s coordination of organizations, processes and protocols
to manage incidents of local significance. These coordinating structures and processes are
designed to enable the Town to execute duties and responsibilities through the appropriate
Town departments, divisions and offices in an emergency. Also, the plan allows Town assets
and operations to integrate with regional, state, federal, NGO and private sector efforts into a
comprehensive regional approach to incident management when necessary.
It must be understood by responding agencies and personnel within the Town that the
expectation is that decisions will be made keeping the best interests of the community in mind.
Priority will be given to saving lives, protecting property and preserving the environment and
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the economy of the Town. Any language or direction, or lack of language or direction, within
this plan should not limit the potential ideas and solutions available to those who are faced
with the immediacy of emergency decisions on scenes. Decisions and actions taken during an
emergency will be reviewed; however, decisions made in the community’s best interests will be
given every proper accord during any after-the-fact deliberation.
General
Emergency management is described as cyclical through several stages: prepare, mitigate,
respond and recover. Preparation includes planning, staffing, training and exercising, as
well as pre-incident coordination across agency and jurisdictional lines. Mitigation includes
efforts to protect and/or prevent against injury, damage and loss. Response is the collection of
efforts that apply Town and/or regional resources and assets to resolve the immediate hazard.
Recovery is the collection of short- and long-term efforts which allow a community to resume
life at the same or similar levels as it did prior to the incident.
As indicated previously, the basic premise of the plan is tha t incidents are handled at the lowest
local level possible. In the vast majority of incidents, local resources provide the first line of
emergency response and incident management support and will resolve the situation without
need for expanded resources. Depending on the nature of the incident, Town police or public
service departments, as well as regional fire departments, will respond and be responsible
for incident management at the local level in accordance with established protocols and
departmental level operating guidelines and procedures.
When an incident or potential incident is of such severity, magnitude and/or complexity that
it is considered an incident of significance on either a local or regional level, the Town may
initiate actions to prevent/mitigate, prepare for, respond to, and recover from the incident
in conjunction with regional and/or state, non-governmental, and private-sector entities as
appropriate to the threat or incident. Such a situation would normally require the activation of
the Town’s EOC.
If a situation rises to such a level, a declaration of emergency may be proclaimed by the
Mayor in accordance with the Town Code and state law. Such a declaration should then be
communicated to the Pima/Pinal County Office of Emergency Management Homeland Security
or Pima/Pinal County Emergency Operations Center, which may cause notification to the
state and federal levels and result in a Presidential Emergency Declaration. Notification of an
emergency through successive layers of government may also provide additional resources
needed to respond and recover.
Comprehensive Emergency Management
The Town’s philosophy of emergency management is similar to that enumerated in the
National Response Framework, namely that emergency management is an all-hazards,
comprehensive process. This process allows the Town to discharge its responsibilities by taking
four interrelated actions which comprise the concept of emergency management and are
designed to:
• Mitigate/Prevent hazards
• Prepare for hazards that cannot be fully mitigated
• Respond to emergencies that occur
• Recover from emergencies to restore the community to its pre-emergency condition
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Town efforts related to the four actions will take place on a continuous and scalable level
based upon haza rd identification, threat, vulnerability and risk to people, property, critical
infrastructure and key resources and the environment.
The overall goal is to minimize the impact caused by a disaster or an emergency in the
jurisdiction. However, it is important to remember that the emergency management process
is not a one-time task, and it begins well before the onset of an emergency or a disaster.
Emergency management is continual and developing, using lessons learned from previous
incidents and events to improve the plan and improve the Town’s capacity to manage future
incidents and events.
Management Goals and Operational Objectives
The overarching goals of emergency management are to save lives, protect property and the
environment, and ensure the economic viability and quality of life of the community and
region. To these ends the Emergency Management Team of the Town intends to:
1. Identify threats, risks, and vulnerabilities to the Town’s assets, i.e., people, infrastructure,
businesses and resources
2. Mitigate identified threats, risks and vulnerabilities where feasible and plausible
3. Collaborate with appropriate regional entities in order to ensure integrated planning for
hazardous incidents that overwhelm Town capacities
4. Prepare for appropriate responses to hazardous incidents --natural, technical, or human-caused
based on potential and probability
5. Coordinate Town assets and organize appropriate response mechanisms and agreements prior to
a potential, probable incident
6. Respond to hazardous incidents
7. Recover from hazardous incidents
Emergency and disaster incident responses are designed to minimize loss of life, property
damage and environmental impact and to speed recovery. They include initial situation and
damage assessment, scene management, emergency and short-term medical care and the return
of vital life-support systems to minimum operating conditions. When any department/agency
within the Town receives information about an incident or potential emergency or disaster,
it will respond and conduct an initial assessment to determine the type of response activity
necessary and perform whatever immediate actions are necessary and in keeping with the
agency’s capacities and mission, as well as identify and report the need to alert others and to set
in motion appropriate actions to reduce risk and potential impacts.
Operational objectives are specific and highly dependent upon the nature and variables
particular to events and incidents. However, certain objectives can be identified as pertinent to
any and all events and incidents:
• Establish appropriate command and control
• Plan for the safety of responder personnel
• Develop accurate situational awareness
• Provide inter-agency and regional coordination as necessary
• Ensure effective communications among responders, community assets and the Town population
• Apply appropriate resources to resolve/support the resolution of the incident
• Report information necessary for coordination and recovery operations
• Ensure accountability of actions and decisions through complete and accurate record-keeping
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Town Department Initial Response
Some incidents and potential incidents allow advance notice and some time to prepare, i.e.,
some weather-related incidents provide alerts, etc. In these situations, the Town can deliberate
over response procedures and decisions using a specific Town department or the Town’s
Emergency Management Team. Other incidents are primarily reaction-oriented and have
little or no advance notice, nor time to deliberate. In these situations, the Town will generally
be notified through existing communications systems, usually the Marana Police Department
(MPD) dispatch center. Although other communications centers may be involved depending on
the situation, they will generally relay information to the MPD dispatch center, which will
then follow appropriate, internal protocols for notifying responding agencies. Therefore, at the
outset, and depending on the nature of the incident, responding agencies will be notified and
will respond in accordance with internal procedures and protocols.
If necessary and depending on the nature of the incident, a primary responding agency will
establish “incident command” in keeping with the NIMS and ICS principles and concepts.
In certain circumstances it may be prudent to establish a “unified command,” such as when
several incidents of a like nature are spread over a larger geographical area, or when more than
one responder agency is performing a significant role in the incident. Each Town/responsible
agency that has initial responder capacities and duties (police, fire, emergency medical services,
public works and utilities) is required to have departmental level response plans or procedures.
These plans shall include ICS principles and shall be coordinated with other Town response
agencies and departments and incorporated into applicable ESFs.
Incident Command (IC) and/or Unified Command (UC) will be organized in accordance with
ICS principles as necessary to confront the variables of the specific incident or event. The staff
and organization of an IC/UC generally follows the chart at Figure 1. Not all positions are
filled during all incidents. It is possible that one person within the command structure may fill
two or more positions (see NIMS, December 2008).
Figure 1: Incident Command System
INCIDENT COMMAND STAFF
PUBLIC INFORMATION
OFFICER
SAFETY
OFFICER
LIASION
OFFICER
OPERATIONS
SECTION CHIEF
PLANNING
SECTION CHIEF
LOGISTICS
SECTION CHIEF
FINANCE/
SECTION CHIEF
GENERAL STAFF
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Potential first responders and potential Emergency Operations Center (EOC) staff should
be trained in the NIMS and in ICS. Recommended training specifics are identified based
on potential response position and can be obtained through the Town’s National Incident
Management System Compliance Assistance Support Tool (NIMSCAST) coordinator. Further
training needs include EOC specific position and WebEOC for those who might be assigned
duties at any emergency management level or phase.
Initial response to an incident may be sufficient to resolve the situation. However, when
initial response is not sufficient or adequate based on skills, capacities, jurisdiction, authority
or other reasons, then it is incumbent upon the incident commander to consider expanding
the response by requesting support. Such support may come through mutual aid agreements,
intergovernmental agreements and/or coordination via activation of the plan and EOC.
Activation of the Town Emergency Operations Plan
Since the Town has adopted the NIMS and ICS for incident management, the authority to
activate the Town Emergency Operations Plan is not limited to any one jurisdictional leadership
position, but varies depending on the nature of an incident. This plan can be activated by the
Incident Commander (IC), Town Manager, or other Town department head in preparation and
anticipation of an event for which there is advanced notice, or it can be activated in response to
an incident that has occurred and threatens the Town.
The activation of the plan may also trigger the activation of the Town EOC and activation of one
or all of the plan’s ESFs. The EOC may only be partially activated during emergencies of lower
magnitude as needed. The extent to which the EOC and/or ESFs are activated depends upon
the decisions of the Town Manager, department head, or IC, and is dependent upon the type of
emergency situation, its potential for escalation, geographic extent and resources necessary to
respond and recover from the incident.
When the EOC is activated, the Town Manager should identify an EOC Manager to establish
the initial plans and procedures for the incident at hand.
Generally, the Town Emergency Operations Plan and the EOC should be activated at some level
(see below) when:
• More than one Town department is engaged in the same emergency incident
• More than one jurisdiction is engaged in the same emergency incident
• Town and private industry/organizations are engaged in the same emergency incident
• More than one Emergency Support Function (ESF) is activated for the same emergency incident
Additional plan activation circumstances include incidents when any of the following occur:
• Governor proclamation of a State of Emergency in an area including the Town
• Presidential declaration of a National Emergency affecting the Town
• Proclamation of State of War Emergency by the federal government
• Receipt of an attack warning or actual attack on the United States
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Expanding Town Response
Two aspects of expansion must be considered by Town responders and emergency managers.
In the first, some incidents will require response skills or capacities beyond those possessed by
the Town and the Town will need to call upon and coordinate support from neighboring towns,
counties, the State and perhaps the country as a whole. In the second, incidents may occur
outside Marana and affect the Town (such as an evacuation elsewhere bringing a population
influx to the Town), or Town assets may be needed to support neighbors outside the Town’s
jurisdictional area.
In such cases, this plan is coordinated and complementary to regional plans and can be
expanded through the activation of the EOC and appropriate ESFs tailored to the situation and
needs of any area, to the limits and stipulations of the Town’s capacities, commitments, and
agreements. As such, this plan is easily incorporated into regional plans for Pima/Pinal County
and the State of Arizona.
This plan establishes levels of emergencies to aid in preparedness and coordination as outlined
in Figure 2 below. These levels categorize the severity of an incident and describe general
actions associated with each level as the magnitude increases. The levels are intended to
provide guidelines to help planning efforts and provide a consistent approach for reporting and
coordination.
The levels range from 1 to 4 and are scalable recognizing that an incident may start out at a low
level and escalate (such as developing severe weather), or an incident may immediately start off
at a high level (such as an earthquake or a terrorist attack).
Likewise, as an incident tapers off, the level can be lowered and resources can begin to
demobilize. During an incident, different teams or agencies may be at different levels. For
example, during a Level 3 natural disaster, certain law enforcement special teams may remain
at Level 4 because of the nature of the incident.
The activation levels will be incorporated into EOC Standard Operating Guidelines to outline
specific actions. Modification to actions during an incident will be the responsibility of the EOC
Manager who will establish and modify the level in coordination with incident or EOC staff.
When established for an incident, the levels provide incident managers a decision-making aid
for activating and deploying resources.
Figure 2: EOC Activation Levels
Level Description General Actions
4 • Heightened hazard or threat level
• Localized incident
• Potential Town-wide Incident
• Localized incidents controlled by first response
agencies
• Continued monitoring
• Use of departmental authorities & resources to
assess and deter threats
• Weather advisories
• Alerting teams
• Warning order
• EOC alerted
• Pre-deployment of teams
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Level Description General Actions
3 • Incident of Town -wide
significance coordinated at EOC
level
• Town level monitoring and countywide
involvement
• Town-wide assets deployed, consideration of
requesting regional resources
• EOC activated based on deployment
2 • Imminent hazard or threat
• Overwhelming Town -wide
Incident
• Potential Catastrophic Incident
• Town level assets deployed
• EOC fully activated
• County PCOEMHS notified and briefed
• State EOC alerted by PCOEMHS
• Consideration of requesting of essential
resources and extensive regional/state assets
1 • Catastrophic Incident • Deployment of appropriate essential resources
and extensive state and federal assets
The Emergency Operations Center (EOC)
Should a situation evolve to require the activation of the Town’s EOC, then responding
resources and plans, as well as information, will be coordinated through the EOC, but
command will remain at the incident level.
The purpose of the EOC is to relieve the Incident /Unified Commands from the burden of
external coordination and the process of securing additional resources. Further, the EOC
will coordinate resources, information and plans among the diverse elements of emergency
responders to ensure efficiency along with effectiveness. This task requires reliable
communications with the IC element(s), an ability to establish a common operating picture
to establish situational awareness and understanding, and a willingness to allow IC/UC to
manage the response effort(s).
Town agencies, when directed by the Town Manager through the auspices of the EOC, will take
actions to mobilize and deploy resources to assist in life safety and property and environmental
protection efforts. Generally, this response will be based upon the activation of one or more
ESFs depending upon the situation and needs of the incident commander. See ESF #5 for
further details about EOC and expanding emergency management.
Although the plan may remain in operation beyond the emergency declaration period, the
EOC may be deactivated upon the orders of the Town Manager. Deactivation will generally
be based upon the recommendation of the manager of the EOC at a time when emergency
response activity has resolved the situation, or response has transitioned and ongoing recovery
actions may be adequately managed without emergency declaration authority or the focused
coordination of Town assets.
Resource coordination means that the EOC will be responsible for fulfilling the needs of the
IC(s) related to equipment, supplies and staff. EOC will use mutual aid, intergovernmental
agreements and other cooperating agency protocols to provide for the resource needs of the
IC. While the IC will retain command and the ability to deploy resources, the EOC will manage
resources from the mobilization through demobilization stages.
Information coordination means that the EOC will be responsible for ensuring that all
information released to the public, the media and responding parties is accurate, coordinated
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and integrated with the plans for resolving the situation.
Plans coordination means that the EOC will work to de-conflict any operational issues as they
arise. The policy group provides overarching guidance and direction related to an emergency
situation; however, responsibility for mission-oriented goals and objectives will remain at the
IC/UC level.
The EOC will also be responsible for coordinating communications and cooperation among
the potential elements of an emergency incident that might expand and require involvement of
regional, state, or federal support.
As stated earlier, this plan can be activated in preparation and anticipation of an event for
which there is advanced notice, such as the Town of Marana’s Founders’ Day, Star Spangled
Spectacular, Fall Festival or the Holiday Festival special events. The EOP can be used for these
and other planned events (such as parades or sporting events) for coordination and
management of details related to information and resource allocation.
Emergency Support Functions (ESF)
The Emergency Support Functions (ESF) describe the fifteen most likely activities to be
coordinated by the Town during an emergency incident or planned event. Not all ESFs will be
activated during any given incident. Each incident will be evaluated and the ESFs most useful
to the response effort will be activated and deployed in response to the incident. However,
each ESF must be prepared to respond. ESFs provide the methods and tools for collaboration in
planning, communication, information sharing and coordination of activities before, during and
after an incident.
The ESFs have grouped Town departments and other applicable agencies to facilitate a
functional response and for specifically identified assistance. If Town response or assistance is
required under this plan, it will be provided based on situational needs for specific functions
using some or all of the ESFs as necessary and as identified and coordinated through the EOC.
Each ESF has assigned missions to be accomplished in response to an emergency.
Each ESF has a designated coordinating agency responsible for managing the activities of the
ESF to ensure that missions are accomplished. This includes all planning and preparation
activities related to the function prior to any response situation.
Further, each ESF has designated primary and secondary support agencies. These agencies
a re identified based upon their authority, resources and capabilities linked to the functional
area. Organizational structures, assignments, response actions and primary and support
agency responsibilities are described in the ESFs. Together with the coordinating agency, these
agencies will accomplish the Town response to the limits of their capacity.
Primary agencies will work with identified support agencies to establish plans to accomplish
the functional mission. Primary and support agencies will use the ESF Annexes of this plan as a
basis for developing Standard Operating Procedures (SOPs).
Support agencies will coordinate with primary agencies in preparing and maintaining SOPs
and provide support for ESF operations. Each support agency will:
• Designate two agency staff members to be responsible for coordination with the primary agency
for all actions related to this plan
• Participate in the process of exercising, reviewing, maintaining and implementing this plan
• Provide representatives to the EOC operational locations as required
When applicable, primary agencies will coordinate directly with functional counterparts at
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regional or other governmental levels. Requests for assistance will be channeled through the
EOC to the Town Manager, or designee. Appropriate response assistance will be provided
based on the Town’s identified requirements.
Needs of Vulnerable Populations
Town emergency planning takes into account the essential needs of vulnerable populations,
including children, those needing special aging and adult services, disabled, motion or access-
limited individuals, household and service animals, and other special/functional needs
populations within applicable ESFs such as #6 Mass Care which is attached to this Base Plan.
Coordination and Consideration of Other Plans
Within the context of emergency or disaster response, other plans exist. Some plans support
this plan and others stand alone in their purpose, scope and activity pertinent to a particular
jurisdiction, agency or other entity.
Generally, two mechanisms for plan coordination exist. First, the more strategic, regionally-
oriented plans are coordinated and “de-conflicted” through the Pima County Multi-
Jurisdiction Hazard Mitigation Plan (MJHMP) or its equivalent. Jurisdictional plans were
drafted in accordance with national guidelines, with consideration for the Arizona State
Emergency Response and Recovery Plan and in collaboration with the Pima County
Emergency Response and Recovery Plan.
Second, Town plans are coordinated through the ESFs and their respective coordinator and
primary agencies as part of the preparedness effort. Individual ESF operational plans are
drafted with efforts to ensure compatibility with neighboring jurisdictions whenever possible
and with due consideration for Town requirements, capabilities and capacities.
Since the Town is served by several fire districts, the emergency response plans, mutual aid
plans and other support plans related to fire service have been coordinated with those agencies.
Examples of other plans that are pertinent to this plan and might require coordination include
emergency plans which are created by private entities that store or maintain certain levels
of hazardous materials, continuity of operations plans for businesses and neighborhood
associations and family survival plans. Others include but are not limited to school emergency
plans, the Town’s internal protocols and response plans, evacuation plans, continuity of
government services plans, essential records retention and recovery plans and utilities service
disruption plans.
Copies of additional plans which support this plan must be available to a coordinating entity
such as the Town’s Emergency Management Team. Such plans include agency continuity of
operations (COOP) and continuity of government (COG) plans, agency-specified emergency
response plans, essential records plans, emergency evacuation plans, hospital or health center
emergency plans, school emergency plans and critical facility emergency plans. Plans from
neighboring jurisdictions, Pima and Pinal Counties and the State of Arizona are also
coordinated with this plan.
Outside the scope of emergency plans, this plan has been coordinated with the Town of Marana
Strategic Plan, General Plan and Economic Roadmap.
Terrorism versus All-Hazards
The intent of this plan is to be as generic as possible in relation to the potential hazards that are
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faced by the Town. However, it is necessary to consider the difference between a “natural”
haza rd and one perpetrated by human activity, whether criminal motivation exists or the
incident is accidental.
All four stages of emergency management (preparedness, mitigation, response and recovery)
will be handled with similar persistence, but with slightly different consideration when
terrorism is a focus point. Preparedness will require assessment of the Town’s capabilities and
resources that reflects the potential for an event with national impact. Mitigation will tend to
look more for methods and measures of protection and prevention. Follow -through response
issues will be affected since the Department of Homeland Security (DHS) may assume a major
coordinating role, and the Federal Bureau of Investigation (FBI) will take the investigative lead
as soon as practical.
In a terrorist event, Town first responder agencies will include the police department and
local fire departments with hazardous material defense mechanisms, as well as medical
response resources. Private enterprise interests may also play a significant role in the response
coordination depending on the location of the event. The Town EOC must activate for
coordination of the expanded response that will be inevitable, including tha t of county, state
and federal responders.
Incident specific annexes to this plan will address potential terrorist incidents perpetrated
within the Town’s jurisdiction. But ESFs and Support Annexes will be activated based on
decisions made at the EOC level and dependent upon the nature, impact, and complexity of the
event, which will also be the case in the event of other, “natural,” or other human-caused, but
not criminal acts.
The National Terrorism Advisory System (NTAS)
In January 2011, the National Terrorism Advisory System (NTAS) replaced the color-coded
Homeland Security Advisory System (HSAS). The NTAS will more effectively communicate
information about terrorist threats by providing timely, detailed information to the public,
government agencies, first responders, airports and other transportation hubs and the private
sector.
Under this new system, DHS will coordinate with other federal entities to issue formal, detailed
alerts when the federal government receives information about a specific or credible terrorist
threat. These alerts will include a clear statement that there is an “imminent threat” or “elevated
threat.” The alerts also will provide a concise summary of the potential threat, information
about actions being taken to ensure public safety, and recommended steps that individuals and
communities, businesses and governments can take.
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The NTAS alerts will be based on the nature of the threat. In some cases, alerts will be sent
directly to law enforcement or affected areas of the private sector, while in others, alerts will
be issued more broadly to the American people through both official and media channels,
including a designated DHS webpage (www.dhs.gov/alerts), as well as social media channels
including Facebook and Twitter (@NTASAlerts).
Additionally, NTAS alerts will have a “sunset provision,” meaning that individual threat alerts
will be issued with a specified end date. Alerts may be extended if new information becomes
available or if the threat evolves significantly.
The Town of Marana will comply with the NTAS principles using the following guidelines:
Threat Conditions = Elevated Threat
An Elevated Threat alert warns of a credible, non-specific terrorist threat against the United
States.
Procedures/Guidelines. If an Elevated Threat alert is issued, the Marana Police
Department’s identified Terrorism Liaison Officers (TLOs) will establish communication
and maintain connectivity with the regional Joint Terrorism Task Force (JTTF) regarding
the terrorist threat and gain situational awareness through the continued monitoring of
reported incidents.
When threat conditions warrant, the Town will implement other steps as necessary. These
may include activating the EOC and placing all departments on alert status (for example,
the MPD may elevate its status to an enhanced alert level based on internal procedures).
Threat Conditions = Imminent Threat
An Imminent Threat alert warns of a credible, specific and impending terrorist threat
against the United States.
Procedures/Guidelines. If an Imminent Threat alert is issued and additional precautions
are needed to prevent, prepare for, or respond to an attack, the Town will implement
other steps as necessary, including activating the EOC and placing all departments on
alert status.
If the threat is imminent for the Town or region, the federal government may become
involved. The Department of Homeland Security may designate a Principal Federal
Officer (PFO) and activate emergency response teams and appropriate Regional Response
Coordinating Centers (RRCCs). These will coordinate with local, regional, state and
private sector entities and notify (or activate) regional resources such as the Emergency
Response Team (ERT) as appropriate. COOPs may be implemented and if the threat is
imminent regionally or locally, the Inter-Agency Incident Management Group (IIMG) may
activate and provide recommendations for the deployment of special teams to the area and
establishment of a Joint Field Office (JFO). In the absence of a JFO, special teams deployed
in response to a terrorist threat operate in coordination with the FBI Joint Operations
Center (JOC).
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ORGANIZATION AND ASSIGNMENT OF
RESPONSIBILITIES
Town Emergency Response Organization
The Town’s response structure is based upon the Preparedness Organization structure. For
EOC operations, two groups are established to provide overall guidance, support, and
coordination:
• Policy Group: Mayor and Town Council, members of the Emergency Management Team and
others as deemed necessary
• Coordination Group: ESF Coordinators (or designees), additional representatives from Town
departments as needed, Northwest Fire/Rescue District representative, representatives from
private industry, NGOs or other organizations as needed
For response, the Town will draw on the resources and assets of its government and operations
structure in times of an emergency or disaster. The Town’s internal response structure includes
representatives from all Town departments as needed for incidents tha t include policy,
management and coordination. The Police Department, Public Works and Water are first
responders and the other Town departments are used as needed, as both play vital roles in
incidents.
First Response
Initial response is critical to resolution and follow -through to recovery. The Marana Police,
Public Works and Water Departments will be the primary first responder departments;
however, all Town departments possess the potential for involvement. Town departments
must have internal procedures for response to potential emergency or disaster situations that
a re within their department’s duty, mission, and capability. Department procedures must
include the use of the Incident Command System, implementation of the National Incident
Management System, notification of the Town Emergency Management Team and ESF
Coordination Group and activation of the EOC.
Town Emergency Management Organization
The organization to implement procedures under this plan may be composed of local
government, private agencies, volunteer and non-profit agencies and businesses. The
preparedness structure is designed to ensure that the Town’s emergency doctrine is practical
and compliant with current state and federal standards. The response structure is designed to
be flexible to accommodate any response and recovery requirements.
Private and Volunteer Organizations
As incidents unfold or expand, the Town may require support from various entities. The
Town may also need to call upon privately-owned or NGO assets and resources within the
community through contracts, agreements, or other mechanisms to support emergency
response and recovery needs.
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Continuous efforts to identify and coordinate potential supporting elements must occur and
should be addressed during the preparedness stage in appropriate ESFs. Potential
support agencies should be identified when plans and ESFs are being developed. Follow -
through communication and coordination will be the responsibility of agencies identified as
coordinating and/or primary agencies for specified ESFs.
The Town relies on the emergency response services of several fire rescue districts operating
within the Town’s jurisdiction, as well as ambulance and emergency medical responders.
Communication, coordination and cooperation among these entities are important to ensure
the proper planning, preparation and response to emergency situations. These departments
are identified within the structure of appropriate ESFs and must be willing to participate in
associated activities.
The MHC Health Care and Northwest Hospital systems are another aspect of the Town’s
emergency services that require coordination. Veterinary health services also require
appropriate coordination. Human and animal health issues are considered within specific ESFs.
