Concord City Council
February 14, 2023

1 COUNCILMEMBERS
Laura M. Hoffmeister, Mayor
Edi E. Birsan, Vice Mayor
Dominic D. Aliano
Laura M. Nakamura
Carlyn S. Obringer
Civic Center
1950 Parkside Drive
Concord, CA 94519
www.cityofconcord.org
Regular Meeting of the
Concord City Council
Tuesday,
February 14, 2023

6:30 p.m. - Open Session
Council Chamber
1950 Parkside Drive
and/or Various
telephonic/electronic
locations
NOTICE: Members of the City Council, City staff/consultants, and the public will be able to participate either in-person and/or remotely via Zoom.

Pursuant to AB 361, the City is authorized to hold public meetings via teleconferencing and to make public meetings accessible telephonically or otherwise electronically to all members of the public. Tonight’s meeting will be conducted both in-person and remotely via Zoom.

How to Watch the Meeting:
Watch on TV on Comcast Channel 28, Astound/Wave Channel 1026, and AT&T U-verse Channel 99 Watch the TV broadcast through the City’s website by following THIS LINK Watching Live Streaming of the meeting by following THIS LINK Join the Zoom webinar by following THIS LINK
2 How to Submit Public Comments:

Please note that emailed comments will not be read aloud by staff.

Written: All comments received before 3:00 pm the day of the meeting will be posted on the City’s website as “Correspondence” under the relevant agenda item and provided to the City Councilmembers prior to the meeting.
Email comments to [email protected].
If you are commenting on a particular item on the agenda, please identify the agenda item number and letter.
If you are commenting on an item not listed on the agenda, please identify your comment as a General Public Comment.

To Participate in Public Comment During the Meeting:

Please note that emailed comments will not be read aloud by staff.

In-Person Comments: Blue Speaker Identification Cards are located near the Council Chamber entrance. Please complete a Speaker Card and give it to the City Clerk prior to the agenda item you wish to speak on and preferably prior to the Council meeting. When the Mayor opens a public comment period, the City Clerk will call speakers to provide comment in the order the Speaker Cards are received. Should you have any questions after consulting the Speaker Identification Card, please contact the City Clerk prior to the start of the Council meeting.

Live Remote Public Comments: Members of the public may submit a live remote public comment via Zoom video conferencing. Download the Zoom mobile app from the Apple Appstore or Google Play. If you are using a desktop computer, you can test your connection to Zoom by clicking here. Zoom also allows you to join the meeting by phone.
Join the meeting at any point, but be sure you are in the meeting prior to the City Council consideration of the item on which you would like to provide comments. From a PC, Mac, iPad, iPhone or Android:
https://cityofconcord.zoom.us/j/86530541025?pwd=YndxRXZWOUg1bkZycmRPbi9hZno1UT09 oWebinar ID: 865 3054 1025
oPasscode: 836170
oBy phone: US: +1 669 900 6833 or +1 346 348 7799 or 1 253 215 8782 Speakers will be asked to provide their name and city of residence, although providing this is not required for participation.
Each speaker will be afforded up to 3 minutes to speak. Speakers will be muted until their opportunity to provide public comment. When called upon to speak, speakers will be promoted to panelists so they have the ability to turn on their cameras so they are visible to the Council and public.

When the Mayor opens a public comment period on the item on which you would like to comment, please use the “raise hand” feature (or press *9 if connecting via telephone) which will alert staff that you have a comment to provide.
3 OPEN SESSION

1. OPENING
Roll Call
Pledge of Allegiance – Councilmember Nakamura

2. PUBLIC COMMENT PERIOD
This is a 15-minute Public Comment Period for items within the City Council’s subject matter jurisdiction that are not on this agenda. Each speaker will be limited to approximately three minutes.

State law prohibits the City Council from acting at this meeting on any matter raised during the Public Comment Period. Please see “How to Submit Public Comments” above.

3. ANNOUNCEMENT
a. Announcing – a recruitment to fill two (2) vacancies on the Bicycle and Pedestrian Advisory Committee for a term ending February 28, 2027, and setting a deadline of Tuesday, March 14, 2023, at 5 p.m. as the deadline for receipt of applications by the City Clerk. Report by Joelle Fockler, City Clerk.

4. CITY COUNCIL CONSENT CALENDAR
The public is entitled to address the City Council on items appearing on the Consent Calendar before or during the City Council’s consideration of the Consent Calendar. Adoption of the Consent Calendar may be made by one motion of the City Council, provided that any Councilmember, individual or organization may request removal of an item from the Consent Calendar for separate consideration.

If a request for removal of an item from the Consent Calendar has been received, the Mayor may defer action on the particular item and place the same on the regular agenda for consideration in any order s/he deems appropriate. Please see “How to Submit Public Comments” above. a. Considering – approval of a Professional Services Agreement with Tetra Tech, Inc., in the not-to-exceed amount of $175,000 for project design, execution and related services for compiling and analyzing language data for socially and disaster vulnerable communities in Concord for the purpose of developing a strategy for incorporating language access consideration into the City’s emergency management plans, (Project No. 2668) and authorize the City Manager to execute the agreement in a form acceptable to the City Attorney. Recommended by the Chief of Police.

CEQA: Not a project/exempt pursuant to Public Resources Code Section 21065, CEQA Guidelines Sections 15060(c), 15061(b)(3), and/or 15378. b. Considering – adoption of a Resolution authorizing the Contra Costa County Flood Control & Water Conservation District to establish an annual parcel assessment for FY 2023-24 for drainage maintenance and National Pollutant 4 Discharge Elimination System (NPDES) Program. Recommended by the Director of Community Development.

CEQA: Not a project/exempt pursuant to Public Resources Code Section 21065, CEQA Guidelines Sections 15060(c), 15061(b)(3), 15273, and/or 15378.
c. Considering – approval of a Professional Services Agreement with Plante Moran, PLLC for Advisory Services for ERP Selection in an amount not to exceed $238,068.00, including a 10% contingency; and authorizing the City Manager to execute the Agreement in a form acceptable to the City Attorney. (CIP Project No. 2529) Recommended by the Director of Information Technology.

CEQA: Not a project/exempt pursuant to Public Resources Code Section 21065, CEQA Guidelines Sections 15060(c), 15061(b)(3), and/or 15378. d. Considering – adoption of a Resolution authorizing a non-financial reciprocal agreement with the California Franchise Tax Board for exchange of business license tax data and authorizing the City Manager to execute a non-financial reciprocal agreement with the California Franchise Tax Board (“FTB”) for the exchange of business license tax data for a term beginning January 31, 2023 through December 31, 2025, subject to approval of the agreement by the City Attorney. Recommended by the Director of Finance.
e. Considering:

1. Approval of a Professional Services Agreement for Construction Management, Inspection, and Materials Testing Services in the amount of $430,000 to Dewberry Engineers Inc. for the Downtown Corridors Bicycle and Pedestrian Improvement Project (Broadway, Salvio, Oak, and Grant Streets) [Project No. 2424]; and authorizing the City Manager to execute the agreement in a form acceptable to the City Attorney; and

2. Approval of budget transfers to the Downtown Corridors Bicycle and Pedestrian Improvement Project (Project No. 2424) in the amounts of $100,000 from Citywide Streetlight Upgrade (Project No. 2649) and $195,000 from Citywide Bridge Repair Program (Project No. 2371) to cover costs associated with two additive bids from the construction contract. (Funded by Affordable Housing and Sustainable Communities Grant Funds, Measure V Lease Revenue Funds) Recommended by the Director of Community Development.

CEQA: Not a project/exempt pursuant to Public Resources Code Section 21065, Guidelines Sections 15060(c)(2), 15060(c)(3), 15061(b), 15273, and/or 15378.
5 5. CITY COUNCIL PUBLIC HEARING
Persons who wish to speak on Public Hearings listed on the agenda will be heard when the public hearing is opened, except on public hearing items previously heard and closed to public comment.

After the public has commented, the item is closed to further public comment and brought to the Council level for discussion and action. Further comment from the audience will not be received unless requested by the Council. No public hearing shall commence after 10 p.m. unless approved by majority vote of the City Council. Please see “How to Submit Public Comments” above. a. Considering – the following actions:

1. Adoption of a Resolution approving an Administrative Permit and Design and Site Review for a cannabis storefront and delivery retail business (Culture Club Corporate Enterprise (dba “Culture”) at 1440 Concord Avenue, Suite B, Assessor’s Parcel Number 126-020-108 (PL20113 – AA, DA, DR); and

2. Introduction of an Ordinance approving and adopting a Development Agreement by and between the City of Concord and Culture Club Corporate Enterprise (dba “Culture”) regarding the development of property located at 1440 Concord Avenue, Suite B, Assessor’s Parcel Number 126-020-108 (PL20113 – AA, DA, DR) by reading of the title only and waving further reading. Report by Ryan Lenhardt, Senior Planner.

CEQA: Exempt pursuant to the California Environmental Quality Act (CEQA) Guidelines Sections 15301, 15302, 15303, 15304, and/or 15305.

6. CITY COUNCIL CONSIDERATION ITEMS
The public is entitled to address the City Council on items appearing on the agenda before or during the City Council’s consideration of that item. Each speaker will be limited to approximately three minutes. Please see “How to Submit Public Comments” above. a. Interview – applicants for the Homeless Strategic Plan Working Group for the Concord Resident and Property Owner, Mental Health Professional, Substance Abuse Professional, and Business Community representatives, and select by a vote the applicants to serve on the Working Group. Report by Joelle Fockler, City Clerk.
b. Considering – a Professional Services Agreement with Thurmond Consulting LLC. for development of a Homeless Strategic Plan in an amount not to exceed $187,000 (base agreement of $170,000 plus staff authority to spend up to a 10% contingency of $17,000) and authorize the City Manager to execute the agreement in a form acceptable to the City Attorney; and make the CEQA determinations as provided in this staff report. Report by Leng Power, Community Services Manager.

CEQA: Not a project/exempt per CEQA Guidelines Sections 15060(c), 15061(b), 15306, 15262, 15378, and/or Public Resources Code Section 21065.
6 7. CORRESPONDENCE
Correspondence received at the City Council meeting will be listed here on the Annotated Agenda.

8. REPORTS AND ANNOUNCEMENTS
Closed Session Announcements
City Manager or Staff Reports

9. COUNCIL REPORTS
a. Considering appointing Councilmembers to represent the City Council on Council committees. Report by Mayor Hoffmeister.

10. ADJOURNMENT
Next Meeting: Regular Meeting
Date: 2/28/2023 6:30 PM

NOTICE TO THE PUBLIC
There is a 90-day limit for the filing of a challenge in the Superior Court to certain City administrative decisions and orders which require a hearing by law, the receipt of evidence, and the exercise of discretion. The 90-day limit begins on the date the decision is final (Code of Civil Procedure §1094.6). Further, if you challenge an action taken by the City Council in court, you may be limited by California law to raising only those issues you or someone else raised in the hearing or in a written correspondence delivered to the City Council prior to or at the hearing.

In accordance with the Americans with Disabilities Act and California Law, it is the policy of the City of Concord to offer its public programs, services and meetings in a manner that is readily accessible to everyone, including those with disabilities. If you are disabled and require a copy of a public hearing notice, or an agenda and/or agenda packet in an appropriate alternative format; or if you require other accommodation, please contact the ADA Coordinator Tianjun Cao at (925) 671-3243 or [email protected], at least 24 hours in advance of the meeting. Advance notification within this guideline will enable the City to make reasonable arrangements to ensure accessibility.

Staff Report
Date: February 14, 2023
To: City Council
From: Valerie J. Barone, City Manager
Reviewed by: Joelle Fockler, MMC, City Clerk
Prepared by: Stefanie Ananthan, Deputy City Clerk
[email protected]
(925) 671-3085
Subject: Announcing a recruitment to fill two (2) vacancies on the Bicycle and Pedestrian Advisory Committee for a term ending February 28, 2027, and setting a deadline of Tuesday, March 14, 2023, at 5 p.m. as the deadline for receipt of applications by the City Clerk.

Report in Brief
At the December 13, 2022, City Council meeting, two (2) openings on the Bicycle and Pedestrian Advisory Committee were announced, with a deadline of Friday, January 20, 2023, at 5 p.m. for receipt of applications by the City Clerk. In accordance with Policy and Procedure No. 89, and in partnership with the staff liaison for the Bicycle and Pedestrian Advisory Committee, it was determined that there were not a sufficient number of applications received during the previous open recruitment for the Bicycle and Pedestrian Advisory Committee. This announcement initiates a recruitment to fill two (2) vacancies on the Bicycle and Pedestrian Advisory Committee for a four-year term ending February 28, 2027, and setting a deadline of Tuesday, March 14, 2023, at 5 p.m. as the deadline for receipt of applications by the City Clerk.

Recommended Action
Announce a recruitment to fill two (2) vacancies on the Bicycle and Pedestrian Advisory Committee to serve a four-year term ending February 28, 2027, and setting a deadline of Tuesday, March 14, 2023, at 5 p.m. as the deadline for receipt of applications by the City Clerk.

3.a3.a

City Council Agenda Report
Agenda Item No. 3.a
February 14, 2023
Background
The Bicycle and Pedestrian Advisory Committee is seeking two (2) individuals willing to serve a four-year term ending February 28, 2027. Two (2) openings on the Bicycle and Pedestrian Advisory Committee were announced at the December 13, 2022, City Council meeting, with a deadline of Friday, January 20, 2023, at 5 p.m. for receipt of applications by the City Clerk. The terms of David Pitman and Victor Benedict Tiglao will expire on February 28, 2023, and neither incumbent reapplied. Per Policy and Procedure No. 89, and in partnership with the staff liaison for the Bicycle and Pedestrian Advisory Committee, it was determined that there were not a sufficient number of applications received during the previous open recruitment or extension (by five (5) days) for the Bicycle and Pedestrian Advisory Committee.

The Bicycle and Pedestrian Advisory Committee is comprised of five (5) members. Its role is to review transportation capital projects including roadway, pedestrian and bicycle improvements and provide input to staff on Complete Streets features and for conformity with the City’s Bicycle, Pedestrian, and Safe Routes to Transit Plan, adopted in September 2016 (Plan); review related grant applications; annually review the City’s progress on Plan implementation; and review and provide input on programs or policies related to implementation of the Bicycle, Pedestrian, and Safe Routes to Transit Plan as requested by staff or the City Council.

Public Contact
The City Council Agenda was posted. A news release will be issued and distributed and the current members will be notified. The announcement will be televised on the Concord TV Cable Channel 28 (Comcast) and Channel 29 (Astound) Community Bulletin Board. The news release will be posted at the Concord Senior Center, Concord Police Department, Concord Library, in the City’s agenda display case, on the City’s website, and via social media.

Attachment

1. Resolution No. 17-3 Establishing the Bicycle and Pedestrian Advisory Committee

Attachment 1

Staff Report
Date: February 14, 2023
To: City Council
From: Valerie J. Barone, City Manager
Reviewed by: Mark Bustillos, Chief of Police
Prepared by: Trish Beirne, Emergency & Volunteer Services Manager [email protected]
(925) 671-3184
Subject: Considering approval of a Professional Services Agreement with Tetra Tech, Inc., in the not-to-exceed amount of $175,000 for project design, execution and related services for
compiling and analyzing language data for socially and
disaster vulnerable communities in Concord for the purpose of developing a strategy for incorporating language access consideration into the City’s emergency management plans, (Project No. 2668) and authorize the City Manager to execute the agreement in a form acceptable to the City Attorney.

CEQA: Not a project/exempt pursuant to Public Resources Code Section 21065, CEQA Guidelines Sections 15060(c),
15061(b)(3), and/or 15378.

Report in Brief
The City of Concord applied for and was awarded a state-funded $175,000 JumpStart Grant for compiling and analyzing language data for socially and disaster vulnerable communities in Concord for the purpose of developing a strategy for incorporating language access consideration into the City’s emergency management plans (Project No. 2668).

An emergency management consultant firm to execute the project was selected through a Request for Proposal (RFP) process. Tetra Tech, Inc. was the only consulting firm that submitted a proposal to provide design and related services for the project (Attachment 1).

4.a4.a4.a4.a4.a4.a

City Council Agenda Report
Agenda Item No. 4.a
February 14, 2023
Recommended Action
Approve a Professional Services Agreement with Tetra Tech, Inc. (Attachment 3) in the not-to-exceed amount of $175,000 for project design, execution and related services for compiling and analyzing language data for socially and disaster vulnerable communities in Concord for the purpose of developing a strategy for incorporating language access consideration into the City’s emergency management plans (Project No. 2668); and authorize the City Manager to execute the agreement in a form acceptable to the City Attorney, and make the CEQA determinations as provided in this staff report.

Background
On February 28, 2022 the City applied for a PrepareCA JumpStart grant, a grant program for eligible socially vulnerable communities to develop local initiatives that foster disaster resilience. On July 8, 2022, the California Governor’s Office of Emergency Services (Cal OES) notified the City that the PrepareCA JumpStart grant application was approved by the State. On September 6, 2022, City Council accepted and appropriated the grant funds in the amount of $175,000 for the approved PrepareCA JumpStart grant funds.

Analysis
This project will undertake an analysis of language data for four grant-eligible Census tracts in Concord (Attachment 2) in order to build a comprehensive picture of the major individual non-English languages spoken. This data will then be used to improve disaster response communication plans, identify gaps in preparedness, and develop a strategy for incorporating language access considerations into all steps of the City’s emergency management plans. The preliminary schedule calls for language analysis to begin in March 2023 and be completed in September 2023, with the language access strategy completed in February 2024.

Procurement Process
Staff issued a request for proposals (RFP) to select an emergency management consultant to undertake this project on November 4, 2022. The RFP was emailed to a selection of emergency management consultants and posted on the City’s Procurement Website. Only one consultant, Tetra Tech, Inc., submitted a proposal and this proposal was reviewed by the selection committee.

Based on the analysis of the proposal, interviews, and references, Tetra Tech, Inc., was selected as qualified for this project. City staff and Tetra Tech, Inc., negotiated the scope of work, cost of the services, and agreed that $174,797.81 was fair and reasonable compensation for the services needed to complete this project. Tetra Tech, Inc., has extensive experience in emergency preparedness, response, and resiliency projects and have successfully completed equity-based emergency management projects for other public agencies.

City Council Agenda Report
Agenda Item No. 4.a
February 14, 2023
Financial Impact
No matching funds are required for this reimbursement-based grant.

Environmental Determination
Pursuant to Public Resources Code Section 21065, CEQA Guidelines Sections 15060(c), 15061(b)(3), and/or 15378, City Council action on this item is not subject to environmental review under the California Environmental Quality Act (CEQA) of 1970, as amended, because it will not result in a direct or reasonably foreseeable indirect physical change in the environment, and falls within the “common sense” exemption set forth in CEQA Guidelines Section 15061(b)(3), excluding projects where “it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment.” No unusual circumstances exist and none of the exceptions under CEQA Guidelines Section 15300.2 apply. This determination reflects the City’s independent judgment and analysis.

Public Contact
The City Council Agenda was posted.

Attachments

1. Tetra Tech, Inc. Proposal dated January 12, 2023

2. Map of grant-eligible Census tracts within Concord

3. Professional Services Agreement with Tetra Tech, Inc., with Exhibit A, Scope of Services

Tetra Tech, Inc.
1999 Harrison St., Ste 500 | Oakland, CA 94612
Tel 510-302-6300 Fax 510-433-0830 www.tetratech.com January 12, 2023
Greg Pustelnik, Interim Purchasing Manager
City of Concord Purchasing Department
1950 Parkside Drive, MS/06
Concord, CA 94502
Re: RFP 120622 Professional Services Emergency Management Consultants Dear Mr. Pustelnik and Members of the Evaluation Committee, Tetra Tech submits this proposal to provide the City of Concord (City) with emergency management consulting services to assess and integrate language access considerations into all aspects of the City’s emergency management plans. For over a decade, Tetra Tech has been supporting the City of Concord and Contra Costa on emergency management and hazard mitigation planning initiatives.

Our staff will continue to provide the high-quality support the City expects from Tetra Tech.

Tetra Tech’s Emergency Management | Risk and Resilience (EMRR) practice has supported local jurisdictions across the nation —from rural counties to major metropolitan jurisdictions —facilitating similar jurisdictional analyses to improve emergency preparedness and response plans. Through these engagements, our team has integrated federal and state data sets, working with community-based organizations to validate findings; develop actionable strategies to support identified needs, including message amplification strategies; and establish mutual aid agreements with trusted leaders and organizations for response resources.

Our team is prepared to support the City’s ongoing effort to incorporate strategies to improve equity across all aspects of the City’s emergency management program, including (1) conducting a comprehensive analysis of the language makeup of the City’s constituent population, and (2) developing a Language Access Strategy that outlines the necessary actions and resources for the City to implement to help ensure meaningful access to emergency preparedness, response, and recovery information for persons who have limited English proficiency.

The attached proposal provides our approach and timeline for completing the scope of work provided in the RFP. Our team understands the dynamic nature of emergency management and are prepared to be flexible in our approach. Our cost proposal is included in Chapter 7.

If you have questions regarding our enclosed qualifications, please contact:
 Sarah Roberts, Project Executive, National Director for Public Health and Diversity, Equity, and Inclusion: 518-590-6678 or [email protected]
 Sara van der Capellen, Project Manager: 202-680-3281 or [email protected] As an authorized representative of the firm, I am authorized and empowered to sign this proposal and bind the firm in contractual commitments.

Regards,
Jonathan Burgiel
Business Unit President | Authorized Agent
Tetra Tech, Inc.

Attachment 1

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Table of Contents

Chapter 1 Proposal Summary ................................................................ 1 Key Features and Distinguishing Points........................................................................... 1 Chapter 2 Profile of the Proposing Firm(s) ............................................ 4 Financial Stability, Capacity, and Resources .................................................................... 4 Subcontractors ................................................................................................................ 5 Litigation .......................................................................................................................... 5 Chapter 3 Qualifications of the Firm ...................................................... 6 Experience with the City of Concord and Surrounding Communities ............................. 6 Previous Experience on Similar or Related Projects ........................................................ 7 Chapter 4 Proposed Work Plan ............................................................ 10 Project Understanding ................................................................................................... 10 Project Management, Coordination, and Quality Control ............................................ 10 Technical Approach to Scope of Work .......................................................................... 12 Project Schedule ............................................................................................................ 20 Chapter 5 Project Staffing .................................................................... 20 Chapter 6 Proposal Exceptions ............................................................ 26 Chapter 7 Proposal Costs Sheet and Rates .......................................... 27 Audited Financial Statements........................................................................................ 28

Appendices

Appendix A ● Required Forms
Appendix B ● Resumes
Appendix C ● Financial Statement

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Chapter 1 Proposal Summary
Key Features and Distinguishing Points
Why Choose Tetra Tech?
With consideration to this project’s desired
outcomes, the following qualifications are
particularly noteworthy:

Innovative Leader in Equity and Diversity-Based
Emergency Management. Tetra Tech provides
comprehensive, tailored support to help our
emergency management clients expand their vision
of ingraining equity and diversity in their work
throughout the whole community. Our team has
more than 30 years of collective experience working
with and addressing the needs and concerns of
vulnerable, underserved, and overburdened
communities. We have developed processes to
include under-served populations in hazard
mitigation, emergency response, and disaster
recovery planning. Our knowledge of the challenges
faced by the local stakeholders has allowed us to
provide integrative solutions to achieve improved diversity, equity, and inclusion (DEI) in emergency management-based processes following a disaster.

Extensive Local Emergency Management Experience. Tetra Tech has partnered with the City of Concord and Contra Costa County for over a decade on various emergency management and hazard mitigation planning initiatives, including the City’s HMP. Our team has well- established relationships throughout the region that will allow us to hit the ground running. Our team understands the diversity of cultures and languages within the City and surrounding communities. Combined with our experience in emergency management planning and response and whole community inclusion, the result is a team that truly understands the fundamental importance of providing effective risk and emergency communications to the whole community using a spectrum of methods and strategies.

Responsiveness. Tetra Tech prides itself on its responsiveness to client needs. Our management approach is simple: We work as partners with our customers to provide the staff necessary for creative, cost-effective, and sound solutions. The proposed team brings to this project the experience and expertise needed to successfully support the City.

Quality. Tetra Tech’s project-level quality assurance/quality control (QA/QC) program begins before the project starts, with appropriate budgeting, scheduling, and scope development. Our QA/QC program provides a series of checkpoints and processes throughout a project to ensure that the project is planned properly and that we evaluate and track technical progress, identify, and resolve potential issues, and maintain schedule and budget compliance. Tetra Tech ensures the  City of Concord
 City of Dublin
 City of El Cerrito
 City of Livermore
 City of Pleasanton
 City of Oakland
 City of San Jose
 City of Tracy
 Contra Costa County
 San Mateo County
 Sonoma County
 Town of Danville

PROJECT SPOTLIGHT
Tetra Tech is working with the Iowa Homeland
Security and Emergency Management
Department to assess equity and diversity in
Iowa’s disaster management plans, policies, and
procedures in order to:
 Strengthen local and state emergency
response framework.
 Increase diverse representation across all
functions of emergency management.
 Improve systems, plans, and policies to
support the whole community.
 Develop an emergency management
culture based on diversity, equity, and
inclusion.

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quality of our products for every deliverable through a rigorous multi-step review system. The overall success of our work is best reflected in our client feedback and the long-term working relationships we maintain with our clients.

Leadership Spotlight

Technical Approach Highlights
Extensive Experience in Whole Community Inclusion for Emergency Management Since 2010, Tetra Tech’s EMRR practice has supported dozens of local jurisdictions with updating and fully integrating whole community federal guidance and legal requirements into emergency management and response plans, supporting community-level planning, as well developing inclusive training and exercise programs. Populations with disabilities and other vulnerable groups are often underestimated or inconsistently counted. Our techniques include the research and development of Community Profiles that weave together both federal, state, and local data sets to paint a comprehensive picture of existing Sarah Roberts, MSEM
Project Executive
Sara Van der Capellen, MPH,

MBCP, MEP
Project Manager
Dr. Pattijean Hooper, Ph.D.,
CEM
Subject Matter Expert
Ms. Roberts is Tetra Tech’s
National Director of Public
Health and Diversity, Equity,
and Inclusion Practice.
 More than 23 years of real-
world experience across
multiple disciplines:
emergency management,
mass care, public health, and
human services.
 Worked at the local, state,
and federal levels of
emergency preparedness
and response.
 Spearheaded local and
state-wide whole
community inclusion
planning as well as real-
world resource facilitation to
address accessibility needs
and culturally-based
nuances.

Ms. van der Capellen is one of
Tetra Tech’s Senior Project
Managers.
 Proven track history of
successfully managing
project goals, cost control,
and client satisfaction.
 Manages a diverse portfolio
of projects that have
spanned local, county, state,
and federal clients across
emergency management,
public health, and health
care, as well as private
corporate accounts.
 Has worked with dozens of
clients to address the
integration of whole
community concepts into
emergency management
and public health systems.

Dr. Hooper is Tetra Tech’s
Diversity, Equity, and Inclusion
Program Manager.
 Experienced emergency
management professional
with 25+ years of supporting
community inclusion
strategic planning and
practical application.
 Facilitated dozens of
planning efforts dedicated to
improving community
inclusion in all aspects of the
field, including policy
development, field
operations, training and
exercises, and performance
measures.
 Extensive experience
working with community
and faith-based
organizations.

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conditions in the area relative to state and national averages. Our customized profiles include (1) researching jurisdictional characteristics, (2) incorporating geographic and historical context demographic composition, including race/ethnicity, age, median income, education level, language(s) spoken at home, access to a vehicle, employment, and poverty rates, etc., and (3) identifying vulnerable, underrepresented, or historically underserved populations such as populations with disabilities. Tetra Tech uses this information to directly inform planning updates and strategies for supporting preparedness and response within these communities.

Broad Experience with Large and Diverse Stakeholder Groups Tetra Tech has broad experience with large and diverse stakeholder groups and a variety of audiences.

Tetra Tech’s team has consistently facilitated the development of strategic plans and policy development as well as emergency preparedness and response plans and after action review processes for multidisciplinary groups with diverse groups of stakeholders, both in-person and virtually. Our prior engagements include facilitating both focused small groups as well as listening sessions with more than 100 stakeholders. Our team has completed similar projects for clients in state and local government settings and healthcare/public health settings and can engage diverse groups of stakeholders, including senior leadership.

Virtual and In-person Research and Data Collection Techniques To that end, we have purposefully developed our proposed technical approach to incorporate both virtual and on-the-ground in-person research and data collection techniques. Tetra Tech’s team has used the following strategies successfully in other client engagements to encourage and support community participation:
 Leveraging trusted relationships to gain community trust and encourage participation.  Setting meeting times that are accessible to the community (e.g., late evening or weekends).  Holding the meetings at easily accessible locations along public transportation routes or in trusted spaces such as community centers and libraries
 Deferring the pacing of the meeting to the expectations of the individuals and community, including having personnel on-site before and after activities allow for conversations to continue.

