TheCityCouncilwishestoacknowledgethemanyindividualswhocontributedtimeand
expertisetothepreparationandpublicationoftheOperatingBudget.
TheannualOperatingBudgetisanimportantresponsibilityofalocalgovernmentandwas
developedincompliancewithWashingtonStateLawassetforthinRCW35A.33.
CityofOlympia’s2023AdoptedOperatingBudget
PreparedbytheCityofOlympiaFinanceDepartment
P.O.Box1967,Olympia,WA98507-1967
TheCityiscommittedtothenon-discriminatorytreatmentofallpersons
inemploymentandthedeliveryofservices/resources.
Information&Resources ............................................................................................................ 5
BudgetPresentationAward ........................................................................................................ 6
Section1:Introduction 7
ReadersGuide ............................................................................................................................. 8
LetterfromtheCityManager ..................................................................................................... 10
ExecutiveSummary ..................................................................................................................... 12
OlympiaCityCouncil ................................................................................................................... 20
CommunityAdvisoryBoards&Commissions ............................................................................. 21
CityOrganizationalChart ............................................................................................................ 22
AbouttheCityofOlympia .......................................................................................................... 23
OlympiaataGlance .................................................................................................................... 28
OverviewofRevenueandExpenditures ..................................................................................... 29
Section2:BudgetProcess 35
BudgetProcessOverview ........................................................................................................... 36
BudgetCycle ............................................................................................................................... 37
Priorities,Performance&InvestmentCycle .............................................................................. 40
Priorities&CommunityInvestments .......................................................................................... 41
Performance ............................................................................................................................... 43
Section3:FinancialPolicies 45
BudgetingbyFund ...................................................................................................................... 46
BasisofAccountingandBudgeting ............................................................................................. 49
FinancialManagementPolicies .................................................................................................. 50
LongTermFinancialPlanning ..................................................................................................... 55
Section4:CityOperatingRevenue 57
RevenueBasics ............................................................................................................................ 58
RevenuebyType ......................................................................................................................... 59
RevenuebyFund-OperatingFunds ........................................................................................... 61
GeneralFund-ProgramRevenuebyType ................................................................................. 63
PropertyTaxes ............................................................................................................................ 66
SalesTax ...................................................................................................................................... 71
BusinessandOccupation ............................................................................................................ 73
AdmissionsTax ............................................................................................................................ 74
UtilityTaxesandFranchiseFees ................................................................................................. 75
GamblingTaxes ........................................................................................................................... 77
Table of Contents
Clickonthetitleorpagenumberbelowforadirectlinktoeachsectionorsubsection.
2023 Adopted Operating Budget
3
LeaseholdExciseTaxes,BusinessLicenses,Development-RelatedFeesandGrants ................ 78
UtilityCharges ............................................................................................................................. 79
Sections5-12:DepartmentBudgets 83
CityManager'sOffice .................................................................................................................. 85
OfficeofCommunityVitality ...................................................................................................... 97
OfficeofStrategicInitiatives ....................................................................................................... 117
CommunityPlanningandDevelopment ..................................................................................... 143
Finance ........................................................................................................................................ 163
Legal ............................................................................................................................................ 175
MunicipalCourt .......................................................................................................................... 187
Parks,ArtsandRecreation .......................................................................................................... 205
PublicWorks ............................................................................................................................... 235
PublicHealth&Safety ................................................................................................................ 283
Housing&Homelessness ............................................................................................................ 287
Fire .............................................................................................................................................. 299
Police ........................................................................................................................................... 317
StrategicCommunications .......................................................................................................... 337
Section13:Non-DepartmentBudgets 347
GeneralFundSub-Funds ............................................................................................................. 348
SpecialFunds .............................................................................................................................. 351
Section14:Debt 357
DebtAdministration ................................................................................................................... 358
DebtTypesTerminology ............................................................................................................. 359
GeneralObligationDebtandRevenueDebt .............................................................................. 361
ScheduleofDebtObligations ..................................................................................................... 365
Section15:SupplementaryInformation 367
CityStaffing ................................................................................................................................. 368
EmployeeClassifications ............................................................................................................. 370
BudgetOrdinance ....................................................................................................................... 375
StatisticalInformationAboutOlympia ....................................................................................... 379
GlossaryofTerms ....................................................................................................................... 387
Acronyms .................................................................................................................................... 399
.