The Town has a number of voluntary organizations that respond to emergencies/ disasters.
The American Red Cross and the Salvation Army take the lead in most voluntary efforts. A
large number of volunteer organizations including the Red Cross and Salvation Army have
aligned themselves with the Community Organizations Active in Disaster (COAD ). Although each
voluntary organization is a stand-alone group, they readily communicate with each other and
exchange ideas, supplies, equipment and volunteers. COAD is not a controlling group and
membership is voluntary.
Another group of volunteers is aligned under the Citizen Corps and includes a local
Community Emergency Response Team (CERT) which is sponsored by the Northwest Fire/
Rescue District. Citizen Corps also includes Volunteers in Police Service (VIPS), Neighborhood
Watch and the Medical Reserve Corps. These groups are viable assets when needed and
require coordination and communication throughout the emergency management cycle.
Unaffiliated volunteers a re those people who assist in times of disaster or emergenc y, but a re
not associated with any organization previously identified. Unaffiliated volunteers must be
coordinated and this activity will be planned and accomplished through ESF #7, Logistics
Management and Resource Support.
Private businesses and entities within the Town may also play a role in emergency response
and recovery efforts. Some businesses possess chemicals or other hazardous materials and are
required by law to file reports and have “in-house” emergency response plans that must be
exercised periodically. Others have resources and capabilities to resolve specific emergency
situations that can support Town and voluntary response efforts.
EOC Organization
The EOC is both a physical location and a way of organizing. Representatives of the Town
may be designated to respond to EOC functional positions depending upon the nature of the
emergency and the ESFs that might be activated. Other representatives may also be identified
to respond to the EOC as well, such as fire command and business or non-profit agency points
of contact depending upon their agencies’ involvement in the incident.
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The EOC will include two elements of strategic coordination: a policy group and a coordination
group. The policy group will include the Mayor and Town Council along with members of the
Town Emergency Management Team.
Generally, the policy group can work from their Town offices for most incidents. However,
the Board Room at the Marana Municipal Complex will be used by the policy group during
incidents that require more significant response. The policy group may include Town
department heads, as needed along with the person designated by the Town to act on the
Town’s behalf for recovery issues. The policy group is supported by the Town’s Legal
Department, the Town public information officer and a scribe.
The coordination aspect of the EOC will be located in the Conference Room of the Marana
Municipal Complex. The coordination group, shown in the Organization Chart in Figure 3
below, represents a hybrid organization combining the EOC positions with Emergency Support
Functions as needed.
The EOC will have a designated manager, along with a liaison officer, safety officer, record
keeper, and representatives focused upon operations, planning, finance and administration,
and logistics, as well as representatives of activated ESFs. Further, the person designated by the
Town to act on the Town’s behalf for recovery issues may be detailed to work with the Finance
and Administration Support Section during recovery planning and operations.
ESF #5 provides organization and position details.
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Figure 3: EOC Organization Chart, Coordination Group
EOCC MANAGER
LIASION OFFICER
PUBLIC INFO OFFICER
ESF #15 EXTERNAL AFFAIRS
LEGAL ADVISOR SAFETY OFFICER
OPERATIONS SUPPORT
SECTION CHIEF
PLANNING SUPPORT
SECTION CHIEF
LOGISTICS SUPPORT
SECTION CHIEF
FINANCE/ADMIN SUPPORT
SECTION CHIEF
ESF #3 PUBLIC WORKS
ESF #5
EMERGENCY MANAGEMENT
ESF #1 TRANSPORTATION
FINANCE DEPARTMENT
ESF #4 FIRE FIGHTING
ESF #14
LONG-TERM COMM UNITY
RECOVERY
ESF #2 COMMUNICATIONS
PROCUREMENT DEPARTMENT
ESF #6
MASS CARE
ESF #7
RESOURCE SUPPORT
HUMAN RESOURCES
DEPARTMENT
ESF #8
PUBLIC HEALTH AND MEDICAL SERVICES
ESF #11 AGRICULTURE/
FOOD
ESF #9
SEARCH AND RESCUE
ESF #12
ENERGY
ESF #10 HAZARDOUS
MATERIALS
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Emergency Support Functions (ESFs)
ESF Member Roles and Responsibilities
Each ESF identifies the coordinator and the primary and support agencies pertinent to the
ESF. Should any ESFs incorporate multiple components, each component may have a primary
agency designated to ensure seamless integration and transition between preparedness,
response and recovery activities. ESFs with multiple primary agencies will have one ESF
coordinator designated for the purposes of pre-incident planning and coordination of all
primary and supporting agency efforts throughout the incident. Following is a discussion of the
roles and responsibilities of the ESF coordinator and the primary and support agencies.
ESF Coordinating Agency
The ESF coordinating agency has management oversight for that particular ESF and will most
often also be the primary agency. It has ongoing responsibilities through all phases of incident
management. Generally the agency appoints an ESF coordinator, and the role of the ESF
coordinator is carried out in cooperation with the principles of NIMS, ICS and the guidance of
the ESF Coordination Group. Responsibilities of the ESF coordinator include:
• Coordination before, during and after an incident, including pre-incident planning and
coordination
• Maintaining ongoing contact with ESF primary and support agencies
• Conducting periodic ESF meetings and conference calls
• Establishing contact and coordinating efforts with corresponding private sector organizations
• Recruiting new planning team members for the ESF planning team from public and private
sectors
• Coordinating with EOC during activation, to provide ESF representation at EOC
• Coordinating efforts with applicable private sector organizations
• Acting as coordination point for the collection of post-disaster information as required
• Providing representative to participate in continued development of this plan
• Providing representative to participate in the PCMJHMP
• Coordinating ESF activities relating to catastrophic incident planning and critical infrastructure
preparedness, as appropriate
Primary Agencies
An ESF primary agency has significant authorities, roles, resources, or capabilities for a
particula r function within an ESF and will usually be the coordinating agency. However, some
ESFs may have multiple primary agencies and their specific responsibilities will be articulated
within the ESF. An agency designated as an ESF primary agency is responsible for:
• Supporting the ESF coordinator and coordinating closely with the other primary and support
agencies
• Providing staff for the operations functions at fixed and field facilities
• Notifying and requesting assistance from support agencies
• Managing mission assignments and coordinating with support agencies, as well as appropriate
officials, operations centers and agencies
• Working with appropriate private sector organizations to maximize use of all available resources
• Supporting and keeping other ESFs and organizational elements informed of ESF operational
priorities and activities
• Conducting situational and periodic readiness assessments
• Coordinating the execution of contracts and the procurement of goods and services as needed
• Ensuring financial and property accountability for ESF activities
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• Planning for short- and long-term incident management and recovery operations
• Maintaining trained personnel to support interagency emergency response and support teams
• Identifying new equipment or capabilities required to prevent or respond to new or emerging
threats and hazards, or to improve the ability to address existing threats
Support Agencies
Support agencies are those entities with specific capabilities or resources that support the
primary agency in executing the mission of the ESF. When an ESF is activated, support agencies
are responsible for:
• Conducting operations, when requested by the designated ESF primary agency, consistent with
their own authority and resources
• Participating in planning for short- and long-term incident management and recovery operations
and the development of supporting operational plans, SOPs, checklists, or other job aids, in
concert with existing first-responder standards
• Assisting in the conduct of situational assessments
• Furnishing available personnel, equipment, or other resource support as requested by the ESF
primary agency
• Providing input to periodic readiness assessments
• Maintaining trained personnel to support interagency emergency response and support teams
• Identifying new equipment or capabilities required to prevent or respond to new or emerging
threats and hazards, or to improve the ability to address existing threats
Refer to the following figure for ESF scopes and an outline of primary and coordinating
agencies for plan ESFs. Further details may be found in the actual ESF documents.
Figure 4: Town of Marana Emergency Support Functions
ESF Primary Coordinating Scope
ESF #1
Transportation
Public Works Town of Marana
Office of Emergency
Management
Civil transportation
support
Transportation safety
Restoration/recovery
of transportation
infrastructure
Movement restrictions
Damage and impact
assessment
ESF #2
Communications
Technology Services Technology Services Coordination with
telecommunications
industry
Restoration/repair of
telecommunications
infrastructure
Protection, restoration &
sustainment of cyber &
information technology
resources
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ESF Primary Coordinating Scope
ESF #3
Public Works &
Engineering
Public Works
Engineering
Facility Maintenance/
Water Department/
Engineering
Infrastructure protection
& emergency repair
Infrastructure restoration
Engineering services,
construction
management
Critical infrastructure
liaison
ESF #4
Firefighting
Northwest Fire/
Rescue District
(Avra Valley,
Picture Rocks)
Marana Police
Department
Firefighting activities
Resource support to rural
and urban firefighting
operations
ESF #5
Emergency
Management
Mayor/Town
Manager
Town Manager/
Emergency
Management
Team/ Finance
Coordination of incident
management efforts
Issuance of mission
assignments
Resource and human
capital
Incident action planning
Financial management
ESF #6
Mass Care, Housing,
and Human Services
Parks and Recreation Parks and Recreation Mass Care
Disaster Housing
Human Services
ESF #7
Logistics Management
& Resource Support
Finance Finance
(Accounting/
Procurement/
Admin Staff)
Resource Support
(facility, space, office
equipment & supplies,
contracting services, etc.)
ESF #8
Public Health &
Medical Services
Community &
Neighborhood
Services
Community &
Neighborhood
Services
Public Health
Medical
Mental Health Services
Mortuary Services
ESF #9
Search & Rescue
Marana Police
Department
Marana Police
Department
Lifesaving assistance
Search and rescue
ESF #10
Oil & Hazardous
Materials Response
NWFD/
Public Works /
Safety
Public Works/
Safety
Oil & hazardous
materials (chemical,
biological, radiological,
etc.) response
Environmental safety
& short- and long-term
cleanup
ESF #11
Agriculture, Animal
Welfare & Natural
Resources
Engineering
(Archaeology
Environmental)
Community &
Neighborhood
Services (PDART)
Water Department
Engineering
(Archaeology
Environmental)
Community &
Neighborhood
Services (PDART)
Water Department
Nutrition assistance
Water safety and security
Food safety and security
Natural & cultural
resources & historic
properties protection &
restoration
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ESF Primary Coordinating Scope
ESF #12
Energy
Public Works Facilities
Maintenance
Energy infrastructure
assessment, repair, &
restoration
Energy industry utilities
coordination
Energy forecast
ESF #13
Public Safety &
Security
Marana Police
Department
Marana Police
Department
Facility and resource
security
Security planning &
technical & resource
assistance
Public safety/security
support
Support to access, traffic,
and crowd control
ESF #14
Long-Term
Community Recovery
Community &
Neighborhood
Services
Community &
Neighborhood
Services
Social & economic
community impact
assessment
Long-term community
recovery assistance
to other regional
governments and the
private sector
ESF #15
External Affairs
Manager’s Office
and/ or
Marana Police
Department
Public Information
Officer
Emergency public
information and
protective action
guidance
Media and community
relations
VIP, and other dignitary
affairs
Emergency Management Activities
Emergency management actions should begin during periods of stability to accomplish the
strategic levels of preparation (including training and exercising) and planning. Strategic
levels of planning include the development of agency-level emergency response policies and
procedures, SOPs, COGs/COOPs, and ongoing revisions for improvement of this plan.
The more tactical levels of planning and emergency response actions begin with threat
notification or the onset of an incident and continue through recovery operations. However,
some tactical plans can and should be developed well in advance of, and in consideration of,
potential hazards. Emergency management actions do not necessarily occur in sequential order;
many may be undertaken concurrently in response to single or multiple threats or incidents.
Potential emergency management actions are aligned with the four functions (preparedness,
response, recovery and mitigation) and include, but are not limited to, the following.
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Preparedness Actions
The spectrum of pre-incident actions involves every aspect of preparation for the possibility
and probability of all variables that can occur in any incident and may include prevention and
protection. The challenge in an “all-hazards” incident is ensuring that the Town is prepared
and capable of responding to any of the possibilities while at the same time being aware of what
else might happen throughout the jurisdiction that might be separate from or related to the
incident. The Town must simultaneously prepare for eventualities based on reason and risk,
while at the same time conducting daily business of governance and operations. Pre-incident
activities include developing plans, training, exercise, evaluation, inventory and ‘typing’
resources, as well as mitigation.
Preparation actions include:
• Planning - generating policies, protocols, basic plans and annexes, SOPs, COOP/COGs, and
evacuation plans
• Hazard Identification - - Threat, Risk and Vulnerability Analyses
• Mitigation planning and activities
• Identifying critical infrastructure and key resources (CIKR) within the Town
• Establishing and coordinating CIKR protection plans
• EOC development, staffing, equipment, SOPs, job aids and checklists
• Inventorying skills of Town employees related to emergency response roles
• Identifying the skill levels and training needed to fill gaps
• Training for NIMS, ICS and position-specific roles during emergencies
• Coordination of ESFs
• Communication with stakeholders, partners and actors in response to emergencies
• Coordination and communication with fusion centers and other agencies with emergency
response or planning functions, i.e., LEPC, Arizona Counter Terrorism Information Center
(ACTIC), JTTF
• Identifying avenues for private industry support during emergency situations
• Exercise, from drills and seminars to table-top and full scale exercises based on plans, SOPs,
protocols, etc.
• Evaluation of exercises leading to rewriting basic plans and annexes based on lessons learned
• Inventory of Town resources
• Typing of Town resources in conformance with IRIS/NIMSCAST standards
• Establishing appropriate Town codes and resolutions
• Establishing intergovernmental agreements with neighboring jurisdictions as needed
• Establishing mutual aid agreements
• Establishing agreements with appropriate NGOs and non -profit agencies with roles during
emergencies/disasters
• Ensuring redundant and reliable communications systems
Response Actions
Once an incident occurs, the priorities shift from prevention, preparedness and incident
mitigation to immediate and short-term response activities tha t will preserve life, property, the
environment and the social, economic and political structure of the Town. In the context of a
terrorist threat, simultaneous activities are initiated to assess regional and national level impacts
and to assess and take appropriate action to prevent and protect against other potential threats.
Town departments will use the ICS structure to command and coordinate the initial response
to an incident. Notification to the Emergency Management Team and the ESF Coordination
Group shall be made based on departmental protocols and systems and, depending upon the
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scope and magnitude of the incident, the ESF Coordination Group may activate individual,
appropriate ESFs to mobilize assets and deploy resources to support the incident.
Response actions include:
• Immediate law enforcement, fire, ambulance and emergency medical service actions
• Decontamination following a chemical, biological or radiological attack
• Removal of threats to the environment
• Emergency restoration of critical services and restoration of critical infrastructure
• (electric power, water, sewer, telephone)
• Transportation, logistics, evacuation and other emergency services
• Emergency shelter, housing, food, water and ice
• Search and rescue
• Emergency medical examiner and mortuary services
• Public health and safety
• Private sector provision of needed goods and services through contracts or donations
• Secure crime scene, investigation and collection of evidence
• Unique activities related to special needs groups (i.e., children and people with functional or
access disabilities), animals (i.e., livestock, pets and service animals), family reunification, etc.
• Emergency flood control
• Emergency public information dissemination
• Actions taken to minimize additional damage
• Debris clearance
• Control, containment, and removal of environmental contamination
• Protection of responder health and safety
In the context of a single incident, once immediate response missions and life-saving activities
conclude, the emphasis shifts from response to recovery operations and hazard mitigation, if
applicable. The ESF Coordination Group will likely be tasked with developing a demobilization
plan for the release of appropriate components.
Recovery Actions
Recovery involves actions needed to help individuals and the community return to normal
conditions when feasible. The National Disaster Recovery Framework (NDRF, September 2011)
forwards a recovery model based on the overarching principal that recovery:
• Begins with pre-disaster preparedness and includes a wide range of planning activities;
• Is a continuum and that there is opportunity within recovery;
• When a disaster occurs, it impacts some segments of the population more than others.
Recovery encompasses more than the restoration of a community’s physical structures to its
pre-disaster conditions. Of equal importance is providing a continuum of care to meet the needs
of the affected community members who have experienced the hardships of financial, emotional
or physical impacts as well as positioning the community to meet the needs of the future. The
NDRF also highlights the importance of disaster recovery activities that promote sustainability
practices. These practices may reduce community vulnerability to recurrent disasters. Meeting
these various needs — through strengthening the health and human services, social fabric,
educational system, environmental sustainability, cultural resources and economic vitality —
serves to enhance the overall resiliency of the entire community as the recovery progresses.
The EOC is the central coordination point for Town, regional, state and federal agencies,
non-governmental organizations and voluntary organizations to deliver recovery assistance
programs.
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Recovery actions include:
• Crisis counseling
• Damage assessment
• Debris clearance
• Decontamination
• Disaster Recovery Centers
• Disaster insurance payments
• Disaster loans and grants
• Disaster unemployment assistance
• Public information
• Reassessment of emergency plans
• Reconstruction
• Expedited permitting and review
• Temporary housing
• Full-scale business resumption
Long-term environmental recovery may include cleanup and restoration of public facilities,
businesses and residences. Recovery also may include re-establishment of habitats and
prevention of subsequent damage to natural resources, protection of cultural or archeological
sites and protection of natural, cultural and historical resources from intentional damage during
other recovery operations.
Mitigation Actions
Hazard mitigation involves reducing or eliminating long-term risk to people and property from
hazards and their side effects. The Town departments responsible for community recovery and
mitigation within an affected area shall support, coordinate, monitor, work with, or provide the
following mitigation actions:
• Grant programs for loss reduction measures (if available)
• Delivery of loss reduction building-science expertise
• Coordination of federal flood insurance operations and integration of mitigation with other
program efforts
• Flood recovery mapping to permit expedited and accurate implementation of both recovery and
mitigation programs
• Predictive modeling to protect critical assets
• Early documentation of losses avoided due to previous hazard mitigation measures
• Community education and outreach necessary to foster loss reduction
Other mitigation measures include having in place and current:
• Building codes
• Disaster insurance
• Hazard information systems
• Land use management
• Hazard analysis
• Land acquisition
• Monitoring and inspection
• Public education
• Research
• Relocation
• Risk mapping
• Safety codes
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• Statutes and ordinances
• Tax incentives and disincentives
• Seismic strengthening
• Stocking of emergency supplies
Prevention consists of actions taken to prevent human-caused incidents that can injure people,
damage property and/or destroy the environment, such as:
• Actions taken to avoid an incident or to intervene to stop an incident from occurring
• Actions taken to protect lives and property
• Applying intelligence and other information to a range of activities that may include
countermeasures such as:
• Deterrence operations
• Heightened inspections
• Improved surveillance
• Interconnections of health and disease prevention among people, domestic animals and wildlife.
DIRECTION, CONTROL AND COORDINATION
General
Management of an emergency incident is a collection of activities related to ensuring that the IC
possesses the resources to accomplish the goals of the incident action plan for any operational
period and that accurate information is available to all participants. This may mean that
depending on the incident, a level of the EOC is activated, and that some or all of the ESFs are
activated in support.
Coordination of Town Incident Management Activities
During the preparedness stage of emergency management, coordination of Town incident
management is accomplished through the Town’s Emergency Management Team and the
ESF Coordination Group. Individual ESF coordinators are charged with ensuring proper
communication and coordination among identified primary and support agencies within each
ESF and establishing response plans in the event of activation.
Emergency response agencies from the Town will respond to an emergency/disaster within
corporate limits, establish incident command, maintain tactical control of response assets and
resources and undertake activities in accordance with their standard operating procedures
(SOPs) and this plan.
When an emergency/disaster situation is, or is likely to be, beyond the scope of control of the
Town, the Mayor may proclaim a local emergency. A written local emergenc y proclamation
should be forwarded to the Director of the Pima County Office of Emergency Management
and Homeland Security in an expedient manner; this should be ensured by the Mayor, Town
Manager, Town Clerk, Town Attorney, or a designated person. An initial voice transmission
(radio or telephone) must be followed by hard copy (messenger, email, facsimile). The EOC
will be activated and Town emergency response will be coordinated through the EOC in
accordance with this plan and appropriate annexes and appendixes.
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When a local emergency has been proclaimed, the Mayor will govern by proclamation and has
the authority to impose all necessary regulations to preserve the peace and order of the Town,
including but not limited to:
• Imposing curfews in all or portions of the Town
• Ordering the closure of any business
• Closing to public access any public building, street or other public area
• Calling upon regular and/or auxiliary law enforcement agencies and organizations within or
without the Town for assistance
During the response stage to actual or potential incidents of local or regional significance,
the overall coordination of Town incident management activities is executed through the
Town’s ESF Coordination Group (see ESF #5 – Emergency Management for details) while
the Emergency Management Team provides strategic guidance and direction. Other Town
departments carry out their incident management and emergency response authorities and
responsibilities within this overarching coordinating framework.
The ESF Coordination Group uses the EOC organization and methodology to coordinate efforts
and provide appropriate support to the incident command structure. Strategic decisions,
incident information sharing, operational planning, and deployment of Town resources are
coordinated by the ESF Coordination Group through the EOC. Coordination through the
recovery and mitigation stages is also accomplished through the EOC or the ESF Coordination
Group.
Coordination of ESFs
ESFs will be activated based upon the needs of the emergency incident or a planned event.
Coordination will be accomplished through the EOC based on the organization chart as shown
in figure 3 on page 37. Further details may be found in the ESF documents.
Non-Declared Town Emergencies/Disasters
The Town Manager, or designee, may direct Town departments and agencies to respond to
emergencies or disasters as outlined in this plan without a formal declaration of an emergency
when the expectation is that local resources will be used and that no reimbursement of costs
will be requested.
For incidents in a neighboring jurisdiction or Pima/Pinal County, the EOC may be activated
to monitor the situation, to coordinate activities among the departments and agencies and to
ensure that the Town is able to respond if the incident becomes local.
Disaster Declaration Process
The provisions of this plan are applicable to all emergencies/disasters that require a
proclamation of a local emergency by the Mayor. Emergency/disaster activities and requests
for disaster assistance will be made in accordance with the following guidance and procedures:
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Copies of the signed proclamation,
application for assistance, incident information
questionnaire and a request for
support of proclamation must be sent through
Town Manager/Mayor to the Chairman, Pima/
Pinal County Board of Supervisors, within 15
days. If the County concurs, the Town will
send information to ADEM for the Governor’s
approval and signature.
Town Manager will consult with affected
Departments, the Mayor and the Town
Council to make a joint decision regarding
whether a local emergency exists
YES
Figure 5: Declaration of Local Emergency/Assistance Flowchart
Follow Normal response and
reporting procedures
Departments must document ALL
damages by location, photos, type, repair/
replacement estimates, GIS and cost
estimates including overtime labor
Copies to: Town Manager
Town Finance Department
Applicant Agent
Note: All requests for assistance during an emergency must be submitted to senior Town officials (as noted
above) then forwarded to the Pima/Pinal County Office of Emergency Management and the respective
County Board of Supervisors. Once the request is acted upon at the County level it will be forwarded to the
ADEM. If the emergency meets established criteria, the Governor may request a federal declaration from
the President of the United States.
SIGNIFICANT INCIDENT OCCURS
Can the responding department adequately handle the response and/or recovery
without exhausting or nearly exhausting budgeted funding?
YES
Follow normal response and
reporting procedures
Departments must document ALL
damages by location, photos, type, repair/
replacement estimates, GIS and cost
estimates including overtime labor
Copies to: Town Manager
Town Finance Department
Applicant Agent
Call MPD Communications 682-4032
Report the incident, give current status and
resource requests, leave a call back number
– Town Manager/ESF Coordination Group
will contact you to begin EOC activation to
begin resource/incident coordination
Departments must document ALL
damages by location, photos, type, repair/
replacement estimates, GIS and cost
estimates including overtime labor
Copies to: Town Manager
Town Finance Department
Applicant Agent
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Coordination of Regional Incident Management Activities
The structure for incident management establishes a clear progression of coordination and
communication from the local level to regional or national headquarters.
Multi-agency Coordination Systems (MACS) is a decision-making system used by
representatives of responding jurisdictions. MACS provides the architecture to support
coordination for incident prioritization, critical resource allocation, communications systems
integration and information coordination during singular or multiple incidents. The elements
of multiagency coordination systems include facilities, equipment, personnel, procedures and
communications. Two of the most commonly used elements are EOC and MAC groups. These
systems assist agencies and organizations responding to an incident.
Figure 6: EOCs/MACs
In accordance with NIMS processes, resource and policy issues are addressed at the
lowest possible geographic, organizational and jurisdictional level practicable. If local
resources are exceeded, the local officials may request additional expertise, resources
and support from the next level for resolution. The figure below identifies how
relationships function between the different levels of government.
TOWN OF
MARANA
EOC
PIMA COUNTY
EOC
STATE OF
ARIZONA
EOC
JOINT FIELD
OFFICE
HOMELAND
SECURITY OPS
CENTER
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Figure 7: EOCs/Multi-Agency Coordination Centers1
An Area Command is established when the complexity of the incident and incident
management’s span of control considerations so dictate. The Area Command has the
responsibility to set overall strategy and priorities, allocate critical resources according to
priorities, ensure that incidents are properly managed and ensure that objectives are met and
strategies followed. Area Command may become Unified Area Command when incidents are
multi-jurisdictional.
The focal point for coordination of Federal support is the Joint Field Office. As appropriate, the
JFO maintains connectivity with federal elements in the Incident Command Post in support of
state, local and tribal efforts.
Town Government
The Town may be called upon to support regional emergency operations in other jurisdictions
or as a part of a larger response effort. Generally, the authorities and practices indicated above
will be practiced during incidents of regional significance, but as part of the larger NIMS
organizational structure for the region.