Communicating with Our Team
Sara van der Capellen is the technical representative for this contract:

Representative: Sara van der Capellen
Email: [email protected]
Phone: 202.680.3281
Betty Kamara is the contractual representative for this contract:

Representative: Betty Kamara
Email: [email protected]
Phone: 321.441.8518

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Chapter 2 Profile of the Proposing Firm(s)
Tetra Tech is the nation’s largest provider of emergency management consulting and planning services. Founded in 1966, Tetra Tech became a publicly traded company (NASDAQ-TTEK) in 1991. For decades, we have provided the full spectrum of innovative planning and consulting services to commercial and government industries, focusing on cost-effective and sustainable solutions. Today, Tetra Tech boasts annual revenues over $3.2 billion (FY 2021) and employs 20,000 people in 450 offices worldwide. A corporate overview is provided in Table 1.

Financial Stability, Capacity, and Resources
Tetra Tech has more than three decades of experience in the field of emergency management and homeland security and is the nation’s largest provider of these services to state and local jurisdictions.

Our team routinely delivers planning, training, and exercise programs inclusive of equality, diversity, and accessibility, as well as environmental justice. Tetra Tech developed the first HMP in the nation to include diversity and inclusion as factors in project selection, and we continue to assist the industry in evolving to meet the needs of all persons threatened by or impacted by disasters. The lessons learned during each project and emergency have provided our team with deep understanding of response and recovery practices that must evolve to better serve the whole community.

Our team of seasoned professionals is well versed and trained on both state and federal emergency management requirements, including National Incident Management System, Incident Command System, Comprehensive Preparedness Guide 101 (CPG 101) , National Response and Recovery Frameworks, Homeland Security Exercise and Evaluation Program, and California’s Standardized Emergency Management System (SEMS).

Table 1. Corporate Overview
Company Legal Name: Tetra Tech, Inc.

Corporate Address: 3475 East Foothill Blvd., Pasadena, CA 91107 Project Management Address: 1999 Harrison St., Suite 500, Oakland, CA 94612 Website Address: www.tetratech.com
Telephone: (510) 302-6300
Fax: (510) 433-0830
Company Legal Status: Corporation | State of Delaware
Person Authorized to Represent the
Company:

Jonathan Burgiel | Business Unit President |
[email protected]
Proposed Project Manager Sara van der Capellen | 202-680-3281 | [email protected]
Number of Years In Business: 56 years
Total Number of Employees: 22,000
Geographic Reach: 450 offices worldwide; 28 offices in California

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Description of Services: Tetra Tech is a leading provider of consulting and engineering services. In 2001, the Oakland office expanded Tetra Tech’s service portfolio to include technical assistance to public health and healthcare organizations, and emergency response agencies. We are proud of our 20 years of regional experience in the public health and emergency management markets, and our exceptional standing in these markets. This reputation is built on providing outstanding customer service and delivering high-quality work products.

Revenue: $3.2 billion (FY 2021)
Subcontractors
Tetra Tech will perform all activities associated with this contract. We do not anticipate using subcontractors for this engagement.

Litigation
Tetra Tech is a large corporation and is subject to normal business proceedings and judicial actions that a company of its size encounters in the regular course of business. Tetra Tech handles these actions expeditiously and possesses the financial resources and insurance coverage appropriate for its business.

Tetra Tech has not had any litigation or arbitration related to this service line or any of the employees designated to work on this endeavor.

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Chapter 3 Qualifications of the Firm
Tetra Tech’s Emergency Management, Risk, and
Resilience practice includes 200+ dedicated emergency
management specialists supported by more than 21,000
other professionals working in all emergency support
functions and over 25 associated technical disciplines.

This depth of staff and experience is unmatched in the
emergency management consulting community.

In the past 5 years alone, our team has performed 1,000+ emergency preparedness (planning, training, and
exercises), response, and resiliency projects in all 50 states. These projects include preparedness, mitigation, response, grants/program management, and economic
recovery. During steady-state conditions, our disaster
preparedness strategies include:
 Developing and applying technology to better inform clients about the wide array of hazards they face
 Prioritizing, scoping, and implementing projects designed to mitigate risks across the whole community
 Planning, training, and exercising with emergency management professionals to enhance their readiness to respond
Post-disaster, Tetra Tech offers a wide range of incident management support, including:
 Augmenting staff and personnel in all areas as needed  Facilitating and monitoring rapid infrastructure repair and debris management  Advising and guiding clients through comprehensive financial management, community resilience, and economic re-development phases of disaster recovery Experience with the City of Concord and Surrounding
Communities
The Tetra Tech team is currently working with the City of Concord to update its HMP. As part of Concord’s mitigation planning efforts, Tetra Tech helped facilitate the public survey translation into Spanish, Tagalog, Vietnamese, Chinese, and Dari. Additionally, the City’s Mitigation Steering Committee included individuals from some of the underserved communities within the City. Similarly, we also served as a mitigation planning partner for the Contra Costa County multijurisdictional HMP in 2016. In addition, Tetra Tech has worked closely with both the City of Oakland and San Mateo County to assist these jurisdictions with their outreach efforts in trying to connect with underserved communities and populations with disabilities or access and functional needs.

WHY CHOOSE TETRA TECH?
 Nearly 40 years of emergency
management experience
 Proven experience building programs
that serve underserved communities in
California
 Current and past experience working
with the City
 California-based project manager
 Subject matter expert with 25+ years
working in diversity equity and inclusion

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Previous Experience on Similar or Related Projects
On the pages that follow, we have provided examples of projects with components that relate to the City’s desired scope of work:
 Tetra Tech was recently awarded a sole source contract with the New York City Department of Health and Mental Hygiene to develop and facilitate a functional/full-scale exercise focused on community-based communications strategies for the City’s underserved and underrepresented populations. Planning for this exercise will begin in the spring of 2023  Tetra Tech supported Portland, Oregon, to incorporate social justice into their HMP. This was the first plan in the nation to use this approach.
 Tetra Tech is currently advising Arlington County, VA; Morris County, NJ; and Broome County, NY on how to evaluate their vaccine operations and community engagement efforts to ensure equitable access for traditionally underserved populations.  Tetra Tech worked with San Mateo County, CA in 2021to integrate social vulnerability data found in FEMA’s new National Resilience Index (NRI) into their multijurisdictional HMP.  Tetra Tech is facilitating the Equitable Advisory Committee for Missouri’s COVID-19 vaccination program.

Table 2 includes the information requested in the RFP Attachment D Sample Form: Qualifications of Firm Relative to the City’s Needs and included in Appendix D of our proposal.

Table 2. Project Description and References
Reference Project Description
Period of Performance,
Budget, and % of Work
Iowa Homeland Security and Emergency Management Department Statewide DEI Assessment for Homeland Security and Emergency Management Katie Waters
Chief of Staff
Iowa Department of
Homeland Security and
Emergency Management
515-867-6101
[email protected]
Tetra Tech is currently supporting Iowa Homeland
Security and Emergency Management Department
developing a statewide DEI assessment and an
implementation plan for strengthening equity and
diversity in disaster management for the State of Iowa.

Tetra Tech is applying its DEI assessment tools to
support Iowa HSEMD assess each of its county
emergency management programs to measure how
diversity, equity, inclusion, and accessibility into
policies, plans, and programs. This project has included the following activities and deliverables:
 Document review of local response, recovery, and
hazard mitigation plans using Tetra Tech’s Equity
Assessment in Emergency Management Tool.
 Developed and facilitated a community
engagement strategy to meet communities and
stakeholders across Iowa to discuss disaster
response and recovery requirements through a lens
of diversity, equity, inclusion, and accessibility. This outreach strategy prioritized the unique
Period of Performance:

October 2021-October
2023
Budget: $217,000
Percentage of Work:
95%; one subcontractor
facilitated a survey
process for Tetra Tech.

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Reference Project Description
Period of Performance,
Budget, and % of Work
characteristics within Iowa, such as rural
communities and large populations with limited
English proficiency and conducted a series of virtual
and in-person townhall meetings across the state
to collect feedback.
 In progress - final deliverables for this project will include a tailored statewide DEI emergency
management strategy that is highly informed by
stakeholders to increase the efficacy of emergency
management programs for all Iowa residents.

Tetra Tech is adhering to the agreed-upon project
schedule and budget. All work products are being
delivered on time.

Arlington County, Virginia Department of Public Safety Communications and Emergency Management COVID-19 Emergency Operations Center (EOC) Support
Will Flagler
Acting Director
Arlington Co Department
of Public Safety
Communications and
Emergency Management
703-228-3464
[email protected]
Tetra Tech is providing direct client support to Arlington County, Virginia through staff augmentation for the
county EOC and on-site logistics support for the
response to COVID-19 and other events prompting EOC
activation during this timeframe.

Project staff have been serving in key leadership and
support roles full-time beginning mid-March 2020 and
continuing to present, managing day-to-day tasks for
ongoing EOC management and operations as well as
supporting ongoing local COVID-19 testing and
vaccination operations. Tetra Tech staff continue to play an integral role in Arlington County’s cost recovery
effort, yielding more than $16M reimbursed through
FEMA’s Public Assistance Program.

In addition, Tetra Tech has supported equitable
planning considerations for several County projects,
including evacuation planning, elections support,
protest/event support, and COVID-19 emergency
response. Tetra Tech created a comprehensive
community profile highlighting the areas of highest
vulnerability within the community, helping to prioritize potential testing and vaccine locations accordingly in
areas of highest need with input from a wide range of
stakeholders and community members.

Tetra Tech adhered to the agreed-upon project schedule
and budget. All work products were delivered on time.

Period of Performance:

March 2020–Present
Budget: $1.5M
Percentage of Work:
100%; no
subcontractors
Caroline County, Maryland - Department of Emergency Services (DES) Review and Update the County Emergency Operations Plan

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Reference Project Description
Period of Performance,
Budget, and % of Work
Jeremy Goldman
County Administrator,
Carolina County, MD
410-479-0660
[email protected]

In October of 2020, Tetra Tech was contracted by the
Caroline County Department of Emergency Services to
conduct a comprehensive assessment of the County’s
Emergency Operations Plan (EOP). Due to funding
requirements, the project deliverables had to be
completed under an aggressive timeline. Tetra Tech’s
planners and SMEs conducted fully-virtual planning
processes to most efficiently drive the project forward.

Using the current standards of CPG 101, and Emergency
Management Accreditation Program (EMAP) standards,
as well as using Tetra Tech’s propriety Diversity, Equity, Inclusion, and Accessibility Tool to assess how the EOP integrates whole community and addresses issues of
DEIA. The assessment identified plan revisions to better address issues related to diversity, equity, and inclusion.

Once approved by Caroline County DES, Tetra Tech
facilitated the updates and changes including updating
the County EOP, the County COOP Plan, and a COVID-
19 Response and Recovery Plan.

In addition to the above scope of work, Tetra Tech also supported with COVID-19 SME staff augmentation to
support Caroline County Public Health.

Tetra Tech adhered to the agreed-upon project schedule
and budget. All work products were delivered on time.

Period of Performance:

October 2020-
December 2022
Budget: $255,000
Percentage of Work:
100%; no
subcontractors
San Mateo County, CA
Multijurisdictional HMP Update
Dan Belville
Director, Emergency
Management Department
650-363-4118
[email protected]

Tetra Tech updated the 2016 Countywide HMP in
compliance with Cal OES and FEMA guidance. This
update included 37 planning partners and addressed
the inclusion of underserved and socially vulnerable
communities.

The project’s Steering Committee included
representatives from government entities, nonprofit
organizations, and community representatives from
marginalized and underserved communities.

During the development of the jurisdiction-specific
HMPs, Tetra Tech employed a multipronged strategy to
communicate and solicit the necessary information
from the communities.

Tetra Tech adhered to the agreed-upon project schedule
and budget. All work products were delivered on time.

Period of Performance:

September 2020–June
2021
Budget: $200,000
Percentage of Work:
100%; no
subcontractors

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Chapter 4 Proposed Work Plan
The following sections outline Tetra Tech’s approach to the tasks outlined in the RFP (Attachment B).

Tetra Tech is committed to being flexible and adaptable to our client’s needs. We welcome the opportunity to discuss any requested modifications to the technical approach based on the City’s perspective and desired outcomes.

Project Understanding
Tetra Tech understands the City of Concord seeks to review and assess the language needs and cultural attributions that influence the various constituent populations to integrate language accessibility needs into all aspects of its emergency management program. This section presents our proposed
work plan to (1) conduct a comprehensive analysis of the language makeup of the City’s constituent population and (2) develop a Language Access Strategy that outlines the
necessary actions and resources for the City to implement for ensuring meaningful access to emergency preparedness,
response, and recovery information before for persons who have limited English proficiency.

Project Management, Coordination, and Quality Control
The success of any project depends on a well-established working relationship grounded in frequent and open communication between Tetra Tech, the City of Concord’s Office of Emergency Services (OES), and the local project team. As a project manager, Ms. Sara van der Capellen will serve as Tetra Tech’s primary point of contact and will be available to OES’s project lead and team, ensuring that all parties are receiving the desired project information and support from a consistent and trusted source for the duration of the project. In addition to direct, open communication, Tetra Tech recommends the creation of a secure Microsoft Teams/SharePoint site for the project team to collaborate. The Microsoft Teams site will facilitate information-sharing and document management.

Tetra Tech will use its proven program management plan to complete each task within the proposed schedule and budget. Tetra Tech has a strong track record of completing similar or larger projects while meeting financial and schedule objectives. Tetra Tech’s quality management plan is built on technical and management experience to optimize project activities. This approach has been successfully implemented in thousands of Tetra Tech projects. The successful execution of each task is based on the following factors:

BUILDING PARTNERSHIPS
Working collaboratively with the City
of Concord, our team members will
apply their experience conducting
community vulnerability assessments
to identify and prioritize underserved
areas for planning, response,
mitigation, and community outreach.

Through a robust stakeholder and
community engagement process, we
will leverage existing community
partnerships and resources to build
upon community ties, using a whole
community approach to prioritize
highest-risk communities and
vulnerable populations and improve
community resilience.

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Internal Project Coordination Meeting. Upon project award and contract execution, Tetra Tech will initiate a 2-hour virtual internal project coordination meeting with the OES project lead and key staff. This meeting will include a discussion about the Project Work Plan, overarching objectives, milestones, and associated timelines; a review of project roles and responsibilities; and an initial identification of pertinent emergency management documents for review as part of Task 1A and identify City and community-based organization stakeholders that will be participants in the project. During this meeting, Tetra Tech will also introduce key members of the proposed project team.

Based upon the internal project coordination meeting, Tetra Tech will develop a Project Work Plan that identifies timelines, milestones, and critical paths to achieving project goals that OES can refer to track progress. Additionally, the team will leverage the versatile capabilities of Microsoft Teams to support the organization of tasks, deliverable development, schedule management as well as the virtual component of project-related meetings.

Progress Reporting. Throughout the project, Tetra Tech will routine periodic reporting to OES to provide full transparency of project progress and challenges. These methods include the following:
 Biweekly Quick-Look Report Updates: Tetra Tech will provide biweekly quick-look reports via email with updates on completed and anticipated activities. These quick-look reports are concise and focused on short-term goals and achievements.
 Periodic Virtual Meetings/Conference Calls: At OES discretion, Tetra Tech will schedule 30- minute virtual meetings/conference calls periodically to discuss upcoming events/activities and project milestones.
 Monthly Reports: Tetra Tech’s project manager will develop and submit monthly progress reports to OES. Progress reports will cover project activities, barriers to progress (if any exist), and recommendations. The report will also document efforts expended, actions for the next reporting period, and financial resources expended for the entire project.

The proposed reporting frequency and timeframes will be discussed, modified (as necessary), and finalized with OES during the initial project kickoff meeting.

Project Quality Assurance and Quality Control. Tetra Tech’s Quality Management Process helps our team provide deliverables and services that meet customer requirements as well as professional standards established by the consulting community and technical and scientific disciplines. The final deliverables prepared under the project will undergo a three-step quality control review prior to submittal to the City:
a technical review, editorial review, and scope review. Ms. Christina Parkins will serve as the quality control coordinator (QCC) for this engagement and will oversee the Quality Management Process.

SCHEDULING
A schedule will be
defined for each
year and element
of the program.

MONITORING CONTRACT MILESTONES
Ms. van der Capellen will monitor
milestones of the project from
commencement to the conclusion to
verify interim deadlines are met. Ms.
van der Capellen has the authority and
ability to implement the necessary
measures to make sure each task will
be successfully completed.

COST CONTROL
Tetra Tech’s internal cost control and
accounting system will enable Ms. van
der Capellen to monitor the progress of
the project against expenses and has
the authority to make whatever
adjustments are necessary to make sure
the program remains within budget
across program years.

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Table 3. Project Management, Coordination, and Quality Control Deliverables Deliverable Description
Internal Project
Coordination Meeting
 Conduct Internal Project Coordination Meeting
 Meeting Minutes
Project Work Plan  Draft and Final Project Work Plan
Progress Reporting  Biweekly Quick-Look Reports (delivered via email)  Biweekly 30-minute Virtual Meetings/Conference Calls
 Monthly Reports
Quality Assurance  Apply Quality Management Process throughout the project Technical Approach to Scope of Work
Phase 1 – Conduct Language Analysis
The following section outlines our approach to conducting both formal and community-research. Our formal research findings will be woven into meeting agendas, discussion topics and questions that will be applied in a multipronged community engagement approach. Each phase of data collection will support the phase and tasks of the project.

Task 1A – Conduct an Analysis of the City’s Constituent Population Tetra Tech will use the concepts present in FEMA’s Whole Community Approach and the Federal Emergency Management Agency’s (FEMA’s) Community Preparedness Guide CPG 101 (vs 3) planning philosophy as the foundation of the analysis and build the analysis with formal and community-based research to identify the languages that are the most prevalent as well as identify the cultural nuances that impact information-sharing and modes of delivery.

Formal Research Techniques
The Tetra Tech team will gather and analyze information from internal data from City of Concord departments, plans, and planning documents, as well as synthesize traditional data sources, including:
 U.S. Census Data (including the tracts identified in the RFP - 3361.02 [3361.03, 3361.04], 3362.01, 3362.02, 3381.01), and the 2019 American Community Survey including:
o Community Resilience Estimates Equity Supplement.
o City of Concord OES Hazard Risk and Social Vulnerability Heat Map Dashboard

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 The Centers for Disease Control and Prevention (CDC) Social Vulnerability Index (SVI). The SVI leverages U.S. Census data to depict the social vulnerability of a community by census tract (or zip code) level within a specified location. The SVI synchronizes 15 census-derived factors into four themes that summarize the extent to which the area is socially vulnerable. These themes include (1) Socioeconomic Status, (2) Household Composition and Disability, (3) Minority Status, and (4) Language, Housing and Transportation.
 U.S. Department of Health and Human Services (HHS) emPOWER Map 3.0. HHS’s emPOWER is an interactive data map that was developed via a partnership between HHS and the Centers for Medicare and Medicaid Services (CMS). The emPOWER tool provides population-level situational awareness of the number of persons (by zip code) who depend on electricity for life-supporting equipment.
 HHS’s CMIST Framework. CMIST provides a flexible, crosscutting approach for planning to address a broad set of common access and functional needs without having to define a specific diagnosis, status, or label. For the purposes of this project, the CMIST Framework provides a set of considerations to assist local officials in preparing for and addressing access and functional needs during emergency response and recovery. The CMIST Framework consists of evaluating through the lens of five categories: Communication, Maintaining Health, Independence, Support, and Transportation.

Web-based Surveys (optional). Tetra Tech is prepared to support the use of web-based surveys to support additional data collection. Specific uses include soliciting additional feedback after interviews and listening sessions, as well as receiving initial feedback on language access strategies. Surveys can be created to be concise to include no more than 5–10 questions with a mixture of text responses, ratings, and standardized input formats. Tetra Tech will support the development of up to 15 surveys and will analyze up to 50 responses per survey.

Community-Based Research Techniques
Our proposed community-based outreach strategy for this engagement is framed with an equity lens and strives to include the following elements:
 Providing information in an easy-to-digest form and ensuring the understanding of the information shared by the community at large.
 Promoting diverse community participation. This should be done through the identification of, and outreach to, trusted community-based organizations across the City and individual community members.
 Utilizing trusted messengers to disseminate information and collect feedback.  Appropriate translation of outreach materials.
 Meeting people where they are.
 Providing a transparent process by leveraging community and faith-based organizations and known message amplifiers.

To have a full understanding of the individuals and communities represented in the numeric data, Tetra Tech will conduct community-based research. This is face-to-face research conducted through attentive listening and establishing connections with community members. A variety of community-based organizations often serve as message amplifiers during response and recovery by understanding the various cultural nuances that influence how communities receive and use information:

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Community-Based Organizations Faith-Based Organizations Advocacy groups Community Service Groups
Public Health Partners School and Childcare systems
Food trucks, Restaurants, & Food shops Beauty and Barbershops Libraries and Bookstores Support Groups
Employers and Entrepreneurs Music and Fine Arts Communities To support the community-based research, Tetra Tech will work with OES to establish a list of individuals and community-based organizations for interviews and focus groups. Tetra Tech will work with OES to identify the appropriate communication protocols to encourage participation.

OES and other key stakeholders (as appropriate) to provide insight and feedback to interview agendas and questions, as well as assist with making the appropriate connections with community partners participating in the project.

Project Kickoff Meeting. Tetra Tech will work with OES to schedule an in-person, 2-hour project kickoff meeting. The meeting will announce the project’s purpose, goals, objectives, and projected activities.

Tetra Tech will develop a kickoff meeting agenda, appropriate read-ahead materials, and a PowerPoint presentation for the project kickoff meeting. Following the kickoff meeting, Tetra Tech will develop meeting minutes within 7 business days.

Informational Package. Tetra Tech will also develop an informational package outlining the project’s details and outreach strategy to distribute to participant organizations and constituent groups.

Facilitate 40 Interviews with Community and Faith-based Partners (up to 1 hour each). Working with OES and other stakeholeders (identified by OES), Tetra Tech will interview project participants. Interviews will be used to identify:
 Cultural nuances and preferences for risk messaging and information-sharing  Preferred delivery methods (high tech, low tech, no tech)  Amplification methods
 Best and promising practices identified during previous emergencies or other events Our team suggests using a combination of virtual and in-person interviews (in-person for individuals and groups that are low tech/no tech). In-person interviews will be scheduled in tandem with the scheduling of the in-person Project Kickoff Meeting.

Facilitate 8 Virtual Listening Sessions (up to 2 hours each). Tetra Tech will host and facilitate community- level listening sessions. Through our mitigation and emergency planning work with multiple states and local jurisdictions, and more recently, dozens of post-COVID-19 jurisdictional evaluations, our team has found that constituents often want to share their experiences from their own perspective as a person affected by the emergency. Listening sessions provide a platform for sharing these experiences. The sessions will be guided by broad and open-ended topics to support a free-flowing exchange with participants. The target audience of these sessions will go beyond community organization leadership to actual community members and smaller organizations. To maximize the participation of community members, our team has found that partnerships with community service partners provide a supported environment for participants.

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For all stakeholder engagement activities, Tetra Tech will provide editable meeting agendas, surveys, and visual aid materials translated into the appropriate language (primarily Spanish, Chinese, Vietnamese, Dari, and Tagalog) and appropriate staffing to support each activity. Tetra Tech will work with OES and community partners to provide the following:
 Arranging for in-person interpretive services for in-person and virtual meetings  Securing appropriate facilities for in-person meetings and engagement  Securing and providing any required refreshments to support in-person activities  Request for accommodations under the Americans with Disabilities Act Table 4. Task 1A Deliverables
Deliverable Description
Research and Analysis of
Available Documentation
And Data Sources
 Review internal data from the City of Concord departments, current emergency plans, and City-planning documents (e.g., communications plans, community- level programs).
 Review and analyze traditional data sources, including the U.S. Census, American Community Survey, CDC’s SVI index, and HHS’s emPOWER system, OES’s Hazard Risk and Social Vulnerability Heat Map Dashboard.  Synthesize findings for the Language Analysis Report (Task 1B)  Web-based Surveys (optional)
o Develop up to 15 surveys
o Tetra Tech will analyze up to 50 responses per survey and include the findings into the appropriate project deliverable. .

Project Kickoff Meeting  Conduct one in-person Project Kickoff Meeting (in-person, 2 hours).  Tetra Tech’s Lead Planner will facilitate meetings and will be accompanied by 1 meeting scribe for each meeting.
 Develop appropriate meeting agenda and read-ahead materials  Provide meeting summary within 7 business days of the meeting  Develop a project Informational Flyer
Interviews with
Community-Based and
Faith-based Partners
 Facilitate 40 1-hour interviews with community and faith-based partners. Tetra Tech will provide 1 interview facilitator and 1 interview scribe for each interview.
 Provide interview summaries within 7 business days of the meeting.  Synthesize findings for the Language Analysis Report (Task 1B) Virtual Listening Sessions  Facilitate 8 Virtual Listening Sessions (2 hours each). Tetra Tech will provide 1 facilitator, 1 meeting logistics coordinator, and 1 meeting scribe.  Provide Listening Session summaries within 7 business days of the meeting.  Synthesize findings for the Language Analysis Report (Task 1B)

Task 1B – City of Concord Constituent Language Analysis Report Using the findings from Task 1A, Tetra Tech will combine the formal and community-based findings into the City of Concord’s Constituent Language Analysis Report. This report will identify:
 Languages in the community
 Regional distinctions between those languages (e.g., Spanish/Spanglish, American Sign Language/Home signs)

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 Formats that are preferred for delivery of everyday communication (e.g., oral, face-to-face, written, visual, technology-based, combination)
 Formats that are preferred for the delivery of risk and emergency response communication  Regional distinctions for those delivery systems (e.g., ed2go American Sign Language Group, WhatsApp, Islamic Center of Contra Costa)
 Message amplifiers (e.g., community-based organizations or community-level resource hubs)  Map of geographic language communities
Additionally, Tetra Tech will identify recommendations to be included and more fully developed in the Language Access Strategy as part of Phase 2 of the project.

Tetra Tech will provide the draft report to the OES project lead and the City project team for one round of initial comments and changes. Tetra Tech will refine the draft with the requested changes. Tetra Tech proposes presenting the draft report to OES in a 2-hour virtual session to receive additional feedback.

Tetra Tech will facilitate two rounds of comments and changes to finalize the report.

Tetra Tech will deliver 10 professionally designed and produced bound hard copies to Concord OES.

Table 5. Task 1B Deliverables
Deliverable Description
Draft Language Analysis
Report
 Synthesize research and document review findings into draft City of Concord’s Constituent Language Analysis Report
 Facilitate initial review for comments and changes from OES/City’s project team
 Facilitate 2-hour virtual presentation to OES and other stakeholders determined by OES.
 Facilitate 2 rounds of additional changes and feedback Final Language Analysis
Report
 Finalize City of Concord’s Constituent Language Analysis Report  Deliver final report via editable Microsoft Word and Adobe PDF  Produce and deliver 10 hard copies of final report
Phase 2 – Language Access Strategy
Tasks 2A –Language Access Strategy Developed
Using the findings outlined in the City of Concord’s Constituent Language Analysis Report, Tetra Tech will develop the Language Access Strategy identifying actionable recommendations that can be integrated into emergency management policies, plans, and programs to establish and improve the City’s ability to support informational needs of all of its constituents, and specifically who use English as an additional language. The strategy will be designed consistent with the SMART system (specific, measurable, achievable, relevant, and time-bound). Recommendations will identify specific actions to be taken and associated performance measures to obtain specific results.

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Community Advisory Committee. To validate the Language Access Strategy development, Tetra Tech suggests establishing a Community Advisory Committee composed of the existing community and faith- based organizational leaders. Tetra Tech will work with OES to identify individuals and community groups to participate in the committee. Tetra Tech will develop appropriate invitation emails or letters to support participation.

Tetra Tech suggests limiting members to established organizations that are active trusted partners for the City and OES. The Community Advisory Committee will serve as the bridge between OES, the Tetra Tech project team, and the larger group of constituents, community organizations and groups that the Language Access Strategy is intended to support. The Community Advisory Committee will help to inform and validate the proposed engagement strategies and findings to be integrated into the Language Access Strategy.

Draft Development Our team understands the unpredictable nature of emergencies; strategies need to be flexible and also measurable. To that end, the Language Access Strategy will incorporate primary strategies, include methods for scalability and modification, and establish intended outcomes and specific measures that can be monitored. This correlation of actions with measurable outcomes will allow the City to identify when strategies require refinement or changes based on the needs of the emergency.

The table below includes examples of potential strategies and how these can be applied.

Table 6. Sample Strategies
Strategy Description Strategy Applied
Force multipliers Pre-identification of
organizations that can act as
trusted partners in readiness,
response, and recovery
operations
 Connecting with the Concord Art Association and
suggesting expansion of the Utility Box Public Art
Project to include emergency management
messaging.
 The Hispanic Chamber of Commerce of Contra
Costa County could assist with identifying
language resources for applications to Small
Business Association disaster recovery loans.