CapitalFacilitiesPlan 403
Table of Contents
Clickonthetitleorpagenumberbelowforadirectlinktoeachsectionorsubsection.
2023 Adopted Operating Budget
4
Information & Resources
City Council Executive Leadership Team
CherylSelby,Mayor JayBurney,CityManager
ClarkGilman,MayorProTem RichHoey,InterimAssistantCityManager
JimCooper DebbieSullivan,AssistantCityManager
YếnHuỳnh RichAllen,PoliceChief
DaniMadrone MarkBarber,CityAttorney
LisaParshley LeonardBauer,CommunityPlanning&
DontaePayne DevelopmentDirector
AaronBeMiller,FinanceDirector
SusanGrisham,AssistanttotheCityManager
City Council Finance
Committee
MarkRussell,InterimPublicWorksDirector
LinnaeaJablonski,HumanResourcesDirector
LisaParshely,Chair ToddCarson,InterimFireChief
JimCooper MaryamOlson,ProgramandPlanning
YếnHuỳnh
Supervisor,MunicipalCourt
KelliePurce-Braseth,StrategicCommunications
Director
Contact Information
MikeReid,EconomicDevelopmentDirector
PaulSimmons,Parks,Arts&RecreationDirector
CityofOlympia
P.O.Box1967,Olympia,WA98507-1967
Phone:360.570.3734
Fax:360.753.8165
FindusOnline:olympiawa.gov
Additional Information Resources
CapitalFacilitiesPlanand2023-2027FinancialPlan:olympiawa.gov/budget
LOTTCleanWaterAlliance:lottcleanwater.org
OlympiaComprehensivePlan:olympiawa.gov/compplan
OlympiaBicycleMasterPlan:olympiawa.gov/transportation
Parks,ArtsandRecreationPlan:olympiawa.gov/parksplan
RegionalClimateMitigationPlan:trpc.org
TransportationMasterPlan:olympiawa.gov/tmp
WastewaterManagementPlan:olympiawa.gov/plans
WaterSystemPlan:olympiawa.gov/plans
2023 Adopted Operating Budget
5
Budget Presentation Award
TheGovernmentFinanceOfficers’Association(GFOA)oftheUnitedStatesandCanada
presentedaDistinguishedBudgetPresentationAwardtotheCityofOlympia,Washingtonforits
annualbudgetforthefiscalyearbeginningJanuary1,2022.
Inordertoreceivethisaward,agovernmentalunitmustpublishabudgetdocumentthatmeets
programcriteriaasapolicydocument,asanoperationsguide,asafinancialplanandasa
communicationsdevice.
Theawardisvalidforaperiodofoneyearonly.Webelieveourcurrentbudgetcontinuesto
conformtoprogramrequirementsandwearesubmittingittoGFOAtodetermineitseligibility
foranotheraward.
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6
Introduction
IncludedinthisSection
Reader'sGuide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
LetterfromCityManager . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
ExecutiveSummary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
OlympiaCityCouncil . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
OlympiaCityCouncilCommunityAdvisoryBoards&Commissions . . . . . 21
CityOrganizationalChart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
AbouttheCityofOlympia . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
OlympiaataGlance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
OverviewofRevenuesandExpenditures . . . . . . . . . . . . . . . . . . . . . . . . . . 29
Clickonsub-sectionorpagenumberforadirectlink.
2023 Adopted Operating Budget
Introduction | 7
Reader's Guide
TheCityofOlympia’sOperatingBudgetisdesignedtohelpreadersunderstandtheCity’s
financialplantoprovidemunicipalservicesandgenerateaclearpictureofCityoperationsto
communitymembersandinterestedparties.Thissectionisdesignedtohelpacquaintthereader
withthebudgetdocumentandprovideanoverviewofthebudgetprocess,document
arrangement,andotherhelpfulresources.
Introduction
TheIntroductionsectioncontainstheCityManager’sbudgetmessage,whichdiscussesthe
currentstateoftheCity,strategicdirection,andmajorbudgetissuesandrecommendations.The
budgetmessagehighlightsmajorchangesfromtheprioryear’sbudget,discussesassumptions
usedtopreparethebudget,andtheCityManager’sbudgetrecommendationsinfurtherdetail.