1 Source: 2008. National Incident Management System. Washington, DC: DHS
Multiagency Coordination Entity
• Strategic coordination
• Prioritization between incidents and associated resource allocation
• Focal point for issue resolution
EOCs/Multiagency Coordination Centers
• Support and coordination
• Identifying resource shortages and issues
• Gathering and providing information
• Implementing multiagency coordination entity decisions
HOMELAND
SECURITY
OPERATIONS
CENTER (HSOC)
NATIONAL
RESPONSE
COORDINATION
CENTER (NRCC)
LOCAL
EMERGENCY
OPS CENTER
(EOC)
STATE
EMERGENCY
OPS CENTER
(EOC)
I ncident Command
Directing on-
scene emergency
management
JFO
COORDINATION
GROUP
INTERAGENCY
INCIDENT
MANAGEMENT
GROUP (IIMG)
JOINT FIELD
OFFICE (JFO)
REGIONAL
RESPONSE
COORDINATION
CENTER
INCIDENT
COMMAND
POST
Field level Regional level National level
AREA
INCIDENT
COMMAND
POST
INCIDENT
COMMAND
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County Government
Multiple incidents occurring throughout the greater metropolitan region will likely result in
the activation of the Pima/Pinal County Emergency Operations Center. At the discretion of
the ESF Coordination Group, a Town representative(s) may serve as a liaison to the
Pima/Pinal County Emergency Operations Center (EOC).
Upon receipt of the proclamation of a local emergency from any incorporated town/city of
the county or Tribe within the county through the Pima/Pinal County Office of Emergency
Management and Homeland Security, the chairman of the boa rd of supervisors or the board of
supervisors will:
• Provide appropriate assistance as requested, as available, to contain the incident (i.e., sheriff,
public works, health, etc.)
• Alert the Arizona Department of Emergency Management (ADEM) that a situation exists which
may require the proclamation of a county local emergency
If the situation is beyond the capability and resources of the county to control, the chairman of
the board of supervisors or the board of supervisors may proclaim a local emergency to exist
in accordance with ARS §26-311, and the local emergency resolution and an application for
assistance will be forwarded to the Director of ADEM.
State Government
A State of Emergency may be proclaimed by the Governor when disaster conditions exist and
appear likely to overwhelm local governments (ARS §26 -303 and §26-301(15)).
The officials of the affected political subdivision should forward a local emergency
proclamation and an Application for Assistance to the Director of ADEM.
The Director of ADEM will advise the Governor of the situation, and the Governor may
proclaim a State of Emergency and execute all or portions of the State Emergency Response and
Recovery Plan.
The Governor may also declare an emergency in the absence of a county/local request.
The Director of ADEM will initiate state response by notifying the appropriate agencies. These
agencies will take appropriate actions in accordance with the Arizona Emergency Response and
Recovery Plan.
See Appendix 5 for Arizona Revised Statutes regarding emergency management.
Federal Government
The U.S. Department of Homeland Security – Federal Emergency Management Agency (FEMA)
monitors developing or actual disasters. When federal aid is needed, the Governor or Director
of ADEM will contact the FEMA Regional Director for advice and assistance.
Only the Governor or Acting Governor can originate the request for a Presidential Declaration.
The Governor’s request for a Major Disaster declaration must be based upon a finding that the
situation is of such severity and magnitude that effective response is beyond the capabilities of
the state and the affected local governments and that federal assistance is necessary.
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The President may declare an emergency in the absence of a Governor’s request when the
emergency involves a subject area for which the federal government exercises exclusive or
preeminent responsibility and authority. In such a case, although the identification of need may
come from a local government or other source, the recommendation must be initiated by the
FEMA Regional Director or transmitted through him/her by another federal agency.
Hierarchical Plans
This plan is intended to be integrated into the emergency operations plans prepared at
regional/county, state and federal levels. As events develop relative to an incident tha t has
regional or national significance, it is important to consider the plans prepared at those levels
and be prepared to integrate response and recovery resources from the Town with those of
other jurisdictions.
Supplemental Plans
This plan is the core plan for managing serious incidents and details the coordinating structures
and processes used during incidents within the Town. Each department or agency within
the Town will produce plans in support of the plan including COOP plans and office area
evacuation plans. Departments that are identified as initial responders (Police, Public Works
and Water) to situations within the Town’s corporate limits must have appropriate, written
procedures for response to actual or potential emergency incidents. Department or agency
plans provide details on authorities, response protocols and technical guidance for responding
to and managing specific contingency situations (such as hazardous materials spills, civil
disobedience incidents, etc.).
These plans may be implemented concurrently with this plan, but are subordinated to the
overarching, core coordinating structures, processes and protocols detailed in this plan. In this
case, the department with primary responsibility for execution of the supplemental agency
or interagency plan is also responsible for ensuring that all ongoing activities conform to the
processes and protocols prescribed in this plan. This helps enable effective and coordinated
local incident management operations that are consistent with individual department
authorities and references.
Demobilization
As the emergency situation resolves, there will come a time when the disaster declaration
process will reverse itself and assets and resources will demobilize. Each government
jurisdiction that activated in response to an incident will make coordinated decisions with other
affected jurisdictions about whether and when to reduce participation and activities.
Generally, demobilization and deactivation will be planned and coordinated to ensure that
proper closure of jurisdictional incidents is accomplished. Some government agencies may
remain active during long-term recovery processes.
Eventually the situation will reach a point when the local government can make decisions to
end extraordinary activities associated with an emergency or disaster. Within the Town, it
will be left to the Town Manager to make the determination to deactivate the EOC. This will
generally be done in consultation with the Mayor and Council, the Emergency Management
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Team, the ESF Coordination Group, affected first response agency managers and any specially
designated Town employees related to documentation and communication with ADEM.
After an emergency incident has returned to local control, Town protocols will be in effect and
used to ensure continued resolution of the situation.
INFORMATION COLLECTION AND DISSEMINATION
General
Information gathering, processing and sharing are critical to command decision-making
and emergency resource support and coordination. This is true throughout the emergency
management cycle. Measures to ensure collection and dissemination of timely, accurate
information are needed during all phases of incident management. Critical aspects of these
measures are:
• Mechanisms that ensure communications within the emergency management system including
other jurisdictions and public/private organizations
• Types of information that must travel through these systems and mechanisms
• Ensuring that the public is provided appropriate and timely information
• Information delivered to the public in multiple formats and media to reach the full spectrum of
populations represented in the community (general broadcast, functional needs, etc.)
Every effort must be taken to guarantee a complete flow of information relative to the incident.
Information must be regularly passed top to bottom, bottom to top and side to side. In order for
this to occur during emergency situations, there must be reliable communications systems with
redundancy along with processes and assurances that vital information is appropriately shared
in a timely manner.
An effective information and intelligence sharing and dissemination system will provide
durable, reliable, timely and effective exchanges among those responsible for gathering
information, the analysts and the consumers of hazard or threat-related information. This
system will also provide the opportunity for feedback and other necessary communication
beyond the regular flow of information and intelligence.
Collecting information will be the responsibility and duty of everyone with a role in the
management of the emergency. Sources of information will include people involved in the
event (victims, witnesses, and perpetrators), first responders, communications dispatchers,
media and social media.
Using Standard Forms
During an incident, it is important to be able to record incident information and access it later
for analysis, planning and reimbursement of expenditures. Using standard forms for this
purpose:
• Saves time for the person(s) reporting the information
• Saves time for those who use the information
• Makes it easier to compare data from different operational periods and to recognize patterns and
trends
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• Makes it easier to file and retrieve information
• Ensures familiarity to all using ICS/NIMS
ICS forms are the standard for written incident documentation of emergencies and disasters.
The format is designed to assist in planning and reporting incident information. WebEOC
may also be used as a documentation tool and it does provide access to ICS forms. Whenever
possible, ICS forms will be used to transmit and record incident information within the Town.
IC/EOC Internal Communications/Sharing Information
Effective communications within the EOC is essential for successful management of an incident.
Communications within the EOC should include:
• Message documentation and routing procedures
• Communication of major events
• Documentation of actions taken
The following practices will promote effective communications within the EOC:
• Document decisions. To the extent possible, document decisions concerning communications
and information sharing in writing. Be sure written agreements include details about procedures
that must be followed to request, activate, assign, track, deactivate, recondition and pay for
resources.
• Document resource requests and status. Ensure that resource requests are carefully documented
to ensure the desired resource is located and provided. Documentation makes it easier to track
the status of the request so that it can be closed when filled or identified as still open.
• Share documentation. Give all entities that are affected by the decisions made an opportunity to
review documentation.
• Communicate directly. Direct communication among key personnel—either face-to-face or
by phone or radio—is always preferable to communicating th rough an intermediary. Direct
communication allows people to ask questions and gain clarification to resolve issues.
• Document date and time. Have a mechanism for time-stamping all incoming information and
recorded actions. This will create a valuable record of incident activities that can be used during
post-incident evaluation.
The primary entity within the ICS system for collection and dissemination of information is the
Planning Section, when such a section exists within an incident. Within an ICP or the EOC all
communications shall be routed through the Planning Section to ensure proper recording and
dissemination. For those incidents where a Planning Section is not activated, the commander or
the coordinator must ensure that proper information collection, sharing and maintenance are
accomplished.
Within the context of emergency management, several tools are available to ensure information
is appropriately collected, analyzed and shared.
• WebEOC is a computer based system that will be used to manage multiple aspects of the
incident. It can also be used as a mechanism for sharing information. EOC protocols and
procedures will establish the use of WebEOC.
• Standard ICS forms can also be used as a method of sharing information. The use of ICS forms
within the EOC is encouraged as a method of ensuring compatibility with forms used at the
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ICP level. Again, first responder agencies must ensure that the use of ICS forms is standard
procedure when an incident command post is established under the auspices of their authority
and operational jurisdiction. Record copies of all forms used within an ICP or the EOC shall be
maintained by the commander or coordinator through the Planning Section when it is active to
ensure record of requests, orders and other decisions.
• Information briefings will be conducted on a periodic basis and always at the beginning of each
operational period within the ICP and the EOC.
Common Operating Picture (NIMS)
According to NIMS, a common operating picture is established and maintained by gathering,
collating, synthesizing, and disseminating incident information to all appropriate parties.
Achieving a common operating picture allows on-scene and off-scene personnel—such as
those at the Incident Command Post, Emergency Operations Coordination Center, or within a
Multiagency Coordination Group—to have the same information about the incident, including
the availability and location of resources and the status of assistance requests.
Additionally, a common operating picture offers an incident overview that enables the Incident
Commander, Unified Command and supporting agencies and organizations to make effective,
consistent and timely decisions. In order to maintain situational awareness, communications
and incident information must be updated continually. Having a common operating picture
during an incident helps to ensure consistency for all emergency management/response
personnel engaged in an incident.
Establishing and maintaining a common operating picture during an incident:
• Improves incident safety
• Provides the basis for informed predictions and proactive response
• Allows effective, consistent and timely tactical and strategic decisions
• Supports a coordinated response among all response participants
• Helps ensure consistency of messages shared with the agency leaders, the media, the public, all
levels of government and others
Essential Elements of Information (EEI)
The US Department of Defense (DOD) defines Essential Elements of Information (EEI) as
the critical items of information needed by a commander by a particular time to relate with
other available information and intelligence to assist in reaching a logical decision. This
disciplined methodology for focusing information efforts during preparations for potential
disaster operations or during actual incidents is no less critical within the context of emergency
management operations.
Generally, EEI revolve around critical data, focused on the operational objectives established by
the decision makers and section chiefs at the IC and/or the ESF Coordination Group and EOC
levels. For example, EEI necessary during immediate response efforts may relate to the status
of medical facilities, number of patients by categories, status of transportation systems, status of
specific resources and status of utility infrastructure.
To assist decision makers and information gathering and processing, it is important to establish
appropriate joint objectives based on a common operating picture. A formal reporting
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methodology must be provided to all levels, including operational areas, branches, divisions
and any state or federal organizations, to focus collection efforts on EEI. It is also necessary to
prioritize the kinds of information that are required.
Obtaining accurate information quickly through rapid assessment is key to initiating response
activities and needs to be collected in an organized fashion. Critical information, EEI, includes
the following:
• Accurate plot of the impact and magnitude of the affected area
• Demographics (including individuals displaced, self-evacuees, injured and killed) and
information on Special Needs populations (mobility, disability, language, children, service and
pet animal populations)
• Lifesaving needs, such as evacuation plans, timelines and instructions (to include search and
rescue and the evacuation of critical facilities such as hospitals and nursing homes)
• Information on damage to residential dwellings, temporary housing plans and power restoration
timeline
• The risk of damage to the community (e.g., dams and levees, facilities producing or storing
hazardous materials) from imminent hazards and anticipated spread of fires and hazmat
contamination
• Information on damage to farm land and effects to farm animal populations
• The status and capacities of shelters, including special medical needs shelters and animal shelters
• Ability of government organizations to continue essential functions and services
• The status of critical infrastructure such as transportation, utilities, communication systems, fuel
and water supplies
• Damage to and status of critical facilities such as police and fire stations, medical providers, water
and sewage treatment facilities, airfields and media outlets
• Requests and/or need for state and federal assistance
• Status of declarations and ESF activations
• Identification of federal and state level priorities
• Location, capabilities and the number of all deployed response resources including equipment,
commodities and personnel
• Potential chemical, physical and natural hazards that may affect the safety and health of response
and recovery workers
• Factors that have a significant economic impact
EEI also include information about the potential of cascading events. Cascading events are
events that occur as a direct or indirect result of an initial event. For example, if a flash flood
disrupts electricity to an area and, as a result of the electrical failure, a traffic collision involving
a hazardous materials spill occurs, the traffic collision is a cascading event. If, as a result
of the hazardous materials spill, a neighborhood must be evacuated and a local stream is
contaminated, these are also cascading events. Taken together, the effect of cascading events can
be crippling to a community.
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Information Sources
Sources of information may include the following:
• On -scene Information. Generally, the most accurate information is obtained from those
on the ground closest to the potential or actual incident site. Incident commanders and the
Planning Sections within their incident management teams are often the most reliable source of
information. Planning Sections at various levels analyze information and turn the information
into useful intelligence for managers and senior leaders. This step is vital in terms of providing
data that decision-makers need to be able to prioritize activities and to deploy and use critical,
but often limited, resources.
• Predictive Modeling. Technological advances in predicting the number and type of
casualties and the damage to infrastructure (e.g., bridges, roads, hospitals, and public buildings)
and housing stocks must be fully embraced by members of the emergency management
community, specifically the Planning Section chiefs. The speed of advances in this area make it
imperative that responsible individuals and teams use every effort to fully understand all
available systems and develop plans and programs to integrate these capabilities into analytical
efforts.
• Imagery. The types of imagery products and their quality have increased exponentially.
Responsible individuals must be fully cognizant of all available systems as well as how to access
them. Collection of imagery should include both pre- and post-incident products. The analysis of
the impact of incidents against pre-incident products can be very useful in both response and
recovery efforts. For example, the acuity and detail of present-day imagery may facilitate analysis
that will enable managers of Stafford Act programs to more effectively determine both individual
and public facility losses.
• Fusion Centers. Fusion centers are shared information gathering, analysis and dissemination
operations that join various police agencies and jurisdictions to overcome obstacles to smooth
flow. There are several centers within Arizona which provide collective information and
intelligence services that could be useful to the IC, EOC Coordinator, or a Planning Section,
including the following: the Arizona Counter-Terrorism Information Center (ACTIC), High
Intensity Drug Trafficking Area (HIDTA) locations, the National Weather Service and other
science and weather-related centers for information about specific natural hazards. Efforts must
be made to establish communication and coordination with applicable centers via established
protocols.
Intelligence
Intelligence is the transformation of information into usable, analyzed material by which
decisions can be taken. Generally, the intelligence function is within the Planning Section of
the EOC; however, during major, or longer-lasting incidents, it may be advisable to establish a
separate intelligence section.
The intelligence function provides analysis and results in the sharing of information and
intelligence during an incident. The major functions of intelligence positions are:
1. Gathering, analyzing and distributing intelligence and information
2. Preparing, distributing and documenting the Incident Action Plan (IAP)
3. Conducting long-range and/or contingency planning
4. Developing demobilization plans
5. Maintaining incident documentation
6. Checking in, tracking and demobilizing resources assigned to the incident
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External Communications/Keeping the Public Informed
Public confidence is an important aspect in emergency management. It is critical to ensure
that public confidence in the government and in first responders is maintained throughout all
phases of the emergency management cycle and during an emergency/disaster incident.
One of the first supporting elements to public confidence is the sharing of accurate and timely
information about the incident and its ramifications and expectations regarding the public’s
actions and responses. For this to occur, it is imperative that the Mayor, Town Manager,
Emergency Management Team members and ESF Coordination Group members have accurate
information that can be shared with the public.
This responsibility will be shared by the EOC Planning Section which is responsible for
collecting, corroborating, cataloging and sharing appropriate information with all members
of the emergency response operation, and by the Public Information Officer(s) (PIO) who will
generally be the spokesperson(s) for the Town in emergency situations.
The EOC Planning Section will be responsible for working with the PIO and providing internal
briefings, reports and/or alerts tailored to recipients.
ESF #15 will provide further details regarding external communications.
COMMUNICATIONS
General
Communications capability is the fundamental ability to talk to one another. This capability
includes:
• Operability—sufficient communications resources for response agencies to meet every day
internal and emergency communication requirements.
• Interoperability—the ability to communicate across agency and jurisdictional lines to exchange
voice, data and/or video on demand, in real time, when needed, and when authorized.
Communication during emergency incidents is critical. As incidents expand and more assets or
resources are deployed, ensuring interoperable communications is even more challenging and
necessary. Efforts must be taken to ensure common understanding of terms and language, as
well as to ensure the fundamental capacity to transmit across diverse systems, through diverse
jurisdictions and among diverse work groups.
Not all incidents will originate as a police concern; however, the major communications systems
for the Town are within the MPD. It is possible that staff from the Town Departments of Public
Works and/or Water may be the first responders in emergency incidents related to their
fields. Should that occur, it is important to take steps to ensure that critical communications
are appropriately shared to resolve the incident and to ensure communications are recorded for
historical and recovery purposes.
As established under ICS, communications and incident action plans need to be integrated
to capture related management goals and operational objectives. Integration of supporting
services and technologies, especially communications systems, is critical to effective incident
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response. Responder safety and effectiveness are closely linked to effective communications
support. The capabilities and capacity of systems to support operations will be continuously
taken into account during incident action planning.
ESF #2 will provide the details for communications during an emergency or disaster.
Communications Protocols
A common problem during emergency incidents is the lack of mutual understanding among
all agencies in regards to unique terms, codes and jargon used in emergency incidents. To
avoid misunderstandings a “common language” protocol will be used in all communications
beginning when an incident command is established and concluding at a point when the
emergency is resolved, responding assets and resources are demobilized, or for police
operations, a command or order to resume “normal” communications protocols has been given.
Common language avoids ten-codes, abbreviation codes, acronyms and language unique to a
profession, trade or occupation. Badge numbers, radio call signs, or other designator terms will
not be used; staff will be called by name and descriptions used with appropriate terms to ensure
that “listeners” will be able to understand without referencing other documents, lists, code
sheets, or other similar resources.
Town of Marana Communications Systems
Communications systems within the Town include:
• Radio networks
• Fiber networks
• Microwave networks
• Pagers
• Telephones, including satellite phones, cellular phones, push -to-talk phones and “smart” phones
• Facsimile machines and broadcast fax
• Internet communications
• Telecommunications Device for Deaf (TDD) interface
• Local television and AM/FM radio stations
• Couriers or runners can also be used when necessary
MPD Communications
REDACTED – NOT AVAILABLE FOR PUBLIC VIEWING
Tactical Communications during a Town Emergency
REDACTED – NOT AVAILABLE FOR PUBLIC VIEWING
Tactical Communications during an Expanded Emergency
REDACTED – NOT AVAILABLE FOR PUBLIC VIEWING
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EOC Communications
The supervisor of the 911/Dispatch Center will respond to an activated EOC and assume
responsibility as the Communications Unit Leader as requested. This person shall advise the
Logistics Section Chief about site communications capabilities and limitations.
Responsibilities will include preparing and implementing an Incident Radio Communications
Plan, setting up telephone and public address systems, establishing appropriate
communications distribution/maintenance locations, ensuring the proper functionality and
distribution of communications systems and equipment and maintaining an EOC activity log.
The Technology Services Department will provide an individual responsible for technical
support, testing and repairs of equipment as needed to support communications needs at
the ICP and the EOC and assist with integrating communications for local, state and federal
agencies as necessary.
WEBEOC
This proprieta ry, internet-based communications and coordination softwa re will be used to
support Town EOC and Pima County IC and EOC activities where possible. Local agencies
in this region and the State of Arizona ADEM have standardized and are now also using
WebEOC. This improves communications, common operating picture, situational awareness
and integration of emergency management efforts across the region and state.
The Town may use WebEOC to keep emergency staff and EOC personnel informed throughout
an incident as follows:
• Record messages and actions on the WebEOC electronic log, automatically stamping them with
the date and time of receipt. Some data, such as Emergency Alert System messages and National
Weather Service feeds, are automatically posted to WebEOC.
• Allow computer access to WebEOC and other information by all EOC personnel.
• Display information about major events and other priority information on a multi-panel
projection screen at the front of the EOC.
• Hold regular status meetings of the disciplines present in the EOC to share operational updates.
Joint Information Center (JIC)
The Town Manager or designee shall designate a manager for JIC operations as needed.
Once established, the JIC will be the focal point for all media interface. The EOC and IC will
immediately be notified when the JIC is ready for operation. All agency Public Information
Officers will be notified of the JIC location, and they will be encouraged to participate with the
JIC operation.
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PLAN ADMINISTRATION, FINANCE
AND LOGISTICS
General
This section describes the administrative protocols during an emergency operation, including
financial protocols used to recover costs incurred during an emergency and logistics or resource
mechanisms used to identify and acquire resources in advance of and during emergency
operations, especially to overcome gaps potentially identified in a capability assessment.
The cycle of emergency management includes preparedness, mitigation (protection and
prevention), response and recovery. Each aspect of this cyclical approach to emergency
incidents and events requires administrative, financial and logistical support. Previous
sections identified the actions associated with each element of the cycle; this section identifies
the functional administrative, financial and logistical support mechanisms within the Town,
as well as those potentially available external to the Town, that enable accomplishment of the
emergency management cycle.
Preparedness
Administrative issues related to preparedness include establishing training requirements,
keeping training records, determining an exercise schedule, maintaining exercise records and
allocating appropriate emergency response staffing in preparation for any potential event. Each
Town department or agency should maintain records appropriate to emergency planning,
training and exercises. As a part of preparedness, all Town elements should have a completed
COOP plan that provides for certain decisions, actions, or relocations in the event a disaster or
emergency debilitates service provision or capability.
Financial issues related to preparedness include determining a training and exercise budget,
assessing resource costs, assessing staff costs and fees and maintaining expenditure records
related to preparation.
Logistical issues related to preparedness include ensuring that proper supplies, tools and
equipment are on hand or available through other sources, inventorying resources, skills and
capabilities within the Town and/or available through outside sources and ensuring adequate
stocking levels and pipeline status of significant supplies, or other resources.
Mitigation
Administrative issues related to mitigation include keeping records of plans, assessments and
activities that are especially related to previously approved grants for projects undertaken prior
to an incident and potential disaster recovery funding for mitigation activities taken after an
incident.
Financial issues related to mitigation include determining costs and fees associated with
mitigation plans, assessments and activities and determining candidacy for potential federal
and state grants.
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Logistical issues related to mitigation include ensuring proper supplies are on hand for
mitigation activities and keeping separate inventories pertinent to grant and non-grant
activities.
Response
Administrative issues related to response include maintaining records of activities, staffing,
execution details, situational awareness records, decisions and other aspects of response to
emergencies.
Financial issues related to response include maintaining records of costs associated with
response through deployed Town staff, equipment and other resources. Costs associated with
activated mutual aid or other agreements and payments for emergency items should be made
through expedient measures in accordance with Town Code and state statute.
Logistical issues related to response include tracking the arrival and deployment of response
equipment, supplies and other track-able resources and ensuring proper maintenance and
clean-up of equipment prior to re-deployment.
Should the Town need additional resources during an emergency, requests can be made to
other jurisdictions for mutual aid. Mutual aid is a supporting response developed and
approved through intergovernmental agreements (IGA) or memoranda of understanding
(MOU), or through the Arizona Mutual Aid Compact. Similar agreements with external
agencies or businesses may be established through contracts that may be put in place during
the emergency. Such assistance may include the provision of equipment, supplies or personnel.
All agreements must be entered into by duly authorized Town officials and whenever possible
should be in writing. All agreements and contracts should identify the Town official(s)
authorized to request assistance pursuant to those documents.
Recovery
Administrative issues related to recovery include ensuring documentation sufficient to respond
to state and federal guidelines and ensuring proper development of this plan through after-
action reviews and reports.
Financial issues related to recovery include follow -through on funding support from the state or
federal governments, accounting for post-event mitigation efforts and other recovery cost issues
which may arise.
Logistical issues related to recovery include ensuring the proper “draw-down” operations
related to staff, equipment and other resources.
Reports, records and other documentation related to emergencies will be maintained in
accordance with standard recordkeeping requirements by the primary response department.
For incidents involving other jurisdictions and agencies, or for those that invoke a declaration of
emergency at any level, the documentation shall be coordinated and maintained by the person
designated by the Town to act in this capacity.
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Administration
The Town is responsible for establishing and maintaining administrative controls necessary
to manage the expenditure of funds and to provide reasonable accountability and justification
for expenditures made to support emergency operations. This recordkeeping shall be done in
accordance with Town fiscal policies and standard cost accounting procedures.
Documentation
Documentation is an administrative process by which the Town keeps record of the
preparation, mitigation, response and recovery from a disaster.