Planning
assumptions
Integration of specific planning
assumptions and identified
resources in emergency plans
and supporting documents
 Example #1: American Sign Language interpreters
are a scarce community resource and may be
unavailable during response operations, creating
a communication gap for the deaf community.
 Example #2: Some individuals may not have
access to televisions, the internet, or phones and

SAMPLE STRATEGY SECTIONS
 Executive Summary. Describes the
nature, scope, methodology,
primary findings, and critical
recommendations from the report.
 Analysis Overview. Overview of the
current language access issues in
the community, data analysis, and a
clear explanation of the research
process that makes these evidence-
based results.
 Language Access Strategy.

Organized by product type,
implementation recommendations,
community partners (when
applicable), and associated
performance measures to identify
success rates and areas for
improvements.
 Resource Mapping. Community-
based or vendor resources
identified that can support message
amplification.
 Visual Aids. Charts, graphs,
diagrams, etc.

18 P a g e | 18
Strategy Description Strategy Applied
may not receive information distributed through
traditional means.

Pre-established
templates with user
guidance
Development of information-
sharing templates and just-in-
time training for real-time
applications
 A Joint Information Center (JIC) operations guide
that includes instructions on how to construct
closed captions for City YouTube posts.

Tetra Tech will provide the first draft strategy to the OES project lead and other stakeholders desigated by OES for one round of initial comments and changes. Tetra Tech will refine the draft with the requested changes.

Tetra Tech proposes presenting the interim draft report to OES, other City Statekholders, and the Community Advisory Committeein a 2-hour in-person session to receive additional feedback. Tetra Tech will facilitate two rounds of comments and changes to finalize the strategy.

Tetra Tech will deliver 10 professionally designed and produced bound hard copies to Concord OES.

Table 7. Task 2A Deliverables
Deliverable Description
Draft Language Access
Strategy
 Synthesize findings into the Language Access Strategy  Facilitate initial review for comments and changes from OES/City’s project team  Facilitate 2-hour in-person presentation to the Community Advisory Committee  Facilitate two rounds of additional changes and feedback Tasks 2B – Language Access Strategy Finalized and Delivered Tetra Tech will refine the draft with the requested changes. Tetra Tech proposes presenting the draft report to the Community Advisory Committee in a 2-hour in-person session to receive additional feedback. Tetra Tech will facilitate two rounds of comments and changes to finalize the strategy.

Table 8. Task 2B Deliverables
Deliverable Description
Final Access Strategy
 Finalize Language Access Strategy
 Deliver final document via editable Microsoft Word and Adobe PDF  Produce and deliver 10 hard copies of final Language Access Strategy Phase 3 – Project Closeout
Task 3 – Roadmap Report
Understanding the dynamic nature of the proposed engagement strategy for Phase 1 of this engagement, Tetra Tech recognizes that non-language-specific findings may be discovered. Tetra Tech will develop a supplemental DEI Roadmap Report identifying any additional recommendations or best practices for improving the City of Concord’s diversity, equity, and inclusion in emergency planning and response.

Tetra Tech will conduct a final in-person project meeting to discuss and receive feedback on the project’s conduct.

19 P a g e | 19
Table 9. Task 3 Deliverables
Deliverable Description
DEI Roadmap  Develop any additional recommendations not included in the Language Access Strategy into a DEI roadmap
Final Project Meeting  Conduct final in-person project meeting

20 Project Schedule
Chapter 5 Project Staffing
Tetra Tech’s team comprised of an experienced multidisciplinary Project Management Team (PMT), supported by seasoned senior planners, and mid-level planners. Our PMT will guide the project outcomes and work with OES and City of Concord stakeholders to develop and finalize well-informed deliverables based on well-executed research, community engagement, and a proven quality assurance process.

Figure 1 presents our organization chart,
identifying our project team and the
reporting structure, followed by a summary
of the key personnel, short descriptions of
each person’s experience, project
responsibilities, and a sampling of relevant
project experiences are included in Table 10.

We have introduced our key staff and
described their responsibilities below.

Detailed resumes are included in Appendix B.

Figure 1 Organizational Chart

P a g e | 21
Table 10. Staff Experience
Leadership Team
Sarah Roberts, MSEM | Project Executive
Ms. Roberts is a seasoned emergency manager
who has acquired over 23 years of
multidisciplinary emergency management
response and recovery experience across
emergency management, mass care, public
health, and human services. Ms. Roberts has
worked at all levels of government, local, state,
and federal emergency operations.

Ms. Roberts has personally managed and served
as the senior planner for dozens of local
jurisdictions in their implementation of whole
community inclusion planning.

Project Responsibilities
 National Director of Public Health, Diversity, Equity, and Inclusion Practice.
 Works with PM and SME to support client
satisfaction
 Provides subject matter expertise (as needed)
 Serves as a meeting and interview facilitator
Recent Project Highlights
 Project Executive | San Joaquin Department of
Public Health COVID-19 AAR
 Project Executive | City of Philadelphia, COVID-19
After Action Review of the City’s Congregate Care
services to Individuals Experiencing Homelessness
 Project Manager/Senior Planner | City of Chicago IL
– Mass Care Strategy and Standard Operating
Guide update.

Sara van der Capellen, MPH, MBCP, MEP | Project Manager Ms. Van der Capellen is a California-based
project manager with 20+ years of success
leading engagements focused on public health,
preparedness and response, business continuity,
and emergency management. She manages a
diverse portfolio of emergency management
and community resilience programs that
address high consequence infectious diseases,
continuity and resiliency, health and safety,
medical countermeasures, resource
management, multi-patient management, and
emergency/department operations centers.

Project Responsibilities X
 Primary project point of contact for the City of
Concord OES
 Manages project communications, work plan, and
budget
 Works with SMEs and Senior Planners to plan and
execute project tasks
 Facilitates quality assurance management
Recent Project Highlights
 Project Manager | San Joaquin Department of
Public Health COVID-19 AAR
 Project Manager | LA County Health Continuity of
Operations Plan
 SME | PayPal COVID-19 Return To Work Policy
Support
 Project Manager | State of Washington
Department of Health, Isolation and Quarantine
Facility

P a g e | 22
Leadership Team
Dr. Pattijean Hooper, Ph.D., CEM | Subject Matter Expert Dr. Hooper brings more than 25 years of
experience in the field of emergency
management and whole-community inclusion in
all aspects of the field, including planning, field
operations, training & exercises, and
performance measures.

Dr. Hooper is currently spearheading Tetra
Tech’s project with Iowa Department of
Homeland Security and Emergency
Management and the Iowa Diversity, Equity,
Inclusion, and Accessibility in Emergency
Management to facilitate a statewide
assessment of Iowa’s equity and diversity in
disaster management plans, policies, and
procedures.

Project Roles & Responsibilities
 Serves as the project Subject Matter Expert
 Works with PM and Senior Planners to plan and
execute project tasks
 Coordinates project staff conducting research,
analysis, and community-based research activities
 Supports the development of the Language
Analysis Report
 Leads the development of the Language Access
Strategy
Recent Project Highlights
 SME | Iowa Diversity and Equity in Disaster
Management
 Senior Planner | Association of State and
Territorial Health Officials Scientific Panel
Facilitation- Defining “Disability” for Syndromic
Surveillance
Christina Parkins, MSEM | Quality Control Coordinator (QCC) Ms. Parkins is the National Director of Tetra
Tech’s Emergency Preparedness Practice,
applying 15+ years of experience in managing
preparedness, response, and recovery programs
to serve our clients nationwide.

As a QCC for Tetra Tech’s Emergency
Management, Risk, and Resilience practice, Ms.

Parkins combines training in quality
management with expertise in the design and
development of emergency management
projects (Comprehensive Emergency
Management Plans, Emergency Operations
Plans, EOC Plans, Incident Action Plans,
Continuity of Operations/Continuity of
Government Plans, etc.) to help our team
deliver high-quality results on time and budget.

Project Responsibilities
 Oversees the project’s Quality Management
Process
 Coordinates deliverable completion with the
project’s PM and SME
Recent Project Highlights
 QCC | State of Iowa Diversity and Equity in Disaster
Management
 QCC | Broome County, NY, COVID-19 Public
Assistance Program Support (Vaccine Equity)
 Project Manager | Harris County, TX, - Unified and
Uniform Program for Preparedness, Response, and
Recovery
Project Team
JaLeesa Tate, CFM| Senior Planner
Ms. Tate brings 11+ years of diverse experience
to the team, including serving as a State Hazard
Project Responsibilities

P a g e | 23
Project Team
Mitigation Officer for the State of Maryland,
where she developed deep expertise in
designing community outreach strategies.

On our Iowa Diversity and Equity in Disaster
Management project, Ms. Tate helped design an
engagement plan to best engage the whole
community using individual interviews, virtual
and in-person townhalls, surveying, and more.

In addition, Ms. Tate recently assessed DEIA
practices in Caroline County, MD’s Emergency
Operations Plan and developed
recommendations to increase efforts to serve
the whole community with equity at the
forefront
 Works with PM and SME for project planning and
task execution
 Serves as a meeting and interview facilitator
 Supports the design and execution of the
community-based engagement and research
strategy
 Leads the development of the Language Analysis
Report
 Supports the development of the Language Access
Strategy
Recent Project Highlights
 Senior Planner | Iowa Diversity and Equity in
Disaster Management
 Senior Planner | Diversity, Equity, Inclusion, and
Accessibility Tool Emergency Operations Plan
Assessment, Caroline County, MD
Erica Pinket, MPS-EDM| Senior Planner
Ms. Erica C. Pinket is an Emergency
Management Consultant with extensive
experience in government crisis response and
preparedness. Focusing on Diversity, Equity,
Inclusion, access, and functional Needs
populations. Ms. Pinket has drafted plans,
policies, and coordinated responses for Federal,
State, local, and tribal communities throughout
the United States.

Prior to joining Tetra Tech, Ms. Pinket worked
with the U.S. Department of State Bureau of
Medical Services to manage the U.S. Embassy’s
and consulates’ risk management portfolio
which includes continuity of operations
planning, emergency response planning.

Project Responsibilities
 Serves as an interview facilitator
 Facilitates document analysis
 Supports the design and execution of the
community-based engagement and research
strategy
 Supports the development of the Language
Analysis Report
 Supports the development of the Language Access
Strategy
Recent Project Highlights
 Senior Planner | Harris County, TX, - Unified and
Uniform Program for Preparedness, Response, and
Recovery
 Emergency Support Function #6 Planner | Arlington
Co., VA Department of Human Services staff
Augmentation to facilitate whole community
concepts and redevelop ESF 6 plans.

Bart Spencer, CFM| Senior Planner
Mr. Spencer has 35+ years of real-world public
safety and emergency services experience
throughout California. Prior to joining Tetra
Project Responsibilities

P a g e | 24
Project Team
Tech, as a local emergency manager, he
supported the update and development of a
variety of plans to include whole community
planning concepts and response actions. Since
joining Tetra Tech, he has continued that work
supporting dozens of clients with updating
Emergency Operations Plans (EOP), and
associated annexes, and Emergency and Crisis
Communication Plans.
 Will provide emergency management planning
expertise, including California SEMS.
 Supports the development of the Language Access
Strategy
Recent Project Highlights
 Project Manager |San Mateo Co. CA EOP Update
 Project Manager | Cities of Redwood City and San
Carlos, CA EOP Update
 Project Manager | North Bend, WA,
Comprehensive Emergency Management Plan
Update
Sarah Bannister | Mid-level Planner
Ms. Bannister has supported planning, training,
and research initiatives nationwide to improve
equity in emergency management and build
long-term community preparedness and
resilience.

She has extensive experience in supporting
projects related to planning, training, and
exercise development and implementation;
community and stakeholder engagement; data
collection, analysis, and visualization;
geographic information systems (GIS) and
cartography; graphic design; and research
centering accessibility, DEI in emergency
management.

Project Responsibilities
 Supports formal and community-based data
collection, research, and analysis
 Supports the development of the Language
Analysis Report
 Supports the development of the Language Access
Strategy
 Supports virtual community-based engagements
Recent Project Highlights
 Mid-level Planner/Analyst | Arlington Co, VA Public
Assistance and Vaccine Equity Reporting
 Analyst | Community Profile Development for
multiple emergency management engagements
including the City of Chicago, and 8 Counties across
NY.
 Mid-Level Planner | Broome County, NY, COVID-19
Public Assistance Program Support and Vaccine
Equity reporting.

Kelsie Bobo | Mid-level Planner
Ms. Bobo is an emergency management
specialist and environmental scientist.

Before joining Tetra Tech in 2020, Ms. Bobo
worked for Hamilton County Public Health
(HCPH) in Cincinnati, Ohio, where she developed
the local Point of Dispensing program, including
writing plans for local partners, creating new
Project Responsibilities
 Supports the Project Leadership Team with project
planning and reporting, task management, meeting
logistics, and facilitation
 Supports community-based data collection and
analysis

P a g e | 25
Project Team
and innovative tools, conducting training, and
facilitating exercises.
 Supports the development of the Language
Analysis Report
 Supports project meetings and virtual community
engagements
Recent Project Highlights
 Analyst | San Joaquin Department of Public Health
COVID-19 AAR
 Mid-level Planner | Indiana Commodity Point of
Distribution (C-POD) Plan Development – IDHS,
Indiana
 Virtual Training Coordinator | Environmental
Response Training Program (ERTP) Support, USEPA
Ryan Houser, MPH, MS | Mid-level Planner
Mr. Houser is an Emergency Management
Specialist with subject matter research and
analysis for whole community application in
public health emergency planning, biosafety,
and biosecurity.

Before joining Tetra Tech in October 2021, in his
previous roles, Mr. Houser facilitated the review
and evaluation of emergency response plans
and procedures for public health emergencies,
mass casualties, CBRNE incidents, and other
emergencies and disasters.

Project Responsibilities
 Supports formal and community-based data
collection, research, and analysis
 Supports the development of the Language
Analysis Report
 Supports in-person engagements
Recent Project Highlights
 Analyst & Mid-level Planner | Broome Co. NY
Emergency Medical Services Study – identifying
population characteristics and service gaps
 Analyst | Tacoma-Pierce County Health
Department, COVID-19 AAR

P a g e | 26
Chapter 6 Proposal Exceptions
Tetra Tech agrees to the general terms and conditions included in RFP 120622 ATTACHMENT C- PROFESSIONAL SERVICES AGREEMENT. No exceptions cited.

P a g e | 27
Chapter 7 Proposal Costs Sheet and Rates
Tetra Tech proposes performing the scope of work for a not to exceed (NTE) amount of $174.797.81. This cost proposal is based on our experience performing several recent projects of similar scope and complexity. Pricing is derived from estimating the number of work hours for each task by labor category.

Table 11 follows the approach provided in Attachment E of the RFP, and we have also included additional costs of materials, administrative expenses, and travel expenses for on-site meetings as a separate line item “Other Direct costs”.

Tetra Tech applies fringe benefits and overhead burdens to all direct labor costs; the current indirect Overhead rate is 63% and Employee Fringe Benefits are 37%.

The proposed team is salaried and not eligible for overtime or other types of extended rates. This column has been marked not applicable to our cost proposal (‘n/a’).

Table 11. Cost
Scope Labor Categories Est. Hours Hourly Rate Extended Rate Phase 1 – Conduct Language Analysis
Tasks 1A and 1B Project Executive 62 $185 $ n/a
Project Manager 90.5 $160 $ n/a
Subject Matter Expert 72.5 $160 $ n/a
Senior Planner 148 $145 $ n/a
Mid-level Planner 227.5 $115 $ n/a
Administrative Assistant 1 $85 $ n/a
Quality Control Coordinator 1 $155 $ n/a
Financial Manager 3 $125 $ n/a
Total Labor $87,105.00
Other Direct Costs (travel, etc.) $4,409.38
TOTAL NTE, Phase 1 $91,514.38
Phase 2 – Language Access Strategy
Task 2A and 2 B

Project Executive 56 $185 $ n/a
Project Manager 86 $160 $ n/a
Subject Matter Expert 82 $160 $ n/a
Senior Planner 128 $145 $ n/a
Mid-level Planner 48 $115 $ n/a
Administrative Assistant 32 $85 $ n/a
Quality Control Coordinator 18 $155 $ n/a
Financial Manager 5.5 $125 $ n/a
Total Labor $67,517.50

P a g e | 28
Scope Labor Categories Est. Hours Hourly Rate Extended Rate Other Direct Costs (travel, etc.) $0
TOTAL NTE, Phase 2 $67,517.50
Phase 3 – Project Closeout
`Task 3 Project Executive 6 $185 $ n/a
Project Manager 24 $160 $ n/a
Subject Matter Expert 16 $160 $ n/a
Senior Planner 20 $145 $ n/a
Financial Manager 4 $125 $ n/a
Total Labor $12,390.00
Other Direct Costs (travel, etc.) $3,375.94
TOTAL NTE, Phase 3 $15,765.94
TOTAL NTE (Phases 1 – 3) $174,797.81
Audited Financial Statements
In 2022, our 20,000 global employees worked on more than 66,000 projects in 120 countries around the world. The demand for our high-end consulting services and resilience of our business model resulted in new program wins that drove backlog to another all-time high of more than $3.2 billion at year-end.

Copies of our recent Annual Report is available upon request. The most recent audited financial statements are provided in Appendix C.

Appendix A
Required Forms
ATTACHMENT A: Proposer’s Information Form
ATTACHMENT D: Qualifications of Firm Relative to City's Needs

City of Concord 10
ATTACHMENT A: Proposer’s Information Form
PROPOSER (please type/ print):

Name:

Address:

Telephone:
__________________________________________________________ __________________________________________________________ _______________________ Email: ______________________________ Contact Person: _______________________________________Title: _______________ eMail (Re quir e d ): ________________________________________________________ Telephone (Re quir e d ): ________________________________ Proposer, if selected, intends to carry on the business as (check one):
 Individual  Joint Venture
 Partnership  Corporation
When incorporated? ______________
In what state? _______________
When authorized to do business in California? _______
 Other (explain):____________________________________________________

ADDENDA
To assure that all Proposers have received each addendum, check the appropriate box(s) below. Failure to acknowledge receipt of an addendum/addenda may be considered an irregularity in the Proposal:

Addendum number(s) received: 1; 2; 3; 4; 5; 6;
Or, _____ _____No Addendum/Addenda Were Received (check and initial).

PROPOSER’S SIGNATURE
No proposal shall be accepted which has not been signed in ink in the appropriate space below By signing below, the submission of a proposal shall be deemed a representation and certification by the Proposer that they have investigated all aspects of the RFP, that they are aware of the applicable facts pertaining to the RFP p rocess, its procedures and requirements, and they have read and understand the RFP. No request for modification of the proposal shall be considered after its submission on the grounds that the Proposer was not fully informed as to any fact or condition.

Tetra Tech, Inc.

X
[email protected]
DE
1988
3475 East Foothill Blvd., Pasedena, CA 91107
510-302-6300
[email protected]
Business Unit President
Jonathan Burgiel
321-441-8510
1988

1. If Proposer is INDIVIDUAL, sign here

Date: ________________________ __________________________________________ Signature Name and Title (type or print)

2. If Proposer is PARTNERSHIP or JOINT VENTURE; at least two (2) Partners shall sign here:
________________________________________________
Partnership or Joint Venture Name (type or print)

Date:______________ _____________________________________ Member of the Partnership or Joint Venture signature
Date:______________ _____________________________________ Member of the Partnership or Joint Venture signature

3. If Proposer is a CORPORATION or LLC, the duly authorized officer(s) shall sign as follows:

The undersigned certify that he/she is respectively:

_____________________ ________________________ _____________________ Officer Signature Name Title

Corp./LLC Contract Signature Method: Authorization to sign contracts and other documents on behalf of the corporation must be indicated by selecting one of the following methods:
 Method 1 (Two Specified Officers). Authorization may be shown by two officers, one from each of the following groups, signing the instrument. (Corp. Code §§313; 5214.) Group A Group B
(i) Chairman of the Board
(ii) President
(iii) Any Vice-President
Email:_______________________________
(i) Secretary or Assistant Secretary
(ii) Chief Financial Officer
(iii) Any Assistant Treasurer
Email:________________________________
 Method 2 (Certified Board Authorization). Authorization may be shown by providing the City a copy of the corporation’s bylaws, board of directors meeting minutes, or any resolution of corporation’s board authoriz ing the person signing the instrument to execute instruments of the type in question, and certified by the Secretary or Asst. Secretary of the corporation to be a true copy. (Corp. Code §§314; 5215.)  Method 3 (Notarized Officer Signature). Authorization may be shown by the signature of either the corporation’s president, vice president, secretary, or assistant secretary accompanied by a notary acknowledgment in the form prescribed by Civil Code §1189. (Civil Code §1190.)
Of the corporation named below; t hat they are designated to sign the Proposal Cost Form by resolution (attach a certified copy, with corporate seal, if applicable, notarized as to its authenticity or Secretary’s certificate of authorization) for and on behalf of the below named CORPORATIO N, and that they are authorized to execute same for and on behalf of said CORPORATION.

______________________________________
Corporation Name (type or print)
By:______________________________________ Date: ______________ Jonathan Burgiel
Business Unit President
Tetra Tech, Inc.
12/5/2022

Tetra Tech, Inc.
3475 East Foothill Blvd, Pasadena, CA 91107
Tel 626.351.4664r tetratech.com

CERTIFICATE OF AUTHORITY
TETRA TECH, INC.

To: Concord Police Department, Office of Emergency Management, California I hereby certify to you that I am the duly elected and qualified Senior Vice President, General Counsel and Secretary of Tetra Tech, Inc., a Delaware corporation (the “Company”), and that as such, I am authorized to execute this Certificate on behalf of the Company. I further certify to you on behalf of the Company that:

Jonathan Burgiel, TDR Business Unit President, within the Company’s United States Infrastructure Division of the Government Services Group, is authorized and empowered, in the name of the Company, in accordance with the Company’s Signature Approval Authority Matrix, as approved by the Company’s Board of Directors, for and on behalf of the Company, to sign and submit a proposal to provide the Concord Police Department, Office of Emergency Management, emergency and planning consulting services.

IN WITNESS WHEREOF, I have hereunto set my hand as of this 5 th day of December, 2022.

Preston Hopson
Senior Vice President, General Counsel and
Secretary
(Seal)

Appendix D

QUALIFICATIONS OF FIRM RELATIVE TO CITY’S NEEDS

Note: This information is also included in Table 2 Chapter 3 of the Proposal.

Project Name Client Description
of work
performed
Total Project
Cost
Percentage
of work firm
as
responsible
for
Period work
was
completed
Client contact
information*
Statewide DEI
Assessment for
Homeland
Security and
Emergency
Management
Iowa Homeland
Security and
Emergency
Management
Department
See below $217,000 95%; one
subcontractor
facilitated a survey
process for Tetra
Tech.

Ongoing
October 2021-
2023
Katie Waters
Chief of Staff
Iowa Department of
Homeland Security and
Emergency
Management
515-867-6101
[email protected]
Description of work performed:

Tetra Tech is currently supporting Iowa Homeland Security and Emergency Management Department developing a statewide DEI assessment and an implementation plan for strengthening equity and diversity in disaster management for the State of Iowa. Tetra Tech is applying its DEI assessment tools to support Iowa HSEMD assess each of its county emergency management programs to measure how diversity, equity, inclusion, and accessibility into policies, plans, and programs. This project has included the following activities and deliverables:
 Document review of local response, recovery, and hazard mitigation plans using Tetra Tech’s Equity Assessment in Emergency Management Tool.
 Developed and facilitated a community engagement strategy to meet communities and stakeholders across Iowa to discuss disaster response and recovery requirements through a lens of diversity, equity, inclusion, and accessibility. This outreach strategy prioritized the unique characteristics within Iowa, such as rural communities and large populations with limited English proficiency, and conducted a series of virtual and in-person townhall meetings across the state to collect feedback.

In progress - final deliverables for this project will include a tailored sta tewide DEI emergency management strategy that is highly informed by stakeholders to increase the efficacy of emergency management programs for all Iowa residents

Did your firm meet the project schedule (Circle one) : Yes No

Give a brief statement of the firm’s adherence to the schedule and budget for the project:

Tetra Tech adheres to the agreed-upon project schedule and budget. All work products have been and continue to be delivered on time.

Project Name Client Description
of work
performed
Total Project
Cost
Percentage
of work firm
as
responsible
for
Period work
was
completed
Client contact
information*
COVID-19
Emergency
Operations
Center (EOC)
Support
Arlington
County, Virginia
Department of
Public Safety
Communications
and Emergency
Management
See below $1.5 M 100% Ongoing March
2020– Present
Will Flagler
Acting Director
Arlington Co Department of
Public Safety Communications
and Emergency Management
703-228-3464
[email protected]

Description of work performed:

Tetra Tech is providing direct client support to Arlington County, Virginia through staff augmentation for the county EOC and on-site logistics support for the response to COVID-19 and other events prompting EOC activation during this timeframe.

Project staff have been serving in key leadership and support roles full-time beginning mid- March 2020 and continuing to present, managing day-to-day tasks for ongoing EOC management and operations as well as supporting ongoing local COVID-19 testing and vaccination operations. Tetra Tech staff continue to play an integral role in Arlington County’s cost recovery effort, yielding more than $16M reimbursed through FEMA’s Public Assistance Program.

In addition, Tetra Tech has supported equitable planning considerations for several County projects, including evacuation planning, elections support, protest/event support, and COVID-19 emergency response. Tetra Tech created a comprehensive community profile highlighting the areas of highest vulnerability within the community, helping to prioritize potential testing and vaccine locations accordingly in areas of highest
need with input from a wide range of stakeholders and community members.

Did your firm meet the project schedule (Circle one) : Yes No

Give a brief statement of the firm’s adherence to the schedule and budget for the project:

Tetra Tech adheres to the agreed-upon project schedule and budget. All work products have been and continue to be delivered on time.

Project Name Client Description
of work
performed
Total Project
Cost
Percentage
of work firm
as
responsible
for
Period work
was
completed
Client contact
information*
Review and
Update the
County
Emergency
Operations Plan

Caroline County,
Maryland -
Department of
Emergency
Services (DES)

See below $255,000 100% 100% Jeremy Goldman
County Administrator, Carolina
County, MD
410-479-0660
[email protected]
Description of work performed:

In October of 2020, Tetra Tech was contracted by the Caroline County Department of Emergency Services to conduct a comprehensive assessment of the County’s Emergency Operations Plan (EOP). Due to funding requirements, the project deliverables had to be completed under an aggressive timeline. Tetra Tech’s planners and SMEs conducted fully-virtual planning processes to most efficiently drive the project forward. Using the current standards of CPG 101, and Emergency Management Accreditation Program (EMAP) standards, as well as using Tetra Tech’s propriety Diversity, Equity, Inclusion, and Accessibility Tool to assess how the EOP integrates whole community and addresses issues of DEIA. The assessment identified plan revisions to better address issues related to diversity, equity, and inclusion. Once approved by Caroline County DES, Tetra Tech facilitated the updates and changes including: updating the County EOP, the County COOP Plan, and a COVID -19 Response and Recovery Plan.

Did your firm meet the project schedule (Circle one) : Yes No

Give a brief statement of the firm’s adherence to the schedule and budget for the project:

Tetra Tech adhered to the agreed-upon project schedule and budget. All work products were delivered on time Project Name Client Description
of work
performed
Total Project
Cost
Percentage
of work firm
as
responsible
for
Period work
was
completed
Client contact
information*
Multijurisdiction
al HMP Update
San Mateo
County, CA
See below $200,000 100% 100% Dan Belville Director,
Emergency
Management
Department
650-363-4118
[email protected]
Description of work performed:

Tetra Tech updated the 2016 Countywide HMP in compliance with Cal OES and FEMA guidance. This update included 37 planning partners

and addressed the inclusion of underserved and socially vulnerable communities. The project’s Steering Committee included rep resentatives from government entities, nonprofit organizations, and community representatives from marginalized and underserved communities. During the development of the jurisdiction-specific HMPs, Tetra Tech employed a multipronged strategy to communicate and solicit the necessary information from the communities.

Did your firm meet the project schedule (Circle one) : Yes No

Give a brief statement of the firm’s adherence to the schedule and budget for the project:

Tetra Tech adhered to the agreed-upon project schedule and budget. All work products were delivered on time *Include name, title and phone number.

Appendix B
Resumes

EXPERIENCE SUMMARY
Ms. Roberts is a seasoned emergency manager who has acquired over 2 3 years of multidisciplinary emergency management response and recovery experience across emergency management, mass care, public health, and human services. Ms. Roberts has worked at all levels of government, local, state, and federal emergency operations.

During her twelve years at the New York State Department of Health, Ms. Roberts served as one of NYSDOH’s lead preparedness and emergency response planners, providing subject matter expertise in the development of the local health department planning priorities and guidance. In addition to her planning experience, Ms. Roberts was also a primary liaison and responder for the agency, supporting state -level operations for over 100 activations in multiple roles at the NYS Emergency Operations Center.