ThissectionalsoincludesanoverviewoftheCity,itsbudgetprocess,useofrevenuesand
expenditures,andaCitywideorganizationalchart.
BudgetProcess
TheBudgetProcesssectionincludesanoverviewoftheCity'sbudgetingprocessandbudget
cycle.ThesectionalsoincludesadeeperdiveintothePriorities,PerformanceandInvestments
(PPI)Cycleusedforbudgeting.AlsoincludedisanoverviewoftheCity’sperformance
measurementprogram.
FinancialPolicies
TheFinancialPoliciessectionexplainstheCity’sfundstructureandbasisofaccounting.
Organizationalgoalsaswellasbudgetingandfinancialpoliciesandstrategiesareincludedalso.
CityOperatingRevenue
TheRevenuesectioncontainsinformationregardingtheCity’sprimarysourcesofrevenue
acrossallfundsandassociatedrevenuestatements.Thissectionprovidesanexplanationof
Olympia’spropertytaxsystemandasummaryoftheCity’spropertytaxrevenuesandassessed
valuation.ItalsoprovideshistoricaltrendinformationregardingtheCity’smajorrevenue
sourceswithintheGeneralFundandotherfunds.
DepartmentBudgets
Departmentbudgetsectionsbeginwithanarrativeincludingthedepartment’smission
statement,abriefdescription,organizationalchart,summaryofoperatingexpendituresand
revenues,andidentificationofsignificantchangestothebudgetascomparedtolastyear.
Departmentnarrativesalsoincludethedepartment’slineofbusinessstructurewith
descriptions,operationaltrends,budgetsummaryandhighlights,futurechallengesand
opportunities,recentaccomplishments,programstaffingpositions,andperformancemeasures.
2023 Adopted Operating Budget
8 | Introduction
Non-Departmental
TheNon-DepartmentalsectionincludesinformationfortheCity’sGeneralFundsub-fundsand
otherSpecialfundsthatarenotincludedinotherdepartmentoperationalsections.
Debt
TheDebtsectionprovidesdetailedinformationabouttheCity’sdebtpolicies,debtcapacity,and
statementsofindebtedness.
SupplementaryInformation
TheSupplementaryInformationsectioncontainsstatisticalinformationabouttheCityand
ThurstonCounty.Alsoincludedisin-depthCitystaffinginformation.Tocloseoutthissection,
thereisaglossaryandlistofacronymsusedinthisdocument.
CapitalFacilitiesPlan
TheCapitalFacilitiesPlanprovidesinformationontheCity’ssix-yearcapitalimprovementplan,
includingmajorconstructionandcapitalacquisition.TheCFPincludeslinkstoboththeOlympia
SchoolDistrict'sandNorthThurstonPublicSchools'CapitalFacilitiesPlan.
2023 Adopted Operating Budget
Introduction | 9
A Message from Jay Burney,
OlympiaCityManager
January1,2023
Mayor,MayorPro-tem,CityCouncilmembers,andCommunityMembersofOlympia,
ItismypleasuretopresenttoyoutheCityofOlympia’s2023adoptedbudget.Thebudgettotals
$189.0million,anincreaseof$11.9millionorfromthe2022adoptedbudget.Includedinthat
totalisaGeneralFundallocationof$97.1millionwhichrepresentsanincreaseof$603.1
thousandor0.6%from2022.Thebudgetisbalanced,isbuiltinaccordancewithCouncil
priorities,andreflectsoursharedcommitmenttoprovidingvaluablegovernmentservicesina
cost-effectiveandefficientmanner.Localgovernmentservicesandservicedeliverysystemsare
inaconstantstateofchangeandtheadoptedbudgettakesboldstepsinaddressingthe
changingneedsofresidentsandcommunitybusinesses,particularlyinourhouselessnessand
climateprograms.Thebudgetincludeson-goingGeneralFundresourcestosupporttwonew
positionsineachoftheseprogramsaswellasmoniestosupporttheThurstonClimate
MitigationPlan.