Activity Logs
The ICP and the EOC shall maintain accurate logs recording key response activities including:
• ICS forms
• Activation or deactivation of emergency facilities
• Emergency notifications to local governments and to state and federal agencies
• Significant changes in the emergency situation
• Major commitments of resources or requests for additional resources from external sources
• Issuance of protective action recommendations to the public
• Evacuations
• Casualties
• Containment or termination of the incident
Photography
An important aspect of documentation of an emergency or disaster will be photographs
of the impacted area, both prior to an incident and after the incident. Whenever possible
photographs of Town assets, critical infrastructure, retail centers, waterways, roadways and
other locations open to risk and vulnerability should be taken before an incident to establish
pre-emergency conditions. Photographic evidence of Town departmental assets and major
work accomplishments may also prove valuable.
Response and recovery photography will also assist in establishing the effect of any damage,
the relative cost of damage and the efforts undertaken by the Town to resolve the situation.
Responding agencies should be prepared to take and maintain photographic evidence of their
response efforts as well as the results of any disaster or emergency upon the structures, people
and environment during their work.
Reports
Agency level reports must be initiated and completed for all emergency incidents and disasters
in accordance with internal procedures and protocols. As an example, for all criminal and most
other incidents, the MPD will ensure documentation through a case report following internal
reporting requirements and procedures.
Situation Reporting
During active disasters, participating Town departments will submit daily Situation Reports
(SITREP) to the Town Manager and/or Policy Section Chief if identified within the EOC.
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Each SITREP should contain pertinent information regarding agency response/recovery
operations and should be submitted to the Incident Commander, EOC Coordinator and, when
activated, to the Policy Section and the Planning Section within the EOC. Distribution should
also be made to all departments or agencies involved in the event response.
When applicable, a SITREP for the previous day may be forwarded to respective County and
State EOC Planning Sections to arrive by 1200 hours of the subsequent da y.
ICS Form 209, Incident Status Summary, may be used as a SITREP format.
After-Action Reporting
Following an incident, the identified responsible agency, or coordinating agency of the primary
ESF, submits an after-action report (AAR) to the Town ESF Coordination Group detailing
operational successes, problems and key issues affecting incident management. The report
includes appropriate feedback from all local, regional, state, federal, non-governmental
and private sector partners participating in the incident. The ESF Coordination Group and
other applicable Town departments use information from these reports to update plans and
procedures as required. Each Town department involved should keep records of its activity to
assist in preparing its own after-action report.
Hot-Wash
As a part of the AAR process, each agency or department that is involved or impacted by the
emergency or disaster should perform a “hot-wash”. A hot-wash is a brief discussion with all
participants to elicit information related to three basic issues: 1) what was the planned activity,
2) what actually occurred and 3) what improvements could be made for future incidents? A
hot-wash is usually conducted immediately after an incident is resolved, or after a particular
activity or operation has taken place within an incident or event.
Hot-wash results and information are recorded and submitted to the IC and the EOC
Coordinator, or the Planning and Policy Sections when activated, to be incorporated into
AAR’s.
Hazardous Materials Spills Reporting
If the Town is responsible for a release of hazardous materials of a type or quantity that must be
reported to state and federal agencies, the Town department responsible for the spill shall make
the required report. If the party responsible for a reportable spill cannot be located, it will be
the responsibility of the Incident Commander to ensure that the required reports are filed.
Incident Action Plan (IAP)
The IA P, which may be either verbal or written, is intended to provide supervisory personnel
with a common understanding of the situation and with direction for future action. The
plan includes a statement of objectives, organizational description, assignments and support
materials. This plan is generally prepared at the outset of an organized response or the
beginning of an operational period for extended incidents. It describes the intended course
of action(s) to be undertaken by IC or EOC staffs for a specified period. An Incident Briefing
Form may be used on smaller incidents. Written IAP’s must be maintained as part of the
historical record for an incident; therefore, a copy must be forwarded to the responsible agency
recordkeeping element, and another copy submitted to the EOC if activated.
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Preservation of Records
In order to continue normal government operations following an emergency situation or
disaster, essential records must be protected. Typically, essential records are those records
that specify how an agency will operate in a disaster, are necessary for continued government
operations, or that protect the legal or financial rights of the government and citizens. Essential
records may be in paper or electronic format, or both. The principal causes of damage to
records are fire, water and technological failure; therefore, essential records should be protected
accordingly.
If records are damaged during an emergency, the Town will seek assistance to preserve and
restore the records; the Town’s records managers maintain active vendor lists to assist in the
recovery of records.
Further procedures and details including a list of the Town’s essential records for emergency
record preservation will be established in the Town’s essential records program.
Finance
Timely finance support of response activities will be critical to successful emergency response
and recovery efforts. Innovative and expeditious means may be used to achieve financial
objectives; however, it is required that generally accepted Town of Marana fina ncial policies,
principles and regulations be employed to ensure against fraud, waste and abuse, and to
achieve proper control and accountability in the use of public funds.
Procurement
The procurement of resources will be in accordance with statutory requirements and
established procedures regarding emergency/non-emergency conditions. Town procurement
procedures will be adhered to as relates to emergency procurement matters.
Documentation of Costs
Expenditure tracking should commence immediately upon notice or obvious occurrence of
disasters that require expense of labor, equipment use, materials and other expenses. The
state and federal government require very specific information for cost reimbursement after
an incident. The following guidelines should be followed when documenting disaster-related
reimbursable expenses:
1. Costs and revenues associated with emergency operations should be segregated from normal
operating expenses.
2. Separate records should be maintained for each vehicle and piece of heavy equipment used for
emergency operations.
3. Vehicle and equipment documentation should include the miles and/or hours operated by
location and by operator.
4. Vehicle operating expenses should include fuel, tires, tubes and maintenance.
5. Labor costs should be compiled separate from vehicle and/or equipment expenses.
6. Equipment documentation should include exactly where the equipment was used and for what;
hours and minutes used; and the name of the equipment operator if applicable.
7. Revenues and subsidies for emergency operations must be subtracted from any costs claimed.
8. Requisitions, purchase orders and invoices must be maintained for all supplies, materials and
equipment expenses claimed.
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9. Costs for supplies and materials must include documentation of exactly where resources were
used and for what purpose.
10. All noncompetitive procurements must be justified.
In the EOC, the Finance and Administration Section will maintain detailed reports of costs for
emergency operations in accordance with Town Finance Department requirements. These
records may be used to submit cost recovery requests to responsible parties or insurers.
Examples of emergency and/or disaster costs include:
1. Personnel costs (including overtime or backfill)
2. Equipment operations costs
3. Costs for leased or rented equipment
4. Costs for contract services to support emergency operations
5. Costs of specialized supplies expended for emergency operations
Cost Recovery Programs
Town emergency management staff work with the Pima County Office of Emergency
Management and Homeland Security to: coordinate educational opportunities to responding
agencies and local officials about the cost recovery process; disseminate information about pre-
and post-incident funding opportunities; and provide overall guidance for the reimbursement
and cost recovery process.
There are various programs that allow the Town, county, state and other supporting agencies
to recover the costs incurred during and after an emergency operation. There are also cost
recovery programs that provide assistance to individuals and families. The amount of
assistance available depends on the size and type of the incident. A Presidentially-declared
disaster, for example, will provide more assistance than a locally-declared disaster. Several of
the core cost recovery programs are highlighted below:
1. State and Federal Public Assistance Program2 . Public assistance provides supplemental aid to
state, county and local government agencies to help them recover from disasters as quickly as
possible.
a. PETS Act. Reimburses states and counties for work done in association with disaster
mitigation to provide rescue, care, shelter and essential needs for individuals with household
pets and service animals, and to the household pets and animals themselves following a
major disaster or emergency.
b. Donated Resources. Donated resources used on eligible work that is essential to meeting
immediate threats to life and property resulting from a major disaster may be credited
toward the non -federal share of grant costs under the Public Assistance Program. Donated
resources may include volunteer labor, donated equipment and donated materials.
2. Hazard Mitigation Grant Program (HMGP). This FEMA program provides grants to state and
local governments to implement long-term hazard mitigation measures after a Presidential
declaration in order to reduce the loss of life and property due to natural disasters.
3. Individual and family assistance.
a. Small Business Administration (SBA). The SBA provides low interest, long-term loans for
physical and economic damage caused by a declared disaster. It offers loans to homeowners,
renters, businesses of all sizes and private, nonprofit organizations to repair or replace real
estate, personal property, machinery and equipment, inventory and business assets that have
been damaged or destroyed in a declared disaster.
2 Refer to FEMA’s Disaster Assistance Program found at: http://www.fema.gov/pdf/government/grant/pa/policy.pdf
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b. Individual and Households Program (IHP). Assistance covers temporary housing needs,
home repairs and losses to personal property, transportation expenses, funeral and medical
expenses upon a Presidential declaration.
c. Disaster Unemployment Assistance. This program may be implemented by the Department
of Labor upon a Presidential declaration. It allows those unemployed due to a disaster access
to unemployment benefits.
d. Workers’ Compensation. The Department of Labor administers several compensation
programs which provide wage replacement benefits, medical treatment, vocational
rehabilitation and other benefits to federal workers or their dependents that are injured at
work or acquire an occupational disease.
Insurance
The insurance industry plays an important role in recovering costs and the rebuilding of
communities after a disaster.
1. Self-insurance. Access to self-insurance allows organizations, individuals and businesses to
insure their livelihood through a variety of different insurance plans. This type of insurance is
paid for by each entity that chooses to carry the insurance policy.
2. Homeowner policies. Individual homeowners have access to a variety of private insurance
companies to insure their home and its contents. Depending on the location of the home, there
may be caveats about the type of coverage homeowners have in the event of a disaster.
3. National Flood Insurance Program (NFIP). The NFIP is a federal program enabling property
owners in participating communities to purchase insurance protection against losses from
flooding. This insurance is designed to provide an insurance alternative to disaster assistance to
meet the escalating costs of repairing damage to buildings and their contents caused by floods.
Participation in the NFIP is based on an agreement between local communities and the Federal
Government.
Audit of Expenditures of State/Federal Funds
Expenditures of state/federal funds related to emergencies/disasters may be subject to audit in
accordance with state/federal statutes and audit procedures.
Mutual Aid Agreements
Many state, tribal and local governments and private nonprofits enter into mutual aid
agreements to provide emergency assistance to each other in the event of disasters or
emergencies. These are generally written, but are occasionally arranged verbally after a disaster
or emergency occurs. To be eligible for reimbursement by FEMA, the mutual aid assistance has
to meet the criteria identified in the Disaster Assistance Policy (DAP9523.6).
LOGISTICS
Emergency management and incident response activities require carefully managed resources
to meet incident needs. Resource management during an incident is a finite process, as shown
in the below figure, with a distinct beginning and ending specific to the needs of the particular
incident. The figure below highlights the resource management cycle.
The essence of logistics is to ensure that sufficient resources (equipment, tools and other
resources) are on hand or available to respond to the various types of emergency incidents
that the Town might experience. This challenge is made complex by the different types of
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emergencies for which the Town is at risk, the probable need to move resources to sites during
times of stress and with reduced capability, and certainty tha t needed resource items will not be
on hand within Town inventory at the time they are needed.
In order to ensure that sufficient resources are on hand, each Town department is required
to have and maintain an inventory of equipment, tools and other resources that can be used
during an emergency. Working with the ESF Coordination Group, each department will
undertake an assessment of capabilities against various hazards based on risk and vulnerability
to best establish a proper logistics train. From these assessments, a reasonable determination
can be made to identify gaps in necessary resources within the Town, after which efforts to
resolve the gaps can be made through mutual aid or other resourcing methods.
Another logistics issue is related to the maintenance of resources. Town departments will
be required to ensure that resources identified as critical to certain emergencies are properly
maintained at appropriate intervals to prevent “downed” equipment at inappropriate times as
much as possible.
Departments will be required to track usage and expenditure of resources as they occur in
response to an emergency incident. If Town resources are shared in response to another
jurisdiction’s incident through mutual aid, the “owning” department will maintain records of
deployment, will ensure proper accounting of resources and will ensure proper maintenance of
equipment.
Figure 8: Resource Management Cycle3
3 2008. National Incident Management System. Washington, DC: DHS
IDENTIFY
INVENTORY
ORDER &
REIMBURSE
MOBILIZE
RECOVER/
DEMOBILIZE
(EXPENDABLE &
TRACK &
REPORT
INCIDENT
Preparedness activities for
resource management
Resource typing
Credentialing
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Resource management preparedness activities are conducted on a continual basis to help ensure
that resources are ready to be mobilized when called to an incident. This includes resource
typing, credentialing, and inventorying.
1. Resource Typing. Resource typing is categorizing, by capability, the resources requested,
deployed and used in incidents.
2. Credentialing Personnel. The credentialing process entails the objective evaluation and
documentation of an individual’s current certification, license, or degree, training and experience
and competence or proficiency to meet nationally accepted standards, provide particular services
and/or functions, or perform specific tasks under specific conditions during an incident.
3. Resource Inventory. Preparedness organizations should inventory and maintain current data on
their available resources. The data is then made available to communications/dispatch centers,
Emergency Operations Centers and other applicable organizations.
Specific information about logistics and resource management is detailed in ESF #7 Logistics
Management and Resource Support.
PLAN DEVELOPMENT AND MAINTENANCE
General
A plan such as this is often described as a “living” document. This means that once developed,
changes are anticipated and encouraged based on experience, reason and deliberation. Changes
must be made to ensure document practicality, currency and compliance with ever-changing
doctrine.
Plan Development
This plan is developed in accordance with FEMA’s Comprehensive Preparedness Guide (CPG)
101, Version 2, “Developing and Maintaining Emergency Operations Plans, November 2010.”
Following guidance from the Mayor and Council, the Town Manager, through the Emergency
Management Team, the ESF Coordination Group researched, compiled and drafted a basic plan
in accordance with the ESF format in CPG 101. Thereafter appropriate ESF annexes, incident
specific annexes and support annexes were researched, compiled and drafted.
Training and Exercises
When feasible and possible, the ESF Coordination Group will provide training and advisory
and technical assistance to Town/ private/voluntary agencies involved in Town training and
exercises. Town training and exercises shall be planned based on duties within this plan, the
missions of various ESFs, and departmental needs and capabilities.
Training and exercises shall be completed in consideration of the NIMSCAST requirements and
additional training as needed for position specific issues related to potential IC or EOC staffing.
Individual training records will be maintained by the Town Human Resources Department and
reported annually to the ESF Coordination Group for updating NIMSCAST. Training records
will be reviewed by the ESF Coordination Group to take advantage of training opportunities.
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Training records should also be reviewed by departmental supervisors to ensure that staff
receive emergency training appropriate to their positions.
The ESF Coordination Group will coordinate and conduct periodic exercises of this plan in
order to ensure effective and complete planning efforts associated with preparedness, response
and recovery from emergency and/or terrorism incidents. Further, the ESF Coordination
Group must ensure compliance with national emergency response standards and guidance.
Training and exercises will be consistent with U.S. Department of Homeland Security and the
Office of Domestic Preparedness guidelines and will include ICS training and use in exercises.
Exercise After-Action Report and Hot-Wash
AAR and hot-washes must be completed after all training exercises. The identified training/
exercise and evaluation team will submit an after-action report to the ESF Coordination Group
detailing operational successes, problems and key issues affecting incident management.
The report includes appropriate hot wash data and feedback from all local, regional, state,
federal, non-governmental and private sector partners participating in the incident. The ESF
Coordination Group and other applicable Town departments use information from these
reports to update plans and procedures as required. Each Town department involved should
keep records of its activity to assist in preparing its own after-action report.
Regional Collaboration
This plan has been fully integrated with the development of similar plans across a regional
plane. Other jurisdictions’ plans have been coordinated with this plan. As such, it is important
to ensure continued collaboration and coordination with regional entities whenever changes,
updates, or other items that impact emergency management procedures identified in this plan
are made. This process will be accomplished by the ESF Coordination Group and ensured by
the Emergency Management Team.
Plan Maintenance
The Town Manager and Emergency Management Team have overall responsibility for
plan management and maintenance. The plan will be updated periodically as required to
incorporate new information, legislative changes and procedural changes based on lessons
learned from exercises and actual incidents. Managing changes and updates to this plan will be
accomplished by the ESF Coordination Group with oversight by the Emergency Management
Team. This section establishes procedures for interim changes and full updates of the plan.
Plan Changes
Changes to the plan may be considered as a result of operational reviews of actual incidents,
after-action reviews of exercises, changes in the la w, technology, or the community, and
changes in threat, risk and vulnerability assessments that would affect the nature of
preparation, prevention, protection, mitigation, response and/or recovery to and from
emergency incidents. No proposed change should contradict or override authorities or other
plans contained in state statute, Town ordinance, or regulation.
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Coordination and Approval
Any department or agency with assigned responsibilities under the plan may propose a change.
While the Town Manager and Emergency Management Team are ultimately responsible for
approving any changes to the plan, the ESF Coordination Group will accomplish the process
of collecting and coordinating all proposed modifications to the plan, as well as coordinating
with primary and support agencies and other stakeholders, re-drafting proposals to the plan
and forwarding proposals to the Emergency Management Team, as required. The Emergency
Management Team will then review and approve the changes and forward the updated
document(s) to the Town Manager.
Notice of Change
After coordination and the necessary signed approval process are accomplished, the Town
Manager or Emergency Management Team will issue an official Notice of Change.
The Notice will specify the date, number, subject, purpose, background and action required,
and will provide the change language on one or more numbered and dated insert pages
that will replace the modified pages in the plan. Once published, the modifications will be
considered part of the plan for operational purposes pending a formal revision and reissuance
of the entire document. Interim changes can be further modified or updated using the above
process.
Distribution
The Town Manager or Emergency Management Team will distribute the initial plan upon
Town Council approval. Future Notices of Change will be distributed to all participating Town
departments, regional agencies and state emergency management offices as necessary.
Public Requests
The basic plan is generally available to the public and will be posted on the Town’s website.
However, specific operational plans, ESFs and incident-specific and support annexes will
be protected from disclosure to the public due to the fact that they contain sensitive and
confidential material related to policing, homeland security and criminal investigations.
Notices of Change may be made available to the public and other organizations upon request,
taking into consideration any disclosure concerns.
Reissuance of the Emergency Operations Plan
The Town Manager and/or Emergency Management Team is responsible for coordinating
full reviews and updates of this plan every three years or more frequently if deemed
necessary. Reviews and revisions will consider lessons learned and best practices identified
during exercises and responses to actual incidents, and will incorporate new information and
technologies. When full reviews and updates are undertaken on this three-year schedule, the
plan will be brought back to the Town Council for review and approval.
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AUTHORITIES AND REFERENCES
Authorities
Federal
1. Homeland Security Act of 2002
2. Code of Federal Regulations, Title 44
3. Public Law 93 -288, The Disaster Relief Act of 1974, as amended by Public Law 100 -707, The
Robert T. Stafford Disaster Relief and Emergency Assistance Act
4. Public Law 96-342, The Department of Defense Authorization Act of 1981
5. Public Law 920, Federal Civil Defense Act of 1950, as amended
6. Public Law 99-499, Superfund Amendments and Reauthorization Act (SARA) of 1986, Title III,
Emergency Planning and Community Right-to-Know Act (EPCRA)
7. Public Law 101-336, Americans With Disabilities Act of 1990
8. Public Law 104 -201, National Defense Authorization Act for Fiscal Year 1997, Title XIV, Defense
Against Weapons of Mass Destruction Act of 1996
9. Public Law 105 -19, Volunteer Protection Act of 1997
10. Public Law 105-381, Pacific Northwest Emergency Management Arrangement
11. Public Law 106-390, Disaster Mitigation Act of 2000
12. Public Law 107 -296, Homeland Security Act of 2002
13. Public Law 109-308, Pets Evacuation and Transportation Standards Act, 2006
14. 49 USC, Sections 5101-5128, Hazardous Materials Transportation Act of 1994
15. 42 USC, Sections 7401 -7671q, Clean Air Act of 1970, as amended in 1977 and 1990
16. 33 USC, Section 1251 -1387, Clean Water Act of 1948, as amended in 1972, 1977 and 1987
17. 42 USC, Sections 300f-300j-26, Federal Safe Drinking Water Act of 1974, as amended in 1996
State
1. ARS §11-952: Intergovernmental agreements and contracts
2. ARS §26 -307: Powers of counties, cities, towns and state agencies designated by the governor to
make order, rules and regulations; procedure
3. ARS §26-308: Powers of local government; local emergency management establishment;
organization
4. ARS §26-309: Mutual aid; responsibilities of agencies and officials; agreements; definition
5. ARS §26-311: Local emergency; power of political subdivision; state agency assistance
6. ARS §26-312: Authority of executive officers and governing bodies to accept materials or funds
Town
1. Marana Town Code Section 2 -3-4: Powers and duties of the mayor
2. Marana Town Code Section 3 -4-214: Emergency procurements
3. Marana Town Code Chapter 14 -7: Emergency Water Conservation Response
4. Marana Town Resolution 2005-106; adopting NIMS standards
5. Marana Town Resolution 2012-074; adopting Emergency Operations Plan
6. Marana Town Resolution 2014-056, approving Pima County Community Wildfire
Protection Plan
7. Marana Town Resolution 2014-109; approving the Arizona Mutual Aid Compact
8. Marana Town Resolution 2017-087; approving the 2017 Pima County Multi -Jurisdictional
Hazard Mitigation Plan
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References
1. Presidential Decision Directive (PDD) 39 - United States Policy on Counterterrorism (June 21,
1995)
2. PDD - 62, Protection Against Unconventional Threats to Homeland and Americans Overseas
(May 22, 1998)
3. PDD - 63, Protecting America’s Critical Infrastructure (May 22, 1998)
4. Homeland Security Presidential Directive (HSPD) 3 (March 11, 2002) - Homeland Security
Advisory System.
5. HSPD 4 (December 2002) - National Strategy to Combat Weapons of Mass Destruction
6. HSPD 5 (February 28, 2003) - Management of Domestic Incidents
7. HSPD 7 (December 17, 2003) - Critical Infrastructure Identification, Prioritization, and Protection.
8. Presidential Policy Directive/PPD -8 (March 30, 2011) – National Preparedness.
9. National Response Framework, 2008
10. National Incident Management System, 2003
11. National Preparedness Guidelines, 2007
12. Target Capabilities List, 2007
13. Developing and Maintaining Emergency Operations Plans, Comprehensive Preparedness Guide
(CPG) 101, Version 2, 2010
14. Guidance on Planning for Integration of Functional Needs Support Services in General
Population Centers, 2010
15. Arizona State Emergency Response and Recovery Plan (AZSERRP), 2008
16. Pima County Emergency Response Framework (Draft), 2011
17. Pima County Multi -Jurisdiction Hazard Mitigation Plan (MJMHP), 2005, 2012 , 2017
18. Local Emergency Planning Commission (LEPC) HAZMAT Plan, 2010
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APPENDIX 1:
GLOSSARY OF TERMS
Accountable Property. Property that 1) has an acquisition cost of $15,000 or more; 2) has a unique,
identifiable serial number (e.g., computer or telecommunications equipment); and 3) is considered
“sensitive” (i.e., easily pilferable), such as cellular phones, pagers and laptop computers.
Agency. A division of government with a specific function offering a particular kind of assistance. In ICS,
agencies are defined either as jurisdictional (having statutory responsibility for incident management) or
as assisting or cooperating (providing resources or other assistance).
Agency Representative. A person assigned by a primary, assisting, or cooperating federal, state, local, or
tribal government agency or private entity that has been delegated authority to make decisions affecting
that agency’s or organization’s participation in incident management activities following appropriate
consultation with the leadership of that agency.
Arizona Interagency Radio System (AIRS). A suite of full-time, cross-banded mutual aid channels
designed to provide interoperable communications capability to first responders of police, fire, and
Emergency Medical Service agencies, as well as other personnel of municipal, county, state, tribal and
federal agencies performing public safety or public service activities managed by Arizona Department of
Public Safety.
Annex. Additions to this plan that provide for guidance related to specific functions (ESFs), types of
incidents, or unique support activities.
Area Command (Unified Area Command). An organization established (1) to oversee the management
of multiple incidents which are each being handled by an ICS organization; or (2) to oversee the
management of large or multiple incidents to which several Incident Management Teams have been
assigned. Area Command has the responsibility to set overall strategy and priorities, allocate critical
resources according to priorities, ensure that incidents are properly managed and ensure that objectives
are met and strategies followed. Area Command becomes Unified Area Command when incidents are
multi-jurisdictional. Area Command may be established at an EOC facility or at some location other than
an ICP.
Available Resources. Resources assigned to an incident, checked in and available for use; normally
located in a Staging Area.
Awareness. The continual process of collecting, analyzing and disseminating intelligence, information
and knowledge to allow organizations and individuals to anticipate requirements and to react effectively.
Casualty. Any person who is declared dead or is missing, ill, or injured.
Catastrophic Incident/Event. Any natural or manmade incident, including terrorist incidents, which
results in extraordinary levels of mass casualties, damage, or disruption severely affecting the population,
infrastructure, environment, economy, national morale and/or government functions. A catastrophic
event could result in sustained national impacts over a prolonged period of time; almost immediately
exceeds resources normally available to state, local, tribal and private sector authorities in the impacted
area; and significantly interrupts governmental operations and emergency services to such an extent that
national security could be threatened. All catastrophic events are Incidents of National Significance.
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Chain of Command. A series of command, control, executive, or management positions in hierarchical
order of authority.
Command Staff. In an Incident Command System (ICS), the Command Staff consists of the Incident
Commander and the special staff positions of Public Information Officer, Safety Officer, Liaison Officer
and other positions as required, which report directly to the Incident Commander. They may have an
assistant or assistants, as needed.