Since joi ning Tetra Tech in 2015, Ms. Roberts has quickly become a Senior Project Manager supporting a diverse group of public health, healthcare, and emergency management clients. Ms. Roberts has personally managed and served as the senior planner for dozens of local jurisdictions in their implementation of whole community inclusion planning. In 2022, Tetra Tech designated Ms. Roberts as its National Director of Public Health, Diversity, Equity, and Inclusion Practice. Ms. Roberts manages a team of over a dozen highly qualified project managers and senior and mid-level planners.

RELEVANT EXPERIENCE
Emergency Management and Response Planning
New York City Housing Authority (NYCHA) Comprehensive Emergency Management Plan Annex, January 2021 to present.

Ms. Roberts serves as the Project Manager for this multi -year engagement to redevelop the agency’s comprehensive emergency management plan including the development of multiple hazard-specific and functional annexes and supporting documents. At the conclusion of the planning process, Tetra Tech will be developing a training program and facilitate a tabletop exercise for agency leadership and management.

City of Chicago Mass Care Standard Operating Procedure and Field Operating Guide February 2019 to April 2020.

Ms. Roberts served as Senior Planner and Deputy Project Manager for this engagement. Ms. Roberts facilitated the development of the City’s Mass Care standard operating procedure emergency services including sheltering, congregate and mobile feeding, short-term recovery, reunification, and bulk distribution. Concepts were transferred into a multi -agency field operating guide and a series of computer- based training modules for key stakeholders and city staff responsible for supporting mass care operations during emergencies.

Sarah Roberts, MSEM
Project Executive
National Director of Public Health, Diversity, Equity
and Inclusion

23 YEARS OF

EXPERIENCE

Areas of Expertise
Public Health Emergency Planning &
Operations
Emergency Operations & Response
Mass Care Planning & Operations
Emergency Management
Emergency Planning
Registrations/Affiliations
International Association of
Emergency Management (IAEM)
Key Training/Certifications
Incident Command System 100-400,
700, 800
Education
MSEM, Disaster and Emergency
Management, American
Military/Public University System
(AMU/APUS), Charles Town, W.V.

B.S. Human Services, State University
of New York at Plattsburgh, N.Y.

A.A. Humanities and Social Sciences,
Clinton Community College,
Plattsburgh, N.Y

Résumé Sarah Roberts
2 Rockland County Comprehensive Emergency Management Plan (CEMP) Update and Continuity of Operations Planning, Rockland County Fire and Emergency Services, Pamona NY , June 2018 to June 2019.

Ms. Roberts is the Project Manager working with the Rockland County Fire and Emergency Services to review and update the County’s CEMP (Base Plan) and develop Continuity of Operations Plans Templates for county use. Working with the County’s Department Leadership, County Legislature, and key stakeholders via a combination of in -person meetings, virtual meetings, and web-based surveys.

Clinton County Comprehensive Emergency Management Plan (CEMP) Update, Clinton County Office of Emergency Services, Plattsburgh NY , September 2018 to December 2019.

Ms. Roberts is both the Project Manager and lead planner for this project working closely with the Clinton County Office of Emergency Services and key stakeholders for the County’s Multi-Agency Coordination Group to review and update the County’s CEMP (Base Plan) using a combination of in -person meetings, virtual meetings, and web -based survey s. Working with the County’s Department Leadership, County Legislature, and key stakeholders via in -person meetings, virtual meetings, and web- based surveys. Additional deliverables include establishing baseline templates for the County’s Emergency Support Function (ESF) Annexes.

Regional Mass Care Planning Gap Analysis and Strategy, Southeastern Pennsylvania Regional Task Force Health and Human Services Workgroup (SEPA RTF HHS WG), 2015 – 2016.

Ms. Roberts served as Assistant Project Coordinator and Lead Planning Analyst for this multi-faceted project for the five-counties in the Southeastern Pennsylvania region, Bucks, Chester, Delaware, and Montgomery Counties: The City of Philadelphia. Ms.

Roberts developed the SEPA RTF HHS WG Regional Mass Care Framework. Bui lding on identified gaps and improvements fr om the regional gap analysis and subsequent exercises; Ms. Roberts facilitated a series of the regional subcommittee and stakeholder discussions to develop a Regional Mass Care Framework . The comprehensive framework document cites national and state- level best practices and guidance as well as memorializes existing SEPA regional resources and promising practices for local planners. In addition to the framework document, Ms. Roberts developed a comprehensive Regional Resource Guide that identified local and regional mass care-related resources, agencies, and nongovernmental organizations (NGOs) within the five counties.

Centers for Disease Control and Prevent (CDC) Foundation/U.S. Virgin Islands Department of Health Peer to Peer Mentoring and Reconstitution Project, U.S. Virgin Islands, April 2019 to June 2020.

Ms. Roberts serve d as an operations subject matter expert for this unique engagement. Following the near -catastrophic hurricane season in 2018, the CDC Foundation has issued funding support to the U.S. Virgin Islands Department of Health to receive assistance to review and update existing emergency health and medic al plans, and support staff to update the plans with approved recommendations.

Capitol Region Council of Governments (CRCOG) – Regional Engagement Strategy for Access and Functional Needs and Disability Service Providers, December 2018 to June 2019.

Ms. Roberts served as Senior Planner. Tetra Tech’s project team facilitated a regional stakeholder survey and plan review to identify current and promising practices for ensuring the appropriate engagement with partners who provide support services and resources to populations with access and functional needs and those who have disabilities. The project concluded with a regional workshop for key stakeholders (scheduled for May 2019), an after action report , and a written regional strategy that incorporates the findings from the survey, plan review, and the workshop.

EXPERIENCE SUMMARY
Sara van der Capellen has 20 years of experience developing programs focusing on continuity, emergency management, and public health preparedness and response.

As part of the COVID-19 response, Sara led Tetra Tech’s Corporate Business Continuity Program; and is actively engaged in providing executive -level epidemiological and continuity consulting for Fortune 500 companies; and oversees pandemic response, epidemiology, and continuity projects. She manages a diverse portfolio of emergency management and community resilience programs that focus on continuity; high consequence infectious diseases; health and safety; medical countermeasures; resource management; multi -patient management; and emergency/department operations centers. Sara earned a Master of Public Health (MPH) from Yale University in Microbial Disease Epidemiology. She is also certified by DRI International as a Master Business Continuity Professional (MCBP); and by FEMA as a Master Exercise Practitioner (MEP).

RELEVANT EXPERIENCE
Riverside University Health System – Public Health (RUHS-PH). August 2020- Present. Project Manager/Epidemiologist
As part of the epidemiology team, Sara is responsible for the design, d evelopment, and maintenance of the County’s Skilled Nursing Facility Google Data Studio dashboard, spreadsheet, and executive level reports for RUHS -PH leadership. She also serves on the School Outbreak Team and responsible for the development and maintenance of the school outbreak dashboard in Power BI.

State of Washington Department of Health. COVID -19/MPOX Isolation and Quarantine Facility. Project Manager. February 2022 – Present. Ms. van der Capellen is responsible for o verall project oversight , day-to-day coordination of on- site operations staff, and contract and financial management of the state -level Isolation and Quarantine facility.

Corporate Continuity Business Program, Tetra Tech, Inc, March 2018 – Present.

Lead Continuity Coordinator. Ms. van der Capellen is responsible for the redesigned corporate business continuity program with the Tetra Tech’s Corporate Officers. The purpose of the program is to ensure that Tetra Tech’s staff, which includes approximately 20,000 associates in 400 o ffices around the world, can continue to be supported by a uniform administrative and management system that project teams can access immediately to ensure work is completed effectively.

San Joaquin County. COVID -19 After Action Report and Improvement Pl an.

August 2022 – Present. Project Manager. Sara leads the development of the County’s COVID -19 After -Action Report that includes the County’s quality improvement and rec overy efforts. The project includes an assessment of the County’s response an provide s recommendations for the San Joaquin County’s Disaster Council. The project includes a large and diverse group of stakeholders and integrates various quantitative and qualitative data collection methods to support the report development.

Sara van der capellen, MPH, MPCP, MEP
Project Manager

20 YEARS OF

EXPERIENCE

Areas of Expertise
Project and Program Management
Emergency Preparedness and
Response
Public Health and Health Care
Emergency Preparedness
Continuity and Devolution Planning
Hospital Preparedness Program Grant
Guidance
HSEEP Test, Training, and Exercise

NIMS & SEMS
Registrations/Certifications
DRI Master Business Continuity
Professional (MBCP)
FEMA Master Exercise Practitioner
(MEP)
FEMA Professional Continuity
Practitioner (PCP)
Education
Master of Public Health (MPH),
Microbial Disease Epidemiology, Yale
University, 2003
Bachelor of Science (BS), Biology,
Elmhurst College, 2000
Bachelor of Arts (BA), French
Language and Literature, Elmhurst
College, 2000

Résumé Sara Van Der Capellen
2 Los Angeles County Department of Health Services. March 2020 – Present. Project Manager/Lead Planner. Sara leads the development of the continuity program for the Health Services Administration, EMS Agency, 22 facilities in the Ambulatory Care Network, and 4 county hospitals.

Riverside University Health System – Public Health (RUHS -PH). August 2020 – Present. Project Manager/Epidemiologist. As part of the epidemiology team, Sara is responsible for the design, d evelopment, and maintenance of the County’s Skilled Nursing Facility Google Data Studio dashboard, spreadsheet, and executive level reports for RUHS-PH leadership. She also serves on the School Outbreak Team and is responsible for the development and maintenance of the school outbreak dashboard in Power BI.

PayPal Executive -Level Public Health Consulting for COVID -19 Pandemic. March 2020 – Present. Project Manager/Epidemiologist. Ms. van der Capellen provides executive- level consulting services related to the COVID -19 pandemic, including public health consultation services, infectious disease epidemiology; emergency preparedness and response, and business continuity planning services.

COVID-19 Pandemic and Continuity Response. September 2020 – March 2021. Sonoma County Emerg ency Management Department. Continuity/Public Health Responder. As a follow-up to the development of the county’s COOP Program, Ms. van der Capellen is supporting the ongoing continuity, emergency management, and pandemic response efforts at the Sonoma County Operational Area Emergency Operations Center, including a mid -operational assessment of the pandemic response.

COVID-19 After Action Reports. Marin and Monterey Counties - Emergency Management Departments. November 2020 – March 2021. Senior A nalyst. Conducted a series of interviews with operations section staff to identify strengths and areas for improvement as part of the county’s COVID-19 mid-operational assessment.

Multi-Patient Management Plan Exercise Project, Riverside County Emergenc y Management Department, July 2017 – March 2019. Project Manager. A s project manager, Ms. van der Capellen’s team assessed plans, policies, and procedures related to a multi-patient incident (e.g. health care facility evacuation, mass gathering, or disaster response). She was responsible for designing and conducting a series of patient distribution exercises to identify gaps and areas for improvement while enhancing coordination and resource deployment during an incident that requires patient distribution by Riverside Business Resiliency Planning Services, Southern California Edison, Business Resiliency Department. October 2014 – 2016. Exercise Controller/Senior Planner. Within the Business Resiliency and Continuity Practice at SCE, Ms. van der Capellen supported the reformatting and development of the Earthquake Response Plan (ERP); Electric Emergency Action Plan (EEAP) - Regulatory Component and Operational Component; EEAP Communications Strategy Summary; and initial revisions to the Rapid Response Su pport Team Plan. She has also served as a controller/evaluator in the 2014 Full Scale Exercise and 2015 Q2 Functional Exercise.

Public Health Planning and Exercises, Riverside County Department of Public Health, March 2012-January 2015. Senior Planner. Worked with public health and m edical health system stakeholders throughout Riverside County on the customized development of the Medical Health Operational Area Coordination (MHOAC) Program Plan, Medical Health Department Operations Plan, and Emergency Operations Plan, and the Multi-Patient Management Plan . Lead the exercise planning team through the development, conduct, and evaluation of a series of pandemic influenza, mass prophylaxis for first responders, and communications exercises.

Medical Countermeasures (MCM) Distribution Exercise Series and Plan Update Project, Los Angeles County Department of Public Health, April – August 2014. Project Manager/Subject Matter Expert. Responsible for the design, conduct and evaluation of the MCM Distribution Exercise Series (Operation Wheeled Angel and Operation Delivered Angel); these tabletop (TTX) exercises focused on MCM distribution operations during a public health emergency in Los Angeles County.

This effort required ongoing engagement with public and private logistics/transportation agencies to test the Los Angeles County Operational Area’s ability to receive MCM materiel from the State and distribute it to 204 public Points of Dispensing (PODs).

EXPERIENCE SUMMARY
Dr. Hooper brings 25 years of experience in the field of emergency management to client relationships, emphasizing whole community inclusion in all aspects of the field, including policy mak ing, planning, field operations, training an d exercises, and performance measures.

She is a Certified Emergency Manager (CEM) who served as the emergency manager for the City of Redmond, WA and the City of Kirkland, WA . While serving the City of Redmond, she e stablished the City’s first Americans w ith Disabilities Act -compliant Mass Care Shelter Plan and Inclusive Communication Plan , with outreach in 9 languages to reflect significant language populations in the community .

Dr. Hooper is in expert in diversity, equity, inclusion, and access and functional needs.

Her dissertation, entitled Vulnerable Populations and Crisis Communication: A Model for Accessible Disaster Preparedness Campaigns, was applied to a regional pilot program sponsored by FEMA and the Corporation for National and Community Service in Washington State for inclusive emergency management training that focused on whole community engagement .

Other noteworthy accomplishments relevant to this scope of work include:
• Developed Washington State’s first Accessible Community Emergency Response Training for people with disabilities taught in American Sign Language
• Designed and presented the Accessible Stop-the-Bleed program to 20 blind participants in partnership with the Disaster Medicine Project • Served the Refugee Women’s Alliance (ReWA), Seattle, WA Community Resilience Building Grant Project through Seattle King County Public Health Vulnerable Populations Action Team , which involved working with refugee women and children to understand emergency management in their new homes

RELEVANT EXPERIENCE
Lead Planner (January 2022 – Ongoing)
Iowa Department of Homeland Security and Emergency Management | Assessment and implementation plan for strengthening equity and diversity in disaster management for the State of Iowa.
• Researched credible data sets to identify population shifts in Iowa to accurately represent current stakeholders in emergency management
• Interviewed a wide variety of community members and advocacy groups (virtual and in person) to establish a needs assessment for diversity, equity, inclusion, and accessibility goals each of them had for emergency management in the State.

Compiled data into a useable report.
• Established community outreach strategy for engaging urban and rural community members in emergency management policies and programs.

Pattijean Hooper, Ph.D., CEM
Subject Matter Expert, DEIA

25 YEARS OF

EXPERIENCE

Areas of Expertise
Diversity, Equity, Inclusion, Access &
Functional Needs
Qualitative Research
Communications
Training & Exercises
Readiness, Response, & Recovery
Operations Planning
Public Health
Volunteer Engagement
Innovation Management &
Leadership
Professional Affiliations
Washington State Emergency
Management Association – Past
President
International Association of
Emergency Managers (IAEM)
The International Association for
Disaster Preparedness and Response
(DERA)
The Accessible Emergency
Management Roundtable
Key Training/Certifications
Certified Emergency Manager (CEM)
Education
Ph.D. University of Washington –
Seattle, WA

Résumé Pattijean Hooper
2 • Presented a workshop at the Don Hampton Conference in Iowa Understanding How to A dapt Emergency Management Programs as Communities Change.
• Designed the long-term strategy for implementing a DEIA strategy for IDHSEM.

City of Redmond, WA (2017–2021)
Emergency Manager
• Established the City’s first Inclusive Communication Plan as an annex to the Comprehensive Emergency Management Plan to align with the new Revised Code of Washington’s requirement that each city have an operational plan to provide response messaging to all languages significantly represented in the community. Established strong partnerships with City Communications Team, County Emergency Management, and community advocacy and service groups to accomplish the task.

City of Kirkland, WA (2014–2017)
Emergency Manager
• Cascadia Rising 2016 3- day Statewide Exercise – Engaged regional stakeholders, facilitated stakeholder meetings for 34 diverse organizations, 12 statewide partners and voluntary agencies applying universal accessibility principles for inclusiveness in preparation for a 9.0 earthquake
enGenius Consulting Group (2011–2014)
Senior Emergency Management Planner and Analyst
• FEMA Region X – All Hazards Plan – Team Lead for the research and development of the Plan • New York City Medical Countermeasures Plan – Team lead for the the research and development of the federal support function for the NYC MCM
Federal Emergency Management Agency (1997–2011)
• Deaf and Hard of Hearing Outreach Program – Implemented the first FEMA Community Relations outreach program for the deaf and hard-of-hearing community (Hurricane Ike response in Harris County) • Blackfeet Indian Reservation – Surge Capacity Disaster Generalist Training Team assigned for 6 weeks to supplement and enhance community outreach teams for FEMA’s long-term recovery support for Hurricane Katrina • Tribal Liaison Cadre – Designer for the national Tribal Liaison Cadre Training and Exercise Program for Community Relations Field Officers
• Cerro Grande Fire Assistance Act - Area Coordinator for 70 field officers • Liaison to private partners, Pueblos, the Governor’s Office in New Mexico, the Los Alamos National Lab, City Council, and with community adv ocacy groups • External Affairs Program for Vulnerable Populations Outreach – External Affairs and Community Relations field work with new Americans, elder populations, rural communities, and people in need of additional assistance

SCIENTIFIC/TECHNICAL PUBLICATIONS
• Encyclopedia of Crisis Management, (2012) G. Golson, P. Bradley, M. Statler, and R. Hagen, editors. • Author entry: Disaster Declaration. Sage Publications Inc. • Encyclopedia of Disaster Relief, (2011) K. B. Penuel and M. Statler, editors. Author entry: Political • Support for Preparedness. Sage Publications Inc.
• Hooper, P. & Fearn -Banks, K. (2006). “Finding Milton Wright: How Public Relations Disaster Campaigns Impact The Elderly.” Journal of Promotions Management, 2(3), Special Edition on Crisis Communication.

E XPERIENCE SUMMARY
Ms. Christina Parkins is a Principal Emergency Management Consultant with extensive experience in the development and management of preparedness, response, and recovery programs. Ms. Parkins serves as a project manager, lead planner, and facilitator for many of Tetra Tech’s clients in both the public and private sector. She serves as the lead for our Southeastern United States Preparedness unit, managing a team of professionals and leading business development efforts. She also serves as the lead for Tetra Tech’s transit safety and security efforts and has managed projects for government and private sector clients.

Ms. Parkins has developed operational and response plans for daily operations and large-scale incidents, including Comprehensive Emergency Management Plans, Emergency Operations Plans, Emergency Operations Center Plans, Incident Action Plans, Cont inuity of Operations/Continuity of Government plans, Family Assistance Center, and Pre-Disaster Recovery plans. In addition to her planning experience, she has developed and facilitated training courses as well as HSEEP compliant tabletop, functional, and full -scale exercises for first responder agencies, transit agencies, and private sector clients.

In addition to her planning, training, and exercise experience, Ms. Parkins also has experience with the management of Department of Homeland Security, Department of Justice, and Federal Transit Administration grant programs and various state agency grants.

FEATURED RELEVANT EXPERIENCE
Project Manager
Massachusetts Bay Transit Authority (MBTA) ׀Emergency Management Planning, Training, and Exercise Support
Ms. Parkins is serving as the Project Manager for Tetra Tech’s work with the MBTA to conduct vulnerability and flood focused threat assessments, develop a Comprehensive Emergency Management Plan (CEMP) , and conduct training and exercise activities to test the p lan. Ms. Parkins is overseeing the project and will serve as a lead author for the CEMP and lead facilitator for the training and exercises.

Project Manager
NC Office of Recovery and Resiliency (NCORR) ꞁ Regional Resilience Profiles Ms. Parkins is serving as the Project Manager overseeing the development of four (4) regional resilience profiles for communities across the North Carolina coastline. The regions include the Cape Fear Council of Governments, Eastern Carolina Council of Governments, Mid -East Commission, and Albemarle Commission. Ms. Parkins is managing a team of consultants who are working directly with stakeholders in local government, education, and non -profits (among others) to identify climate change threats and vulnerabilities for the regions and then developing adaptation and mitigation projects to address the identified concerns. Ms. Parkins will serve as the primary point of contact (POC) for the NCORR leadership throughout the life of the project and support outreach and coordination efforts as needed.

Christina Parkins, MA, PCP
Quality Control Coordinator

17 YEARS OF

EXPERIENCE

Area of Expertise
Project Management
Quality Control
Training and Exercises
Preparedness Planning
Response and Recovery Planning
COOP & COG Planning
EOC Operations
Grant Experience
Urban Areas Security Initiative
Transit Security Grant Program
Federal & State Full Funding Grant
Agreement
Assistance to Firefighters Grant
Training/Certifications
FEMA Professional Continuity
Practitioner
Planning Section Chief
Incident Management Team
Public Information Officer Basic
Incident Command System (ICS) 100,
200, 300, 400, 700, 800
Federal Emergency Management
Agency (FEMA) Exercise Design
Education
University of Kentucky
Master of Arts, National Security, 2004
Gardner-Webb University
Bachelor of Science, International
Business, 2003

Résumé Christina Parkins
2 Project Manager
Los Angeles World Airports (LAWA) ꞁ Triennial Air Exercise (AIREX) Ms. Parkins is serving as the project manager and lead planner for LAWA’s Federal Aviation Administration (FAA) required triennial AIREX in support of the Airport’s Emergency Management Department. Ms. Parkins is supporting the planning team with developing HSEEP compliant exercise documentation and will oversee a team of three evaluators who will support exercise conduct and After Action Report (AAR) development.

Development and Facilitation Lead
Northern Virginia NOVA Family Assistance Center (FAC) Training Ms. Parkins is serving as the development and facilitation lead for a family assistance planning training offering for the Northern Virginia (NOVA) planning group. Ms. Parkins is leading the effort to develop a two day in -person training offering to assist local and regional agencies to develop a family assistance plan. Ms. Parkins will also serve as the facilitator for the pilot offering of the training.

Project Manager
Harris County, TX ꞁ Commodity Flow Study
Ms. Parkins is serving as the project manager for a commodity flow study assessing the flow of hazardous chemicals across the through the County and its unincorporated areas. Ms. Parkins is managing a team of planners who are assessing data including chemical spills; Tier II reporting ; port, railroad, and highway chemical transportation; and potential impacts of chemicals in floodwaters. The project will culminate with the development of a report identifying primary locations where chemicals are stored and transported.

Project Manager
Harris County, TX ꞁ First Responder Resource Study
Ms. Parkins is serving as the project manager for a study assessing the capabilities of the first responders supporting the County and its unincorporated areas. The study looks at the County’s resources during Hurricane Harvey, what capabilities have been built since, and will make recommendations for ways to support continued growth across the County.

Assessor
Amtrak ׀Threat and Vulnerability Assessment
Ms. Parkins serves as one of the onsite assessors supporting Amtrak’s triennial risk and vulnerability assessment. Ms. Parkins supported the assessments of the Moynihan Train Hall, New York Penn Station, Washington (DC) Union Station and Chicago Union Station. Ms. Parkins assisted with collecting facility data, conducting informational interviews, and analyzing findings to identify risk and vulnerabilities.

Lead Planner
Broome County, NY | Comprehensive Emergency Management Plan (CEMP) Ms. Parkins served as the lead planner for the Broome County CEMP; serving as the lead author for the Base Plan and supporting the development of 15 Emergency Support Function (ESF) Annexes. Ms. Parkins facilitated the Planning Team Meetings throughout the project lifecycle and coordinated with the Office of Emergency Services to update the plan and ensure it met the New York State CEMP requirements.

Planner
Harris County, TX | Recovery Staff Augmentation for February Winter Storms (DR-4586) Ms. Parkins provided onsite support for the Harris County Office of Homeland Security and Emergency Management’s (OHSEM) recovery efforts from the February 2021 Winter Storms. Ms. Parkins helped to develop reporting templates and streamline reporting processes for the Recovery Support Fu nction (RSF) leads. She also served as the lead for producing daily Situation Reports (SitRep) and provided input into ways to reorganize the SitRep template. She also supported the development of the template and completion of the weekly Recovery Summary Report for the County Judge’s Office. Ms. Parkins attended meetings on behalf of OHSEM and provided facilitation support as needed.

EXPERIENCE SUMMARY
Ms. Tate is a leader in hazard mitigation and an experienced Urban Planner and Emergency Manager. She has hands -on experience working in rural and urban local government and State government. Ms. Tate is a nationally recognized thought leader who has provided solution-driven recommendations with regard to climate resilience, flood risk reduction, and grant development.

RELEVANT EXPERIENCE
Diversity, Equity, and Inclusion
Iowa Diversity and Equity in Disaster Management, Windsor Heights, IA, 2022.

Ms. Tate reviewed State and local plans, programs, and policies to assess the integration of diversity, equity, in clusion, and accessibility (DEIA) principles throughout the structure of the Iowa Department of Homeland Security and Emergency Management. The multi -phase project includes identifying underserved and historically marginalized populations based on the uniq ue characteristics and barriers present within the State. A dynamic engagement plan was conducted that prioritized identifying communication methods to best engage the whole community including individual interviews, virtual and in-person townhalls, surveying, and more. An equitable framework for implementing the disaster management process will be developed and tailored to the needs of Iowa as identified through the project.

Diversity, Equity, Inclusion, and Accessibility Tool Emergency Operations Plan Assessment, Caroline County, MD, 2022. Ms. Tate assessed Caroline County’s Emergency Operations Plan to develop a baseline of DEIA within the emergency management structure of the County. Ms. Tate developed recommendations for the County to increase efforts to serve the whole community with equity at the forefront.

These recommendations were based on findings in the plan and focused on identifying feasible actions to build upon the County’s existing framework, while working towards integrating transformational changes.

Environmental Leadership Program – Chesapeake Regional Fellowship, Virtual, 2020. Ms. Tate was selected to participate in a cohort focused on diversity, equity, and inclusion and its applicability to environmental issues. She gained expertise in leading across differences, building and maintaining multi-cultural organizations, and utilizing strength-based leadership to prioritize inclusiveness. These skills were applied to the State of Maryland’s Hazard Mitigation Program to prioritize equity in the decision - making process, identify opportunities for an equity audit, and reevaluate hiring practices, outreach methods, and project ranking/selection.

Emergency Management Planning and Hazard Mitigation Planning 2023 State of California Hazard Mitigation Plan, Sacramento, CA, 2022 – Ongoing. Ms. Tate serves as the Deputy Project Manager to update the State of California’s hazard mitigation plan. The Plan profiles 34 natural and human -caused hazards, with an emphasis on integrating equity considerations and climate change impacts into the risk assessment. The planning process utilizes a robust stakeholder engagement plan, which convenes nine working groups and one advisory group.

JaLeesa D. Tate, CFM
Senior Planner

10 YEARS OF

EXPERIENCE

Areas of Expertise
Preparedness, Hazard Mitigation, and
Climate Resilience
Grant Administration
Floodplain Management
Urban Planning and Community
Development
Diversity, Equity, and Inclusion
Response and Recovery
Registrations/Affiliations
Association of State Floodplain
Managers, 2016 - Present
Maryland Association of Stormwater
and Floodplain Managers, 2016 -
Present
National Emergency Management
Association, 2018-2021
FEMA External Stakeholders Working
Group, 2021
Key Training/Certifications
Certified Floodplain Manager, No. US-
16-09169
Education
B.S., Geography and Geosciences;
Focus: Environmental/Land Use
Planning, Salisbury University,
Salisbury, MD, 2012

Résumé JaLeesa Tate
2 2023 State of West Virginia Hazard Mitigation Plan, Charleston, WV, 2022 – Ongoing. Ms. Tate serves as the Deputy Project Manager to update the State of West Virginia’s hazard mitigation plan. The update focuses on providing a data-driven approach to assess risk and vulnerability. The plan will be developed to prio ritize usability to ensure the plan is actionable.

North Carolina Regional Resilience Project Portfolios, 2021 – 2022. Ms. Tate served as the technical lead for four North Carolina counties to develop a vulnerability assessment, identify projects, develop project implementation/funding plans, and conduct extensive stakeholder and community engagement. The project focused on identifying regional -scale projects to address rural, urban, and coastal resilience issues. Ms. Tate incorporated existing and emergin g natural hazards, cascading impacts and consequences, and social vulnerability into the project. The stakeholder engagement plan prioritized monthly engagement with community leaders through a Regional Stakeholder Partnership; community members were engaged during a virtual and in -person workshop during the implementation of the project. During these touch points for engagement community leaders and members were empowered to contribute to the development and decision- making process of the vulnerability assessment and project portfolio.