TheCity'sbudgetapproachistodevelopbudgetsbasedonarealistic,albeitslightly
conservative,approachtorevenueforecastingtoinformexpenditurelevels.Thisapproach
providesreasonableassurancethatrevenuegenerationwillmeetbudgetexpectationstofund
budgetedoperationalexpenses.Incaseswherefundbalanceisbeingutilizedtobalance
budgetedexpenses,athoughtfuldeterminationwasmadebycomparingthecurrentlevelof
fundbalancetotheminimumlevelnecessarybasedoncashflowneedsandanycontingency
and/orpolicyrequirementsforthosefunds.Furthermore,theuseoffundbalanceandother
one-timemoniesisrestrictedtopayforone-timeexpensessuchascapital,majormaintenance,
orstand-alonecontractservicesandisnotavailabletofundon-goingoperations.Ininstances
whereone-timemoniesareusedtofundapilotprogram,afundingstrategymustbeapproved
andinplacetobalanceanyon-goingcostsoftheprogram.
Asinpreviousyears,thebudgetcreationprocesswasverychallenging,especiallyforthe
GeneralFund,andrequireddifficultchoicesonhowtobestspendourcity’svaluableresources.
Aswithmostgovernmententities,theCityisexperiencingabudgetsustainabilitychallenge.
Expensesincreaseeachyearatapacetheexceedsgrowthinresources.Asaresult,notall
requestsforadditionaloperatingresourcescouldbefunded.Theadoptedbudgetcontinuesto
fundexistingCityservicesandprogramsattheircurrentlevelwithadjustmentsfornecessary
increasesforinflation,laborcostchangesandcontractualrequirements.Newinitiativesor
expansionofcurrentprogramsandservicesarebasedonneed,thevaluetotheOlympia
community,andCouncilpriorities.
InadditiontotheincreasesinourHouselessnessandClimateprograms,theadoptedbudget
includesfundingincreasesforParksandRecreation,Fire,UtilityBilling,andEngineering
functionsintheGeneralFund.Additionally,thebudgetincludesneededresourcesforthe
Stormwater,Wastewater,andtheWasteResourcesutilitiesaswellasFleet.Thebudgetincludes
15.75newpositions,manyofwhichgeneratefundingtocovertheircostsfullyoratleast
partially,andwhicharenecessarytomeettheCity’schangingneeds.
2023 Adopted Operating Budget
10 | Introduction
Aspartofthe2022Councilbudgetprocess,wewereveryclearwithCityCouncilandthe
OlympiacommunitythatouruseofFederalAmericanRescuePlanAct(ARPA)moniesonsome
programscreatedabowwaveofroughly$2millionandthatwewouldbegintoaddressthebow
waveinthe2023budgetprocess.Webegantoactearlyin2022tolookatwaystoreducethe
bowwaveandthroughtheincredibleteamworkthatweseehereeverydayattheCityof
Olympia,thebudgetfor2023reducesthebowwavebyroughly$1million.Moreworkisneeded
toreducethebalanceofthebowwavecreatedin2022but,IamconfidentthatourCityCouncil,
Citystaff,andtheOlympiaCommunitywillworktogethertofindsolutionstoclosethegapin
2023.
Iappreciatethewaydepartmentsputtogethertheir2023budgetrequests.Budgetswere
submittedinlinewithmydirectionsandtogetherwewereabletocreateabudgetthat
addressesareasofneedaswellastakingstepstomoveourbudgetclosertolong-term
sustainability.Budgetsarealwayschallengingtoputtogetherandthisyearwasnoexception
but,theFirstTeammentalityexhibitedthroughoutthewholeCityduringthisprocessgreatly
aidedinitscreation.Honestanddifficultconversationsaboutdecisionsonwhichenhancements
werebeingfundedweremetwithsupportandunderstandingandadesiretohelpmovetheCity
forward.
Thebudgetistheculminationofnearlyayear-longcollaborativeeffortamongtheCityCouncil,
CityManager,CitystaffandtheOlympiacommunity.Iwouldliketoextendmythankstoallthe
cityemployeesfortheworktheydoeachdaytomakeadifferenceforourcommunity.Thecity
servesadiversepopulationwithaworkforcethatiscommittedtomeetingtheneedsofthe
public.