Common Operating Picture (COP). A broad view of the overall situation as reflected by situation
reports, aerial photography and other information or intelligence.
Community Recovery. In the context of the Town of Marana Emergency Operations Plan and its annexes,
the process of assessing the effects of an incident of local or regional significance, or an incident of
national significance, defining resources and developing and implementing a course of action to restore
and revitalize the socioeconomic and physical structure of a community.
Consequence Management. Predominantly an emergency management function and includes measures
to protect public health and safety, restore essential government services and provide emergency relief
to governments, businesses and individuals affected by the consequences of terrorism. See also Crisis
Management.
Credible Threat. A potential terrorist threat which, based on a threat assessment, is credible and likely to
involve WMD.
Crisis Management. Predominantly a law enforcement function and includes measures to identify,
acquire and plan the use of resources needed to anticipate, prevent and/or resolve a threat or act of
terrorism. The requirements of consequence management and crisis management are combined in the
NRP. See also Consequence Management.
Critical Infrastructures. Systems and assets, whether physical or virtual, so vital to the United States that
the incapacitation or destruction of such systems and assets would have a debilitating impact on security,
national economic security, national public health or safety, or any combination of those matters. See also
Key Resources. Local jurisdictions can also identify critical infrastructure (or key resources) pertinent to
local security, economy, or health maintenance.
Cultural Resources. Cultural resources include historic and prehistoric structures, archeological sites,
cultural landscapes and museum collections.
Cyber. Pertaining to computers and their support systems, such as servers, routers, and switches which
support critical infrastructure.
Deputy. A fully qualified individual who, in the absence of a superior, could be delegated the authority
to manage a functional operation or perform a specific task. In some cases, a deputy could act as relief for
a superior and therefore must be fully qualified in the position. Deputies can be assigned to the Incident
Commander, General Staff and Branch Directors.
Disaster. See Major Disaster.
Disaster Field Office (DFO). The office established in or near the designated area of a Presidentially-
declared major disaster to support federal and state response and recovery operations. The DFO houses
the FCO and ERT and, where possible, the SCO and support staff.
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Disaster Recovery Center (DRC). A facility established in a centralized location within or near the
disaster area at which disaster victims (individuals, families, or businesses) apply for disaster aid.
Emergency. Any occasion or instance for which assistance is needed to save lives and to protect property
and public health and safety or to lessen or avert the threat of a catastrophe.
Emergency Management Team. A Town of Marana team comprised of the Town Manager (or designee),
the Chief of Police (or designee), the Town’s Emergency Preparedness Coordinator and representatives of
other entities as deemed necessary by the Town Manager.
Emergency Operations Center (EOC). The physical location at which the coordination of information
and resources to support domestic incident management activities normally takes place. An EOC may be
a temporary facility or may be located in a more central or permanently established facility, perhaps at a
higher level of organization within a jurisdiction. EOCs may be organized by major functional disciplines
(e.g., fire, law enforcement and medical services), by jurisdiction (e.g., federal, state, regional, county,
town, tribal), or by some combination thereof.
Emergency Operations Plan (EOP). The “steady-state” plan maintained at various jurisdictional levels
for managing a wide variety of potential hazards.
Emergency Public Information. Information that is disseminated primarily in anticipation of an
emergency or during an emergency. In addition to providing situational information to the public, it also
provides frequent directive actions required to be taken by the general public.
Emergency Response Provider. Includes federal, state, local and tribal emergency public safety, law
enforcement, emergency response, emergency medical (including hospital emergency facilities) and
related personnel, agencies and authorities. Also known as “emergency responder.”
Emergency Response Team (ERT) An interagency team consisting of the lead representative from each
federal department or agency assigned primary responsibility for an ESF and key members of the FCO’s
staff, formed to assist the FCO in carrying out his/her coordination responsibilities. The ERT may be
expanded by the FCO to include designated representatives of other federal departments and agencies as
needed. The ERT usually consists of regional-level staff.
Emergency Support Function (ESF). A grouping of government and certain private sector capabilities
into an organizational structure to provide the support, resources, program implementation and services
that are most likely to be needed to save lives, protect property and the environment, restore essential
services and critical infrastructure, and help victims and communities return to normal. The ESFs serve as
the primary operational-level mechanism to provide assistance to local, regional, or tribal governments.
ESF Coordination Group. A Town of Marana group comprised of ESF Coordinators (or designees),
additional Town departmental representatives as needed, a representative of the Northwest Fire/Rescue
District and representatives from private industry, NGOs, and other organizations as needed.
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ESF Coordinator The ESF Coordinator has ongoing responsibilities throughout the prevention,
preparedness, response, recovery and mitigation phases of incident management. The role of the ESF
Coordinator is carried out through a “unified command” approach as agreed upon collectively by the
designated primary agencies. Responsibilities of the ESF Coordinator include:
• Pre-incident planning and coordination
• Maintaining ongoing contact with ESF primary and support agencies
• Conducting periodic ESF meetings and conference calls
• Coordinating efforts with corresponding private sector organizations
• Coordinating ESF activities relating to catastrophic incident planning and critical infrastructure
preparedness as appropriate
Emerging Infectious Diseases. New or recurring infectious diseases of people, domestic animals and/or
wildlife, including identification, etiology, pathogenesis, zoonotic potential and ecological impact.
Environment. Natural and cultural resources and historic properties as those terms are defined in this
glossary and in relevant laws.
Environmental Response Team. Established by EPA, the Environmental Response Team provides
expertise in biology, chemistry, hydrology, geology and engineering. The Environmental Response Team
provides technical advice and assistance for both planning and response to discharges and releases of oil
and hazardous substances into the environment.
Equipment. Equipment is tangible, non -expendable, personal property having a useful life of more
than one year and an acquisition cost of $5,000 or more per unit. A grantee may use its own definition of
equipment provided that such definition would at least include all equipment defined above.
Evacuation. Organized, phased and supervised withdrawal, dispersal or removal of civilians from
dangerous or potentially dangerous areas and their reception and care into safe areas.
Extremely Hazardous Substance. Those substances or chemicals listed and defined in Section 302 of the
U.S. Emergency Planning and Community Right-to-Know Act (42 USC § 11002), and at the appendix to
40 CFR § 355.
Facility Management. Building selection and acquisition, and provision of utilities, services, information
systems, communications and physical security.
Federal. Of or pertaining to the federal government of the United States of America.
Federal Coordinating Officer (FCO). The federal officer who is appointed to manage federal resource
support activities related to Stafford Act disasters and emergencies. The FCO is responsible for
coordinating the timely delivery of federal disaster assistance resources and programs to the affected
state and local governments, individual victims and the private sector.
First Responder. Local governmental and non -governmental police, fire and emergency personnel who,
in the early stages of an incident, are responsible for the protection and preservation of life, property,
evidence and the environment. These personnel include emergency response providers as well as
emergency management, public health, clinical care, public works and other skilled support personnel
(such as equipment operators) who provide immediate support services during prevention, response
and recovery operations. First responders may include personnel from federal, state, local, tribal, or non -
governmental organizations.
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Hazard. Something that is potentially dangerous or harmful; often the root cause of an unwanted
outcome.
Hazard Mitigation. Any cost-effective measure which will reduce the potential for damage to a facility
from a disaster event.
Hazardous Material. For the purposes of ESF #1, hazardous material is a substance or material,
including a hazardous substance, which has been determined by the Secretary of Transportation to be
capable of posing an unreasonable risk to health, safety and property when transported in commerce
and which has been so designated (see 49 CFR § 171.8). For the purposes of ESF #10 and the Oil and
Hazardous Materials Incident Annex, the term is intended to mean hazardous substances, pollutants
and contaminants as defined by the National Oil and Hazardous Substances Pollution Contingency Plan
(NCP).
Hazardous Substance. As defined by the National Oil and Hazardous Substances Pollution Contingency
Plan (NCP), any substance designated pursuant to section 311(b)(2)(A) of the Clean Water Act;
any element, compound, mixture, solution, or substance designated pursuant to section 102 of the
Comprehensive Environmental Response, Compensation and Liability Act (CERCLA); any hazardous
waste having the characteristics identified under or listed pursuant to section 3001 of the Solid Waste
Disposal Act (but not including any waste the regulation of which, under the Solid Waste Disposal Act
[42 U.S.C. § 6901 et seq.], has been suspended by act of Congress); any toxic pollutant listed under section
307(a) of the Clean Water Act; any hazardous air pollutant listed under section 112 of the Clean Air Act
[42 U.S.C. § 7521 et seq.]; and any imminently hazardous chemical substance or mixture with respect to
which the EPA Administrator has taken ac tion pursuant to section 7 of the Toxic Substances Control Act
[15 U.S.C. § 2601 et seq.].
Historic Property. Any prehistoric or historic district, site, building, structure, or object included in or
eligible for inclusion in the National Register of Historic Places, including artifacts, records, and remains
which are related to such district, site, building, structure, or object [16 U.S.C. § 470w(5)].
Homeland Security Advisory System (HSAS). The Homeland Security Advisory System, created by
HSPD-3 and administered by DHS/IAIP, is a comprehensive and effective means for disseminating
information regarding the risk of terrorist attacks and coordinating appropriate response measures
across jurisdictions and with the private sector. The HSAS is composed of two separate elements: threat
products and threat condition. Homeland Security Presidential Directives (HSPD). Homeland Security
Presidential Directives are issued by the President on matters pertaining to Homeland Security.
Incident. An occurrence or event, natural or human caused, that requires an emergency response to
protect life or property. Incidents can, for example, include major disasters, emergencies, terrorist attacks,
terrorist threats, wildland and urban fires, floods, hazardous materials spills, nuclear accidents, aircraft
accidents, earthquakes, hurricanes, tornadoes, tropical storms, war-related disasters, public health and
medical emergencies and other occurrences requiring an emergency response.
Incident Action Plan. An oral or written plan containing general objectives reflecting the overall strategy
for managing an incident. It may include the identification of operational resources and assignments. It
may also include attachments that provide direction and important information for management of the
incident during one or more operational periods.
Incident Command Post (ICP). The field location at which the primary tactical-level, on -scene incident
command functions are performed. The ICP may be collocated with the incident base or other incident
facilities and is normally identified by a green rotating or flashing light.
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Incident Command System (ICS). A standardized, on -scene emergency management construct
specifically designed to provide for the adoption of an integrated organizational structure which reflects
the complexity and demands of single or multiple incidents without being hindered by jurisdictional
boundaries. ICS is the combination of facilities, equipment, personnel, procedures and communications
operating with a common organizational structure designed to aid in the management of resources
during incidents. ICS is used for all kinds of emergencies and is applicable to small, as well as large and
complex incidents. ICS is used by various jurisdictions and functional agencies, both public and private,
for organized field-level incident management operations.
Incident Commander (IC). The individual with overall incident authority, responsible for all incident
activities, including the development and approval of strategies and tactics and the ordering and release
of resources.
Incident Management Team (IMT). The Incident Commander and appropriate command and general
staff personnel assigned to an incident.
Incident Mitigation. Actions taken during an incident designed to minimize impacts or contain the
damages to property or the environment.
Incident of Local or Regional Significance. An actual or potential high -impact event that requires a
coordinated and effective response by an appropriate combination of local, regional, state, federal, non -
governmental and/or private sector entities in order to save lives, minimize damage and provide the
basis for long-term community recovery and mitigation activities.
Incident of National Significance. Based on criteria established in HSPD-5, an actual or potential high-
impact event that requires a coordinated and effective response by an appropriate combination of federal,
state, local, tribal, non-governmental and/or private sector entities to save lives and minimize damage
and provide the basis for long-term community recovery and mitigation activities.
Information Officer. See Public Information Officer.
Infrastructure. The man-made physical systems, assets, projects and structures, publicly and/or privately
owned, that are used by or provide benefit to the public. Examples of infrastructure include utilities,
bridges, levees, drinking water systems, electrical systems, communications systems, dams, sewage
systems and roads.
Infrastructure Liaison. Assigned by DHS/IAIP, th e Infrastructure Liaison serves as th e principa l advisor
to the JFO Coordination Group regarding all national- and regional-level critical infrastructure and key
resources incident-related issues.
Initial Actions. The actions taken by those responders first to arrive at an incident site.
Initial Response. Resources initially committed to an incident.
In-Kind Donations. Donations other than cash (usually materials or professional services) for disaster
survivors.
Joint Field Office (JFO). A temporary federal facility established locally to provide a central point for
federal, state, local and tribal executives with responsibility for incident oversight, direction and/or
assistance to effectively coordinate protection, prevention, preparedness, response and recovery actions.
The JFO will combine the traditional functions of the JOC, the FEMA DFO and the JIC within a single
federal facility.
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Joint Information Center (JIC). A facility established to coordinate all incident-related public information
activities. It is the central point of contact for all news media at the scene of the incident. Public
information officials from all participating agencies should co-locate at the JIC.
Joint Information System (JIS). Integrates incident information and public affairs into a cohesive
organization designed to provide consistent, coordinated, timely information during a crisis or incident
operation. The mission of the JIS is to provide a structure and system for developing and delivering
coordinated interagency messages; developing, recommending, and executing public information plans
and strategies on behalf of the Incident Commander (IC); advising the IC concerning public affairs
issues that could affect a response effort; and controlling rumors and inaccurate information that could
undermine public confidence in the emergency response effort.
Joint Operations Center (JOC). The JOC is the focal point for all federal investigative law enforcement
activities during a terrorist or potential terrorist incident or any other significant criminal incident and is
managed by the SFLEO. The JOC becomes a component of the JFO when the NRP is activated.
Jurisdiction. A range or sphere of authority. Public agencies have jurisdiction at an incident related
to their legal responsibilities and authorities. Jurisdictional authority at an incident can be political
or geographical (e.g., Town, county, tribal, state, or federal boundary lines) or functional (e.g., law
enforcement, public health).
Key Resources. Publicly or privately controlled resources essential to minimal operation of the economy
and the government. Most often linked in terminology with Critical Infrastructure.
Liaison Officer. A member of the Command Staff responsible for coordinating with agency
representatives from cooperating and assisting agencies.
Local Emergency Planning Committee (LEPC). Required by both federal and state laws, this committee
maintains hazardous materials information within the county and prepares an emergency response plan.
See the Arizona State Emergency Response Commission website: www.azserc.gov
Major Disaster. As defined by the Stafford Act, any natural catastrophe (including any hurricane,
tornado, storm, high water, wind-driven water, tidal wave, tsunami, earthquake, volcanic eruption,
landslide, mudslide, snowstorm, or drought) or, regardless of cause, any fire, flood, or explosion in any
part of the United States which in the determination of the President causes damage of sufficient severity
and magnitude to warrant major disaster assistance under the Act to supplement the efforts and available
resources of states, local governments and disaster relief organizations in alleviating the damage, loss,
hardship, or suffering caused thereby.
Materiel Management. Requisitioning and sourcing (requirements processing); acquisition, asset
visibility (resource tracking), receipt, storage, and handling; security and accountability; inventory,
deployment, issue, and distribution; and recovery, reuse, and disposition.
Mitigation. Activities designed to reduce or eliminate risks to persons or property or to lessen the actual
or potential effects or consequences of an incident. Mitigation measures may be implemented prior
to, during, or after an incident. Mitigation measures are often developed in accordance with lessons
learned from prior incidents. Mitigation involves ongoing actions to reduce exposure to, probability of,
or potential loss from hazards. Measures may include zoning and building codes, floodplain buyouts
and analysis of hazard-related data to determine where it is safe to build or locate temporary facilities.
Mitigation can include efforts to educate governments, businesses and the public regarding measures
they can take to reduce loss and injury
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Mobilization. The process and procedures used by all organizations - federal, state, local and tribal – for
activating, assembling and transporting all resources that have been requested to respond to or support
an incident.
Mobilization Center. An off-site temporary facility at which response personnel and equipment are
received from the Point of Arrival and are pre-positioned for deployment to an incident logistics base,
to a local Staging Area, or directly to an incident site, as required. A mobilization center also provides
temporary support services, such as food and billeting, for response personnel prior to their assignment,
release, or reassignment and serves as a place to out-process following demobilization while awaiting
transportation.
Multiagency Command Center (MACC). An interagency coordination center established by DHS/USSS
during NSSEs as a component of the JFO. The MACC serves as the focal point for interagency security
planning and coordination, including the coordination of all NSSE-related information from other intra-
agency centers (e.g., police command posts, Secret Service security rooms) and other interagency centers
(e.g., intelligence operations centers, joint information centers).
Multiagency Coordination Entity. Functions within a broader multi-agency coordination system. It may
establish priorities among incidents and associated resource allocations, de-conflict agency policies and
provide strategic guidance and direction to support incident management activities.
Multiagency Coordination System. Provides the architecture to support coordination for incident
prioritization, critical resource allocation, communications systems integration and information
coordination. The components of multiagency coordination systems include facilities, equipment, EOCs,
specific multiagency coordination entities, personnel, procedures and communications. The systems
assist agencies and organizations to fully integrate the subsystems of NIMS.
Multijurisdictional Incident. An incident requiring action from multiple agencies that each have
jurisdiction to manage certain aspects. In ICS, these incidents will be managed under Unified Command.
Mutual Aid Agreement. Written agreement between agencies, organizations and/or jurisdictions
that they will assist one another on request by furnishing personnel, equipment and/or expertise in a
specified manner.
National. Of a nationwide character, including the federal, state, local and tribal aspects of governance
and policy.
National Counterterrorism Center (NCTC). The NCTC serves as the primary federal organization for
analyzing and integrating all intelligence possessed or acquired by the U.S. government pertaining to
terrorism and counterterrorism, except purely domestic counterterrorism information. The NCTC ma y,
consistent with applicable law, receive, retain and disseminate information from any federal, state, or
local government or other source necessary to fulfill its responsibilities.
National Disaster Medical System (NDMS). A coordinated partnership between DHS, HHS, DOD and
the Department of Veterans Affairs established for the purpose of responding to the needs of victims of
a public health emergency. NDMS provides medical response assets and the movement of patients to
health care facilities where definitive medical care is received when required.
National Incident Management System (NIMS). A system mandated by HSPD-5 that provides a
consistent, nationwide approach for federal, state, local and tribal governments, the private sector and
non -governmental organizations (NGOs) to work effectively and efficiently together to prepare for,
respond to and recover from domestic incidents, regardless of cause, size, or complexity. To provide for
interoperability and compatibility among federal, state, local and tribal capabilities, the NIMS includes
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a core set of concepts, principles and terminology. HSPD-5 identifies these as the ICS, multiagency
coordination systems, training, identification and management of resources (including systems for
classifying types of resources), qualification and certification and the collection, tracking and reporting of
incident information and incident resources.
National Infrastructure Coordinating Center (NICC). Managed by the DHS Information Analysis and
Infrastructure Protection Directorate, the NICC monitors the nation’s critical infrastructure and key
resources on an ongoing basis. In the event of an incident, the NICC provides a coordinating vehicle to
share information with critical infrastructure and key resources information -sharing entities.
National Interagency Fire Center (NIFC). A facility located in Boise, Idaho which is jointly operated
by several federal agencies and is dedicated to coordination, logistical support and improved weather
services in support of fire management operations throughout the United States.
National Preparedness Guidelines. The Guidelines, with the supporting Target Capabilities List,
define what it means for the nation to be prepared for all hazards. There are four critical elements of the
Guidelines (1) the National Preparedness Vision; (2) the National Planning Scenarios; (3) the Universal
Task List; and (4) the Target Capabilities List.
National Planning Scenarios. Depict a diverse set of high -consequence threat scenarios of both potential
terrorist attacks and natural disasters. Collectively, th e 15 scenarios are designed to focus contingency
planning for homeland security preparedness work at all levels of government and with the private
sector.
National Response Center. A national communications center for activities related to oil and hazardous
substance response actions. The National Response Center, located at DHS/USCG Headquarters in
Washington, DC, receives and relays notices of oil and hazardous substances releases to the appropriate
Federal OSC.
National Response Framework. A concerted national effort to prepare for emergencies, disasters and
terrorist attacks within the United States; reduce America’s vulnerability to terrorism, major disasters and
other emergencies; respond to any such situations and minimize the damage and recover from attacks,
major disasters and other emergencies that occur.
National Response System. Pursuant to the National Oil and Hazardous Substances Pollution
Contingency Plan (NCP), the mechanism for coordinating response actions by all levels of government
for oil and hazardous substances spills and releases.
National Response Team (NRT). The NRT, comprised of the 16 federal agencies with major
environmental and public health responsibilities, is the primary vehicle for coordinating federal agency
activities under the National Oil and Hazardous Substances Pollution Contingency Plan (NCP). The NRT
carries out national planning and response coordination and is the head of a highly organized federal oil
and hazardous substance emergency response network. EPA serves as the NRT Chair and DHS/USCG
serves as Vice Chair.
National Security and Emergency Preparedness (NS/EP) Telecommunications. NS/EP
telecommunications services are those used to maintain a state of readiness or to respond to and manage
any event or crisis (local, national, or international) that causes or could cause injury or harm to the
population or damage to or loss of property, or could degrade or threaten the NS/EP posture of the
United States.
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National Special Security Event (NSSE). A designated event that, by virtue of its political, economic,
social, or religious significance, may be the target of terrorism or other criminal activity.
Natural Resources. Natural resources include land, fish, wildlife, domesticated animals, plants, biota and
water. Water means salt and fresh water, surface and ground water, including water used for drinking,
irrigation, aquaculture and recreational purposes, as well as in its capacity as fish and wildlife habitat.
Land means soil, surface and subsurface minerals, and other terrestrial features.
Non-governmental Organization (NGO). A nonprofit entity that is based on interests of its members,
individuals, or institutions and that is not created by a government, but may work cooperatively with
government. Such organizations serve a public purpose, not a private benefit. Examples of NGOs include
faith-based charity organizations and the American Red Cross.
Nuclear Incident Response Team (NIRT). Created by the Homeland Security Act to provide DHS with
a nuclear/radiological response capability. When activated, the NIRT consists of specialized federal
response teams drawn from DOE and/or EPA. These teams may become DHS operational assets
providing technical expertise and equipment when activated during a crisis or in response to a nuclear/
radiological incident as part of the DHS federal response.
On-Scene Coordinator (OSC). See Federal On-Scene Coordinator.
Pollutant or Contaminant. As defined in the National Oil and Hazardous Substances Pollution
Contingency Plan (NCP), includes, but is not limited to, any element, substance, compound, or mixture,
including disease-causing agents, which after release into the environment and upon exposure, ingestion,
inhalation, or assimilation into any organism, either directly from the environment or indirectly by
ingestion through food chains, will or may reasonably be anticipated to cause death, disease, behavioral
abnormalities, cancer, genetic mutation, physiological malfunctions, or physical deformations in such
organisms or their offspring.
Preparedness. The range of deliberate critical tasks and activities necessary to build, sustain and improve
the operational capability to prevent, protect against, respond to and recover from domestic incidents.
Preparedness is a continuous process involving efforts at all levels of government and between
government and private sector and non -governmental organizations to identify threats, determine
vulnerabilities and identify required resources.
Prevention. Actions taken to avoid an incident or to intervene to stop an incident from occurring.
Prevention involves actions taken to protect lives and property. It involves applying intelligence
and other information to a range of activities that may include such countermeasures as deterrence
operations; heightened inspections; improved surveillance and security operations; investigations
to determine the full nature and source of the threat; public health and agricultural surveillance and
testing processes; immunizations, isolation, or quarantine; and, as appropriate, specific law enforcement
operations aimed at deterring, preempting, interdicting, or disrupting illegal activity and apprehending
potential perpetrators and bringing them to justice.
Primary Agencies. A Town department designated as an ESF primary agency serves to accomplish the
ESF mission. When an ESF is activated in response to an incident of local or regional significance, the
primary agency is responsible for:
• Orchestrating Town of Marana support within its functional area for an affected location
• Providing staff for the operations functions at fixed and field facilities
• Notifying and requesting assistance from support agencies
• Managing mission assignments and coordinating with support agencies, as well as appropriate
regional, county and state agencies
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• Working with appropriate private sector organizations to maximize use of all available resources
• Supporting and keeping other ESFs and organizational elements informed of ESF operational
priorities and activities
• Coordinating the execution of contracts and procurement of goods and services as needed
• Ensuring financial and property accountability for ESF activities
• Planning for short-term and long-term incident management and recovery operations
• Maintaining trained personnel to support interagency emergency response and support teams
Principal Federal Official (PFO). The federal official designated by the Secretary of Homeland Security
to act as his/her representative locally to oversee, coordinate and execute the Secretary’s incident
management responsibilities under HSPD-5 for
Incidents of National Significance.
Private Sector. Organizations and entities that are not part of any governmental structure. Includes for-
profit and not-for-profit organizations, formal and informal structures, commerce and industry, private
emergency response organizations and private voluntary organizations.
Public Assistance Program. The program administered by FEMA which provides supplemental federal
disaster grant assistance for debris removal and disposal, emergency protective measures and the repair,
replacement, or restoration of disaster-damaged, publicly owned facilities and the facilities of certain
private nonprofit organizations.
Public Health. Protection, safety, improvement and interconnections of health and disease prevention
among people, domestic animals and wildlife.
Public Information Officer (PIO). A member of the Command Staff responsible for interfacing with the
public and media or with other agencies with incident-related information requirements.
Public Works. Work, construction, physical facilities and services provided by jurisdictional governments
for the benefit and use of the public; also a Town department.
Radiological Emergency Response Teams (RERTs). Teams provided by EPA’s Office of Radiation
and Indoor Air to support and respond to incidents or sites containing potential or known radiological
hazards. These teams provide expertise in radiation monitoring, radionuclide analyses, radiation health
physics and risk assessment. RERTs can provide both mobile and fixed laboratory support during a
response.