State Hazard Mitigation Officer/Branch Manager, Maryland Department of Emergency Management, Reisterstown, MD, 2018-2021. Ms. Tate led the State of Maryland’s Hazard Mitigation Program overseeing the implementation of eight HMGP awards; closing four HMGP Disasters; successfully leading the State to receive 1 of 22 competitive FY20 BRIC awards; and championed the update of the State’s 2021 Hazard Mitigation Plan. She was hands-on in every aspect of the grant management cycle for Disaster and Non-Disaster awards. Ms. Tate oversaw hazard mitigation planning for the entirety of the State, providing technical assistance and guidance for local multi -jurisdictional plans and training state staff for local mitigation plan reviews.

Additionally, Ms. Tate served in several capacities to lead the State in building its resilience, including establishing partner ships with the Association of Climate Change Officers, the Netherlands Water Partnership, and the Nature Conservancy.

Floodplain Management, Urban Planning, and Community Development Coastal Resources Planner, Baltimore City Department of Planning, Baltimore, MD, 2016-2018.

Ms. Tate administered the City’s Critical Area Management Program and served as the Floodplain Manager for the Baltimore Harbor and Port of Baltimore. During this time, she worked closely with developers and City officials to ensure adverse impac ts to people, property, and the environment were minimized from development. Ms. Tate led code enforcement of the higher regulatory floodplain ordinance. Ms. Tate was part of the Baltimore Office of Sustainability and participated in the developm ent of the City’s Sustainability Plan and Disaster Preparedness and Planning Project.

Environmental Planner, Wicomico County – City of Salisbury Department of Planning and Community Development, Salisbury, MD, 2013-2016.

Ms. Tate led the implementation of the Forest Conservation Act and Critical Area Law for the County and City. She worked closely with residents and co de enforcement to ensure compliance with the regulations. During this time Ms. Tate also organized community outreach events, including a walkability audit hosted by Dan Burden.

Response and Recovery
Tropical Storm Isaias (DR-4583), COVID-19 Pandemic (DR-4491), Severe Storms and Flooding (DR-4376, DR-4374, and DR-4279), Maryland Department of Emergency Management, Reisterstown, MD, 2018 -2021.

Ms. Tate served in the Maryland State Emergency Operations Center (SEOC) and on the State’s Recovery Team to provide direct assistance to communities in the short term following a variety of emergencies and disasters. During the COVID- 19 response, Ms. Tate served within the Resources Unit to aid in managing and fulfilling requests . In 2018, she provide d on-the-ground assistance to Ellicott City, MD, after historic flooding to aid business owners, homeowners, and the local government. This included immediate coordination with multiple agencies to begin recovery efforts and identify long-term recovery options.

Maryland State Duty Officer and SEOC Command Staff, Maryland Department of Emergency Management, Reisterstown, MD, 2018-2021.

Ms. Tate served as the State Duty Officer in a rotating position from 2018-2021. During this time Ms. Tate responded to a variety of emergencies and disasters including train derailments, small aircraft crashes, minor explosions, and hazardous materials incidents. Ms. Tate served as the SEOC commander for the Capitol Insurrection and led Maryland’s efforts to provide resources to Washington, D.C. Additionally, she has served within the Command Staff during multiple radiological event exercises.

1 EXPERIENCE SUMMARY
Ms. Erica C. Pinket is an Emergency Management Consultant with extensive experience in government crisis response and preparedness. Focusing on Diversity, Equity, Inclusion, Access and Functional Needs populations, Ms. Pinket has drafted plans, policy, and coordinated response for Federal, State, local, and tribal communities throughout the United States. As a Tetra Tech consultant, Ms. Pinket has supported clients with all -hazards planning from mass care sheltering plans, pandemic planning, and CBRNe facility safety.

As an Emergency Management academic and practitioner, The U.S. Department of State Bureau of Medical Services contracted Ms. Pinket to manage the embassy’s and consulates’ r isk management portfolio which includes continuity of operations planning, emergency response planning, and pandemic planning.

The Clean Energy Leadership Institute selected Ms. Pinket to serve as an Emergency Management representative in the 2022 District of Columbia cohort where she focused on economic i ndicators of clean and sustainable energy solutions for emergency management backup response systems.

RELEVANT EXPERIENCE
Emergency Management Consultant (November 2022 – Present) City of Houston | Office of Emergency Management DEIA Document Analyst Ms. Pinket developed the matrix approach to provide the preliminary Diversity, Equity, Inclusion, and Accessibility r eview of the city’s Office of Emergency Management Plans. The review provided the output necessary to inform the comprehensive review with the official DEIA Tetra Tech tool.
• Reviews comprehensive plans and provides recommendations and identifies gaps • Created a crosswalk to ensure all details were captured and organized for recall • Produced the review for a rapid turnaround
Emergency Management Consultant (August 2022 – Present) Buck’s County | Lead Project Planner
Combining critical framework development skills and best practice research, Ms.

Pinket created the bedrock of the contact tracing policy as well as the accompanying job action sheets. Upcoming projects include the County Pandemic Plan. • Reviewed the county documents to gauge capacity and protocol of the proposed policy details
• Developed a contact tracing protocol in alignment with Federal standards and stakeholder expectations
• Included guidance and recommendations for off-line communication gaps Emergency Management Consultant (November 2022 – Present) IOWA State Schools| District Assessor
Ms. Pinket reviews the active shooter and emergency operation plans for districts and schools in the state for on-site assessments. In a fast-paced setting, Ms. Pinket updates school assessments in Fulcrum inclusive of outside research.

Erica C. Pinket
Senior Planner

10 YEARS OF

EXPERIENCE

Areas of Expertise
Risk Management
Diversity, Equity, Inclusion, and Access
and Functional Needs
Mass Care Sheltering
Bio threats and Pandemic Planning
Continuity of Operations
Active Shooter Facility Planning
Tabletop Exercise Planning and
Facilitations
Policy Writing
Renewable Energy Solutions and
Energy planning
Radiological Defense Planning
Key Training/Certifications
FEMA ICS, NIMS, and Hazard
Management certificates (100-800)
PER-211 TEEX Medical Management
of CBRNe (2022)
LET 221 TEEX Active Attack Event
Response Leadership (2019)
IBM Databases and SQL for Data
Science (2020)
IBM Python for Data Science and AI
(2020)
Education
Georgetown University, Master of
Professional Studies in Emergency
and Disaster Management (2020)
University of North Carolina at
Wilmington, Bachelor of Arts in
Political Science with a minor in
Journalism (2015)
Clean Energy Leadership Institute
Fellow (2022)

Résumé Name, Proposed Position
2 • Compiles data from official demographic reporting sites and provides a synopsis of the assessment region • Utilizes multiple software programs simultaneously including Google Maps, Fulcrum, and Teams • Provides a thorough and in-depth review of highly sensitive and prioritized populations Emergency Management Consultant (July 2022 – Present)
Delaware Department of Human Services | Planning Lead
As a subject-matter expert in mass care sheltering, Ms. Pinket provided the framework and final design of the Shelter Inspection Policy which monitors and mitigates cascading health hazards in a crisis scenario. The final product includes a job action sheet for the inspection team tasked to collect vital data during shelter occupancy. • Worked with the graphic design lead to create a functional job action sheet adaptable for on and off -line use • Researched available best practices and modified for the specific needs of the client • Created meeting materials including agendas, notes, and Powerpoint presentations • Cross-referenced the inspection policy with the American Red Cross, Centers for Disease Control, and state legislation to maximize robust preparedness efforts
Emergency Management Consultant (August 2022 – December 2022) San Joaquin County | Document Analyst
Ms. Pinket was responsible for the Document Review providing a special focus on DEIA indicators, gaps, and recommendations.

The process required a review of over 700 county documents to ensure the feasibility of coalitions and the functionality of proposed efforts.
• Created a matrix crosswalk to capture gaps and issues through an empirical and methodic process • Created a scoring mechanism to ensure that all DEIA considerations are met and to identify the level of vulnerable population priority in all county plans
• Condensed over 300 key dates into an analytical timeline graphic Emergency Management Consultant (December 2021 – Present) Tetra Tech Diversity, Equity, and Inclusion Team | DEIA Planner Ms. Pinket is a member of Tetra Tech’s Diversity, Equity, and Inclusion Team which developed an official Tetra Tech DEIA Assessment tool for clients. Ms. Pinket works with colleagues to contribute to a Whole Team Approach to keep the tool flexible and multi-dimensional for a range of clientele.
• Created a social media plan for the tool’s rollout and subsequent publicity • Collaborates with colleagues and contributes to the ethos of the endeavor • Socializes the DEIA tool with current clients, offering a more detailed report when needed Emergency Management Augmented Staff (November 2021 – July 2022) Arlington County | ESF-6 Lead
Ms. Pinket served as the ESF-6 Team Lead in an augmented staff position for the Department. Ms. Pinket reviewed all documents relevant to mass care sheltering and organized documents for increased engagement and policy rectification. Plans were created where gaps were identified and implemented throughout the scope of the county’s emergency operations plans. • Served on n ational capital region workgroups , coordinated with inter- agency coalit ions, and contributed to stakeholder conventions
• Developed a preparedness training exercise for those who are clients of Behavioral Health Services • Created 15 key shelter policies, where non-existent, to expand on the many possibilities of a crisis including domestic violence planning in mass care shelter scenarios
• Managed the ESF-6 portfolio

EXPERIENCE SUMMARY
Mr. Spencer, with more than 35 years of experience in public safety and emergency service, is a senior project manager providing emergency management services for public sector clients. Prior to joining Tetra Tech, Mr. Spencer was the Emergency Services Ma nager for the City of Burlingame, Town of Hillsborough, and Central County Fire Department . During that time, he updated the joint Emergency Operations Plan (EOP) and Continuity of Operations Plans (COOP) and drafted an Emergency and Crisis Communication Plan. He served as the countywide project manager for the San Mateo County Hazard Mitigation Plan that engaged 30 jurisdictions. His also led the effort to update the Emergency Operations Center position description and job-aids.

Mr. Spencer worked for the San Mateo County Office of Emergency Services as an Emergency Services Coordinator. During his time there his work included assisting municipalities with EOP updates, trainings and exercises. He was also one of the lead coordinators for a U.S. Presidential visit.

RELEVANT EXPERIENCE
Hazard Mitigation Plan | City of Concord, CA
Concord selected Tetra Tech to updates its mitigation plan. Mr. Spencer served as Project Manager orchestrating all aspects of the project including client contact and team and financial management while ensuring the plan was consistent with current guidance and best management practices.

Emergency Operations Plan Update | San Mateo County, CA The County engaged Tetra Tech to update its Emergency Operations Plan and various hazard specific annexes to better align with current guidance, state requirements, and best management practices.

Mr. Spencer coordinated project efforts overseeing a team of emergency management planners and met with various identied county leaders in collaboration of this project.

Emergency Operations Plan Update | Cities of Redwood City and San Carlos, CA
In their effort to better collaborate on e mergency services projects the cities joined efforts to update and align their EOPs and other emergency management programs.

Mr. Spencer led a team to oversee the project; he met with city officials to coordinate collaborative efforts and to ensure the del iverables me both state and federal requirements as well as incorporating current best practices.

COVID After Action & Improvement Plan | Sonoma County, CA Sonoma County experienced multiple simultaneous incidents – COVID, wildfire, heat wave, and power shutdowns – Tetra Tech was engaged to conduct an assessment of EOC activation and countywide interaction with municipalities and special districts.

The project included assessing 5 specific focus areas: 1) Operational Coordination, 2) Public Information and Warning, 3) EOC functions, 4) County COOP Operations, 5) EOC and Health Services DOC Coordination. Mr. Spencer served as projected manager. He Bart Spencer
Senior Planner

Areas of Expertise
Emergency Planning
Incident Management
EOC Staff Development and Training
Exercise Design
EOC Design and Function
Hazard Mitigation Planning
Registrations/Affiliations
International Association of
Emergency Managers
California Emergency Services
Association
San Mateo County Emergency
Managers Association
KEY Training/Certifications
Incident Command System 100-400
FEMA Professional Development
Series
HSEEP
SEMS - Instructor
NIMS IS-700
NIMS IS-800
Additional FEMA certification
Education
Master of Arts, Santa Clara University
Bachelor of Arts, Rhodes College
EMT & Paramedic, Southwest
Tennessee College
Germantown Fire Academy

Résumé Bart Spencer
2 and his team were tasked with collecting feedback through interviews and surveys; reviewing data and reports; and drafting summary assessment reports and considered the impact to the whole community.. Tetra Tech wrote the final assessment report and improvement plan using the same five focus areas. Multiple action items were assigned to each of the five areas. Mr. Spencer also presented the Board of Supervisors with a summary report at one of its meetings.

COVID/EOC Activation After Action Report & Improvement Plan | Monterey County, CA Tetra Tech was selected in each jurisdiction to conduct AARs/IPs following EOC activations to manage the upsurge during the initial and intermediary COVID response. Mr. Spencer managed each project and team. Team members engaged EOC participants and other stakeholders through interviews and surveys and reviewed plans and documentation in order to develop assessment reports. Mr. Spencer collaborated with designated staff in order to develop workable improvement plans. Because of its size and diversity in population and groups, considerations were given to address specific cultural and diversity challenges.

Plans and reports followed HSEEP guidance. Mr. Spencer presented the final pla n to a Board of Supervisors.

COVID-19 Improvement Plan Services | Redwood City, CA
The City contracted with Tetra Tech to assemble and coordinate efforts and data following the initial response to the COVID- 19 crisis; Mr. Spencer led the team effort as the project manager. The project include background research, reviewing data, assembling an action plan, considering alternative options, and planning for potential second wave. The improvement plan was a 50 page report which contained action items, responsible department, and target date. The plan also included the engagement of community-based, faith based, and civic groups.

Emergency Operation Plan Update | Half Moon Bay, CA
Following the completion of the County’s Multijurisdictional Hazard Mitigation Plan, Half Moon Bay requested Tetra Tech to update its EOP and Annex and conduct trainings for EOC staff personnel. Mr. Spencer was tasked to manager the project overseeing a team to ensure a customized, workable and compliance document.

Emergency Management Services | Palo Alto, CA
Mr. Spencer serves as the project manager overseeing a team that provides supplemental emergency management services to the City. These projects have included community outreach and presentations, debris management assessments, developing and reviewing emergency and recovery planning efforts, and post-disaster assessments Hazard Mitigation Plan Update | State of California
The State engaged Tetra Tech to update the statewide mitigation plan while maintaining its enhanced FEMA status. Mr Spencer was part of the Planning Team and served as a Lead Planner specializing in local planning efforts.

Hazard Mitigation Plan Update | City of Los Angeles, CA Having recently completed its flood pain study, Los Angeles selected Tetra Tech to update its mitigation plan. Mr. Spencer served as the Lead Planner coordinating planning efforts between the Tetra Tech team and City leaders and staff members.

Hazard Mitigation Plan Update | City of Roseville, CA
The City has selected Tetra Tech for each of its last three mitigation plan updates. Tetra Tech was again asked to update the City’s plan. Mr. Spencer functioned as the Project Lead for this update.

Hazard Mitigation Plan Update | San Mateo County, CA
San Mateo County and 38 jurisdictions part icipated in updating the multijurisdictional plan. Mr. Spencer served as the Project Lead overseeing the planning process. Because of the accelerated plan timeline, Mr. Spencer coordinated efforts with Cal OES and FEMA. As part of the planning process, Tetra Tech worked with the County on developing a social equity component to contact the local vulnerable and hard to reach populations including culturally diverse groups.

Hazard Mitigation Plan Update | Tri-Valley (Cities of Pleasanton, Livermore, and Dublin), CA Mr. Spencer served as the Project Lead during the udate process interacting with city leaders, state and federal officials, and Tetra Tech staff.

Hazard Mitigation Plan Update | City of Long Beach, CA
Mr. Spencer orchestrated the project activities as the Project Lead for the City during the udate process interacting with City leaders, State & FEMA officials, and Tetra Tech staff.

EXPERIENCE SUMMARY
Sarah Bannister is an equity and accessibility emergency management and community resilience specialist with Tetra Tech. Ms. Bannister has supported local, county, regional, state, and federal entities nationwide with the goal of improving equity in emergency management using whole community and all-hazards concepts.

Ms. Bannister is passionate about centering equity and inclusion in emergency planning, response, and recovery to build long -term community resilien ce using a person-first approach to preserving and improving life safety, by prioritizing community and stakeholder engagement and thoughtful planning and design.

Ms. Bannister has extensive experience in supporting projects related to plan, training, and exercise development and implementation; community and stakeholder engagement; data collection, analysis , and visualization; geographic information systems (GIS) & cartography; graphic design; and research centering accessibility, diversity, equity, and inclusion in emergency management. Ms. Bannister consistently tailors individualized information -collection tools, custom -built mapping products, and data analysis and visualization to suit specific needs.

RELEVANT EXPERIENCE
COVID-19 Virtual Emergency Operations Center Activation, Arlington County, Virginia, 2020-Present.

Ms. Bannister is the Finance/Admin Section Chief for the Arlington County, Virginia virtual emergency operations center (EOC) activation in response to the COVID-19 pandemic. Ms. Bannister also served as the Cost Recovery/ Public Assistance Unit Leader, Deputy Planning Section Chief and Situation Unit Leader throughout this ongoing response, beginning mid- April 2020. Ms. Bannister leads the Vaccine Accessibility Advisory Group, comprised of trusted County partners to provide subject matter expertise on COVID-19 vaccination operations for Arlington’s underserved populations. Ms. Bannister was responsible for creation of 20+ monthly reports documenting efforts to ensure COVID -19 vaccine accessibility to the whole community.

COVID-19 Public Assistance Program Support, Broome County, New York, 2021-Present.

Ms. Bannister is the lead financial analyst supporting Broome County COVID-19 Public Assistance reimbursement efforts. Under Ms. Bannister’s purview, Broome County will receive $3.4M+ in reimbursed Public Assistance funding for eli gible COVID -19 activities. Ms. Bannister is directly responsible for reviewing costs for eligibility , preparing project submissions, and facilitating biweekly progress update calls with representatives from Broome County Office of Emergency Services, NY Di vision of Homeland Security and Emergency Services ( DHSES), and FEMA Public Assistance Program Delivery Grants Managers. Ms. Bannister brought together County departments including the Office of Emergency Services and Health Departments to provide expertise on COVID -19 vaccination operations for Broome County’s Sarah K. Bannister
Mid-Level Planner

5 YEARS OF

EXPERIENCE
Areas of Expertise
Disability and Access and Functional
Needs Planning and Advocacy
Physical and Programmatic Accessibility
Community and Stakeholder Engagement
Community Preparedness & Resilience-
Building
Comprehensive Emergency Management
Planning
Exercise/Training Development and
Implementation
Continuity of Operations/Continuity of
Government
Research and Plan/Report Development
Data Collection, Analysis, and Visualization
Benefit Cost Analysis
FEMA Public Assistance
Geospatial Analysis, GIS, and Cartography
Graphic Design
Registrations/Affiliations
American Association of Geographers –
Hazards, Risks, and Disasters Subgroup
Key Training/Certifications
ADA Coordinator (antic. Feb 2023)
FEMA ICS – 100, 200, 700, 800, 2200
Education
B.S., Emergency Planning & Geospatial
Analysis, Univ. of Massachusetts Amherst,
Amherst, MA, 2017
Certificate, Geographic Information Science
& Technology (GIST), Univ. of Massachusetts
Amherst, Amherst, MA, 2017

Résumé Sarah K. Bannister
2 underserved populations. Ms. Bannister was responsible for the creation of an equitable vaccine access strategy report documenting efforts to ensure COVID-19 vaccine accessibility to the whole community.

University Multi-Hazard Analysis, New York, New York University, 2020.

Ms. Bannister was a lead hazard analyst for this project, developing individual profiles for identified key hazards potentially affecting the New York University enterprise, including cyber -attack, major natural disasters, terrorism, and public health emergencies. The hazard analysis and accompanying mapping documents developed by Ms. Bannister provided an expedient resource for implementation of future and ongoing mitigation initiatives by New York University.

Complex Coordinated Terrorist Attack (CCTA) Response Plan Review & Regional Plan Development, New York, Albany Police Department, 2020.

Ms. Bannister led the development of a comprehensive plan rev iew and gap analysis to inform the development of a regional complex coordinated terrorist attack (CCTA) response plan, working closely with the Albany Police Department and key local stakeholders throughout the Capital Region. Ms. Bannister also assisted with the development of exercise materials for two tabletop exercises (TTX) to test the draft plan and inform further plan development.

Pre-Disaster Recovery Plan, New York, Broome County, NY , 2020.

Ms. Bannister was a planner and analyst for this project, working closely with Broome County key stakeholders to develop a Pre- Disaster Recovery Plan and accompanying Recovery Support Function (RSF) annexes.

Pre-Disaster Recovery Plan, New York, Warren County Office of Emergency Services, NY , 2019-2020.

Ms. Bannister was a planner and analyst for this project, working closely with Warren County Office of Emergency Services and other key stakeholders to develop a Pre-Disaster Recovery Plan and accompanying Recovery Support Function (RSF) Annexes.

Comprehensive Emergency Management Plan, New York, Wyoming County Department of Fire and Emergency Services, 2019-2020.

Ms. Bannister was a planner and analyst for this project, working closely with the Wyoming County Department of Fire and Emergency Services and key stakeholders to review and update the County’s Comprehensive Emergency Management Plan (CEMP) and accompanying Emergency Support Function (ESF) annexes. Ms. Bannister was responsible for creation of a customized web -based data collection tool, and led the development of client -specific maps, as well as comprehensive demographic and community profile development.

Continuity of Operations Plan, Illinois, City of Naperville, IL, 2019.

Ms. Bannister coordinated development of the City of Naperville continuity of operations (COOP) Plan, working closely with city leadership and key stakeholders to develop department-specific continuity plans.

Continuity of Operations Plan, New York, City of Rochester Police and Fire Departments, 2018-2019.

Ms., Bannister orchestrated the development of a two-volume continuity of operations/continuity of government (COOP/COG) plan, working closely with City Fire and Police leadership and key stakeholders, including city and county dep artment/agency representatives. Ms. Bannister led the development of customized web and paper survey tools to gain information critical to city- and department-level continuity of operations.

Comprehensive Emergency Management Plan, New York, Clinton County Office of Emergency Services, 2018-2019.

Ms. Bannister coordinated the review and update of the Clinton County Comprehensive Emergency Management Plan (CEMP), working closely with the Clinton County Office of Emergency Services, county department leadership, legislature, and key members of the county’s Multi -Agency Coordination Group (MACG) to revi ew and update the County’s CEMP. Ms. Bannister was responsible for creation of a customized web-based data collection tool and led the development of client-specific mapping documents, as well as comprehensive demographic and community profile development.

Comprehensive Emergency Management Plan & Continuity of Operations Plan, New York, Rockland County Fire and Emergency Services, 2018-2019.

Ms. Bannister orchestrated the review and update of the Rockland County Comprehensive Emergency Management Plan (CEMP) and Continuity of Operations (COOP) Plan. Ms. Bannister was responsible for the creation of a customized web -based data collection tool.

EXPERIENCE SUMMARY
Ms. Bobo is an Emergency Management Specialist and Environmental Scientist who received her bachelor’s degree in Environmental Management with a concentration in Emergency Management. Ms. Bobo is a subject matter expert that can provide project support that includes project planning, task management, administrative responsibilities, environmental field sampling & data collection, preparing and implementing various types of disaster exercises, reviewing, and updating disaster plans, asset management, training, client communication, and more.

Prior to joining TetraTech in March of 2020, Ms. Bobo worked for Hamilton County Public Health (HCPH) in Cincinnati, O hio. While working for HCPH, she further developed the local Point of Dispensing program including; writing plans for local partners and Long Term Care facilities, creating new and innovative tools, conducting training, and facilitating exercises. She also served on the Tristate Medical Reserve Corps (MRC) Executive Steering Committee as the Cincinnati -Hamilton County MRC Unit Leader.

RELEVANT EXPERIENCE
Southwest Ohio Cybersecurity Communications TTX, Southwest Region, Ohio (2022)
Ms. Bobo supported SW Ohio Region in planning and implementing the Cybersecurity Communications Exercise. This exercise utilized Microsoft Teams as the main collaboration space. Ms. Bobo supported exercise planning, completed an acclimation meeting for the exercise players prior to exercise day, and provided technical support on exercise day.

After Action Report Development, LA County Hospital Systems (Ongoing) Ms. Bobo supported the development of the LA County COVID-19 After Action Report, including hotwash material development and virtual interview support. Cisco WebEx is used as the primary collaboration and meeting facilitaton space.

San Joaquin County AAR/IP Development, San Joaquin County, CA (Ongoing) Ms. Bobo is supporting the development of the San Joaquin County Continuity of Operations (COOP) plan. This involves developing an online survey, data collection, working with county staff and partners, building a county -wide plan as well as department-level plans.

Jefferson County COOP Development – Jefferson County, NY (Ongoing) Ms. Bobo is supporting the development of the Jefferson County Continuity of Operations (COOP) plan. This involves developing an online survey, data collection, working with county staff and partners, building a county -wide plan as well as department-level plans.

Arlington County COOP Development – Arlington County, VA (Ongoing) Kelsie Bobo
Mid-Level Planner

6 YEARS OF

EXPERIENCE

Areas of Expertise
Emergency Management
Public Health Preparedness
Key Training/Certifications
L-146: Homeland Security Exercise
and Evaluation Program (HSEEP)
FEMA Professional Development
Series (PDS)
POD Essentials Trainer
Ohio Asbestos Inspector and
Management Planner
Indiana Asbestos Inspector
Certified Lead Inspector and Risk
Assessor
Education
B.A. Environmental Management, Ball
State University, Muncie, IN 2015

Résumé Kelsie Bobo
2 Ms. Bobo is supporting the development of the Arlington County Continuity of Operations (COOP) plan. This involves developing an online survey, data collection, working with county staff and partners, building a county -wide plan as well as department-level plans.

Indiana Commodity Point of Distribution (C-POD) Plan Development – IDHS, Indiana (2021) Tetra Tech was contracted by Indiana Department of Homeland Security (IDHS) to support the development of Indiana’s Commodity Point of Distribution Plans for 9 Indiana counties. Ms. Bobo served as project support and subject matter expert. She worked with her team to develop and implement both in -person and virtual workshops to introduce the C -POD program and gather information. From the workshops, she developed county -specific C- POD plans for each county. Ms. Bobo provided subject matter expertise, develop ed workshop materials, developed plans, maintained client relationships, and prepared final documents.

COVID After-Action Report/Improvement Plan (AAR/IP) Support, Ohio Emergency Management Agency, Columbus, OH (2021-ongoing) –
Tetra Tech was contracted by the Ohio Emergency Management Agency (Ohio EMA) to develop two After-Action Reports (AARs) / Improvement Plans (IPs) to document the lessons learned from the initial and ongoing response to the novel coronavirus (COVID-19) pandemic. Ms. Bobo is a Planner supporting this project. The first AAR/IP will evaluate the coordination between the state and local county EMAs. The second AAR/IP will focus on gaining a better understanding of the operations coordinated in and at the State Emergency Operations Center (EOC). Tetra Tech is reviewing existing documentation, correspondence, and WebEOC content. Additionally, Tetra Tech is collecting input and information via an online survey and phone interview/MS Teams meetings. Key capabilities being evaluated include, but are not limited to: Operational Communications, Intelligence and Information Sharing, Logistics Management and Resource Support, and Situational Awareness. At the end of the process Tetra Tech will facilitate an Executive Level presentation of the results for both AAR/IPs to the O hio EMA Leadership Team. Ms. Bobo serves as a Planner for this project supporting development of surveys, facilitation support of phone interviews/MS Teams Meetings, and development of both draft AAR/IPs.

Arlington County Virtual Taskforce, PSC – COVID-19, Arlington, VA (2020) Ms. Bobo was involved with the response to COVID -19 in Arlington County, VA. Arlington County moved to a Taskforce model after extended activation of their EOC. In the taskforce, Ms. Bobo resumed her work in the Planning section as the Planning Section Chief (PSC). In this role, she manage d the COVID -19 Taskforce Planning Section. This involve d; facilitating meetings, managing documentation completion and distribution, and collaborating with command and other Taskforce leaders. She also developed an “Executive Snapshot” to simplify and illustrate the efforts of the taskforce to present to local leadership. This virtual response relied heavily on the use of Microsoft Teams.

Arlington County Virtual EOC, RESL – COVID-19, Arlington, VA (2020) Ms. Bobo worked on the response to COVID-19 in Arlington County, VA. She fulfill ed the Resource Unit Lead (RESL) position in the Virtual EOC. In this position, she was responsible for working collaboratively with the team to collect necessary informa tion and manage portions of the Emergency Action Plan. She has also helped identify problems and create solutions for volunteer tracking and action tracking. She created a volunteer tracking system to ensure all volunteer hours are being recorded in an easy, user-friendly way. Ms. Bobo also created an Action Tracker used to link the EOC’s daily actions to the operational objectives, ensuring that no effort goes unnoticed. This virtual response relied heavily on the use of Microsoft Teams.