Respectfullysubmitted,
JayBurney
CityManager
WatchtheCityManager'sBudgetIntroductionvideo:olympiawa.gov/budget
2023 Adopted Operating Budget
Introduction | 11
Executive Summary
ThisExecutiveSummaryprovideshighlightsoftheCity’s2022activityandtheadopted2023
OperatingBudget.TheCity’sbudgetapproachistodevelopbudgetsbasedonarealistic,albeit
slightlyconservative,approachtorevenueforecastingandusingthoserevenuestoinform
expenditurelevels.Thisapproachprovidesreasonableassurancethatrevenuegenerationwill
meetbudgetexpectationstofundbudgetedoperationalexpenses.
2022OperatingUpdate
Currentyearestimatesforecastrevenuestoexceedtheoriginalbudgetbyroughly$4.1million
intheGeneralFund,significantlyattributedtoAmericanRescuePlanAct(ARPA)funding,retail
salesandusetaxcollectionsaswellasbusinessandoccupationtaxcollections.Further,General
Fundexpensesareforecastedtocomeinroughly$927thousandabovethe2022adopted
expenditurebudgetand$10.6millionbelowthe2022budgetasamended.Thecombinationof
thesetwopositivevarianceschangedtheGeneralFundpicturefromabudgeteddeficitto
endingtheyearinapositiveposition.AvailableGeneralFund2022fiscalyearresourcesabove
ourfundbalancepolicymaybeusedtoprovideone-timeresourcesfornecessaryone-time
expenditures,tobolsterfundbalancesinotherfunds,and/ortoprovideresourcesforemergent
needsinthecurrentfiscalyear.
City-wide,forecastedoperatingrevenueisexpectedtosurpassbudgetedrevenuebyroughly
$4.3millionlargelyduetotaxrevenueandoperatingtransfers.Budgetedexpensesare
forecastedtoberoughly$650thousandbelowtheadoptedbudgetandnearly$15.6million
belowthebudgetasamended.Thesevariancesofforecastedexpensesfromthebudgetare
duetobudgetedcontractscarryingoverinto2023,vacantpositions,budgetedtransfersnot
beingnecessary,andbudgetmanagersspendinglessthanwasallocatedtothem.
Thebudgetcreationprocessfor2022wasverychallenging,especiallyfortheGeneralFund,and
requireddifficultchoicesonhowtobestspendourcity’svaluableresources.TheCityof
Olympia,likemostothergovernmententities,isfacingabudgetsustainabilitychallengewhere
expensesincreaseeachyearatapacethatexceedsgrowthinresources.This,coupledwiththe
continuedimpactsoftheCOVID-19pandemicresultedinaninabilitytofundalldesirednew
programsorexpansionofcurrentprograms.WhiletheGeneralFundbudgetincludedroughly
$1.8millioninnewprogramsorprogramenhancements,italsoincluded$1.3millionin
expenditurereductions,nearly$717thousandcomingfromtheOlympiaPoliceDepartment.
Further,the2022GeneralFundbudgetincludedaroughly$590thousandtaxrevenueincrease
fromanincreaseintheMunicipalUtilityTax(MUT)rateof1percent.Certainly,thedecisionto
increasetheMUTratewasdifficult.However,wevaluedthevoicesofourcommunityandheard
thatincreasesinresourcestowardcommunicationandcrisisresponse,whichaddedover$700
thousandinon-goingcosts,wasapriorityofourresidents.The1percentincreaseintheMUT
rateprovidesresourcesneededtohelpbalanceoutthoseincreasedcosts.
2023 Adopted Operating Budget
12 | Introduction
The2022OperatingBudgetwasbuiltinthesummerof2021,soonaftertheWashingtonState
GovernorliftedCOVID-19restrictions.Thebudgetwasbuiltusingassumptionsbasedonthe
bestinformationthecityhadatthetime.However,buildingrevenueassumptionsand
estimatingimpactsoftheliftingofCOVID-19restrictionswereespeciallydifficultasavailable
informationonchangesinspendingpatternsandtheeconomyoverallseemedtochangedaily.
For2022,withtheuncertaintysurroundingtheeffectsofliftingCOVIDrestrictions,thecitytook
whatwebelievetobetheappropriatecourseofactionandbuiltaconservativebudget.Along
withthisconservativeapproachtorevenue,theCitybudgetednearly$2.2millioninfund
balancereservestosupplement2022budgetedrevenuesfortheCitytomaintainourcurrent
levelofserviceforourresidentsandcommunity.