Recovery. The development, coordination and execution of service- and site-restoration plans for
impacted communities and the reconstitution of government operations and services through individual,
private sector, non -governmental and public assistance programs which: identify needs and define
resources, provide housing and promote restoration, address long-term care and treatment of affected
persons, implement additional measures for community restoration, incorporate mitigation measures and
techniques, as feasible, evaluate the incident to identify lessons learned, and develop initiatives to
mitigate the effects of future incidents.
Regional Response Teams (RRTs). Regional counterparts to the National Response Team, the RRTs
comprise regional representatives of the federal agencies on the NRT and representatives of each state
within the region. The RRTs serve as planning and preparedness bodies before a response and provide
coordination and advice to the federal OSC during response actions.
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Resources. Personnel and major items of equipment, supplies and facilities available or potentially
available for assignment to incident operations and for which status is maintained. Resources are
described by kind and type and may be used in operational support or supervisory capacities at an
incident or at an EOC.
Response. Activities that address the short-term, direct effects of an incident. Response includes
immediate actions to save lives, protect property and meet basic human needs. Response also includes
the execution of emergency operations plans and of incident mitigation activities designed to limit the
loss of life, personal injury, property damage and other unfavorable outcomes. As indicated by the
situation, response activities include (1) applying intelligence and other information to lessen the effects
or consequences of an incident, (2) increased security operations, (3) continuing investigations into
the nature and source of the threat, (4) ongoing public health and agricultural surveillance and testing
processes, (5) immunizations, isolation, or quarantine, and (6) specific law enforcement operations aimed
at preempting, interdicting, or disrupting illegal activity and apprehending perpetrators and bringing
them to justice.
Senior Federal Official (SFO). An individual representing a federal department or agency with primary
statutory responsibility for incident management. SFOs utilize existing authorities, expertise and
capabilities to aid in management of the incident working in coordination with other members of the JFO
Coordination Group.
Shared Resources (SHARES) High Frequency Radio Program. SHARES provides a single, interagency
emergency message handling system by bringing together existing HF radio resources of federal,
state and industry organizations when normal communications are destroyed or unavailable for the
transmission of NS/EP information.
Situation Assessment. The evaluation and interpretation of information gathered from a variety of
sources (including weather information and forecasts, computerized models, GIS data mapping, remote
sensing sources, ground surveys, etc.) that, when communicated to emergency managers and decision -
makers, can provide a basis for incident management decision -making.
State. Any state of the United States, the District of Columbia, the Commonwealth of Puerto Rico, the
U.S. Virgin Islands, Guam, American Samoa, the Commonwealth of the Northern Mariana Islands, and
any possession of the United States. (As defined in section 2(14) of the Homeland Security Act of 2002,
Public Law 107 -296, 116 Stat. 2135, et seq. (2002)).
State Coordinating Officer (SCO) The person appointed by the Governor to coordinate state,
commonwealth, or territorial response and recovery activities with FRP-related activities of the federal
government, in cooperation with the FCO.
Strategic. Strategic elements of incident management that are characterized by continuous, long-term,
high-level planning by organizations headed by elected or other senior officials. These elements involve
the adoption of long-range goals and objectives, the setting of priorities, the establishment of budgets
and other fiscal decisions, policy development and the application of measures of performance or
effectiveness .
Strategic Plan. A plan that addresses long-term issues such as impact of weather forecasts and time-
phased resource requirements and problems such as permanent housing for displaced disaster victims,
environmental pollution and infrastructure restoration.
Subject-Matter Expert (SME). An individual who is a technical expert in a specific area or in performing
a specialized job, task, or skill.
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Subsidence. A hazard associated with the loss of ground water, or underground erosion that results in
the collapse of surface earth; as in sink holes or earth fissures.
Support Agencies. When an ESF is activated in response to an Incident of Local or Regional Significance,
support agencies are responsible for:
• Conducting operations, when requested by Incident Commander or the designated ESF primary
agency, using their own authorities, subject-matter experts, capabilities, or resources
• Participating in planning for short-term and long-term incident management and recovery
operations and the development of supporting operational plans, SOPs, checklists, or other job
aids, in concert with existing first-responder standards
• Assisting in the conduct of situational assessments
• Furnishing available personnel, equipment, or other resource support as requested by the
Incident Commander or the ESF primary agency
• Providing input to periodic readiness assessments
• Participating in training and exercises aimed at continuous improvement of prevention, response
and recovery capabilities
• Identifying new equipment or capabilities required to prevent or respond to new or emerging
threats and hazards, or to improve the ability to address existing threats
• Providing information or intelligence regarding their agency’s area of expertise
Target Capabilities List (TCL). A FEMA document that, coupled with the National Preparedness
Guidelines, provides doctrine, priorities and targets to guide preparedness capabilities. The TCL
identifies long-term goals for national preparedness and defines 37 specific capabilities that communities,
the private sector and all levels of government should collectively possess in order to respond effectively
to disasters. The TCL describes the capabilities related to the four homeland security mission areas:
Prevent, Protect, Respond and Recover. It defines and provides the basis for assessing preparedness. It
also establishes national guidance for preparing the nation for major all-hazards events, such as those
defined by the National Planning Scenarios.
Telecommunications. The transmission, emission, or reception of voice and/or data through any
medium by wire, radio, other electrical electromagnetic or optical means. Telecommunications includes
all aspects of transmitting information.
Telecommunications Service Priority (TSP) Program. The NS/EP TSP Program is the regulatory,
administrative and operational program authorizing and providing for priority treatment (i.e.,
provisioning and restoration) of NS/EP telecommunications services. As such, it establishes the
framework for NS/EP telecommunications service vendors to provide, restore, or otherwise act on a
priority basis to ensure effective NS/EP telecommunications services.
Terrorism. Any activity that (1) involves an act that (a) is dangerous to human life or potentially
destructive of critical infrastructure or key resources, and (b) is a violation of the criminal laws of the
United States or of any State or other subdivision of the United States; and (2) appears to be intended (a)
to intimidate or coerce a civilian population, (b) to influence the policy of a government by intimidation
or coercion, or (c) to affect the conduct of a government by mass destruction, assassination, or
kidnapping.
Threat. An indication of possible violence, harm, or danger.
Transportation Management. Transportation prioritizing, ordering, sourcing and acquisition; time-
phasing plans; fleet management; and movement coordination and tracking.
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Tribe. Any Indian tribe, band, nation, or other organized group or community, including any Alaskan
Native Village as defined in or established pursuant to the Alaskan Native Claims Settlement Act (85 Stat.
688) [43 U.S.C. § 1601 et seq.], that is recognized as eligible for the special programs and services provided
by the United States to Native Americans because of their Indian status.
Unaffiliated Volunteer. An individual who is not formally associated with a recognized voluntary
disaster relief organization; also known as a “spontaneous” or “emergent” volunteer.
Unified Command. An application of ICS used when there is more than one agency with incident
jurisdiction or when incidents cross political jurisdictions. Agencies work together through the
designated members of the Unified Command to establish their designated Incident Commanders at a
single ICP and a common set of objectives and strategies and a single Incident Action Plan.
Universal Task List (UTL). A menu of some 1,600 unique tasks that can facilitate efforts to prevent,
protect against, respond to and recover from the major events that are represented by the National
Planning Scenarios. It presents a common vocabulary and identifies key tasks that support development
of essential capabilities among organizations at all levels.
Unsolicited Goods. Donated items offered by and/or sent to the incident area by the public, the
private sector, or other source, that have not been requested by government or nonprofit disaster relief
coordinators.
Urban Search and Rescue. Operational activities that include locating, extricating and providing on -site
medical treatment to victims trapped in collapsed structures.
Volunteer. Any individual accepted to perform services by an agency that has authority to accept
volunteer services when the individual performs services without promise, expectation, or receipt of
compensation for services performed.
Volunteer and Donations Coordination Center. Facility from which the Volunteer and Donations
Coordination Team operates. It is best situated in or close by the state EOC for coordination purposes.
Requirements may include space for a phone bank, meeting space and space for a team of specialists to
review and process offers.
Weapon of Mass Destruction (WMD). As defined by 18 U.S.C. § 2332a(c)(2), any explosive, incendiary,
or poison gas, bomb, grenade, rocket having a propellant charge of more than four ounces, or missile
having an explosive or incendiary charge of more than one-quarter ounce, or mine or similar device;
(2) any weapon that is designed or intended to cause death or serious bodily injury through the release,
dissemination, or impact of toxic or poisonous chemicals or their precursors; (3) any weapon involving
a disease organism; or (4) any weapon that is designed to release radiation or radioactivity at a level
dangerous to human life.
Weather - Related Definitions Issued by the National Weather Service:
WATCH: Severe weather or flash flood WATCH means that conditions are such that a storm or
flood of significant magnitude is likely to occur, but its occurrence, location and/or timing is still
uncertain. It is intended to provide enough lead-time so persons within the area alerted can take
precautionary steps.
WARNING: Announcement that threatening conditions (thunderstorm, high winds, tornado,
flooding, dam or levee failure) are occurring or are imminent, and are expected to have a harmful
effect and pose a threat to life and/or property to those in the area alerted. Persons within the
area must take immediate steps to protect themselves.
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SEVERE WEATHER STATEMENT: A brief release used to provide specific information on
observed severe weather and to convey imminent danger, to cancel all or part of a short-term
WARNING, or to extend a WATCH for an hour or two.
SHORT TERM FORECAST: Commonly referred to as a NOWcast product, it is used to convey
information regarding weather or hydrologic events that are expected to occur within the next
few hours. NOWcasts eliminate the need for short-term applications of SPECIAL WEATHER
STATEMENTS and most SEVERE WEATHER STATEMENTS.
SPECIAL WEATHER STATEMENT: Only used to describe long-fused weather and hydrologic
events, including an appropriate meteorological reasoning, and to clear counties from a WATCH.
REDEFINING STATEMENT: Issued after a tornado/severe thunderstorm watch. Areas affected
are expressed in terms of sections with whole counties, large cities and well-known landmarks
included.
DOWNBURST: A thunderstorm downrush of air with an affected outflow area. This down force
rush of air can generate tornado-force winds, which can adversely affect aircraft performance and
cause property damage.
URBAN AND/OR SMALL STREAM FLOOD ADVISORY: Notification that expected rainfall will
cause ponding and/or significant but not life-threatening runoff conditions in low-lying, poorly
drained areas such as roadways, washes and/or small streams.
URBAN AND/OR SMALL STREAM FLOOD WARNING: Notification that expected rainfall will
cause life-threatening runoff conditions in low-lying, poorly drained areas such as roadways,
washes and/or small streams.
EXCESSIVE HEAT ADVISORY: Issued when the temperature is forecast to be excessive, but not
life threatening. The advisory is based on temperature, humidity, sky coverage and duration of
the conditions.
EXCESSIVE HEAT WATCH: Issued when conditions are likely to result in a life-threatening heat
emergency within the next 24 to 48 hours.
HIGH HEAT WARNING: Issued when heat conditions are forecast to be life threatening. The
warning is based on temperature, humidity, sky coverage and duration of the conditions.
WebEOC®. A shared, internet based software program that allows interactive reporting,
communications, resource inventory and other command and control aspects among various users.
Wireless Priority Service (WPS). WPS allows authorized NS/EP personnel to gain priority access to the
next available wireless radio channel to initiate calls during an emergency when carrier channels may be
congested.
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APPENDIX 2:
LIST OF ACRONYMS
AAR - After action review or report
ACTIC- Arizona Counter-Terrorism Information
Center
ADEM - Arizona Division of Emergency
Management
AIRS - Arizona Interagency Radio System
APHIS - Animal and Plant Health Inspection
Service
ASIS- American Society for Industrial Security
ARC - American Red Cross
ARS - Arizona Revised Statutes
AZSERRP - Arizona State Emergency Response
and Recovery Plan
CBO - Community-Based Organization
CDRG - Catastrophic Disaster Response Group
CEMT - Town Emergency Management Team
CERCLA - Comprehensive Environmental
Response, Compensation, and Liability Act
CERT - Community Emergency Response Team
CFO - Chief Financial Officer
CIKR - Critical Infrastructure/Key Resources
CMC - Crisis Management Coordinator
CNMI - Commonwealth of the Northern
Mariana Islands
COG - Continuity of Government
COADs – Community Organizations
Active in Disasters
CONPLAN - U.S. Government Interagency
Domestic Terrorism Concept of
Operations Plan
COOP - Continuity of Operations Plan
CSG - Counterterrorism Security Group
DCE - Defense Coordinating Element
DCO - Defense Coordinating Officer
DEST - Domestic Emergency Support
Team DRM - Disaster Recovery Manager
DSCA - Defense Support of Civil Authorities
DTRIM - Domestic Threat Reduction and
Incident Management
EPA Environmental Protection Agency
EPCRA - Emergency Planning and Community
Right-to-Know Act
EPLO - Emergency Preparedness Liaison Officer
EPR - Emergency Preparedness and Response
ERL - Environmental Research Laboratories
ERT - Environmental Response Team (EPA)
ERT - Emergency Response Team (DHS)
ERT-A - Emergency Response Team - Advance
Element
ERT-N - National Emergency Response Team
ESF - Emergency Support Function
ESFLG - Emergency Support Function Leaders
Group
EST - Emergency Support Team
FAS - Freely Associated States
FBI - Federal Bureau of Investigation
FCO - Federal Coordinating Officer
FEMA - Federal Emergency Management Agency
FIRST - Federal Incident Response Support Team
FMC - Federal Mobilization Center
FNS - Food and Nutrition Service
FOC - FEMA Operations Center
FOG - Field Operations Guide
FRC - Federal Resource Coordinator
DFO - Disaster Field Office
DHS - Department of Homeland Security
DMAT - Disaster Medical Assistance Team
DMORT - Disaster Mortuary Operational Response
Team
DOC - Department of Commerce
DOD - Department of Defense
DOE - Department of Energy
DOI - Department of the Interior
DOJ - Department of Justice
DOL - Department of Labor
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DOS - Department of State
DOT - Department of Transportation
DPA - Defense Production Act
EEI - Essential Elements of Information
GAR - Governor’s Authorized Representative
GIS - Geographical Information System
GSA - General Services Administration
HHS - Department of Health and Human Services
HIDTA - High Intensity Drug Trafficking Area
HQ - Headquarters
HSAS - Homeland Security Advisory System
HSC - Homeland Security Council
HSOC - Homeland Security Operations Center
HSPD - Homeland Security Presidential Directive
IAIP - Information Analysis and Infrastructure
Protection
IAP - Incident Action Plan
IC - Incident Command
ICP - Incident Command Post
ICS - Incident Command System
IIMG - Interagency Incident Management Group
IMT - Incident Management Team
INRP - Initial National Response Plan
IOF - Interim Operating Facility
IRIS - Incident Resource Inventory System
ISAO - Information -Sharing and Analysis
Organization
JFO - Joint Field Office
MOU - Memorandum of Understanding
NAHERC - National Animal Health Emergency
Response Corps
NASA - National Aeronautics and Space
Administration
NAWAS - National Warning System
NCP - National Oil and Hazardous Substances
Pollution Contingency Plan
NCR - National Capital Region
NCS - National Communications System
NCTC - National Counterterrorism Center
NDMS - National Disaster Medical System
NEP - National Exercise Program
NGO - Non -governmental Organization
NICC - National Infrastructure Coordinating
Center
NICC - National Interagency Coordination Center
NIMS - National Incident Management System
NIMSCAST - National Incident Management
System Compliance Assistance Support
Tool
NIPP - National Infrastructure Protection Plan
NIRT - Nuclear Incident Response Team
NJTTF - National Joint Terrorism Task Force
NMRT - National Medical Response Team
NOAA - National Oceanic and Atmospheric
Administration
NRC - Nuclear Regulatory Commission
NRCC - National Response Coordination Center
NRCS - Natural Resources Conservation Service
NRP - National Response Plan
NRT - National Response Team
NSC - National Security Council
NSP - National Search and Rescue Plan
NSSE - National Special Security Event
NTAS - National Terrorism Advisory System
NWCG - National Wildland Coordinating Group
OIA - Office of the Assistant Secretary for
Information Analysis
OSC - On -Scene Coordinator
OSHA - Occupational Safety and Health
Administration
OSLGCP - Office of State and Local Government
Coordination and Preparedness
PCC - Policy Coordination Committee
PCERRP - Pima County Emergency Response and
Recovery Plan
PDA - Preliminary Damage Assessment
PDD - Presidential Decision Directive
PFO - Principal Federal Official
PIO - Public Information Officer
POC - Point of Contact
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RA - Reimbursable Agreement
RAMP - Remedial Action Management Program
RCP - Regional Contingency Plan
RCRA - Resource Conservation and Recovery Act
REPLO - Regional Emergency Preparedness
Liaison Officer
RFI - Request for Information
RISC - Regional Interagency Steering Committee
RRCC - Regional Response Coordination
Center
RRT - Regional Response Team
ROC - Regional Operations Center
SAC - Special Agent-in-Charge
SAR - Search and Rescue
SCC - Secretary’s Command Center (HHS)
SCO - State Coordinating Officer
SFLEO - Senior Federal Law Enforcement Official
SFO - Senior Federal Official
SIOC - Strategic Information and Operations
Center
SITREP - Situation Report
SOG - Standard Operating Guideline
SOP - Standard Operating Procedure
START - Scientific and Technical Advisory
and Response Team
TCL - Target Capabilities List
TLO - Terrorism Liaison Officer
TSA - Transportation Security
Administration
TSC - Terrorist Screening Center
TUASI - Tucson Urban Area Security
Initiative
UASI - Urban Area Security Initiative
US&R - Urban Search and Rescue
USACE - U.S. Army Corps of
Engineers
USCG - U.S. Coast Guard
USDA - U.S. Department of Agriculture
USSS - U.S. Secret Service
VIPS - Volunteers in Police Service
VMAT - Veterinarian Medical Assistance Team
WMD - Weapons of Mass Destruction
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APPENDIX 3:
GEOGRAPHICAL CHARACTERISTICS
A. Location
Pima County is located within the Sonoran Desert in southern Arizona and covers an area of
approximately 9,200 square miles. It is bordered by Mexico and Santa Cruz County to the south,
Cochise County to the east, Pinal and Maricopa Counties to the north and Yuma County to the
West.
The landscape is characterized by scattered mountain ranges separated by low-lying plains.
Elevations within the county range from approximately 1,200 feet on the desert floor to
approximately 9,185 feet at the peak of Mount Lemmon in the Santa Catalina Mountains.
Approximately 70 percent of the county consists of federal, state and Native American-owned
lands. These include the Organ Pipe National Monument, Saguaro National Park, the Coronado
National Forest, the Santa Rita Wildlife Area, the United States Air Force Bombing Range and the
Tohono O’odham and Pascua Yaqui Indian Reservations.
Land Ownership in Pima County
(Source: Arizona Public Service Company and AZ Stats, Arizona Statistical Review)
U.S. Forest Service 5.7%
U.S. Bureau of Land Management 6.4%
Indian Nations 42.1%
State of Arizona 14.9%
Other Public Lands 17.1%
Individual or Corporate 13.8%
Total 100.0%
Eastern Pima County includes the entire county east of the Tohono O’odham Indian Reservation.
It encompasses seven incorporated jurisdictions (the only incorporated jurisdictions within the
county) including the City of Tucson, the City of South Tucson, and the Towns of Marana, Oro
Valley and Sahuarita. A large number of unincorporated communities that have established
separate identities are also located in Eastern Pima County.
The City of Tucson is located in the center of Eastern Pima County and is the county seat. It is the
second largest city in the state of Arizona. The coordinates for the City of Tucson are 32° North
Latitude, 111° West Longitude. Downtown Tucson is at an elevation of approximately 2,400
feet. The City covers 226.15 square miles and lies within an urbanized area of approximately 412
square miles.
The Town of Marana is located contiguous to the City of Tucson to the northwest and shares the
general characteristics of the city.
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B. Climate
Pima County’s climate is typified by abundant sunshine, a long hot season, mild winter
temperatures, low average annual precipitation, relatively low humidity and generally light
surface winds.
The climate within the Tucson Basin averages a daily maximum temperature range of 64.5
degrees F in January, to 99 degrees F and greater in June and July. The minimum temperatures
range from 36.8 degrees F in January to 71.5 degrees F in July.
Precipitation in the Tucson Basin averages 12 inches per year. Most of the precipitation occurs
in the form of localized thunderstorms during the summer and less intense regional rain during
the winter. More than 60% of the precipitation occurs between July and September. During this
period, known as the monsoon season, brief torrential downpours are recorded causing flash
floods. Approximately 28% of the precipitation occurs between December and March in the
form of prolonged rainstorms. During these storms, snow may fall on the higher elevations in
the mountain ranges in Pima County. At the summit of the Santa Catalina Mountains, recorded
snowfall averages 75 inches per year. Snow in the Tucson Basin is infrequent and accumulations
rarely exceed one inch.
Because of its varied topography, the county experiences sharp contrasts in climatic conditions.
The desert humidity is considered relatively low. During the summer rainy season, the humidity
rises and daytime temperatures may exceed 100 degrees F. This condition may last for several
weeks and can contribute to heat-related health incidents.
The average recorded wind speeds are considered light and remain constant at approximately 8
miles per hour. During the spring, winds may briefly increase to speeds strong enough to cause
property damage.
C. Geology
Pima County is in the Basin and Range Physiographic Province, which is characterized by
northwest-trending mountain ranges separated by alluvial basins. A large portion of Eastern
Pima County lies in two alluvial basins: Avra Valley in the west and the Tucson Basin in the east.
The basins are separated by the Tucson Mountains and the Sierrita Mountains. The Santa Cruz
River and its tributaries, which are dry for most of the year, form the regional drainage network.
Pima County is made up of a complex geology. The geology reflects a varied history of faulting
and folding of the earth’s crust over eons. Major earthquakes have been recorded in the area.
The mountains a re composed of sedimentary, metamorphic volcanic, or intrusive igneous rock,
or a combination of these. The surface layers of the basins consist generally of unconsolidated
sediments eroded from the surrounding mountain ranges. Much of the surface is under laid by
caliche, or hardpan, which formed as calcium carbonate and was deposited by water seeping
through the soil.
Recent history of mining has caused significant accumulation of mine tailings in areas of the
Tucson Basin.
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D. Hazards
Because of its location and geologic features, Pima County is vulnerable to the damaging effects
of natural, technological and human-caused hazards. Events may occur at any time and may
create varying degrees of damage and economic hardship to individuals, businesses and the
governments residing in Pima County.
1. Natural
□ Drought
□ Earthquakes
□ Rural-urban interface fires and wildland fires
□ Flooding
□ Land shift (slides, erosions and subsidence)
□ Heat emergencies
□ Severe storms
□ Volcano/Ashfall
□ Radon gas
2. Technological and Human-Caused
□ Energy emergency
□ HazMat sites and transportation routes
□ Household chemical waste
□ Radiological incidents
□ Terrorism and/or Weapons of Mass Destruction Incidents
□ Civil Disorder
(Source: Pima County April 2004 Hazard Vulnerability Analysis)
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APPENDIX 4:
DEMOGRAPHIC CHARACTERISTICS
Since the rural farming community of 1,512 people was incorporated in 1977, the population in
Marana has increased significantly. See the Regional Population Growth table in Figure A3.1.
Between 1980 and 1990, Marana’s population grew to 2,187, an increase of 513 residents or 31%.
From 1990 to 2000, population grew to 13,556 residents and nearly 5,000 households, a 520%
increase. From 2000 to 2010, the population increased to an estimated 35,559 residents, a 162%
increase. Marana has outpaced Oro Valley, Tucson and Pima County in its population growth
rate.
The unofficial Pima Association of Governments (PAG) data forecasts a moderate increase in
the population of Marana. This growth rate will be closer to the pattern the Town experience in
the early 1990’s and will continue to increase for the next 10 years.
Population in Marana can be expected to grow from 35,559 in 2010 to over 76,000 in 2020,
an increase of 115%. That number will grow to nearly 100,000 in 2030. Although the rate
of growth decreases as the total population grows, the increase in absolute number remains
significant.
Regional Population Growth – Marana / Pima County Comparison; Figure A3.1
1977 1980 1990 2000 2010
Marana Incorporated Area
(square miles)
10 29 59 74 121
Marana Population 1,512 1,674 2,187 13,556 35,559
Population per square mile 151 58 37 183 291
Percent change in population
(from previous year)
--- 11% 31% 520% 162%
Tucson Incorporated Area
(square miles)
94 99 158 195 230
Tucson Population 304,600 330,537 405,390 486,699 545,100
Population per square mile 3,241 3,344 2,573 2,491 2,390
Percent change in population
(from previous year)
--- 9% 23% 20% 12%
Pima County Area
(square miles)
9,189 9,189 9,189 9,189 9,189
Pima County Population 468,500 531,445 666,880 843,756 1,021,850
Population per square mile 51 58 73 92 111
Percent change in population
(from previous year)
--- 13% 25% 27% 21%
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Pima County
The 2010 population of Pima County was approximately 1,021,850. Only 10 counties larger in
population grew more rapidly from 2000 to 2010. Of the 100 largest counties, Pima was 26th
most rapidly growing from 2000 to 2010. In 1990, Pima County had a population of 666,880.
The population reached 843,746 in 2000. Pima County was the nation’s 68th largest county in
1990, 53rd largest in 2000, and 41st largest in 2010. From 1990 to 2000, Pima County ranked 27th
greatest in absolute change. From 2000 to 2010 it ranked 34th.
(Source: Town of Marana 2010 General Plan)
Population diversification
Area Population
City of Tucson 520,795
Ajo (unincorporated) 3,304
Marana 35,051
Oro Valley 40,984
Sahuarita 25,347
South Tucson 5,652
Total Pima County 981,168
(Source: Census 2010 – July 2010 figures)
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APPENDIX 5:
ARIZONA REVISED STATUTES (A.R.S.)