Church Commodity Point of Distribution (POD) Experience – COVID-19, Indianapolis, IN (2020) – Prior to joining Tetra Tech, Ms. Bobo worked with a local Indiana church to develop a Commodity POD Plan to provide much needed provisions during the COVID -19 Pandemic. The country was ordered to practice social distancing resulting in the shut down of schools and many businesses. This left adults and children without sufficient meals and income to purchase groceries.

Ms. Bobo developed a quick, efficient, and flexible plan to acco mmodate the needs of the church and the needs of the community to which they serve. As a result, the church was able to provide over 1,000 meals in one week to local Indiana residents.

EXPERIENCE SUMMARY
Ryan Houser is an Emergency Management Specialist with subject matter expertise in emergency management, emergency operations and response, public health emergency planning, biosafety and biosecurity.

Mr. Houser is a certified Emergency Medical Technician and Firefighter. Before joining Tetra Tech in October 2021, in his previous roles, Mr. Houser facilitated the review and evaluation of emergency response plans and procedures for public health emergencies, mass casualties, CBRNE incidents, and other emergencies and disasters.

RELEVANT EXPERIENCE
Planning
Broome County, NY EMS Study, 2022 – Present. Mr. Houser was the lead planner and designer for an EMS Study and report for the county of Broome..

New York State Domestic Terrorism Prevention Plans , 2022 – Present. Mr.

Houser was the lead planner for three county’s Domestic Terrorism Prevention Plans .

State of Delaware Commodity Flow Study, 2022 – Present. Mr. Houser conducted stakeholder interviews as part of a flow study.

Hospital MCI Plans, Northern NJ UASI, 2022 – Present. Mr. Houser is the Lead Planner for the 15 ‘til 50 hospital MCI Planning Project for NNJ UASI. Mr. Houser organized meetings with 35 hospitals to create MCI plans.

COVID-19 After Action Review, Tacoma- Pierce County Health Department, 2022 – Present. Mr. Houser is a Planning Analyst analyst for Tacoma- Pierce County Health Department’s COVID-19 After-Action Report (AAR)/Improvement Plan (IP). This project will evaluate the Health Department’s COVID- 19 response by analyzing situation reports, plans, policies, procedures and facilitating follow -up meetings with focus groups
COVID-19 After Action Review, Dutchess County, 2022 Present. Mr. Houser is a Planning Analyst for Dtuchess County assisting with survey development as part of the AAR process.

Continutiy of Operations Planning, Los Angeles County, 2021 – Present. Mr.

Houser is a Planning Analyst for the Continuity of Operations Planning for Los Angeles County. Ryan is facilitating the the development of multiple department- level continuity of operations plans.

COVID-19 After Action Review, New York City (NYC) Department of Health and Mental Hygiene (DOHMH), 2021 - Present. Mr. Houser is a Planning Analyst for the NYC DOHMH COVID-19 After Action review. This project will evaluate the DOHMH’s COVID-19 response by analyzing situation reports, plans, policies, procedures and facilitate-ing follow-up meetings with focus groups . Findings will be used to create an After Action Report and Improvement Plan (IP) with corrective actions to improve DOHMH capabailities and implementation of Incident Command Structure during protracted public health emergencies.

Ryan Houser, MPH, MHA, MSc, EMPS, NRAEMT
Emergency Management Specialist

6 YEARS OF

EXPERIENCE

Areas of Expertise
Pandemic Planning & Response
Public Health and Health Care
Emergency Preparedness & Response
Emergency Operations and Response
Biodefense
Public Health Emergency Planning
Fire/EMS Operations
Training & Exercise
Registrations/Certifications
NRAEMT
FF1
ABSA
Education
MHA, George Washington University,
2022
MPH, Emergency Preparedness,
University of Nebraska Medical Center,
2021
EMPS, Emergency and Disaster
Management, Georgetown
University., 2021
MS, Biohazardous Threat Agents and
Emerging Infectious Diseases,
Georgetown Uni., 2021
MS, Forensic Psychology; Advanced
Counterterrorism and Homeand
Security, SNHU, 2020

Résumé Ryan Houser
2 Continutiy of Operations Planning, Arlington County, 2021 - 2022. Mr. Houser is a Planning Analyst for this engagement support the county in completing their Continuity of Operations/Continuity of Governance (COOP/COG) plans. Ryan is facilitating the the development of multiple department-level continuity of operations plans.

Nebraska Department of Health EMS Study , 2020-2021. Mr. Houser lead a study that included stakeholder engagement with rural and urban EMS agencies throughout the state of Nebraska.

District of Columbia (DC) Presidential Inauguration Subcommittee Planning, DC Homeland Security and Emergency Management Agency (HSEMA), 2020-2021. Mr. Houser supported the Planning, Training, and Exercise Bureau in their role in preparation for the 2021 Presidential Inauguration.

Threat and Hazard Identification Risk Assessment (THIRA) and Service Plans, DC HSEMA, 2020. Mr. Houser assisted in the review and update of DC’s THIRA and Service Plans.

Department of Aging and Community Living Continutiy of Operations Plan (DALC), DC HSEMA, 2020. Mr. Houser assisted DC DALC in their COOP planning and exercises related to the plan.

Training and Exercise
Cybersecurity Tabletop Exercise, Penn State, 2022. Mr. Houser served as an Facilitator/Evaluator for the tabletop exercise.

Familiy Assistance Center Training, Northern Virgina, 2022. Mr. Houser assisted with the creation of a training program on Family Assistance Centers within PowerPoint.

Brooklyn Operating Room Drill, NYU Langone, 2021 -2022. Mr. Houser supported various program a ctivities, developed an exercise materials consisting of templates and exercise facilitation guides, and providing evaluation of a MCI drill for Oper ating Room staff and ancillary departments.

TTX Exercise, NYU Langone - Manhattan, 2021. Mr. Houser assisted with the development and implementation of a MCI TTX for the Thanksgiving Day Parade. Mr. Houser also completed the AAR for the exercise.

Online Orientation Training, Delaware Health and Social Services (HSS), 2021. Mr. Houser assisted with the creation of an online orientation training program delivered through articulate for Delawares Medical Reserve Corps.

Active Shooter AAR/IP, Frederick County, 2021. Mr. Houser assisted Frederick County in their After Action Review Workshop.

The AAR was intended to analyze high-level incident coordination considerations to determine the strengths to be maintained and built upon, identify areas for potential improvement, and support enhancement of corrective actions.

Virtual Instructor Lead ICS 300 Course Creation, D C HSEMA, 2020 - 2021. Mr. Houser assisted DC HSEMA’s Planning, Training, and Exercise Bureau in creating and implementing a Virtual Instructor Lead ICS 300 course which was endorsed by FEMA’s Emergency Management Institute.

Region 7 Mass Evacuation Seminar and Tabletop Exercise, DC HSEMA, 2020. Mr. Houser supported DC HSEMA in its participation and review of Virginia Department fo Emergency Management’s Mass Evacuation Seminar and TTX in preparation for the inauguration.

DC Presidential Inauguration Committ ee Communications Tabletop Exercise and After Action Report, DC HSEMA, 2020. Mr. Houser assisted the DC PIC in conducting their Communications Tabletop Exercise and preparing an AAR. The exercise immersed keystakeholders in the Presidential Inauguration i n various communications considerations to determine areas for improvement prior to the inauguration and to reinforce communication and decision- making pathways.

DC National Guard Annual Training Exercise, DC HSEMA, 2020. Mr. Houser supported DC’s Planning, Training, and Exercise Bureau in their planning support for DC National Guard’s annual training exercise.

Appendix C
Financial Statement

Leading with Science
®
2021 ANNUAL REPORT

We had an exceptionally strong fiscal year 2021, resulting in new record highs across all our major financial metrics:
revenue, net revenue, operating income, earnings per share (EPS), cash flow and backlog.

Our projects generated revenue
of $3.21 billion and operating income of $279 million, resulting in an EPS of $4.26, up 35 percent from last year. We also generated $304 million in operating cash flow, or $5.57 of cash per share. We returned more than $100 million to shareholders through a combination of dividends and share repurchases while reducing our net debt leverage ratio to 0.2x. Tetra Tech ended the year with an all-time high backlog of $3.5 billion, up 7 percent from last year. The strong performance of our global operations is a result of our Leading with Science® approach to water and environmental priorities; and the capabilities of our 21,000 associates, who are technically differentiated, highly client focused, and fiscally disciplined.

We have never been in better alignment with our clients’ priorities than today.

In the markets we serve around the world, the priorities of water, environment, sustainable infrastructure, and renewable energy are creating new projects and additional funding commitments. Climate change programs across all our end markets are driving new near-term investments in resiliency. Governments and commercial clients worldwide also are making long- term commitments to reduce carbon emissions. The unprecedented impacts of extreme weather and drought have also resulted in increased demand for our high-end disaster recovery, planning, and adaptation services.

Tetra Tech continued to advance our industry-leading position with the addition of five high-end consulting and technology firms. We expanded our digital water practice with the addition of IBRA-RMAC, LLC, and Enterprise Automation Inc., significantly enhancing our system integration and automation capabilities. Coanda Research & Development Corporation joined us, adding high-end expertise in computational fluid dynamics, predictive modeling, and an in-house research facility. We expanded our management consulting in health, education, and sustainability economics with the addition of Kaizen, Inc. Toward the end of the year, Hoare Lea, an industry leader in sustainable design, joined Tetra Tech’s global high-performance buildings practice, adding more than 900 United Kingdom (U.K.)-based staff who provide state-of-the-art net zero carbon design and digital engineering.

In 2021, we worked on projects for 20,000 clients in more than 100 countries. We continued to increase our
contract capacity with the U.S., U.K., and Australian
federal governments, with $5 billion in awards
including contracts with key agencies that lead
essential climate resilience, biodiversity,
sustainable energy, and high-efficiency
building programs. We were awarded
more than $50 million in new
programs for the investigation
and treatment of emerging
Dear Shareholders,
Backlog
Cash from
Operations
EPS
$M
$M
$
$2.42$186 $2,664
$2.84$209$3,092
$4.26$304$3,480
$3.16$262$3,239

contaminants, such as PFAS. For our commercial clients, we added high-end, net-zero sustainable building design programs for some of the most innovative facilities in the world. We expanded our renewable energy consulting and engineering service agreements for major utilities and energy developers across North America, who are rapidly adding new clean energy sources and the resilient power distribution grids to support them. In the United States, our state and local work grew at a rapid pace, with an increase in revenues of more than 20 percent compared to last year, as we grew our essential watershed management, water supply, water treatment, water reclamation, and disaster response and recovery services for the more than 500 communities we support.

Through the projects Tetra Tech performed in the past year, we improved the environmental, social, and governance (ESG) aspects of peoples’ lives in the communities we serve. In 2021 we supported programs that captured and recovered water supplies by designing the first-of-its kind treatment facility for the largest ion exchange plant treating PFAS in the United States.

We worked with the U.S. Agency for International Development to reduce plastics directly at their source and mitigate impacts on the world’s oceans by eliminating 250,000 metric tons of waste and recyclables, improving the lives of 1 million individuals in Southeast Asia alone. Tetra Tech also supported major ports, such as the Ports of Los Angeles and Long Beach to reduce emissions from trucks, resulting in a total reduction of 2.3 million metric tons of CO 2e. In Colombia our governance support for land rights programs has provided legal land titles to 20,000 disadvantaged and under-represented rural landowners, including 10,000 women landowners.

We leveraged our proprietary technologies and solutions, referred to collectively as the Tetra Tech Delta, to deliver high-end solutions across our 70,000 projects and set new industry standards for analytics and operational optimization for our clients.

Our tools can visualize outcomes, forecast impacts of climate change, and optimize resilient solutions for our clients’ water and environment programs. By leveraging our technologies, we identify solutions embedded in massive data sets, generate real-time data-driven dashboards, and increase the efficiency and productivity of each of our associates. To facilitate healthy building design, our Tetra Tech acoustics and software engineers developed AiHear® , an iOS application that can predict and simulate how a space will sound, enabling users to preview virtually the acoustics resulting from various ceilings, walls, interior treatments, or building facades. To increase the safety and sustainability of rail infrastructure, our RailAI® system provides our clients with ultra-high speed data collection and interpretive analysis that will transform the rail industry’s ability to assess, manage, and optimize track condition.

To further advance our Leading with Science® strategy, I have set out ambitious goals for Tetra Tech. We will:
•
C
ontinue to invest in the Tetra Tech Delta—the technologies that differentiate us, make us more competitive, and provide the most advanced solutions for our clients
•
A
dd new acquisitions to our team that bring high-end technologies and expand our world-leading expertise in water, environment, sustainable infrastructure, and renewable energy
•
P
artner with our clients to develop first-of-a-kind solutions to address climate change and associated impacts to water and the environment
•
E
xpand Tetra Tech’s extraordinarily talented and diverse team through our commitment to diversity, equity, and inclusion, embracing the breadth of our culture of technical excellence, innovation, and entrepreneurship •
I
mprove the lives of 1 billion people by 2030 through our projects that provide sustainable water supplies, restore the environment, increase sources of renewable energy, and reduce carbon emissions As we enter fiscal year 2022, I am optimistic about our future. We are proud to have a significant positive impact on the world through our projects while providing extraordinary value to our shareholders. On behalf of our 21,000 associates worldwide, I thank our shareholders for your confidence and support of Tetra Tech.

Sincerely,
Dan L. Batrack
Chairman and Chief Executive Officer

[This page intentionally left blank]

UNITED STATES

SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
____________________________________________________________________________ FORM 10-K
(Mark One)
☒ ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the Fiscal Year Ended October 3, 2021
☐ TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF1934 For the Transition Period from to Commission File Number 0-19655
____________________________________________________________________________ TETRA TECH, INC.
(Exact name of registrant as specified in its charter)
Delaware 95-4148514
(State or other jurisdiction of incorporation or organization) (I.R.S. Employer Identification No.) 3475 East Foothill Boulevard, Pasadena, California 91107 (Address of principal executive offices) (Zip Code)
(626) 351-4664
(Registrant's telephone number, including area code)
Securities registered pursuant to Section 12(b) of the Act:

Title of each class Trading Symbol(s) Name of each exchange on which registered Common Stock, $0.01 par value TTEK The NASDAQ Stock Market LLC Securities registered pursuant to Section 12(g) of the Act:

None
________________________________________________________________________ Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes ☒ No ☐ Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes ☐ No ☒ Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes ☒ No ☐
Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Website, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T (§232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files). Yes ☒ No ☐ Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, or a smaller reporting company, or an emerging growth company. See the definitions of "large accelerated filer," "accelerated filer" and "smaller reporting company," and "emerging growth company" in Rule 12b-2 of the Exchange Act. Large accelerated filer ☒ Accelerated filer ☐ Non-accelerated filer ☐ Smaller reporting company ☐ Emerging growth company ☐
If an emerging growth company, indicate by check mark if the registrant has elected not to use the extended transition period for complying with any new or revised financial accounting standards provided pursuant to section 13(a) of the Exchange Act. ☐ Indicate by check mark whether the registrant has filed a report on and attestation to its management’s assessment of the effectiveness of its internal control over financial reporting under Section 404(b) of the Sarbanes-Oxley Act (15 U.S.C. 7262(b)) by the registered public accounting firm that prepared or issued its audit report. ☒
Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Act). Yes ☐ No ☒ The aggregate market value of the registrant's common stock held by non-affiliates on March 28, 2021, was $7.1 billion (based upon the closing price of a share of registrant's common stock as reported by the Nasdaq National Market on that date).

On November 12, 2021, 53,885,546 shares of the registrant's common stock were outstanding.

DOCUMENT INCORPORATED BY REFERENCE
Portions of registrant's Proxy Statement for its 2022 Annual Meeting of Stockholders are incorporated by reference in Part III of this report where indicated.

54 Item 8. Financial Statements and Supplementary Data

INDEX TO FINANCIAL STATEMENTS AND FINANCIAL STATEMENT SCHEDULE Page
Report of Independent Registered Public Accounting Firm 55 Consolidated Balance Sheets at October 3, 2021 and September 27, 2020 57 Consolidated Statements of Income for the fiscal years ended October 3, 2021, September 27, 2020 and September 29, 2019 58
Consolidated Statements of Comprehensive Income for the fiscal years ended October 3, 2021, September 27, 2020 and September 29, 2019 59
Consolidated Statements of Cash Flows for the fiscal years ended October 3, 2021, September 27, 2020 and September 29, 2019 60
Consolidated Statements of Equity for the fiscal years ended October 3, 2021, September 27, 2020 and September 29, 2019 61
Notes to Consolidated Financial Statements 63
Schedule II – Valuation and Qualifying Accounts and Reserves for the fiscal years ended October 3, 2021, September 27, 2020, and September 29, 2019 96

55 REPORT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM To the Board of Directors and Stockholders of Tetra Tech, Inc.

Opinions on the Financial Statements and Internal Control over Financial Reporting We have audited the accompanying consolidated balance sheets of Tetra Tech, Inc. and its subsidiaries (the “Company”) as of October 3, 2021 and September 27, 2020, and the related consolidated statements of income, of comprehensive income, of equity and of cash flows for each of the three years in the period ended October 3, 2021, including the related notes and financial statement schedule listed in the accompanying index (collectively referred to as the “consolidated financial statements”).We also have audited the Company's internal control over financial reporting as of October 3, 2021, based on criteria established in Internal Control - Integrated Framework (2013) issued by the Committee of Sponsoring Organizations of the Treadway Commission (COSO).

In our opinion, the consolidated financial statements referred to above present fairly, in all material respects, the financial position of the Company as of October 3, 2021 and September 27, 2020, and the results of its operations and its cash flows for each of the three years in the period ended October 3, 2021 in conformity with accounting principles generally accepted in the United States of America. Also in our opinion, the Company maintained, in all material respects, effective internal control over financial reporting as of October 3, 2021, based on criteria established in Internal Control - Integrated Framework (2013) issued by the COSO.

Change in Accounting Principle
As discussed in Note 10 to the consolidated financial statements, the Company changed the manner in which it accounts for leases in fiscal 2020.

Basis for Opinions
The Company's management is responsible for these consolidated financial statements, for maintaining effective internal control over financial reporting, and for its assessment of the effectiveness of internal control over financial reporting, included in Management's Report on Internal Control over Financial Reporting appearing under Item 9A. Our responsibility is to express opinions on the Company’s consolidated financial statements and on the Company's internal control over financial reporting based on our audits. We are a public accounting firm registered with the Public Company Accounting Oversight Board (United States) (PCAOB) and are required to be independent with respect to the Company in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.

We conducted our audits in accordance with the standards of the PCAOB. Those standards require that we plan and perform the audits to obtain reasonable assurance about whether the consolidated financial statements are free of material misstatement, whether due to error or fraud, and whether effective internal control over financial reporting was maintained in all material respects.

Our audits of the consolidated financial statements included performing procedures to assess the risks of material misstatement of the consolidated financial statements, whether due to error or fraud, and performing procedures that respond to those risks. Such procedures included examining, on a test basis, evidence regarding the amounts and disclosures in the consolidated financial statements. Our audits also included evaluating the accounting principles used and significant estimates made by management, as well as evaluating the overall presentation of the consolidated financial statements. Our audit of internal control over financial reporting included obtaining an understanding of internal control over financial reporting, assessing the risk that a material weakness exists, and testing and evaluating the design and operating effectiveness of internal control based on the assessed risk. Our audits also included performing such other procedures as we considered necessary in the circumstances. We believe that our audits provide a reasonable basis for our opinions.

As described in Management's Report on Internal Control over Financial Reporting, management has excluded Hoare Lea, LLP and Subsidiaries ("HLE") from its assessment of internal control over financial reporting as of October 3, 2021, because it was acquired by the Company in a purchase business combination during 2021. We have also excluded HLE from our audit of internal control over financial reporting. HLE is a wholly-owned subsidiary whose total assets and total revenue excluded from management's assessment and our audit of internal control over financial reporting represent approximately 2% and less than 1%, respectively, of the related consolidated financial statement amounts as of and for the fiscal year ended October 3, 2021.

Definition and Limitations of Internal Control over Financial Reporting A company’s internal control over financial reporting is a process designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles. A company’s internal control over financial reporting includes those policies and procedures that (i) pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of the company; (ii) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with generally accepted accounting principles, and that receipts and

56 expenditures of the company are being made only in accordance with authorizations of management and directors of the company; and (iii) provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use, or disposition of the company’s assets that could have a material effect on the financial statements.

Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements.

Also, projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.

Critical Audit Matters
The critical audit matter communicated below is a matter arising from the current period audit of the consolidated financial statements that was communicated or required to be communicated to the audit committee and that (i) relates to accounts or disclosures that are material to the consolidated financial statements and (ii) involved our especially challenging, subjective, or complex judgments. The communication of critical audit matters does not alter in any way our opinion on the consolidated financial statements, taken as a whole, and we are not, by communicating the critical audit matter below, providing a separate opinion on the critical audit matter or on the accounts or disclosures to which it relates.

Revenue Recognition - Determination of Total Estimated Contract Cost for Fixed-price Contracts As described in Note 3 to the consolidated financial statements, $1.2 billion of the Company’s total revenues for the year ended October 3, 2021 was generated from fixed-price contracts. As disclosed by management, under fixed-price contracts, the Company's clients pay an agreed fixed-amount negotiated in advance for a specified scope of work. Revenue is recognized over time as the related performance obligation is satisfied by transferring control of a promised good or service to the Company's customers. Progress toward complete satisfaction of the performance obligation is primarily measured using a cost-to-cost measure of progress method. The cost input is based primarily on contract cost incurred to date compared to total estimated contract cost. This measure includes forecasts based on the best information available and reflects management's judgement to faithfully depict the value of the services transferred to the customer. Due to uncertainties inherent in the estimation process, it is possible that estimates of costs to complete a performance obligation will be revised in the near-term.

For those performance obligations for which revenue is recognized using a cost-to-cost measure of progress method, changes in total estimated costs, and related progress towards complete satisfaction of the performance obligation, are recognized on a cumulative catch-up basis in the period in which the revisions to the estimates are made. As a result, the Company recognized net favorable operating income adjustments of $0.7 million for the year ended October 3, 2021, exclusive of the amounts related to claims described below. Changes in revenue and cost estimates could also result in a projected loss, determined at the contract level, which would be recorded immediately in earnings. The anticipated losses and estimated cost to complete the related contracts was $12.7 million and approximately $104 million, respectively, as of October 3, 2021. Claims are amounts in excess of agreed contract prices that the Company seeks to collect from clients or other third parties. Claims were approximately $11 million as of October 3, 2021.

The principal considerations for our determination that performing procedures relating to revenue recognition - determination of total estimated contract cost for fixed-price contracts is a critical audit matter are the significant amount of judgment required by management in determining the total estimated contract cost for fixed-price contracts which, in turn, led to a high degree of auditor judgment, subjectivity, and audit effort in performing procedures and in evaluating the audit evidence obtained related to the total estimated contract costs for fixed-price contracts with cumulative catch-up adjustments, anticipated losses or claims.

Addressing the matter involved performing procedures and evaluating audit evidence in connection with forming our overall opinion on the consolidated financial statements. These procedures included testing the effectiveness of controls relating to the revenue recognition process, including controls over the determination of total estimated contract cost for fixed-price contracts. These procedures also included, among others, (i) evaluating and testing management’s process for determining the total estimated contract cost for a sample of contracts with cumulative catch-up adjustments, anticipated losses or claims, which included evaluating the contract terms and other documents that support those estimates, and testing of underlying contract costs; (ii) assessing management's ability to reasonably estimate total contract costs by performing a comparison of the total estimated contract cost as compared with prior period estimates, including evaluating the timely identification of circumstances that may warrant a modification to the total estimated contract cost; and (iii) evaluating, for certain contracts, management’s methodologies and assessing the consistency of management’s approach over the life of the contract. /s/ PricewaterhouseCoopers LLP
Los Angeles, California
November 24, 2021
We have served as the Company’s auditor since 2004.

57 Tetra Tech, Inc.

Consolidated Balance Sheets
(in thousands, except par value)
ASSETS October 3,
2021
September 27,
2020
Current assets:

Cash and cash equivalents $ 166,568 $ 157,515
Accounts receivable, net 668,998 649,035
Contract assets 103,784 92,632
Prepaid expenses and other current assets 112,338 81,094 Income taxes receivable 14,260 19,509
Total current assets 1,065,948 999,785
Property and equipment, net 37,733 35,507
Right-of-use assets, operating leases 215,422 239,396
Investments in unconsolidated joint ventures 3,282 7,332 Goodwill 1,108,578 993,498
Intangible assets, net 37,990 13,943
Deferred tax assets 54,413 32,052
Other long-term assets 53,196 57,045
Total assets $ 2,576,562 $ 2,378,558

LIABILITIES AND EQUITY
Current liabilities:

Accounts payable $ 128,767 $ 111,804
Accrued compensation 206,322 199,801
Contract liabilities 190,403 171,905
Short-term lease liabilities, operating leases 67,452 69,650 Current portion of long-term debt and other short-term borrowings 12,504 49,264 Current contingent earn-out liabilities 19,520 16,142
Other current liabilities 223,515 174,890
Total current liabilities 848,483 793,456
Deferred tax liabilities 10,563 16,316
Long-term debt 200,000 242,395
Long-term lease liabilities, operating leases 174,285 191,955 Long-term contingent earn-out liabilities 39,777 16,475 Other long-term liabilities 69,163 80,588
Commitments and contingencies (Note 17)
Equity:

Preferred stock – Authorized, 2,000 shares of $0.01 par value; no shares issued and outstanding at October 3, 2021 and September 27, 2020 — — Common stock – Authorized, 150,000 shares of $0.01 par value; issued and outstanding, 53,981 and 53,797 shares at October 3, 2021 and September 27, 2020, respectively 540 538 Accumulated other comprehensive loss (125,028) (161,786) Retained earnings 1,358,726 1,198,567
Tetra Tech stockholders' equity 1,234,238 1,037,319
Noncontrolling interests 53 54
Total stockholders' equity 1,234,291 1,037,373
Total liabilities and stockholders' equity $ 2,576,562 $ 2,378,558 See accompanying Notes to Consolidated Financial Statements.

58 Tetra Tech, Inc.

Consolidated Statements of Income
(in thousands, except per share data)
Fiscal Year Ended
October 3,
2021
September 27,
2020
September 29,
2019
Revenue $ 3,213,513 $ 2,994,891 $ 3,107,348
Subcontractor costs (661,341) (646,319) (717,711)
Other costs of revenue (2,053,772) (1,902,037) (1,981,454) Gross profit 498,400 446,535 408,183
Selling, general and administrative expenses (222,972) (204,615) (200,230) Acquisition and integration expenses — — (10,351)
Contingent consideration – fair value adjustments 3,273 14,971 (1,085) Impairment of goodwill — (15,800) (7,755)
Income from operations 278,701 241,091 188,762
Interest income 917 1,375 1,732
Interest expense (12,748) (14,475) (15,358)
Income before income tax expense 266,870 227,991 175,136 Income tax expense (34,039) (54,101) (16,375)
Net income 232,831 173,890 158,761
Net income attributable to noncontrolling interests (21) (31) (93) Net income attributable to Tetra Tech $ 232,810 $ 173,859 $ 158,668 Earnings per share attributable to Tetra Tech:

Basic $ 4.31 $ 3.21 $ 2.89
Diluted $ 4.26 $ 3.16 $ 2.84
Weighted-average common shares outstanding:

Basic 54,078 54,235 54,986
Diluted 54,675 55,022 55,936
See accompanying Notes to Consolidated Financial Statements.

59 Tetra Tech, Inc.

Consolidated Statements of Comprehensive Income
(in thousands)
Fiscal Year Ended
October 3,
2021
September 27,
2020
September 29,
2019
Net income $ 232,831 $ 173,890 $ 158,761
Other comprehensive income, net of tax
Foreign currency translation adjustments, net of tax 30,644 3,435 (20,866) Gain (loss) on cash flow hedge valuations, net of tax 6,117 (4,638) (12,125) Other comprehensive income (loss), net of tax 36,761 (1,203) (32,991) Comprehensive income, net of tax $ 269,592 $ 172,687 $ 125,770 Comprehensive income attributable to noncontrolling interests, net of tax 24 30 336
Comprehensive income attributable to Tetra Tech, net of tax $ 269,568 $ 172,657 $ 125,434 See accompanying Notes to Consolidated Financial Statements.