In2020,withtheeconomicimpactsoftheCOVID-19pandemicimpactingjobsacross
Washington,theGovernorissuedanorderthat,amongotherthings,prohibitedutilityproviders
fromshuttingoffelectricandwaterutilitiesduetonon-payment.Theorderalsorequired
electricandwaterutilityproviderstoturn-onpreviouslyshutoffutilitiesuponrequest
regardlessofthereasonforshutoff.TheGovernor'sshut-offorderwasliftedSeptember30,
2021,however,theCitycontinuedtoabidebytheorderuntilJanuary2022togiveour
customers,especiallythosemostand/orstilleffectedbythepandemic,timetobringtheir
accountscurrentorsetuppaymentplanswhichwouldallowforuninterruptedwaterservice.
TheCityprovidedroughly$1.1millionofatotalof$9.2millionAmericanRescuePlanAct(ARPA)
moniestohelpclearpastdueamountsfromourutilitycustomersaccountsandmakethe
utilitieswholefromdelayedservicepayments.ThebalanceoftheARPAmonieswasincludedin
the2022budgettobeusedforeligiblepublichealthandsafety,communitylivability,economic,
andcitysupportprojects.NotallARPAmonieswereexpendedin2022andhavebeen
reallocatedforusein2023.
The2022budgetincludedusingsomeoftheseone-timeARPAmoniesforexpansionorcreation
ofon-goingoperationalprograms.On-goingexpensesARPAmonieswereusedtofundinclude
thePolicecameraprogram,housingandhomelessnessresponse,andincreasestonon-police
publicsafetysupportactivities.Duringthe2022budgetprocess,wewereveryclearwithCity
CouncilandtheOlympiacommunitythatouruseofFederalAmericanRescuePlanActmonies
ontheseprogramscreatedabowwaveofroughly$2millionandthatwewouldbeginto
addressthebowwavein2022toinformthe2023budgetprocess.Webegantoactearlyin2022
toaddresstwohighprioritybudgetneeds,reducingthebowwaveinfutureyearsand,atthe
sametime,lookingatprocesstowardsustainablebudgeting.
Aspartoftheprocesstoaddressbudgetsustainability,in2022thecitybeganamorerobust
effortinfinancialforecastingandlong-termfinancialplanning.Thecitycreated10-yearfinancial
forecastsforfiveofthesixmajorfunds(wewillbecompletinga10-yearforecastforthesixth
majorfundin2023).Thoseforecastsuseaconsistentmethodologyinhowassumptionsfor
changesinexpensesandresourcesaregeneratedoverthe10-yearperiod.Importantly,the
forecastsprovideavisionoffutureexpensesandrevenuesinastatusquoenvironment.Allthe
forecastsassumenonewpositions,nonewprograms,andnonewresourcesoutsideofany
knownchanges.TheseforecastshavebeendiscussedmultipletimesatCityCouncilandthe
CouncilFinanceCommitteeaswellasatcommunityandadvisoryboardmeetings.Further,the
cityhasembarkedonasignificantefforttoupdate,modify,and/orcreatefinancialpoliciesand
proceduresthatmorecloselyalignwithbestpractices.Whilethisworkbeganin2022,the
significantworkoncompletingtheseupdateswillbedonein2023.Findour10-yearforecaston
ourwebsitehere:https://www.olympiawa.gov/government/budget_financial_reports.php
2023 Adopted Operating Budget
Introduction | 13
Asignificantamountoftimeandeffortspentin2022wastowardtheimplementationofanew
financialandHumanResourceManagementsystem.Theprojectkickedoffin2021witha
budgetof$4.5millionwhichincludednearly$1.4millionforaprojectplanningandvendor
selectionconsultantaswellasbackfillpositionsintheFinance,HumanResources,and
InformationTechnologydepartments.Anotherroughly$2.6millionoftheprojectbudget
fundedanimplementationconsultantaswellasSaaS(softwareasaservice)fees,training,and
thefirstyearofsubscriptionfees.Thebudgetalsoincludedroughly$400,000or10%asa
contingency.TheentireprojectwasprefundedintheGeneralFundandisexpectedtobe
completedonbudgetin2023.