REFERENCE ITEMS
Local Emergency Authority
§ 26-307. Power of counties, cities, towns and state agencies designated by the governor to make
orders, rules and regulations; procedure
A. State agencies when designated by the governor, and counties, cities and towns may make,
amend and rescind orders, rules and regulations necessary for emergency functions but such
shall not be inconsistent with orders, rules and regulations promulgated by the governor.
B. Any order, rule or regulation issued by the governing body of a county or other political
subdivision of the state is effective when a copy is filed in the office of the clerk of the political
subdivision. Existing laws, ordinances, orders, rules and regulations in conflict with this chapter
or orders, rules or regulations issued under authority of this chapter are suspended during the
time and to the extent that they conflict.
C. In a state of war emergency, counties, cities and towns may waive procedures and formalities
otherwise required by law pertaining to the performance of public work, entering into contracts,
incurring obligations, employing permanent and temporary workers, utilizing volunteer
workers, renting equipment, purchasing and distributing supplies, materials and facilities and
appropriating and expending public funds when such governmental entity determines and
declares that strict compliance with such procedures and formalities may prevent, hinder or
delay mitigation of the effects of the state of war emergency.
D. In the absence of specific authority in state emergency plans and programs, the governing
body of each county, city and town of the state shall take emergency measures as deemed
necessary to carry out the provisions of this chapter.
§ 26-308. Powers of local government; local emergency management establishment;
organization
A. Each county and incorporated city and town of the state may appropriate and expend funds,
make contracts and obtain and distribute equipment, materials and supplies for emergency
management purposes.
B. Each county and incorporated city and town of the state shall establish and provide for
emergency management within its jurisdiction in accordance with state emergency plans
and programs. Each unincorporated community may establish such emergency management
programs.
C. The chief executive officer or governing body of each county, incorporated city or incorporated
town may appoint a director who shall be responsible for the organization, administration and
operation of local emergency management programs, subject to the direction and control of such
executive officer or governing body.
D. State emergency plans shall be in effect in each such political subdivision of the state. The
governing body of each such political subdivision shall take such action as is necessary to carry
out the provisions thereof, including the development of additional emergency plans for the
political subdivision in support of the state emergency plans.
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E. Each county’s emergency management organization shall:
1. Maintain a list of public and private organizations within the county which have personnel
trained and available for assisting in meeting emergency needs.
2. Maintain an inventory of facilities, equipment, supplies and other resources within the
county available for use in meeting emergency needs.
3. Provide a summary of the information required in paragraphs 1 and 2 to the state director
of emergency management.
§ 26-310. Use of professional skills
During a state of war emergency or a state of emergency, any person holding any license,
certificate or other permit issued by any state evidencing the meeting of the qualifications of such
state for professional, mechanical or other skills may render aid involving such skill to meet the
emergency as fully as if such license, certificate or other permit had been issued in this state, if
any substantially similar license, certificate or other permit is issued in this state to applicants
possessing the same professional, mechanical or other skills.
§ 26-311. Local emergency; power of political subdivisions; state agency assistance
A. In addition to the powers granted by other provisions of the law or charter, whenever
the mayor of an incorporated city or town or the chairman of the board of supervisors for
the unincorporated portion of the county, shall deem that an emergency exists due to fire,
conflagration, flood, earthquake, explosion, war, bombing, acts of the enemy or any other
natural or man-made calamity or disaster or by reason of threats or occurrences of riots, routs,
affrays or other acts of civil disobedience which endanger life or property within the city, or the
unincorporated areas of the county, or portion thereof, the mayor or chairman of the board of
supervisors, if authorized by ordinance or resolution, may by proclamation declare an emergency
or a local emergency to exist.
B. If an emergency is declared pursuant to subsection A, the mayor or the chairman of the
board of supervisors shall, during such emergency, govern by proclamation and shall have the
authority to impose all necessary regulations to preserve the peace and order of the city, town, or
unincorporated areas of the county, including but not limited to:
1. Imposition of curfews in all or portions of the political subdivision.
2. Ordering the closing of any business.
3. Closing to public access any public building, street, or other public place.
4. Calling upon regular or auxiliary law enforcement agencies and organizations within or
without the political subdivision for assistance.
5. Notifying the constitutional officers that the county office for which they are responsible
may remain open or may close for the emergency.
C. In periods of local emergency, including an emergency declared pursuant to subsection A of
this section, political subdivisions have full power to provide mutual aid to any affected area in
accordance with local ordinances, resolutions, emergency plans or agreements therefor.
D. State agencies may provide mutual aid, including personnel, equipment and other available
resources to assist political subdivisions during a local emergency in accordance with emergency
plans or at the direction of the governor.
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§ 26-312. Authority of executive officers and governing bodies to accept materials or funds
The governor on behalf of the state or the governing body of a political subdivision of this state
may accept for purposes of emergency services an offer of the federal government or an agency
or officer thereof, or an offer of any person, firm or corporation of services, equipment, supplies,
material or funds, whether by gift, grant or loan and may designate an officer of the state or
subdivision thereof to receive them on behalf of the state or subdivis ions subject to terms, if any,
of the offeror.
Liability
§ 26-314. Immunity of state, political subdivisions and officers, agents and emergency workers;
limitation; rules
A. This state and its departments, agencies, boards, commissions and all other political
subdivisions are not liable for any claim based upon the exercise or performance, or the failure to
exercise or perform, a discretionary function or duty by any emergency worker, excepting willful
misconduct, gross negligence or bad faith of any such emergency worker, in engaging in
emergency management activities or performing emergency functions pursuant to this chapter or
title 36, chapter 6, article 9.
B. The immunities from liability, exemptions from laws, ordinances and rules, all pensions, relief,
disability workers’ compensation and other benefits that apply to the activity of officers, agents,
employees or emergency workers of this state or of any political subdivision when performing
their respective functions within this state or the territorial limits of their respective political
subdivisions apply to them to the same degree and extent while engaged in the performance of
any of their functions and duties extraterritorially under this chapter or title 36, chapter 6, article
9, excepting willful misconduct, gross negligence or bad faith.
C. Emergency workers engaging in emergency management activities or emergency functions
under this chapter or title 36, chapter 6, article 9, in carrying out, complying with or attempting
to comply with any order or rule issued under this chapter, title 36, chapter 6, article 9 or any
local ordinance, or performing any of their authorized functions or duties or training for the
performance of their authorized functions or duties, shall have the same degree of responsibility
for their actions, and enjoy the same immunities and disability workers’ compensation benefits
as officers, agents and employees of the state and its political subdivisions performing similar
work. This state and its departments, agencies, boards and commissions and all other political
subdivisions that supervise or control emergency workers engaging in emergency management
activities or emergency functions under this chapter or title 36, chapter 6, article 9 are responsible
for providing for liability coverage, including legal defense, of an emergency worker if necessary.
Coverage is provided if the emergency worker is acting within the course and scope of assigned
duties and is engaged in an authorized activity, except for actions of willful misconduct, gross
negligence or bad faith.
D. No other state or its officers, agents, emergency workers or employees rendering aid in
this state pursuant to any interstate mutual aid arrangement, agreement or compact are liable
on account of any act or omission in good faith on the part of such state or its officers, agents,
emergency workers or employees while so engaged, or on account of the maintenance or use of
any equipment or supplies in connection with an emergency.
E. The division shall adopt rules prescribing the procedures for registration of emergency
workers.
§ 26-353. Emergency response; immunity
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A licensed, certified or authorized emergency responder and its employees at the scene of
an emergency, when the emergency response is provided in good faith, have the immunities
provided in section 26-314 in carrying out the provisions of this article. The immunities provided
by section 26-314 also apply to governmental entities, multi-jurisdictional planning organizations
that encompass each district, members of each local emergency planning committee and their
support personnel in carrying out the provisions of this article.
§ 36-916. Donation of food items; exemption from civil liability; definitions
A. A person who makes a good faith donation of an apparently wholesome food item or an
apparently fit nonfood grocery product to a charitable or nonprofit organization or to any other
person is not liable for damages in any civil action for any injury or death due to the condition of
the apparently wholesome food item or apparently fit nonfood grocery product unless the injury
or death is a direct result of the intentional misconduct or gross negligence of the donor.
B. A person who harvests an apparently wholesome food item and makes a good faith donation
of the apparently wholesome food item to a charitable or nonprofit organization or to any other
person is entitled to the same exemption from civil liability as prescribed in subsection A.
C. A charitable or nonprofit organization or an officer, employee or volunteer of the organization
that in good faith receives and distributes, without charge or any other person who in good
faith receives and distributes, without charge, to an immediate family member, a donation of
an apparently wholesome food item or an apparently fit nonfood grocery product is not liable
for damages in any civil action for any injury or death due to the condition of the apparently
wholesome food item or apparently fit nonfood grocery product unless the injury or death
is a direct result of the intentional misconduct or gross negligence of the donating person or
organization or its officers, employees or volunteer workers.
D. If the owner or manager of property allows a person to glean food on that property for
gratuitous distribution by that person or a charitable or nonprofit organization, th e owner and
manager are not liable for damages in any civil action for the injury or death of the person
making the collection unless the injury or death is the direct result of the intentional misconduct
or gross negligence of the owner or manager.
E. A person who makes a good faith donation to a charitable or nonprofit organization of a food
item or a nonfood grocery product that does not meet all quality and labeling standards imposed
by federal, state and local laws and regulations is entitled to the same exemption from civil
liability as prescribed in subsection A if the person making the donation informs the charitable or
nonprofit organization that the food item or nonfood grocery product does not meet those quality
and labeling standards and the organization agrees to recondition the donation to comply with all
applicable quality and labeling standards before its distribution.
F. A charitable or nonprofit organization or an officer, employee or volunteer of the organization
that in good faith receives and distributes, without charge to the recipient, a donation of a food
item or a nonfood grocery product that it knows or has reason to know does not meet all quality
and labeling standards imposed by federal, state and local laws and regulations is entitled to the
same exemption from civil liability as prescribed in subsection C if the organization or its officers,
employees or volunteers recondition the food item or nonfood grocery product in accordance
with all applicable quality and labeling standards.
G. The director may enforce the provisions of this section in any manner not specifically
prohibited by this article.
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H. For the purposes of this section:
1. “Donation” means an item that is given for a fee significantly less than the value of the
item or without requiring anything of monetary value from the charitable or nonprofit
organization or any other person if the item is ultimately intended for gratuitous distribution.
2. “Fit nonfood grocery product” means a nonfood grocery product that meets all quality
and labeling standards imposed by federal, state and local laws and regulations including
a product not readily marketable due to any condition such as packaging, appearance, age,
surplus or size and includes any household or industrial cleaning product, disposable paper
or plastic product, personal hygiene product, cleaning equipment or cooking utensil.
3. “Glean” means to gather or collect an agricultural crop that is donated by an owner or
manager of property.
4. “Wholesome food item” means a raw, cooked, processed or prepared edible substance or
beverage that is intended for human consumption and that meets all quality and labeling
standards imposed by federal, state and local laws and regulations, including food not
readily marketable due to any condition such as packaging, appearance, age, freshness,
grade, surplus or size.
Intergovernmental Agreements/Mutual Aid
§ 11-952. Intergovernmental agreements and contracts
A. If authorized by their legislative or other governing bodies, two or more public agencies or
public procurement units by direct contract or agreement may contract for services or jointly
exercise any powers common to the contracting parties and may enter into agreements with one
another for joint or cooperative action or may form a separate legal entity, including a nonprofit
corporation, to contract for or perform some or all of the services specified in the contract or
agreement or exercise those powers jointly held by the contracting parties.
B. Any such contract or agreement shall specify the following:
1. Its duration.
2. Its purpose or purposes.
3. The manner of financing the joint or cooperative undertaking and of establishing and
maintaining a budget for the undertaking.
4. The permissible method or methods to be employed in accomplishing the partial or
complete termination of the agreement and for disposing of property on such partial or
complete termination.
5. If a separate legal entity is formed pursuant to subsection A, the precise organization,
composition, title and nature of the entity.
6. Any other necessary and proper matters.
C. No agreement made pursuant to this article shall relieve any public agency of any obligation
or responsibility imposed on it by law.
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D. Except as provided in subsection E, every agreement or contract involving any public agency
or public procurement unit of this state made pursuant to this article, before its execution, shall
be submitted to the attorney for each such public agency or public procurement unit, who shall
determine whether the agreement is in proper form and is within the powers and authority
granted under the laws of this state to such public agency or public procurement unit.
E. A federal department or agency or public agency of another state that is a party to an
agreement or contract made pursuant to this article is not required to submit the agreement or
contract to the attorney for the department or agency unless required under federal law or the
law of the other state.
F. Appropriate action by ordinance or resolution or otherwise pursuant to the laws applicable
to the governing bodies of the participating agencies approving or extending the duration of the
agreement or contract shall be necessary before any such agreement, contract or extension may be
filed or become effective.
G. An agreement or contract may be extended as many times as is desirable, but each extension
may not exceed the duration of the previous agreement.
H. Payment for services under this section shall not be made unless pursuant to a fully approved
written contract.
I. A person who authorizes payment of any monies in violation of this section is liable for the
monies paid plus twenty per cent of such amount and legal interest from the date of payment.
J. Notwithstanding any other provision of law, public agencies may enter into a contract or
agreement pursuant to this section with the superior court, justice courts and police courts for
related services and facilities of such courts for a term not to exceed ten years, with the approval
of such contract or agreement by the presiding judge of the superior court in the county in which
the court or courts that provide the facilities or services are located.
§ 26-309. Mutual aid; responsibilities of agencies and officials; agreements; definition
A. The purposes of the provisions of this section are to facilitate the rendering of aid to persons
or property in areas within the state stricken by an emergency and to make unnecessary the
execution of written agreements in times of emergency. Any emergency plans duly adopted and
approved satisfy the requirement for mutual aid agreements.
B. During an emergency, if any county, city, town, private water or wastewater utility or special
taxing district requires outside aid, such aid may be rendered in accordance with approved
emergency plans and mutual aid agreements.
C. The governor, on behalf of this state, may enter into reciprocal aid agreements or compacts,
mutual aid plans or other interstate arrangements for the protection of life and property with
other states and the federal government. Such mutual aid arrangements may include the
furnishing or exchange on terms and conditions deemed necessary of supplies, equipment,
facilities, personnel and services.
D. A county, city, town, private water or wastewater utility or special taxing district may enter
into mutual aid agreements with other entities if the other entities provide water or wastewater
services. The mutual aid agreements shall address responding to emergencies that affect water
and wastewater services and specify how the costs of the responding service provider will be
reimbursed by the service provider that requests aid.
E. For the purposes of this section, “special taxing district” means any district formed pursuant to
title 48, chapter 6, article 4 or chapter 14, article 1.
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APPENDIX 6:
TOWN CODE REFERENCE ITEMS
2-3-4 Powers and duties of the mayor
The powers and duties of the mayor shall include the following:
[paragraphs A-D omitted]
E. The mayor may, by proclamation, declare a local emergency to exist due to fire,
conflagration, flood, earthquake, explosion, war, bombing or any other natural or manmade
calamity or disaster or if there is the threat or occurrence of riot, rout or affray or other acts of
civil disobedience which endanger life or property within the town. After declaration of an
emergency, the mayor shall govern by proclamation and impose all necessary regulations to
preserve the peace and order of the town, including but not limited to:
1. Imposition of a curfew in all or any portion of the town.
2. Ordering the closing of any business.
3. Closing to public access any public building, street or other public place.
4. Calling upon regular or auxiliary law enforcement agencies and organizations within or without
the political subdivision for assistance.
[paragraph F omitted]
Section 3-4-421 Emergency procurements
A. Notwithstanding any other provisions of this chapter, the purchasing director may make
or authorize others to make emergency procurements of supplies, services, or construction
items when there exists a threat to public health, welfare, or safety.
B. Emergency procurements shall be made with such competition as is practicable under the
circumstances.
C. A record of each emergency procurement shall be maintained as a public record and shall
list each contractor’s name, the amount and type of each contract, a listing of the item(s)
procured under the con -tract, and a written determination of the basis for the emergency and
for the selection of the particular contractor.
CHAPTER 14-7. EMERGENCY WATER CONSERVATION RESPONSE
14-7-1 Declaration of policy
It is hereby declared that because of varying conditions related to water resource supply and
distribution system capabilities operated by the town, it is necessary to establish and enforce
methods and procedures to ensure that in time of emergenc y shortage of the local water supply,
(1) the water resources available to the customers of the water system are put to the maximum
beneficial use, (2) the unreasonable use, or unreasonable method of use is prevented, and (3) the
conservation of water is accomplished in the interests of the customers of the tow n water utility,
customers of other water utilities located within the tow n and for the public health, safety, and
welfare of the residents of the town.
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14-7-2 Definitions
A. In this chapter, unless the context otherwise requires:
1. “Economic hardship” means a threat to an individual’s or business’ primary source of income.
2. “Notification to the public” means notification through local media, including interviews, and
issuance of news releases.
3. “Outdoor watering day” means a specific day, as described in a specific outdoor watering plan,
during which irrigation with sprinkler systems or otherwise may take place.
14-7-3 Application
A. This chapter applies to all municipal and industrial water utility customers who own,
occupy, or control water used on any premises as defined in this chapter. This chapter shall not
apply to any agricultural use of water furnished by an irrigation district.
B. No person shall make, cause, use, or permit the use of water received from the town water
utility or any other municipally owned or privately owned water utility providing water service
within the town for residential, commercial, industrial, govern-mental or any other purpose in
any manner contrary to any provision in this chapter.
C. Mandatory emergency conservation measures shall be implemented based upon the
declaration of an emergency pursuant to section 14 -7-4.
14-7-4 Declaration of water emergency authorized
The council, or in the absence of a quorum, the mayor or the vice mayor, upon the
recommendation of the town manager, is hereby authorized to declare a water emergency and
to implement mandatory conservation measures as set forth in this chapter.
14-7-5 Implementation; termination
A. The town manager shall develop guidelines which set forth general criteria to assist the
council, or in the absence of a quorum the mayor or the vice mayor, in determining when
to declare a water emergency. Upon declaration of a water emergency, the tow n manager
shall report in writing to the council providing the reasons for and expected duration of the
emergency and describing implementation of emergency water conservation measures.
B. A water emergency may be declared for a specific water utility system, such as, but not
limited to, the town water utility system, the city of Tucson water utility system located within
the town, or any other public or private water utility system located within the town, which is
unable to provide adequate quantities, qualities or pressure of water delivery in compliance
with Arizona department of environmental quality standards or regulations, or fire flow
requirements, and which constitutes a danger to the public health, safety and welfare of the
residents of that water utility system.
C. The declaration of a water emergency shall be specific to the water utility system which is
unable to provide adequate quantities, qualities or pressure of water delivery in compliance
with Arizona department of environmental quality standards or regulations, or fire flow
requirements, and to the water customers of that water utility system.
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D. The owner or operator of a water utility system located within the town boundaries may
request, in writing, that the town declare a water emergency pursuant to this chapter for its
water utility system, setting forth the reasons and justification for it.
E. The water emergency shall be declared terminated when the condition or conditions giving
rise to the water emergency end. The declaration terminating the emergency shall be adopted
by the agency with jurisdiction over the emergency, or if none, upon majority vote of the
council, or in the absence of a quorum, the mayor or the vice mayor. Upon termination, the
mandatory conservation measures shall no longer be in effect.
14-7-6 Mandatory emergency water conservation measures
A. Upon declaration of a water emergency and notification to the public, the mandatory
restrictions upon nonessential users set forth in the adopted drought preparedness plan and/
or the following restrictions shall be enforced as to the customers of the water utility system for
which the water emergency was declared.
1. All outdoor irrigation is prohibited, except for irrigation water provided by an irrigation district
for agricultural use. If the town manager deems it appropriate, a schedule designating certain
outdoor watering days may be implemented in place of the irrigation ban.
2. Washing of sidewalks, driveways, parking areas, tennis courts, patios, or other paved areas with
water, except to alleviate immediate health or safety hazards, is prohibited.
3. The outdoor use of any water-based play apparatus is prohibited.
4. The operation of outdoor misting systems used to cool public areas is prohibited.
5. The filling of swimming pools, fountains, spas, or other related exterior water features is
prohibited.
6. The washing of automobiles, trucks trailers and other types of mobile equipment is prohibited,
except at facilities equipped with wash water recirculation systems, and for vehicles requiring
frequent washing to protect public health, safety and welfare.
14-7-7 Variance
The town manager, or the town manager’s designee, is authorized to review hardship cases and
special cases within which strict application of this chapter would result in serious hardship to a
customer. A variance may be granted only for the reasons involving health, safety, or economic
hardship. Application for a variance from requirements of this chapter must be made on a form
provided by the town manager.
14-7-8 Violation
A. If there is any violation of this chapter, the water utility for which the emergency was
declared shall:
1. Place a written notice of violation on the property where the violation occurred; and
2. Mail a duplicate notice to:
a. The person who is regularly billed for the service where the violation occurred; and
b. Any person responsible for the violation, if known to the town or the water utility.
B. The notice of violation shall:
1. Order that the violation be corrected, ceased, or abated within a specified time the town or water
utility determines is reasonable under the circumstances, and
2. Contain a description of the fees and penalties associated with the violation.
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C. The town or the water utility may disconnect the service where the violation occurred for
failure to comply with the order set forth in the notice of violation.
D. Nothing in this section shall conflict with the rules and regulation and approved tariffs of the
Arizona corporation commission as they may apply to public service corporations furnishing
water service within the town.
14-7-9 Enforcement
The provisions of this chapter shall be enforced by employees of the water utility that serves the
property where the violation occurred.
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APPENDIX 7:
FEDERAL LAW REFERENCE ITEMS
Volunteer Protection Act of 1997 (Public Law 105-19)
42 U.S.C. § 14503(a) - Liability protection for volunteers
Except as provided in subsections (b) and (d) of this section, no volunteer of a nonprofit
organization or governmental entity shall be liable for harm caused by an act or omission of the
volunteer on behalf of the organization or entity if —
(1) the volunteer was acting within the scope of the volunteer’s responsibilities in the nonprofit
organization or governmental entity at the time of the act or omission;
(2) if appropriate or required, the volunteer was properly licensed, certified, or authorized by
the appropriate authorities for the activities or practice in the State in which the harm occurred,
where the activities were or practice was undertaken within the scope of the volunteer’s
responsibilities in the nonprofit organization or governmental entity;
(3) the harm was not caused by willful or criminal misconduct, gross negligence, reckless
misconduct, or a conscious, flagrant indifference to the rights or safety of the individual harmed
by the volunteer; and
(4) the harm was not caused by the volunteer operating a motor vehicle, vessel, aircraft, or other
vehicle for which the State requires the operator or the owner of the vehicle, craft, or vessel to—
(A) possess an operator’s license; or
(B) maintain insurance.
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WWW.MARANAAZ.GOV
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Emergency Operations
Plan (EOP)
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What is an Emergency
Operation Plan (EOP)?
➢Emergency Plan
➢Emergency Support Functions (ESFs)
➢Critical Index Plans
➢MOUs & IGAs
➢Emergency Agency Rosters
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Why is an EOP Needed?
Required by:
Homeland Security Presidential Directive 5, the
Homeland Security Act of 2002 and
Arizona Revised Statutes (ARS), Title 26, Chapter 2,
Article 1,
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Purpose of an EOP?
➢Prevention
➢Preparedness
➢Recovery
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When to Use the EOP
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Examples of Hazards in
Marana
EOP Activations:
➢Jul 11, 2018 -Train Derailment, I-10 West & Twin Peaks
➢Sep 10, 2014 -Hurricane Odile, Santa Cruz River Flood Hazard
Almost EOP Activations:
➢Sep 26, 2019 -Tornado Warning Marana, Picture Rocks, and Rillito
areas
➢Aug 11, 2016 -Levee Break, Flooded out Grier Road
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EOP
Questions?
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Council-Regular Meeting A2
Meeting Date:02/04/2020
To:Mayor and Council
From:Frank Cassidy, Town Attorney
Date:February 4, 2020
Strategic Plan Focus Area:
Not Applicable
Subject:Resolution No. 2020-009: Relating to Real Property; approving and authorizing
the Mayor to sign the Town of Marana Lease Extension with SG Farms L.L.C.,
for extension of the lease of approximately 22.88 acres of Town-owned
property abutting the north boundary of the Marana Wastewater Reclamation
Facility (Frank Cassidy)
Discussion:
The Town owns about 22.88 acres of land north of the Marana Wastewater Reclamation
Facility as the result of the wastewater settlement with Pima County. A 2015 farming
lease of the property is scheduled to end on February 11, 2020. The farmer, SG Farms
L.L.C., has requested a five-year extension. The rent for the extension period is proposed
to be increased from its current rate of $1,591 per year to $2,288 per year ($100 per acre
per year). If approved, this lease extension will also authorize the parties to mutually
agree to a further five-year extension, if they so desire at the 2025 conclusion of the
extended lease. All other terms of the lease remain the same. The backup materials
include 2015 lease and a 2016 assignment of the lease to SG Farms.
Financial Impact:
Fiscal Year:2020
Budgeted Y/N:Y
Amount:$2,288
The current budget reflects the current lease rate of $1,591, which will be increased to
$2,288 if the Council extends the lease as proposed.
Staff Recommendation:
Marana Regular Council Meeting 02/04/2020 Page 149 of 165
Staff recommends adoption of Resolution No. 2020-009, approving and authorizing the
Mayor to sign a lease extension with SG Farms for the approximately 22.88 acres of
Town-owned land north of the Marana Wastewater Reclamation Facility.
Suggested Motion:
I move to adopt Resolution No. 2020-009, approving and authorizing the Mayor to sign a
lease extension with SG Farms for the approximately 22.88 acres of Town-owned land
north of the Marana Wastewater Reclamation Facility.