60 Tetra Tech, Inc.

Consolidated Statements of Cash Flows
(in thousands)
Fiscal Y ear Ended
October 3,
2021
September 27,
2020
September 29,
2019
Cash flows from operating activities:

Net income $ 232,831 $ 173,890 $ 158,761
Adjustments to reconcile net income to net cash provided by operating activities:

Depreciation and amortization 23,805 24,611 28,844
Equity in income of unconsolidated joint ventures (4,990) (6,605) (4,073) Distributions of earnings from unconsolidated joint ventures 4,604 6,310 4,048 Amortization of stock-based awards 23,067 19,424 17,618 Deferred income taxes (38,494) 565 (37,615)
Provision for losses on accounts receivables (4,130) 1,267 16,964 Impairment of goodwill — 15,800 7,755
Fair value adjustments to contingent consideration (3,273) (14,971) 1,085 Gain on sale of property and equipment (110) (11,066) (232) Changes in operating assets and liabilities, net of effects of business acquisitions:

Accounts receivable and contract assets 17,431 154,748 (10,226) Prepaid expenses and other assets (582) (11,321) 2,568
Accounts payable 13,551 (102,162) 39,011
Accrued compensation 5,425 (8,173) 18,359
Contract liabilities 13,407 5,894 (6,039)
Other liabilities 8,740 19,460 (16,929)
Income taxes receivable/payable 13,090 (5,192) (11,386) Net cash provided by operating activities 304,372 262,479 208,513 Cash flows from investing activities:

Payments for business acquisitions, net of cash acquired (84,911) (68,488) (84,159) Capital expenditures (8,573) (12,245) (16,198)
Proceeds from sale of property and equipment 492 17,710 651 Net cash used in investing activities (92,992) (63,023) (99,706) Cash flows from financing activities:

Proceeds from borrowings 370,222 308,364 417,262
Repayments on long-term debt (414,308) (331,066) (415,491) Repurchases of common stock (60,000) (117,188) (100,000) Taxes paid on vested restricted stock (17,630) (11,166) (6,893) Payments of contingent earn-out liabilities (20,251) (22,900) (12,018) Stock options exercised 11,250 10,334 11,751
Net change in overdrafts (36,627) 36,627 —
Dividends paid (40,041) (34,743) (29,674)
Principal payments on finance leases (2,714) (1,311) —
Net cash used in financing activities (210,099) (163,049) (135,063) Effect of exchange rate changes on cash and cash equivalents 7,772 207 (1,727) Net increase (decrease) in cash and cash equivalents 9,053 36,614 (27,983) Cash and cash equivalents at beginning of year 157,515 120,901 148,884 Cash and cash equivalents at end of year $ 166,568 $ 157,515 $ 120,901 Supplemental information:

Cash paid during the year for:

Interest $ 10,330 $ 13,256 $ 12,310
Income taxes, net of refunds received of $2.1 million, $1.4 million and $5.2 million $ 59,111 $ 55,039 $ 66,038 See accompanying Notes to Consolidated Financial Statements.

61 Tetra Tech, Inc.

Consolidated Statements of Equity
Fiscal Years Ended September 29, 2019, September 27, 2020, and October 3, 2021 (in thousands)
Common Stock Additional
Paid-in
Capital
Accumulated
Other
Comprehensive
Income (Loss)
Retained
Earnings
Total
Tetra Tech
Equity
Non-Controlling
Interests
Total
EquityShares Amount

BALANCE AT
SEPTEMBER 30,
2018 55,349 $ 553 $ 148,803 $ (127,350) $ 944,965 $ 966,971 $ 129 $ 967,100 Comprehensive
income, net of tax:

Net income 158,668 158,668 93 158,761
Foreign currency
translation
adjustments (21,109) (21,109) 243 (20,866)
Gain on cash flow
hedge valuations (12,125) (12,125) (12,125)
Comprehensive
income, net of tax 125,434 336 125,770
Distributions paid to
noncontrolling interests (287) (287)
Cash dividends of
$0.54 per common
share (29,674) (29,674) (29,674)
Stock-based
compensation 17,618 17,618 17,618
Restricted &
performance shares
released 183 2 (6,895) (6,893) (6,893)
Stock options exercised 448 5 11,746 11,751 11,751
Shares issued for
Employee Stock
Purchase Plan 148 2 6,844 6,846 6,846
Stock repurchases (1,563) (16) (99,984) (100,000) (100,000) Cumulative effect of
accounting changes (2,767) (2,767) (2,767)

BALANCE AT
SEPTEMBER 29,
2019 54,565 546 78,132 (160,584) 1,071,192 989,286 178 989,464 Comprehensive
income, net of tax:

Net income 173,859 173,859 31 173,890
Foreign currency
translation
adjustments 3,436 3,436 (1) 3,435
Loss on cash flow
hedge valuations (4,638) (4,638) (4,638)
Comprehensive
income, net of tax 172,657 30 172,687
Distributions paid to
noncontrolling interests (154) (154)
Cash dividends of
$0.64 per common
share (34,743) (34,743) (34,743)
Stock-based
compensation 19,424 19,424 19,424
Restricted &
performance shares
released 212 2 (11,168) (11,166) (11,166)
Stock options exercised 361 4 10,330 10,334 10,334
Shares issued for
Employee Stock
Purchase Plan 168 1 8,714 8,715 8,715
Stock repurchases (1,509) (15) (105,432) (11,741) (117,188) (117,188)

62 Tetra Tech, Inc.

Consolidated Statements of Equity
Fiscal Years Ended September 29, 2019, September 27, 2020, and October 3, 2021 (in thousands)
Common Stock Additional
Paid-in
Capital
Accumulated
Other
Comprehensive
Income (Loss)
Retained
Earnings
Total
Tetra Tech
Equity
Non-Controlling
Interests
Total
EquityShares Amount

BALANCE AT
SEPTEMBER 27,
2020 53,797 538 — (161,786) 1,198,567 1,037,319 54 1,037,373 Comprehensive
income, net of tax:

Net income 232,810 232,810 21 232,831
Foreign currency
translation
adjustments 30,641 30,641 3 30,644
Gain on cash flow
hedge valuations 6,117 6,117 6,117
Comprehensive
income, net of tax 269,568 24 269,592
Distributions paid to
noncontrolling interests (25) (25)
Cash dividends of
$0.74 per common
share (40,041) (40,041) (40,041)
Stock-based
compensation 23,067 23,067 23,067
Restricted &
performance shares
released 215 3 (17,633) (17,630) (17,630)
Stock options exercised 324 3 11,247 11,250 11,250
Shares issued for
Employee Stock
Purchase Plan 124 1 10,704 10,705 10,705
Stock repurchases (479) (5) (27,385) (32,610) (60,000) (60,000)

BALANCE AT
OCTOBER 3, 2021 53,981 $ 540 $ — $ (125,028) $ 1,358,726 $ 1,234,238 $ 53 $ 1,234,291 See accompanying Notes to Consolidated Financial Statements.

63 Tetra Tech, Inc.

Notes to Consolidated Financial Statements

1. Description of Business
We are a leading global provider of consulting and engineering services that focuses on water, environment, sustainable infrastructure, renewable energy, and international development. We are a global company that is Leading with Science® to provide innovative solutions for our public and private clients. We typically begin at the earliest stage of a project by identifying technical solutions and developing execution plans tailored to our clients’ needs and resources. Our solutions may span the entire life cycle of consulting and engineering projects and include applied science, data analysis, research, engineering, design, project management, and operations and maintenance.

We manage our business under two reportable segments. Our Government Services Group (“GSG”) reportable segment primarily includes activities with U.S. government clients (federal, state and local) and all activities with development agencies worldwide. Our Commercial/International Services Group (“CIG”) reportable segment primarily includes activities with U.S. commercial clients and international clients other than development agencies. We continue to report the historical results of the wind-down of our non-core construction activities in the Remediation and Construction Management (“RCM”) reportable segment.

2. Basis of Presentation and Preparation
Principles of Consolidation and Presentation. The consolidated financial statements include our accounts and those of joint ventures of which we are the primary beneficiary. All significant intercompany balances and transactions have been eliminated in consolidation.

Fiscal Year. We report results of operations based on 52/53-week periods ending on the Sunday nearest September 30. Fiscal 2021 contained 53 weeks, and fiscal 2020 and 2019 each contained 52 weeks.

Use of Estimates. The preparation of financial statements in conformity with accounting principles generally accepted in the United States of America ("U.S. GAAP") requires us to make estimates and assumptions. These estimates and assumptions affect the amounts reported in our consolidated financial statements and accompanying notes. Although such estimates and assumptions are based on management's best knowledge of current events and actions we may take in the future, actual results could differ materially from those estimates.

Cash and Cash Equivalents. Cash and cash equivalents include highly liquid investments with original maturities of 90 days or less. We classify cash and cash equivalents as restricted when we are unable to freely use such cash and cash equivalents for our general operating purposes. Restricted cash balances are reported within our "Prepaid expenses and other current assets" on the consolidated balance sheets. Occasionally, we have book overdrafts which represent checks issued in excess of funds on deposit in our bank accounts that have not yet been paid by the applicable bank at the balance sheet date.

Bank overdrafts occur when a bank honors disbursements in excess of funds on deposit in our bank accounts. We classify book and bank overdrafts as short-term borrowings on our consolidated balance sheets, and report the change in overdrafts as a financing activity in our consolidated statements of cash flows.

Insurance Matters, Litigation and Contingencies. In the normal course of business, we are subject to certain contractual guarantees and litigation. In addition, we maintain insurance coverage for various aspects of our business and operations. We record in our consolidated balance sheets amounts representing our estimated liability for these legal and insurance obligations. Any adjustments to these liabilities are recorded in our consolidated statements of income.

Accounts Receivable – Net. Net accounts receivable consists of billed and unbilled accounts receivable, and allowances for doubtful accounts. Billed accounts receivable represent amounts billed to clients that have not been collected.

Unbilled accounts receivable, which represent an unconditional right to payment subject only to the passage of time, include unbilled amounts typically resulting from revenue recognized but not yet billed pursuant to contract terms or billed after the period end date. Most of our unbilled receivables at October 3, 2021 are expected to be billed and collected within 12 months.

Unbilled accounts receivable also include amounts related to requests for equitable adjustment to contracts that provide for price redetermination. These amounts are recorded only when they can be reliably estimated and realization is probable. The allowance for doubtful accounts represents amounts that are expected to become uncollectible or unrealizable in the future. We determine an estimated allowance for uncollectible accounts based on management's consideration of trends in the actual and forecasted credit quality of our clients, including delinquency and payment history; type of client, such as a government agency or a commercial sector client; and general economic and industry conditions, including the potential impacts of the coronavirus disease 2019 ("COVID-19") pandemic, that may affect our clients' ability to pay.

Contract Assets and Contract Liabilities. Contract assets represent revenue recognized in excess of the amounts for which we have the contractual right to bill our customers. Contract retentions, included in contract assets, represent amounts withheld by clients until certain conditions are met or the project is completed, which may extend beyond one year. Contract

64 liabilities represent the amount of cash collected from clients and billings to clients on contracts in advance of work performed and revenue recognized. The majority of these amounts are expected be earned within 12 months and are classified as current liabilities.

Prepaid and other current assets. Prepaid assets consist primarily of payments for insurance and software costs and are amortized over the estimated period of benefit. Other current assets include primarily sales/services and use tax receivables from our U.S and foreign operations.

Property and Equipment. Property and equipment are recorded at cost and depreciated over their estimated useful lives using the straight-line method. When property and equipment are retired or otherwise disposed of, the cost and accumulated depreciation are removed from our consolidated balance sheets and any resulting gain or loss is reflected in our consolidated statements of income. Expenditures for maintenance and repairs are expensed as incurred. Generally, estimated useful lives range from three to seven years for equipment, furniture and fixtures. Leasehold improvements are amortized on a straight-line basis over the shorter of their estimated useful lives or the lease term. Assets held for sale are measured at the lower of carrying amount (i.e., net book value) and fair value less cost to sell, and are reported within "Prepaid expenses and other current assets" on our consolidated balance sheets. Once assets are classified as held for sale, they are no longer depreciated.

Long-Lived Assets. We evaluate the recoverability of our long-lived assets when the facts and circumstances suggest that the assets may be impaired. This assessment is performed based on the estimated undiscounted cash flows compared to the carrying value of the assets. If the future cash flows (undiscounted and without interest charges) are less than the carrying value, a write-down would be recorded to reduce the related asset to its estimated fair value.

Leases. We determine if an arrangement is a lease at inception. Operating leases are included in operating lease right-of-use ("ROU") assets, and current and long-term operating lease liabilities in the consolidated balance sheets. Our finance leases are reported in "Other long-term assets", "Other current liabilities", and "Other long-term liabilities" on our consolidated balance sheet.

ROU assets represent our right to use an underlying asset for the lease term and lease liabilities represent our obligation to make lease payments arising from the lease. Operating lease ROU assets and liabilities are recognized at the commencement date based on the present value of lease payments over the lease term. As most of our leases do not provide an implicit rate, incremental borrowing rates are used based on the information available at commencement date in determining the present value of lease payments. The operating lease ROU asset at the commencement date also includes any lease payments made to the lessor at or before the commencement date and initial direct costs less lease incentives received. Lease terms may include options to extend or terminate the lease when it is reasonably certain that we will exercise that option. Lease expense for operating lease payments is recognized on a straight-line basis over the lease term.

We recognize a liability for contract termination costs associated with an exit activity for costs that will continue to be incurred under a lease for its remaining term without economic benefit to us, initially measured at its fair value at the cease-use date. The fair value is determined based on the remaining lease rentals, adjusted for the effects of any prepaid or deferred items recognized under the lease, and reduced by estimated sublease rentals.

Business Combinations. The cost of an acquired company is assigned to the tangible and intangible assets purchased and the liabilities assumed based on their fair values at the date of acquisition. The determination of fair values of these assets and liabilities requires us to make estimates and use valuation techniques when a market value is not readily available. Any excess of purchase price over the fair value of net tangible and intangible assets acquired is allocated to goodwill. Goodwill typically represents the value paid for the assembled workforce and enhancement of our service offerings. Transaction costs associated with business combinations are expensed as incurred.

Goodwill and Intangible Assets. Goodwill represents the excess of the aggregate purchase price over the fair value of the net assets acquired in a business acquisition. Following an acquisition, we perform an analysis to value the acquired company's tangible and identifiable intangible assets and liabilities. With respect to identifiable intangible assets, we consider backlog, non-compete agreements, client relations, trade names, patents and other assets. We amortize our intangible assets based on the period over which the contractual or economic benefits of the intangible assets are expected to be realized. We assess the recoverability of the unamortized balance of our intangible assets when indicators of impairment are present based on expected future profitability and undiscounted expected cash flows and their contribution to our overall operations. Should the review indicate that the carrying value is not fully recoverable, the excess of the carrying value over the fair value of the intangible assets would be recognized as an impairment loss.

We test our goodwill for impairment on an annual basis, and more frequently when an event occurs, or circumstances indicate that the carrying value of the asset may not be recoverable. We believe the methodology that we use to review impairment of goodwill, which includes a significant amount of judgment and estimates, provides us with a reasonable basis to determine whether impairment has occurred. However, many of the factors employed in determining whether our goodwill is

65 impaired are outside of our control and it is reasonably likely that assumptions and estimates will change in future periods.

These changes could result in future impairments.

We perform our annual goodwill impairment review at the beginning of our fiscal fourth quarter. Our last annual review was performed at June 28, 2021 (i.e., the first day of our fiscal fourth quarter). In addition, we regularly evaluate whether events and circumstances have occurred that may indicate a potential change in recoverability of goodwill. We perform interim goodwill impairment reviews between our annual reviews if certain events and circumstances have occurred, including a deterioration in general economic conditions, an increased competitive environment, a change in management, key personnel, strategy or customers, negative or declining cash flows, or a decline in actual or planned revenue or earnings compared with actual and projected results of relevant prior periods. We assess goodwill for impairment at the reporting unit level, which is defined as an operating segment or one level below an operating segment, referred to as a component. Our operating segments are the same as our reportable segments and our reporting units for goodwill impairment testing are the components one level below our reportable segments. These components constitute a business for which discrete financial information is available and where segment management regularly reviews the operating results of that component. We aggregate components within an operating segment that have similar economic characteristics.

The impairment test for goodwill involves the comparison of the estimated fair value of each reporting unit to the reporting unit's carrying value, including goodwill. We estimate the fair value of reporting units based on a comparison and weighting of the income approach, specifically the discounted cash flow method and the market approach, which estimates the fair value of our reporting units based upon comparable market prices and recent transactions and also validates the reasonableness of the multiples from the income approach. The development of the present value of future cash flow projections includes assumptions and estimates derived from a review of our expected revenue growth rates, operating profit margins, discount rates, and the terminal growth rate. If the fair value of a reporting unit exceeds its carrying amount, the goodwill of that reporting unit is not considered impaired. However, if its carrying value exceeds its fair value, our goodwill is impaired, and we are required to record a non-cash charge that could have a material adverse effect on our consolidated financial statements. An impairment loss recognized, if any, should not exceed the total amount of goodwill allocated to the reporting unit.

Contingent Consideration. Most of our acquisition agreements include contingent earn-out arrangements, which are generally based on the achievement of future operating income thresholds. The contingent earn-out arrangements are based upon our valuations of the acquired companies and reduce the risk of overpaying for acquisitions if the projected financial results are not achieved.

The fair values of these earn-out arrangements are included as part of the purchase price of the acquired companies on their respective acquisition dates. For each transaction, we estimate the fair value of contingent earn-out payments as part of the initial purchase price and record the estimated fair value of contingent consideration as a liability in "Current contingent earn- out liabilities" and "Long-term contingent earn-out liabilities" on the consolidated balance sheets. We consider several factors when determining that contingent earn-out liabilities are part of the purchase price, including the following: (1) the valuation of our acquisitions is not supported solely by the initial consideration paid, and the contingent earn-out formula is a critical and material component of the valuation approach to determining the purchase price; and (2) the former owners of acquired companies that remain as key employees receive compensation other than contingent earn-out payments at a reasonable level compared with the compensation of our other key employees. The contingent earn-out payments are not affected by employment termination.

We measure our contingent earn-out liabilities at fair value on a recurring basis using significant unobservable inputs classified within Level 3 of the fair value hierarchy. We use a probability weighted discounted income approach as a valuation technique to convert future estimated cash flows to a single present value amount. The significant unobservable inputs used in the fair value measurements are operating income projections over the earn-out period (generally three or five years), and the probability outcome percentages we assign to each scenario. Significant increases or decreases to either of these inputs in isolation would result in a significantly higher or lower liability, with a higher liability capped by the contractual maximum of the contingent earn-out obligation. Ultimately, the liability will be equivalent to the amount paid, and the difference between the fair value estimate and amount paid will be recorded in earnings. The amount paid that is less than or equal to the contingent earn-out liability on the acquisition date is reflected as cash used in financing activities in our consolidated statements of cash flows. Any amount paid in excess of the contingent earn-out liability on the acquisition date is reflected as cash used in operating activities in our consolidated statements of cash flows.

We review and re-assess the estimated fair value of contingent consideration on a quarterly basis, and the updated fair value could differ materially from the initial estimates. Changes in the estimated fair value of our contingent earn-out liabilities related to the time component of the present value calculation are reported in interest expense. Adjustments to the estimated fair value related to changes in all other unobservable inputs are reported in operating income.

66 Other current liabilities. Other current liabilities consists primarily of accrued insurance, contingent liabilities, sales/services and use taxes due to our U.S. and foreign operations, other tax accruals and accrued professional fees.

Fair Value of Financial Instruments. We determine the fair values of our financial instruments, including short- term investments, debt instruments, derivative instruments and pension plan assets based on inputs or assumptions that market participants would use in pricing an asset or a liability. We categorize our instruments using a valuation hierarchy for disclosure of the inputs used to measure fair value. This hierarchy prioritizes the inputs into three broad levels as follows: Level 1 inputs are quoted prices (unadjusted) in active markets for identical assets or liabilities; Level 2 inputs are quoted prices for similar assets and liabilities in active markets or inputs that are observable for the asset or liability, either directly or indirectly through market corroboration, for substantially the full term of the financial instrument; and Level 3 inputs are unobservable inputs based on our own assumptions used to measure assets and liabilities at fair value. The classification of a financial asset or liability within the hierarchy is determined based on the lowest level input that is significant to the fair value measurement.

The carrying amounts of cash and cash equivalents, accounts receivable and accounts payable approximate fair values based on their short-term nature. The carrying amounts of our revolving credit facility approximates fair value because the interest rates are based upon variable reference rates. Certain other assets and liabilities, such as contingent earn-out liabilities and amounts related to cash-flow hedges, are required to be carried in our consolidated financial statements at fair value.

Our fair value measurement methods may produce a fair value calculation that may not be indicative of net realizable value or reflective of future fair values. Although we believe our valuation methods are appropriate and consistent with those used by other market participants, the use of different methodologies or assumptions to determine fair value could result in a different fair value measurement at the reporting date.

Derivative Financial Instruments. We account for our derivative instruments as either assets or liabilities and carry them at fair value. For derivative instruments that hedge the exposure to variability in expected future cash flows that are designated as cash flow hedges, the effective portion of the gain or loss on the derivative instrument is reported as a component of accumulated other comprehensive income (loss) in stockholders' equity and reclassified into income in the same period or periods during which the hedged transaction affects earnings. The ineffective portion of the gain or loss on the derivative instrument, if any, is recognized in current income. To receive hedge accounting treatment, cash flow hedges must be highly effective in offsetting changes to expected future cash flows on hedged transactions.

The net gain or loss on the effective portion of a derivative instrument that is designated as an economic hedge of the foreign currency translation exposure generated by the re-measurement of certain assets and liabilities denominated in a non- functional currency in a foreign operation is reported in the same manner as a foreign currency translation adjustment.

Accordingly, any gains or losses related to these derivative instruments are recognized in current income. Derivatives that do not qualify as hedges are adjusted to fair value through current income.

Deferred Compensation. We maintain a non-qualified defined contribution supplemental retirement plan for certain key employees and non-employee directors that is accounted for in accordance with applicable authoritative guidance on accounting for deferred compensation arrangements where amounts earned are held in a rabbi trust and invested. Employee deferrals are deposited into a rabbi trust, and the funds are generally invested in individual variable life insurance contracts that we own and are specifically designed to informally fund savings plans of this nature. Our consolidated balance sheets reflect our investment in variable life insurance contracts in "Other long-term assets." Our obligation to participating employees is reflected in "Other long-term liabilities." The net gains and losses related to the deferred compensation plan are reported as part of “Selling, general and administrative expenses” in our consolidated statements of income.

Pension Plan. In connection with a fiscal 2021 acquisition, we assumed a defined benefit pension plan. We calculate the market-related value of assets, which is used to determine the return-on-assets component of annual pension expense and the cumulative net unrecognized gain or loss subject to amortization. This calculation reflects our anticipated long- term rate of return and amortization of the difference between the actual return (including capital, dividends, and interest) and the expected return. Cumulative net unrecognized gains or losses that exceed 10% of the greater of the projected benefit obligation or the fair market related value of plan assets are subject to amortization.

Income Taxes. We file a consolidated U.S. federal income tax return. In addition, we file other returns that are required in the states, foreign jurisdictions and other jurisdictions in which we do business. We account for certain income and expense items differently for financial reporting and income tax purposes. Deferred tax assets and liabilities are computed for the difference between the financial statement and tax bases of assets and liabilities that will result in taxable or deductible amounts in the future based on enacted tax laws and rates applicable to the periods in which the differences are expected to reverse. In determining the need for a valuation allowance, management reviews both positive and negative evidence, including current and historical results of operations, future income projections, scheduled reversals of deferred tax amounts, availability of carrybacks, and potential tax planning strategies. Based on our assessment, we have concluded that a portion of the deferred tax assets will not be realized.

67 According to the authoritative guidance on accounting for uncertainty in income taxes, we may recognize the tax benefit from an uncertain tax position only if it is more likely than not that the tax position will be sustained on examination by the taxing authorities based on the technical merits of the position. The tax benefits recognized in the financial statements from such a position should be measured based on the largest benefit that has a greater than 50% likelihood of being realized upon ultimate settlement. This guidance also addresses de-recognition, classification, interest and penalties on income taxes, accounting in interim periods and disclosure requirements for uncertain tax positions.

Concentration of Credit Risk. Financial instruments that subject us to credit risk consist primarily of cash and cash equivalents and net accounts receivable. In the event that we have surplus cash, we place our temporary cash investments with lower risk financial institutions and, by policy, limit the amount of investment exposure to any one financial institution.

Approximately 24% of accounts receivable were due from various agencies of the U.S. federal government at fiscal 2021 year- end. The remaining accounts receivable are generally diversified due to the large number of organizations comprising our client base and their geographic dispersion. We perform ongoing credit evaluations of our clients and maintain an allowance for potential credit losses. Approximately 50%, 20% and 30% of our fiscal 2021 revenue was generated from our U.S. government, U.S. commercial and international clients, respectively.

Foreign Currency Translation. We determine the functional currency of our foreign operating units based upon the primary currency in which they operate. These operating units maintain their accounting records in their local currency, primarily Canadian and Australian dollars, and British pounds. Where the functional currency is not the U.S. dollar, translation of assets and liabilities to U.S. dollars is based on exchange rates at the balance sheet date. Translation of revenue and expenses to U.S. dollars is based on the average rate during the period. Translation gains or losses are reported as a component of other comprehensive income (loss). Gains or losses from foreign currency transactions are included in income from operations.

Reclassifications. Certain reclassifications were made to the prior years to conform to the current-year presentation.

Recently Issued Accounting Pronouncements Adopted in Fiscal 2021.

In June 2016, the FASB issued updated guidance, Accounting Standards Update ("ASU") 2016-13, related to the measurement of credit losses for certain financial assets. This guidance replaced the previous incurred loss methodology with an expected credit loss methodology. It requires us to recognize an allowance equal to our current estimate of all contractual cash flows that we do not expect to collect. We adopted this guidance in the first quarter of fiscal 2021, and the adoption did not have a material impact on our consolidated financial statements. Our estimate considered relevant information about past events, current conditions, and reasonable and supportable forecasts impacting the collectability of the reported amounts.

In August 2018, the FASB issued updated guidance modifying certain fair value measurement disclosures. The guidance contains additional disclosures to enable users of the financial statements to better understand the entity’s assumption used to develop significant unobservable inputs for Level 3 fair value measurements, but also eliminates the requirement for entities to disclose the amount of and reasons for transfers between Level 1 and Level 2 investments within the fair value hierarchy. We adopted this guidance in the first quarter of fiscal 2021, and the adoption did not have a material impact on our consolidated financial statements.

Recently Issued Accounting Pronouncements Not Yet Adopted.

In December 2019, the FASB issued ASU 2019-12, which simplifies the accounting for income taxes by removing certain exceptions to general principles in Topic 740 and amending certain existing guidance for clarity. This guidance is effective for fiscal years and interim periods within those fiscal years, beginning after December 15, 2020 (first quarter of fiscal 2022 for us). Early adoption is permitted. We do not expect the adoption of this guidance to have an impact on our consolidated financial statements.

In May 2020, the Securities and Exchange Commission issued guidance amending certain financial disclosures about acquired and disposed businesses. The amendments are designed to assist registrants in making more meaningful determinations of whether a subsidiary or an acquired or disposed business is significant, and to improve the related disclosure requirements. The guidance is effective for fiscal years beginning after December 31, 2020 (first quarter of fiscal 2022 for us).

We do not expect the adoption of this guidance to have an impact on our consolidated financial statements.

In October 2021, the FASB issued ASU 2021-08, which requires the recognition and measurement of contract assets and contract liabilities acquired in a business combination in accordance with ASC 606, Revenue from Contracts with Customers. Considerations to determine the amount of contract assets and contract liabilities to record at the acquisition date include the terms of the acquired contract, such as timing of payment, identification of each performance obligation in the contract and allocation of the contract transaction price to each identified performance obligation on a relative standalone selling price basis as of contract inception. ASU 2021-08 is effective for us beginning in the first quarter of fiscal 2023. ASU 2021-08 should be applied prospectively for acquisitions occurring on or after the effective date of the amendments. Early adoption of the proposed amendments would be permitted, including adoption in an interim period. We are currently assessing the impact this standard will have on our consolidated financial statements.

68 3. Revenue and Contract Balances
We recognize revenue over time as the related performance obligation is satisfied by transferring control of a promised good or service to our customers. Progress toward complete satisfaction of the performance obligation is primarily measured using a cost-to-cost measure of progress method. The cost input is based primarily on contract cost incurred to date compared to total estimated contract cost. This measure includes forecasts based on the best information available and reflects our judgement to faithfully depict the value of the services transferred to the customer. For certain on-call engineering or consulting and similar contracts, we recognize revenue in the amount which we have the right to invoice the customer if that amount corresponds directly with the value of our performance completed to date.

Due to uncertainties inherent in the estimation process, it is possible that estimates of costs to complete a performance obligation will be revised in the near-term. For those performance obligations for which revenue is recognized using a cost-to- cost measure of progress method, changes in total estimated costs, and related progress towards complete satisfaction of the performance obligation, are recognized on a cumulative catch-up basis in the period in which the revisions to the estimates are made. When the current estimate of total costs indicates a loss, a provision for the entire estimated loss on the contract is made in the period in which the loss becomes evident.

Disaggregation of Revenue
We disaggregate revenue by client sector and contract type, as we believe it best depicts how the nature, timing, and uncertainty of revenue and cash flows are affected by economic factors. The following tables present revenue disaggregated by client sector and contract type:

Fiscal Year Ended
October 3,
2021
September 27,
2020
September 29,
2019
(in thousands)
Client Sector:

U.S. state and local government $ 536,309 $ 439,019 $ 587,364 U.S. federal government (1) 1,081,608 993,835 941,102
U.S. commercial 638,169 674,605 719,314
International (2) 957,427 887,432 859,568
Total $ 3,213,513 $ 2,994,891 $ 3,107,348
Contract Type:

Fixed-price $ 1,191,244 $ 1,078,432 $ 1,048,158
Time-and-materials 1,492,813 1,391,592 1,509,900
Cost-plus 529,456 524,867 549,290
Total $ 3,213,513 $ 2,994,891 $ 3,107,348
(1) Includes revenue generated under U.S. federal government contracts performed outside the United States. (2) Includes revenue generated from foreign operations, primarily in Canada, Australia, the United Kingdom, and revenue generated from non-U.S. clients.

Other than the U.S. federal government, no single client accounted for more than 10% of our revenue for fiscal 2021 and 2020.

69 Contract Assets and Contract Liabilities
We invoice customers based on the contractual terms of each contract. However, the timing of revenue recognition may differ from the timing of invoice issuance.

Contract assets represent revenue recognized in excess of the amounts for which we have the contractual right to bill our customers. Such amounts are recoverable from customers based upon various measures of performance, including achievement of certain milestones or completion of a contract. In addition, many of our time and materials arrangements are billed in arrears pursuant to contract terms that are standard within the industry, resulting in contract assets and/or unbilled receivables being recorded, as revenue is recognized in advance of billings. Contract retentions, included in contract assets, represent amounts withheld by clients until certain conditions are met or the project is completed, which may extend beyond one year.

Contract liabilities consist of billings in excess of revenue recognized. Contract liabilities decrease as we recognize revenue from the satisfaction of the related performance obligation and increase as billings in advance of revenue recognition occur. Contract assets and liabilities are reported in a net position on a contract-by-contract basis at the end of each reporting period. There were no substantial non-current contract assets or liabilities for the periods presented. Net contract liabilities consisted of the following:

Balance at
October 3,
2021
September 27,
2020
(in thousands)
Contract assets (1) $ 103,784 $ 92,632
Contract liabilities 190,403 171,905
Net contract liabilities $ (86,619) $ (79,273)
(1) Includes $12.2 million and $12.3 million of contract retentions as of October 3, 2021 and September 27, 2020, respectively.

In fiscal 2021, we recognized revenue of approximately $119 million from amounts included in the contract liability balance at the end of fiscal 2020, compared to approximately $118 million for the comparative prior-year period.

We recognize revenue primarily using the cost-to-cost measure of progress method, which involves the estimates of progress towards completion. Changes in those estimates could result in the recognition of cumulative catch-up adjustments to the contract’s inception-to-date revenue, costs and profit in the period in which such changes are made. As a result, we recognized net favorable operating income adjustments of $0.7 million and $0.8 million for fiscal 2021 and 2020, respectively, exclusive of the amounts related to claims described below. Changes in revenue and cost estimates could also result in a projected loss, determined at the contract level, which would be recorded immediately in earnings. As of October 3, 2021 and September 27, 2020, our consolidated balance sheets included liabilities for anticipated losses of $12.7 million and $13.2 million, respectively. The estimated cost to complete these related contracts as of October 3, 2021 and September 27, 2020 was approximately $104 million and $118 million, respectively.

Accounts Receivable, Net
Net accounts receivable consisted of the following:

Balance at
October 3,
2021
September 27,
2020
(in thousands)
Billed $ 432,814 $ 402,818
Unbilled 240,536 253,364
Total accounts receivable 673,350 656,182
Allowance for doubtful accounts (4,352) (7,147)
Total accounts receivable, net $ 668,998 $ 649,035
Billed accounts receivable represent amounts billed to clients that have not been collected. Unbilled accounts receivable, which represent an unconditional right to payment subject only to the passage of time, include unbilled amounts typically resulting from revenue recognized but not yet billed pursuant to contract terms or billed after the period end date.

Most of our unbilled receivables at October 3, 2021 are expected to be billed and collected within 12 months. The allowance for

70 doubtful accounts represents amounts that are expected to become uncollectible or unrealizable in the future. We determine an estimated allowance for uncollectible accounts based on management's consideration of trends in the actual and forecasted credit quality of our clients, including delinquency and payment history; type of client, such as a government agency or a commercial sector client; and general economic and industry conditions, including the potential impacts of the COVID-19 pandemic, that may affect our clients' ability to pay.

Total accounts receivable at October 3, 2021 and September 27, 2020 included approximately $11 million and $14 million, respectively, related to claims, including requests for equitable adjustment, on contracts that provide for price redetermination. Claims are amounts in excess of agreed contract prices that we seek to collect from our clients or other third parties for delays, errors in specifications and designs, contract terminations, change orders in dispute or unapproved as to both scope and price, or other causes of unanticipated additional costs. Factors considered in determining whether revenue associated with claims (including change orders in dispute and unapproved change orders in regards to both scope and price) should be recognized include the following: (a) the contract or other evidence provides a legal basis for the claim, (b) additional costs were caused by circumstances that were unforeseen at the contract date and not the result of deficiencies in our performance, (c) claim-related costs are identifiable and considered reasonable in view of the work performed, and (d) evidence supporting the claim is objective and verifiable. This can lead to a situation in which costs are recognized in one period and revenue is recognized in a subsequent period when a client agreement is obtained, or a claims resolution occurs.

We regularly evaluate all unsettled claim amounts and record appropriate adjustments to operating earnings when it is probable that the claim will result in a different contract value than the amount previously estimated. In fiscal 2021 (all in the second quarter), we recognized increases to revenue and related gains of $2.8 million in our Commercial/International Services Group ("CIG"). In fiscal 2020, we recorded net losses in operating income related to claims of $4.4 million in our CIG segment.

No single client accounted for more than 10% of our accounts receivable at October 3, 2021 and September 27, 2020.

Remaining Unsatisfied Performance Obligations (“RUPOs”) Our RUPOs represent a measure of the total dollar value of work to be performed on contracts awarded and in progress. We had $3.5 billion of RUPOs as of October 3, 2021. RUPOs increase with awards from new contracts or additions on existing contracts and decrease as work is performed and revenue is recognized on existing contracts. RUPOs may also decrease when projects are canceled or modified in scope. We include a contract within our RUPOs when the contract is awarded and an agreement on contract terms has been reached.

We expect to satisfy our RUPOs as of October 3, 2021 over the following periods:

Amount
(in thousands)
Within 12 months $ 2,031,377
Beyond 1,436,456
Total $ 3,467,833
Although RUPOs reflect business that is considered to be firm, cancellations, deferrals or scope adjustments may occur. RUPOs are adjusted to reflect any known project cancellations, revisions to project scope and cost, foreign currency exchange fluctuations and project deferrals, as appropriate. Our operations and maintenance contracts can generally be terminated by the clients without a substantive financial penalty. Therefore, the remaining performance obligations on such contracts are limited to the notice period required for the termination (usually 30, 60, or 90 days).

4. Stock Repurchase and Dividends
On January 27, 2020, the Board of Directors authorized a $200 million stock repurchase program, which was included in our remaining authorization balance of $207.8 million as of fiscal 2020 year-end. In fiscal 2021, we repurchased and settled 479,369 shares with an average price of $125.16 per share for a total cost of $60.0 million in the open market. As of October 3, 2021, we had a remaining balance of $147.8 million available under repurchase program.

71 The following table presents dividends declared and paid in fiscal 2021 and 2020:

Declare Date Dividend Paid Per
Share Record Date Payment Date Dividends Paid
(in thousands)
November 9, 2020 $ 0.17 November 30, 2020 December 11, 2020 $ 9,198 January 25, 2021 $ 0.17 February 10, 2021 February 26, 2021 9,212 April 26, 2021 $ 0.20 May 12, 2021 May 28, 2021 10,831
July 26, 2021 $ 0.20 August 20, 2021 September 3, 2021 10,800 Total dividends paid as of October 3, 2021 $ 40,041
November 11, 2019 $ 0.15 December 2, 2019 December 13, 2019 $ 8,190 January 27, 2020 $ 0.15 February 12, 2020 February 28, 2020 8,225 April 27, 2020 $ 0.17 May 13, 2020 May 29, 2020 9,175
July 27, 2020 $ 0.17 August 21, 2020 September 4, 2020 9,153 Total dividends paid as of September 27, 2020 $ 34,743
Subsequent Events. On October 5, 2021, the Board of Directors authorized a new stock repurchase program under which we could repurchase up to $400 million of our common stock in addition to the $147.8 million remaining under the previous stock repurchase program at October 3, 2021. On November 15, 2021, the Board of Directors also declared a quarterly cash dividend of $0.20 per share payable on December 20, 2021 to stockholders of record as of the close of business on December 2, 2021.

5. Acquisitions
In fiscal 2021, we acquired Coanda Research and Development Corporation ("CRD"), The Kaizen Company (“KZN”), IBRA-RMAC Automation Solutions (“IRM”), and the partnership interests of Hoare Lea, LLP and Subsidiaries ("HLE"). CRD is based in Burnaby, British Columbia and provides world-class expertise in computational fluid dynamics and utilizes industry- leading capabilities to solve complex engineering science problems for commercial customers, across a broad range of industries. KZN is based in Washington, DC and provides international development advisory and management consulting services offering a suite of innovative tools that support advanced solutions in health, education, governance, peace and stability, and sustainable economic growth. IRM is based in San Diego, California, and provides digital water transformation consulting services and an innovative suite of tools to address complex water system modernization challenges. HLE is a leader in sustainable engineering design based in Bristol, United Kingdom. It was established in 1862 and is an award-winning high- end consultancy firm in the United Kingdom, with more than 900 employees, providing innovative solutions to complex engineering and design challenges for sustainable infrastructure and high performance buildings. CRD and HLE are part of our CIG segment, and KZN and IRM are part of our GSG segment. The total fair value of the purchase price for these acquisitions was $151.7 million. This amount is comprised of $101.4 million in initial cash payments made to the sellers, and $50.3 million for the estimated fair value of contingent earn-out obligations, with a maximum of $74.0 million, based upon the achievement of specified operating income targets in each of the three to four years following the acquisitions.

In fiscal 2020, we acquired Segue Technologies, Inc. ("SEG"), a leading information technology management consulting firm based in Arlington, Virginia, and BlueWater Federal Solutions, Inc. ("BWF"), a leading information technology management consulting firm based in Chantilly, Virginia. Both of these acquisitions are part of our GSG segment. The total fair value of the purchase price for these two acquisitions was $88.6 million. This amount was comprised of $71.4 million in initial cash payments made to the sellers, $0.7 million of payables related to estimated post-closing adjustments for net assets acquired, and $16.5 million for the estimated fair value of contingent earn-out obligations, with a maximum of $28.0 million, based upon the achievement of specified operating income targets in each of the three years following the acquisitions.

In fiscal 2019, we acquired eGlobalTech ("EGT") and WYG plc (“WYG”). EGT is a high-end information technology solutions, cloud migration, cybersecurity, and management consulting firm based in Arlington, Virginia. WYG employs approximately 1,600 staff primarily in the United Kingdom and Europe, delivering consulting and engineering solutions for complex projects across key service areas including planning, water and environment, transport, infrastructure, the built environment, architecture, urban design, surveying, asset management, program management, and international development.

Both of these acquisitions are part of our GSG segment. The total fair value of the purchase price for these two acquisitions was $103.3 million. This amount was comprised of a $24.7 million promissory note issued to the sellers (which was subsequently paid in full in the third quarter of fiscal 2019), cash payments of $54.2 million to the sellers, $3.3 million of payables related to estimated post-closing adjustments for net assets acquired, and $21.1 million for the estimated fair value of contingent earn-out obligations, with a maximum of $25.0 million, based upon the achievement of specified operating income targets in each of the three years following the acquisitions. In addition, we assumed net debt of $11.5 million, which was subsequently paid in full in the fourth quarter of fiscal 2019 and incurred $10.4 million in acquisition and integration costs.

72 Goodwill additions resulting from the above business combinations are primarily attributable to the existing workforce of the acquired companies and the synergies expected to arise after the acquisitions. The fiscal 2021 goodwill additions represent the significant technical expertise residing in embedded workforces that are sought out by clients and the long- standing reputation of HLE. The goodwill additions related to our fiscal 2020 goodwill additions represent the value of a workforce with distinct expertise in the high-end information technology field, in the areas of data analytics, modeling and simulation, cloud, and agile software development. In addition, these acquired capabilities, when combined with our existing global consulting and engineering business, result in opportunities that allow us to provide services under contracts that could not have been pursued individually by either us or the acquired companies. The results of these acquisitions were included in our consolidated financial statements from their respective closing dates. These acquisitions were not considered material, individually or in the aggregate, to our consolidated financial statements. As a result, no pro forma information has been provided.

Backlog, client relations and trade name intangible assets include the fair value of existing contracts and the underlying customer relationships with lives ranging from one to ten years, and trade names with lives ranging from three to five years.

Most of our acquisition agreements include contingent earn-out agreements, which are generally based on the achievement of future operating income thresholds. The contingent earn-out arrangements are based on our valuations of the acquired companies and reduce the risk of overpaying for acquisitions if the projected financial results are not achieved. The fair values of any earn-out arrangements are included as part of the purchase price of the acquired companies on their respective acquisition dates. For each transaction, we estimate the fair value of contingent earn-out payments as part of the initial purchase price and record the estimated fair value of contingent consideration as a liability in “Current contingent earn-out liabilities” and “Long-term contingent earn-out liabilities” on the consolidated balance sheets. We consider several factors when determining that contingent earn-out liabilities are part of the purchase price, including the following: (1) the valuation of our acquisitions is not supported solely by the initial consideration paid, and the contingent earn-out formula is a critical and material component of the valuation approach to determining the purchase price; and (2) the former owners of acquired companies that remain as key employees receive compensation other than contingent earn-out payments at a reasonable level compared with the compensation of our other key employees. The contingent earn-out payments are not affected by employment termination.

We measure our contingent earn-out liabilities at fair value on a recurring basis using significant unobservable inputs classified within Level 3 of the fair value hierarchy. We use a probability-weighted discounted income approach as a valuation technique to convert future estimated cash flows to a single present value amount. The significant unobservable inputs used in the fair value measurements are operating income projections over the earn-out period (generally two or three years), and the probability outcome percentages we assign to each scenario. Significant increases or decreases to either of these inputs in isolation would result in a significantly higher or lower liability, with a higher liability capped by the contractual maximum of the contingent earn-out obligation. Ultimately, the liability will be equivalent to the amount paid, and the difference between the fair value estimate and amount paid will be recorded in earnings. The amount paid that is less than or equal to the contingent earn-out liability on the acquisition date is reflected as cash used in financing activities in our consolidated statements of cash flows. Any amount paid in excess of the contingent earn-out liability on the acquisition date is reflected as cash used in operating activities in our consolidated statements of cash flows.

We review and re-assess the estimated fair value of contingent consideration on a quarterly basis, and the updated fair value could differ materially from the initial estimates. Changes in the estimated fair value of our contingent earn-out liabilities related to the time component of the present value calculation are reported in interest expense. Adjustments to the estimated fair value related to changes in all other unobservable inputs are reported in operating income. In each quarter during fiscal 2021, we evaluated our estimates for contingent consideration liabilities for the remaining earn-out periods for each individual acquisition, which included a review of their financial results to-date, the status of ongoing projects in their RUPOs, and the inventory of prospective new contract awards. In addition, we considered the potential impact of the global economic disruption due to the COVID-19 pandemic on our operating income projections over the various earn-out periods.

In fiscal 2021, we recorded adjustments to our contingent earn-out liabilities and reported a net gain in operating income of $3.3 million, substantially all in the fourth quarter. These adjustments resulted from the updated valuations of the contingent consideration liabilities, which reflect updated projections of acquired companies' financial performance during their respective earn-out periods.

In fiscal 2020, we recorded adjustments to our contingent earn-out liabilities and reported related net gains in operating income of $15.0 million, substantially all in the fourth quarter. These gains primarily resulted from updated valuations of the contingent consideration liabilities for Norman, Disney and Young ("NDY"), EGT, and SEG.

The acquisition agreement for NDY included a contingent earn-out agreement based on the achievement of operating income thresholds (in Australian dollars) in each of the first three years beginning on the acquisition date, which was in the second quarter of fiscal 2018. The maximum earn-out obligation over the three-year earn-out period was A$25 million

73 (A$7.4 million in year one, and A$8.8 million each in years two and three). These amounts could be earned primarily on a pro- rata basis for operating income within a predetermined range in each year. NDY was required to meet a minimum operating income threshold in each year to earn any contingent consideration.

The determination of the fair value of the purchase price for NDY on the acquisition date included our estimate of the fair value of the related contingent earn-out obligation. The initial valuation was primarily based on probability-weighted internal estimates of NDY's operating income during each earn-out period. Based on these estimates, we calculated an initial fair value at the acquisition date of A$9.4 million for NDY's contingent earn-out liability in the second quarter of fiscal 2018. In determining that NDY would earn 38% of the maximum potential earn-out, we considered several factors including NDY's recent historical revenue and operating income levels and growth rates. We also considered the recent trend in NDY's backlog level.

NDY's actual financial performance in the first two earn-out periods exceeded our original estimates at the acquisition date. As a result, we increased the related contingent consideration liability and recognized losses of $2.1 million (A$3.0 million) and $5.4 million (A$7.9 million) in fiscal 2018 and 2019, respectively. In the fourth quarter of fiscal 2020, we evaluated our estimate of NDY’s contingent consideration liability for the third and final earn-out period. This assessment included a review of NDY’s actual and forecasted results for the third earn-out period, which included an evaluation of the status of ongoing projects in NDY’s backlog, and the inventory of prospective new contract awards and the impact of the COVID-19 pandemic on the Australian economy and NDY's operations. As a result of this assessment, we concluded that NDY’s operating income in the third earn-out period would be lower than previously estimated, and we reduced NDY’s contingent earn-out liability to $1.8 million (A$2.6 million), which resulted in a gain of $3.7 million (A$5.2 million).

The acquisition agreement for EGT included a contingent earn-out agreement based on the achievement of operating income thresholds in each of the first three years beginning on the acquisition date, which was in the second quarter of fiscal 2019. The maximum earn-out obligation over the three-year earn-out period was $25 million ($8.5 million in year one, $9.0 million in year two, and $7.5 million in year three). In each of the first two earn-out years, EGT was to receive a portion of the contingent consideration if EGT achieved a minimum operating income threshold. The remaining contingent consideration could be earned primarily on a pro-rata basis for operating income within a predetermined range in each year. EGT was required to meet a minimum operating income threshold in each year to earn any of this contingent consideration.

The determination of the fair value of the purchase price for EGT on the acquisition date included our estimate of the fair value of the related contingent earn-out obligation. The initial valuation was primarily based on probability-weighted internal estimates of EGT's operating income during each earn-out period. Based on these estimates, we calculated an initial fair value at the acquisition date of $21.1 million for EGT's contingent earn-out liability in the second quarter of fiscal 2019. In determining that EGT would earn 84% of the maximum potential earn-out, we considered several factors including EGT's recent historical revenue and operating income levels and growth rates. We also considered the recent trend in EGT's backlog level and the prospects for the U.S. federal information technology market.

In the third quarter of fiscal 2020, EGT achieved and was paid the maximum earn-out obligation for the first earn-out period. Subsequently, we evaluated our estimate of EGT’s contingent consideration liability for the second and third earn-out periods. This assessment included a review of EGT’s actual and forecasted results for the second and third earn-out periods, which included an evaluation of the status of ongoing projects in EGT’s backlog, and the inventory of prospective new contract awards. As a result of this assessment, we concluded that EGT's operating income in the second and third earn-out period would be lower than previously estimated. Accordingly, in the fourth quarter of fiscal 2020, we reduced EGT’s contingent earn-out liability to $7.5 million, which resulted in a gain of $4.7 million.

The acquisition agreement for SEG included a contingent earn-out agreement based on the achievement of operating income thresholds in each of the first three years beginning on the acquisition date, which was in the second quarter of fiscal 2020. The maximum earn-out obligation over the three-year earn-out period was $20 million ($5.0 million, $7.0 million and $8.0 million for years one, two and three, respectively). SEG was to receive a portion of the contingent consideration if SEG achieved a minimum operating income threshold in each year of the earn-out period. The remaining contingent consideration could be earned primarily on a pro-rata basis for operating income within a predetermined range in each year. SEG was required to meet a minimum operating income threshold in each year to earn any of this contingent consideration.

The determination of the fair value of the purchase price for SEG on the acquisition date included our estimate of the fair value of the related contingent earn-out obligation. The initial valuation was primarily based on probability-weighted internal estimates of SEG's operating income during each earn-out period. Based on these estimates, we calculated an initial fair value at the acquisition date of $11.3 million for SEG's contingent earn-out liability in the second quarter of fiscal 2020. In determining that SEG would earn 57% of the maximum potential earn-out, we considered several factors including SEG's recent historical revenue and operating income levels and growth rates. We also considered the recent trend in SEG's backlog level and the prospects for the U.S. federal information technology market.

74 SEG’s actual financial performance in the first earn-out period on a year to date basis was below our original expectation at the acquisition date. As a result, in the fourth quarter of fiscal 2020, we evaluated our estimate of SEG’s contingent consideration liability for all earn-out periods. This assessment included a review of SEG’s financial results in the first earn-out period, the status of ongoing projects in SEG’s backlog, the inventory of prospective new contract awards, and future synergies with other Tetra Tech operating units. As a result of this assessment, we concluded that SEG’s operating income in all earn-out periods would be lower than originally anticipated. Accordingly, in the fourth quarter of fiscal 2020, we reduced the SEG contingent earn-out liability to $8.1 million, which resulted in a gain of $3.4 million.

In fiscal 2019, we recorded adjustments to our contingent earn-out liabilities and reported a related net loss of $1.1 million in operating income. These adjustments resulted from the updated valuations of the contingent consideration liabilities, which reflect updated projections of acquired companies' financial performance during their respective earn-out periods.

At October 3, 2021, there was a total potential maximum of $105.4 million of outstanding contingent consideration related to acquisitions. Of this amount, $59.3 million was estimated as the fair value and accrued on our consolidated balance sheet. If the global economic disruption due to the COVID-19 pandemic is prolonged, we could have more significant reductions in our contingent earn-out liabilities and related gains in operating income in future periods.

The following table summarizes the changes in the carrying value of estimated contingent earn-out liabilities:

Fiscal Year Ended
October 3,
2021
September 27,
2020
September 29,
2019
(in thousands)
Beginning balance $ 32,617 $ 52,992 $ 35,290
Acquisition date fair value of contingent earn-out liabilities 50,235 16,581 27,704 Change in fair value of contingent earn-out liabilities 992 1,162 1,489 Re-measurement of contingent earn-out liabilities (3,273) (14,971) 1,085 Foreign exchange impact (596) (247) (558)
Earn-out payments:

Reported as cash used in operating activities (427) — — Reported as cash used in financing activities (20,251) (22,900) (12,018) Ending balance $ 59,297 $ 32,617 $ 52,992

6. Goodwill and Intangible Assets
The following table summarizes the changes in the carrying value of goodwill:

GSG CIG Total
(in thousands)
Balance at September 29, 2019 $ 441,802 $ 483,018 $ 924,820 Acquisitions 74,882 5,294 80,176
Impairment — (15,800) (15,800)
Translation and other (369) 4,671 4,302
Balance at September 27, 2020 516,315 477,183 993,498
Acquisitions 15,112 75,479 90,591
Translation and other 7,006 17,483 24,489
Balance at October 3, 2021 $ 538,433 $ 570,145 $ 1,108,578 Our goodwill was impacted by the final valuations of our acquisitions, and the foreign currency translation related to the goodwill balances of our foreign subsidiaries with functional currencies that are different than our reporting currency. The goodwill additions relate to our fiscal 2021 acquisitions. The purchase price allocations for our fiscal 2021 acquisitions of CRD, IRM, KZN and HLE are preliminary and subject to adjustment based upon the final determinations of the net assets acquired and information to perform the final valuations.

75 We perform our annual goodwill impairment review at the beginning of our fiscal fourth quarter. Our last review at June 28, 2021 (i.e. the first day of our fourth quarter in fiscal 2021), indicated that we had no impairment of goodwill, and all of our reporting units had estimated fair values that were in excess of their carrying values, including goodwill. We had no reporting units that had estimated fair values that exceeded their carrying values by less than 150%.

We also regularly evaluate whether events and circumstances have occurred that may indicate a potential change in the recoverability of goodwill. We perform interim goodwill impairment reviews between our annual reviews if certain events and circumstances have occurred, such as a deterioration in general economic conditions; an increase in the competitive environment; a change in management, key personnel, strategy or customers; negative or declining cash flows; or a decline in actual or planned revenue or earnings compared with actual and projected results of relevant prior periods. Although we believe that our estimates of fair value for these reporting units are reasonable, if financial performance for these reporting units falls significantly below our expectations or market prices for similar business decline, the goodwill for these reporting units could become impaired.

On September 2, 2020, Australia announced that it had fallen into economic recession, defined as two consecutive quarters of negative growth, for the first time since 1991 including 7% negative growth in the quarter ending in June 2020. This prompted a strategic review of our Asia/Pacific ("ASP") reporting unit. As a result of the economic recession in Australia, our revenue growth and profit margin forecasts for the ASP reporting unit declined from the previous forecast used for our annual goodwill impairment review as of June 29, 2020. We also performed an interim goodwill impairment review of our ASP reporting unit in September 2020 and recorded a $15.8 million goodwill impairment charge. The impaired goodwill related to our acquisitions of Coffey International Limited and NDY . As a result of the impairment charge, the estimated fair value of our ASP reporting unit equaled its carrying value of $144.9 million, including $95.5 million of goodwill, at September 27, 2020.

On September 28, 2020 (the first day of our fiscal 2021), we merged our former ASP reporting unit into our Client Account Management reporting unit.

During the fourth quarter of fiscal 2019, we performed an interim goodwill impairment review of our Remediation and Field Services ("RFS") reporting unit and recorded a $7.8 million goodwill impairment charge. As a result of the impairment charge, the estimated fair value of the RFS reporting unit equaled its carrying value of $61 million at September 29, 2019, including the remaining $48.8 million of goodwill.

The gross amounts of goodwill for GSG were $556.1 million and $534.0 million at fiscal 2021 and 2020 year-ends, respectively, excluding accumulated impairment of $17.7 million for each period. The gross amounts of goodwill for CIG were $691.6 million and $598.7 million at fiscal 2021 and 2020 year-ends, respectively, excluding accumulated impairment of $121.5 million for each period.

The following table presents the gross amount and accumulated amortization of our acquired identifiable intangible assets with finite useful lives included in "Intangible assets, net" on the consolidated balance sheets:

Fiscal Year Ended
October 3, 2021 September 27, 2020
Weighted-
Average
Remaining
Life
(in years)
Gross
Amount
Accumulated
Amortization
Net
Amount
Gross
Amount
Accumulated
Amortization
Net
Amount
($ in thousands)
Client relations 7.3 $ 69,455 $ (43,984) $25,471 $ 60,775 $ (53,392) $ 7,383 Backlog 0.7 34,577 (30,670) 3,907 37,682 (32,761) 4,921 Technology and trade
names 3.8 14,939 (6,327) 8,612 7,964 (6,325) 1,639
Total $ 118,971 $ (80,981) $37,990 $ 106,421 $ (92,478) $13,943 Amortization expense for the identifiable intangible assets for fiscal 2021, 2020 and 2019 was $11.5 million, $11.6 million and $11.6 million, respectively. Foreign currency translation adjustments were immaterial for fiscal 2021 and 2020.

76 Estimated amortization expense for the succeeding five fiscal years and beyond is as follows:

Amount
(in thousands)
2022 $ 9,664
2023 7,591
2024 4,983
2025 4,348
2026 3,967
Beyond 7,437
Total $ 37,990

7. Property and Equipment
Property and equipment consisted of the following:

Fiscal Year Ended
October 3,
2021
September 27,
2020
(in thousands)
Equipment, furniture and fixtures $ 94,780 $ 90,942
Leasehold improvements 36,462 34,569
Total property and equipment 131,242 125,511
Accumulated depreciation (93,509) (90,004)
Property and equipment, net $ 37,733 $ 35,507
The depreciation expense related to property and equipment was $12.3 million, $13.0 million and $17.3 million for fiscal 2021, 2020 and 2019, respectively.

8. Income Taxes
Income before income taxes, by geographic area, was as follows:

Fiscal Year Ended
October 3,
2021
September 27,
2020
September 29,
2019
(in thousands)
Income before income taxes:

United States $ 211,222 $ 209,443 $ 185,535
Foreign 55,648 18,548 (10,399)
Total income before income taxes $ 266,870 $ 227,991 $ 175,136