Attachments
Resolution No. 2020-009
SG Farms lease extension
2015 Sullivan farm lease
2016 lease assignment
Marana Regular Council Meeting 02/04/2020 Page 150 of 165
00067799.DOCX /1
Marana Resolution No. 20 20 -009 1/13/2020 9:17 AM
MARANA RESOLUTION NO. 2020-009
RELATING TO REAL PROPERTY ; APPROVING AND AUTHORIZING THE MAYOR
TO SIGN THE TOWN OF MARANA LEASE EXTENSION WITH SG FARMS L.L.C.,
FOR EXTENSION O F THE LEASE OF APPRO XIMATELY 22.88 ACRES OF TOWN-
OWNED PROPERTY ABUTTING THE NORTH BOUNDARY OF THE MARANA
WASTEWATER RECLAMATION FACILITY
WHEREAS Christopher and Stacy Sullivan entered into a lease of approximately
22.88 acres of Town-owned property abutting the north boundary of the Marana
Wastewater Reclamation Facility, approved by Marana Resolution No. 2015-015
adopted on February 3, 2015; and
WHEREAS the lease was assigned to SG Farms L.L.C. by an assignment
authorized by Marana Resolution No. 2016-026 on March 15, 2016; and
WHEREAS SG Farms has requested a five-year lease extension and has agreed to
increase the rent payable during the lease extension period to $2,288 per year; and
WHEREAS the Mayor and Council of the Town of Marana find that the best
interests of Marana and its citizens are served by ente ring into the lease extension.
NOW, THEREFORE, BE IT RESOLVED BY THE MAYOR AND COUNCIL OF
THE TOWN OF MARANA, that the Town of Marana Lease Extension with SG Farms is
hereby approved in substantially the form set forth in the agenda materials
accompanying this resolution, and the Mayor is authorized to sign it for and on behalf
of the Town of Marana.
PASSED AND ADOPTED by the Mayor and Council of the Town of Marana,
Arizona, this 4th day of February, 2020.
Mayor Ed Honea
ATTEST:
Cherry L. Lawson, Town Clerk
APPROVED AS TO FORM:
Frank Cassidy, Town Attorney
Marana Regular Council Meeting 02/04/2020 Page 151 of 165
00067796.DOCX /1 - 1 - 1/13/2020 8:37 AM
TOWN OF MARANA L EASE EXTENSION
(SG FARMS L.L.C )
This Lease Extension (this “Extension”) is made and entered into by and between
the TOWN OF MARANA (the “Landlord”), an Arizona municipal corporation, and SG FARMS
L.L.C, an Arizona limited liability company (the “Tenant”). The Landlord and the Tenant
are sometimes collectively referred to as the “Parties,” either of which is sometimes
individually referred to as a “Party.”
1. The Lease. The Landlord and the Tenant’s predecessors in interest entered into a
lease with a five-year term beginning February 12, 2015, recorded in the office of the
Recorder of Pima County, Arizona, on February 20, 2015 at Sequence 20150510197 (the
“Lease”), which was assigned to the Tenant by instrument recorded on March 18, 2016,
at Sequence 20160780437 (the “Assignment”).
2. Term Extension. The Parties hereby agree to extend the Lease for five years ending
February 2025, unless terminated earlier pursuant to Paragraph 19 or Paragraph 24 of the
Lease. The Lease as extended by this Extension shall be reviewed 90 days before the end
of the five years, at which time the Parties will agree whether to terminate or continue
the Lease for an additional term of five years. Renewal shall be by written amendment,
signed by both Parties.
3. Rent Modification. For the five-year lease extension period, the Tenant shall pay
Landlord rent of $2,288 per year. Tenant’s first rent payment at this rate is due on
February 12, 2020, and rent is due annually on Februa ry 12 during this Extension.
4. No Other Lease Modifications. Except for the lease term and the rent as modified
by this Extension, the remaining terms of the Lease as assigned by the Assignment shall
remain in full force and effect throughout the extended le ase term.
5. Cancellation for Conflict of Interest. This Extension may be cancelled under
certain circumstances for conflict of interest pursuant to A.R.S. § 38 -511.
Marana Regular Council Meeting 02/04/2020 Page 152 of 165
00067796.DOCX /1 - 2 - 1/13/2020 8:37 AM
IN WITNESS WHEREOF, the Parties have signed this Extension as of the last date set
forth below their respective signatures.
“LANDLORD”:
TOWN OF MARANA, an Arizona municipal
corporation
By:
Ed Honea, Mayor
Date:
ATTEST:
Cherry L. Lawson, Town Clerk
APPROVED AS TO FORM:
Frank Cassidy, Town Attorney
“TENANT ”:
SG FARMS L.L.C, an Arizona limited
liability company
By:
Christopher R. Sullivan, Sole Member
Date:
State of Arizona )
ss
County of ___________ )
The foregoing instrument was acknowledged before me on January , 2020,
by Christopher R. Sullivan, Sole Member of SG Farms L.L.C, an Arizona limited liability
company, on behalf of the LLC.
(Seal)
Notary Public
Marana Regular Council Meeting 02/04/2020 Page 153 of 165
F. ANN RODRIGUEZ, RECORDER
Recorded By: KMS llllllllllll lllllllllllllll lllllllllllllll lllllllllllllllllllllllllll
SMARA
TOWN OF MARANA
PICKUP
DEPUTY RECORDER
4935
SEQUENCE:
NO. PAGES:
LEASE
20150510197
7
02/20/2015
11:42
WHEN RECORDED, RE1URN TO:
Pick Up-TownOerk
TOWN OF MARANA
fbo Frank Cassidy, Town Attorney
PICK UP
AMOUNT PAID :
TOWN OF MARANA LEASE AGREEMENT
(CmuSTOPHER & STACY SULUV AN DBA C&S CALVES)
This Lease Agreement (this "Lease") is made and entered into by and between the
Town of Marana, an Arizona municipal corporation ("Landlord") and Christopher &
Stacy Sullivan, husband and wife, doing business as C&S Calves ("Tenant"). Landlord
and Tenant are sometimes collectively referred to as the "Parties," either of which is
sometimes individually referred to as a "Party."
1. Premises. Landlord is the owner of the property located in Pima County, Arizona,
as depicted in Exhibit "A" attached (the "Premises").
2. Successor. Tenant is the successor in interest to Dennis L. Taylor and Marilyn L.
Taylor, husband and wife, doing business as Taylor's Holsteins (the "Taylors").
3. Existing Lease. Landlord and the Taylors have an existing lease for the Premises
that expires on February 11, 2015. The purpose of this Lease is to establish a new lease
between the Parties, beginning upon the expiration of the existing lease. Nothing in this
Lease modifies or affects the existing lease or the rights of the Parties under it.
4. Lease. Landlord hereby leases the Premises to Tenant, and Tenant hereby leases
the Premises from Landlord, under the terms and conditions and for the purposes set
forth in this Lease.
5. Term. The term of this Lease shall be for five years commencing February 12,
2015, unless terminated pursuant to Paragraph 24 of this Lease. This Lease shall be
reviewed 90 days before the end of the five years, at which time the Parties will agree
whether to terminate or continue this Lease for one additional term of five years.
Renewal shall be by written amendment, signed by both Parties.
6. Rent. Tenant shall pay Landlord rent of $1,591 per year. Tenant's first rent
payment is due on February 12, 2015, and rent is due annually on February 12 during
the term and any extension of this Lease. If rent is not paid within 15 days of the due
date, a $250 late charge shall be assessed and due and payable with rent.
7. Tenant's Use of t h e Premises. Tenant may use and occupy the Premises for
agricultural use (the "Permitted Activities").
{00039606.DOCX I 4) -1-1/21/201510:59 AM FJC
$8 .00
Marana Regular Council Meeting 02/04/2020 Page 154 of 165
Page 2 of 7 Sequence No. 20150510197
(A) Expense of Tenant. Tenant shall conduct all of its operations at the Premises
at its own expense and without contribution from Landlord. Tenant shall not
suggest, state or imply that Landlord will participate, guarantee or otherwise assist
in any financial obligation undertaken by Tenant with respect to its operations on
the Premises.
(B) Hours of Operation Tenant may conduct Permitted Activities on the
Premises 24 hours a day.
(C) Compliance with Laws. Tenant shall comply with all applicable federal, state,
and local laws, statutes, ordinances, rules, regulations, standards, policies, and
executive orders with respect to its operations on the Premises.
(D) Alcohol Prohibited. Possession, consumption, or sale of alcoholic beverages
shall not be permitted on the Premises. No excepticms shall be permitted.
8. Improvements to Premises. All improvements, made to the Premises by Tenant
must receive the prior written approval of Landlord, to whom Tenant shall submit
detailed plans and specifications. Improvements shall be constructed in a good and
workmanlike manner using new materials, in compliance with the approved plans and
specifications and with all applicable laws, rules, and regulations, including all
applicable building, electrical and other codes.
9. Concessions. With the exception of one or more vending machines, Tenant may
not operate concessions or food services on the Premises.
10. Condition of Premises/Maintenance & Repairs. Tenant accepts the Premises in
an "as is" condition. Tenant shall maintain the Premises at all times hereunder in a
good, clean, safe and sanitary condition, at its sole cost and expense, including making
any necessary repairs or replacements of improvements thereon, and shall leave the
Premises, upon the expiration or earlier termination of this Lease, in a condition at least
as good as upon the Effective Date, reasonable wear and tear excepted.
11. Utilities. Tenant shall pay the cost of all utilities. used in connection with its
operation of the Premises.
12. Signs. Tenant may affix and maintain upon the Premises such signs relating to
the services provided on the Premises as Tenant deems appropriate; provided,
however, if such signs are visible outside of the Premises, such signs must have first
received the written approval of Landlord as to type, size, color, location, copy nature
and display qualities; provided further, however, that all signs utilized by Tenant on or
about the Premises, whether visible outside the Premises or not, shall at all times
comply with the Marana Land Development Code, and shall be installed and
maintained at Tenant's sole cost
13. Environmental. Tenant shall not cause or permit any hazardous or toxic
substance or material to be brought upon, kept, or used in or about the Premises by
Tenant, its agents, employees, contractors or invitees. Tenant shall fully comply with all
(00039606.DOCX I 4} -2-1/21/201510:59 AM FJC
Marana Regular Council Meeting 02/04/2020 Page 155 of 165
Page 3 of 7 Sequence No. 20150510197
environmental rules and regulations with respect to its operations on the Premises and
shall remediate and clean up any contamination of the Premises occurring during the
term of this Lease.
14. Entry by Landlord. Landlord may enter the Premises at reasonable times to
inspect the Premises and Tenant's operations on the Premises.
15. Security. Tenant shall be responsible for the securing the Premises and
preventing any unlawful or unauthorized use of the Premises. When the Premises are
not open to the Public, they shall be secured in order to prevent unsupervised use or
entry into the Premises. Tenant shall contact law enforcement authorities when it
appears necessary to protect the Premises and any persons or property on the Premises,
and it shall assist in any resulting prosecution.
16. Insurance.
(A) Types of Insurance Required. Tenant shall procure, prior to the Effective
Date, and maintain throughout the term of this Lease, the following insurance from
an insurance company or companies approved by Landlord:
(1) Commercial General Liability insurance with coverage at least as broad as
ISO form CG 00 01 in an amount not less than $1,000,000, covering the
Premises, endorsed to include the Town of Marana as an additional
insured with coverage at least as broad as ISO form CG 20 10.
(2) Automobile liability insurance covering all vehicles used on the Premises,
with limits not less than $1,000,000 combined single limit.
(B) Certificates. Tenant shall provide Landlord with copies of certificates of
insurance showing the current status of all insurance policies and with copies of all
additional insured endorsements. In addition, Tenant shall provide full, certified
copies of all required insurance policies when requested by Landlord in writing.
Tenant shall give Landlord written notice of cancellation, non-renewal, or material
change of any insurance policy not later than five calendar days after Tenant
becomes aware of same. Landlord shall be an "additional insured" on all liability
insurance policies.
(C) Changes to Insurance Requirements. Landlord may review the coverage,
form, and amount of insurance required under this Lease at any time. Landlord shall
notify Tenant in writing of any changes to the aforesaid insurance requirements, and
Tenant shall have 60 days to comply with the requirements as changed.
17. Indemnification. To the fullest extent permitted by law, Tenant shall defend,
indemnify, and hold harmless Landlord, its officers, agents, and employees, from and
against any and all claims, liabilities, losses, damage, cost and expense, including but
not limited to reasonable attorneys' fees and/ or litigation expenses, arising out of or
resulting from the conduct or management of the Premises, or any accident, injury,
damage, or violation of law whatsoever occurring in or at the Premises allegedly caused
{00039606.DOCX I 4} -3-1/21/201510:59 AM FJC
Marana Regular Council Meeting 02/04/2020 Page 156 of 165
Page 4 of 7 Sequence No. 20150510197
in whole or in part by any act or omission of Tenant or anyone directly or indirectly
employed by it, its agents, representatives, contractors, subcontractors, licensees, or
anyone for whose acts it may be liable, regardless of whether it is caused in part by the
negligent act or omission of Landlord or any of its officers, agents, or employees. To the
fullest extent permitted by law, Tenant shall also indemnify Landlord against any claim,
liability, damage, cost, or expense arising out of the disposal, or release of any
hazardous substance, hazardous waste, hazardous materials, or petroleum products or
by products on, from or under the Premises during the term of this Lease.
18. Tenant not an Agent of Landlord. Tenant is not an agent of Landlord for any
purpose under this Lease or otherwise. Tenant shall control activities on the Premises,
and Landlord shall not control those activities. Tenant's employees and servants shall
not be under the control of Landlord.
19. Default/fermination.
(A) Immediate Termination of Lease. This Lease may be terminated immediately
by Landlord for any of the following:
(i) Tenant at any time is without the required insurance;
(ii) Tenant violates any law, or permits any unlawful activities to be carried
out on the Premises;
(iii) Tenant takes or fails to take any action and this action or non-action, in
Landlord's sole judgment, causes or exacerbates a threat to the health or safety of
the general public or the users of the facility;
(iv) Tenant creates or permits any waste or nuisance on the Premises;
(v) Tenant permits the consumption of alcohol on the Premises.
(B) Other Defaults. For any other default, the non-breaching Party may
terminate this Lease only if the breaching party fails to cure the default within 30
days of receiving written notice from the non-breaching Party describing the default,
except that a Party may terminate this Lease if the other Party is guilty of four such
defaults in a 12-month period, even if each default was cured in a timely manner.
Either Party may pursue any other remedies provided by law for the breach of this
Lease. No right or remedy conferred or reserved is intended to be exclusive of any
other right or remedy, and each shall be cumulative and in addition to any other
right or remedy conferred or reserved in this Lease.
20. Notices. Any notices required under this Lease shall be delivered personally or
by certified mail, directed as follows:
HtoTenant C&S Calves 3o? 03 ~ ;:,.
PC R GO ..... .?. ~IP~...._ ~~~~ •
r.o. DOSE ""•
Marana, AZ 856§~ tl068 ¥'5t:,5}
1/ijilf)
~~ /~r
-4 -1/21/201510:59 AM FJC (00039606.DOCX I 4)
Marana Regular Council Meeting 02/04/2020 Page 157 of 165
If to Landlord:
With a copy to:
Page 5 of 7 Sequence No. 20150510197
Marana Town Clerk
11555 West Civic Center Drive
Marana, AZ 85653
Marana Legal Department
11555 West Civic Center Drive
Marana, AZ 85653
21. Cancellation for Conflict of Interest. This Lease may be cancelled under certain
circumstances for conflict of interest pursuant to A.R.S. § 38-511.
22. Non-Discrimination. Tenant shall comply with applicable state and federal rules
concerning equal employment opportunity and non-discrimination. Tenant shall
further comply with the Americans with Disabilities Act, to the extent applicable to
Tenant's operation and the Premises.
23. Choice of Law. The laws of the State of Arizona shall apply to any action relating
to this Lease and any court action shall be brought in a court in Pima County, Arizona.
24. Termination. Landlord may terminate this Lease without cause with 30 days
written notice. Tenant may terminate this Lease for any reason with a 30-day written
notice to Landlord. Upon the termination or expiration of this Lease, or any extension of
it, Tenant shall leave the Premises in a good and clean condition. Tenant shall remove
any Tenant-built or installed improvements prior to vacating the Premises if requested
by Landlord or unless requested to be left in place by Landlord.
25. Personal Property. Tenant shall maintain a current inventory of all items of
personal property owned by Tenant and placed or kept on the Premises by Tenant. Any
items of personal property left on the Premises upon expiration or earlier termination of
this Lease shall become the property of Landlord and may be sold or otherwise
disposed of by Landlord without liability to Tenant.
26. Liens. Tenant shall timely pay all contractors, subcontractors, mechanics,
laborers, or materialmen providing materials or services with respect to the Premises,
and shall not permit any lien to attach to the Premises or any interest in the Premises,
and shall indemnify and defend Landlord against all legal costs and charges resulting
from any such lien.
27. Non-Waiver. The failure of either Party to insist in any one or more instances
upon the full and complete performance of any of the terms and provisions of this
Lease to be performed by the other Party, or to take my action permitted as a result
thereof, shall not be construed as a waiver or relinquishment of the right to insist upon
full and complete performance of the same or my other covenant or condition either in
the past or in the future. The acceptance by either Party of sums less than may be due
and owing to it at my time shall not be construed as an accord and satisfaction.
28. Assignment/Subletting. Any attempted assignment of this Lease by either Party
without prior written consent from the other Party shall be void. This Lease shall be
(00039606.IXJCX I 4} -5-1/21/201510:59 AM FJC
Marana Regular Council Meeting 02/04/2020 Page 158 of 165
Page 6 gf 7 Sequenc~ No. 20150510197
binding on my and all successors and assigns of Landlord and Tenant. Tenant shall not
sublet any portion of the Premises without the prior written consent of Landlord, which
consent may be given conditionally.
29. Entire Agreement. This Lease shall constitute the entire contract between
Landlord and Tenant with respect to the Premises and no modification of this Lease
shall be binding unless in writing and signed by both Parties.
IN WITNFSS WHEREOF, the Parties have executed this Lease as of the last date set
forth below their respective signatures.
"LANDLORD": "TENANT'':
Town of Marana, an Arizona municipal Christopher & Stacy Sullivan, husband and
corporation wife, doing business as C&S Calves
By: t;Lnea,Maym ~ropg
Date: dt.t>/c)&l~ Date: oz/tzJu>c..r
[#c@-Date: MjiQ ~iS J C. Br n, Town Oerk
APPROVED AS TO FORM:
ss
County of Pima )
The foregoing instrument was
on ol/t!v/~/JS'" by Christopher & S
business as C&S Calves.
(Seal)
•
{00039606.DOCX I 41 -6-
before me
and wife~ doing
1/21/201510:59 AM FJC
Marana Regular Council Meeting 02/04/2020 Page 159 of 165
0
..
SECTION 14
TOWNSHIP 11 SOUTH
RANGE 10 EAST
Pag e 7 of 7 S e quence No. 20150510197
EXHIBIT "A"
That portion of the property conveyed to the Town of Marana in that certain Special Warranty Deed
recorded in the office of the Recorder of Pima County, Arizona , on June 27 , 201 3,
at Sequence No. 20131780459 , generally described as the South 835 .36 feet of the East 1192 .75 feet
of the Northeast Quarter of the Southeast Quarter of Section 14, Townsh ip 11 South , Range 10 East.
I
Pima County Parcel 208-12-002E
X X X X
><><
;x ;x
)<
.X )<
0< >< ><
X >< 0
>< >< ><
><><
'
4 (
N
A Town of Marana
100 200 300 400 Utilities Department DATE : September 25,2014
Feet
Marana Regular Council Meeting 02/04/2020 Page 160 of 165
F. ANN RODRIGUEZ, RECORDER
Recorded By: LW
DEPUTY RECORDER
41
SMARA
TOWN OF MARANA
PICKUP
WHIN RFCOIRD ;D, :E' 'URN TO:
Pick Up —Town Clerk
TOWN OF MARAN A
fbo Frank Cassidy, Town Attorney
TOWN OF MARANA LEASE ASSIGNMENT
WITH LANDLORD CONSENT
CHRISTOPHER 8z STACY SULLIVAN TO SG FARMS L.L.C)
This Lease Assignment (this "Assignment "} is made and entered into by and
between Christopher & Stacy Sullivan, husband and wife, doing business as C &S Calves
collectively the "Tenant ") and SG Farms L.L.C, an Arizona limited liability company (the
Assignee "), with the consent of the Town of Marana, an Arizona municipal corporation
the "'Landlord"')
1. The Lease. The Landlord and the Tenant entered into a lease with a term.
beginning February 12, 2015, recorded in the office of the Recorder of Pima County,
Arizona, on February 20, 2015 at Sequence 20150510197 (the "Lease " }.
2. Assignment. The Tenant hereby assigns its rights and responsibilities under the
Lease to the Assignee, and the Landlord hereby expressly consents to the assignment.
3. Assignee's Representations. The Assignee represents that it has reviewed the
terms of the Lease and is ready, willing, and able to comply fully with its terms.
4. Notices. After the effective date of this Assignment, any notices required under
the Lease shall be delivered personally or by certified mail, directed as follows:
o
SEQUENCE: 20160780937
NO, PAGES: 3
AS 03/18/2016
19:15:32
PICK UP
AMOUNT PAID: $.00
If to Assignee: SG Farms L.L.0
30703 East Goodman Ranch. Place
Marana, Az 85658
If to Landlord: Marana Town Clerk
11555 west Civic Center Drive
Marana, AZ 85653
With a copy to: Marana Legal Department
11555 west Civic Center Drive
Marana, AZ 85653
00045456, OCX /x 1 2/ 25/ 2016 4:40 PM 1jC
DMarana Regular Council Meeting 02/04/2020 Page 161 of 165
IN WITNESS WHEREOF, the Tenant, the Assi and the Landlord have executed
this Assi as of the last date set forth below their respective si
CONSENT To ASSIGNMENT:
LANDLORD":
Town of Marana, an Arizona municipal
corporation
ter
B
Ed Honea, Ma
Date:
ATTEST:
J ocelyn Bronson, Town Clerk
APPROVE5AS To FORM:
TENANT ":
Christopher & Stac Sullivan, husband and
wife, doin business as C&S Calves
4
Christop rer Sullivan
Date:
taff Sullivan
Date: QQ
ASSIGNEE":
SG Y-1
u F arms L.L.C, an Arizona limited liabilit
compan
A
Christopl1r It - sulli-VAMember
a
ris 1
Date-,
ank C sia To torney Sta P. Sullivan, Member
Date: CQ X12
State of Arizona )
a"14. ss
Count of -Pima )
The fore instrument was acknowled before me on .2 --- a2 6 /
2016, b Christopher & Stac Sullivan, husband and wife, doin business as C&S
Calves.
Seal )
7LS Notar PublicSETHNICHOLS
0 Arizona
Notary Public,state of
y commission E
pinal countyI
x sAxpires
0 1Ju2211
00045456.1)OCX /1 - 2 - 2/ 25/ 2016 4:40 PM FJC
Marana Regular Council Meeting 02/04/2020 Page 162 of 165
State of Arizona
ss
Count of, a
The fore instrument was acknowled before me on 2 6
201.6, b Christopher R. Sullivan, Member of SG Farms L.L.C, an Arizona limited
liabilit compan on behalf of the LLC.
Seal )
SETH NICHOLS No Public
Notary Public.state of Arizona
pinal count
C any commission Expires
191 Jul 22, 20 - 17
State of Arizona
P , rl EL s
Count of,
The fore instrument was acknowled before me on
2016, b Stac P. Sullivan, Member of SG Farms L.L.C, an Arizona limited liabilit
compan on behalf of the LLC.
Seal )
Notar Public
00045456.DOCX /1 - 3 - 2/25/2016 4:40 PM FjC
SETH NICHOLS
Notar Public.State of Arizona
Pinal Count
My Com mission Expires
Jul 22, 2017
00045456.DOCX /1 - 3 - 2/25/2016 4:40 PM FjC
Marana Regular Council Meeting 02/04/2020 Page 163 of 165
Council-Regular Meeting D1
Meeting Date:02/04/2020
To:Mayor and Council
From:Jane Fairall, Deputy Town Attorney
Date:February 4, 2020
Strategic Plan Focus Area:
Not Applicable
Subject:Relating to Mayor and Council; discussion, consideration and possible action
regarding the start time for Council meetings (Mayor Honea)
Discussion:
At the January 21, 2020 Council meeting, Council Member Ziegler stated that she would
like to have a discussion regarding the start time of Council meetings as a future agenda
item. Specifically, Council Member Ziegler stated that she would recommend that
regular Council meetings start at 6:00 PM instead of 7:00 PM. Mayor Honea agreed that
he would have a discussion item on this topic placed on the agenda at the next Council
meeting.
The Town Code states that regular meetings are held on the first and third Tuesday of
each month, but does not specify a start time for the meetings. The Code also provides
that additional meetings, including special meetings and study sessions, shall be
scheduled as needed upon request to the Town Clerk by the Mayor, three Council
Members or the Town Manager, but again does not specify a start time. Currently,
regular Council meetings begin at 7:00 PM and study sessions and special meetings
usually start at 6:00 PM. Since no Code revision is necessary, the start time may be
changed by a simple motion and majority vote of a quorum of the Council.
Staff Recommendation:
Council's pleasure.
Suggested Motion:
I move that the start time for regular Council meetings be changed to 6:00 PM.
Marana Regular Council Meeting 02/04/2020 Page 164 of 165
I move that the start time for regular Council meetings be changed to 6:00 PM.
Attachments
No file(s) attached.
Marana Regular Council Meeting 02/04/2020 Page 165 of 165