ThepastfewyearshavebeenespeciallychallengingforCitystaff.Thepandemiccreatedthe
needforawholenewservicedeliveryprocess.Localgovernmentservicesandservicedelivery
systemsareinaconstantstateofchangeandrequiretheCityanditsservicestobenimbleand
abletopivoteasilybasedonthecircumstancesofthoseweserve.Evenso,Citystaffhave
servedtheOlympiacommunitywithresiliencyanddedication.Asthedefinitionofthe
workplacehasshiftedsincethebeginningofCOVID-19in2020,staffhavebeenabletoadapt
andcontinuetheirworkinanefficientandeffectivemanner.Therewerealotofhighlightsin
2022whichareworthyofcelebration.Allofthedepartmentsectionsofthebudgetincludenot
onlyaccomplishmentsfromthepastyearbutalsotrends,opportunities,andchallengesforthe
comingyearand/orfutureyears.Weinvitethereadertoreviewthedepartmentsectionsofour
2023BudgetDocument.
BudgetPlanning
Fiftyyearsago,theCityadopteditsfirstComprehensivePlan.Thepoliciesandgoalsofthis
documentguidehowwewillgrowanddevelopover20years.In2014,theCityasked
communitymembersto“ImagineOlympia,”andtheresultwasanupdatedComprehensivePlan
withanewvisionthatisbold,broadandambitious.
Sincethen,theCityhasputinplaceaframeworktointentionallytakestepstoachievethat
visionthroughstrategicplanning,performancemanagement,andcontinuouslearning.This
frameworkiswhatwerefertoastheannualPriorities,Performance,andInvestment(PPI)cycle.
Itincludesthreemainphases:
Learning.TheCityusescommunityindicatorsandperformancemeasurestotakeanhonestand
fact-basedlookathowwearedoinginachievingourcommunityvision.
Engaging.TheCityhostsconversationsandprovidesengagementopportunitiestolistento
communitymemberstoaffirmprioritiesbasedonthatdata.
Investing.TheprioritiesandperformanceinformtheCityonhowweinvestresourcestoachieve
ourcommunityvision,includingfundingandCitystafftime.
AtCityCouncil’sannualJanuaryretreat,prioritiesareconfirmedfortheyear.Throughoutthe
year,theFinanceCommitteeschedulesmonthlymeetingstoreviewfinancialpolicies,financial
reports,anddiscussprogramsandservicesthatdirectlyimpacttheannualbudget.TheFinance
Committee’srecommendationsareforwardedtothefullCityCouncilfortheirreviewand
discussion,priortoadoptionofthebudgetinDecember.
2023 Adopted Operating Budget
14 | Introduction
Asnotedabove,theCitytypicallyengagesthepublicinthelatespringtohearcommunity
members'experiencesandperspectivesthathelpinformtheCity’sbudgetinvestments.This
workguidesthedevelopmentofboththeOperatingandCapitalbudgets.In2021,theCityhad
plannedtohosttheseannualcommunityconversations,however,aftertheCOVID-19outbreak,
directivestoreducesocialgatheringsandbudgetshortfallsrequiredtheseactivitiesbedeferred.
The2023BudgetwaspreparedusingprioryearCommunityConversationsandPrioritiesto
guidethebudgetdevelopment.
2023BudgetDevelopment
TheannualbudgetdevelopmentprocessbeginsinMarchwithplanningforthebudgetprocess
andestablishingearlyestimates.DepartmentspreparetheirbudgetsubmittalsinJuneandJuly
forpresentationtotheBudgetReviewTeam.BudgetreviewstookplaceinAugust.Department
budgetrequestsandreductionproposalswerethenanalyzed,reviewedandprioritizedbythe
BudgetReviewTeam.TheCityManagermakesfinalbudgetbalancingdecisionsinearly
Septemberwhichallowstimeforthefinalproductionofthe2023preliminarybudgetdocument.
ThepreliminarybudgetispresentedtotheCityCouncilandOlympiacommunityinearly
October.TheCouncilbudgetprocesscontinuestoDecemberwhentheCouncilformallyadopts
theirannualbudgetforthecomingfiscalyear.The2023OperatingBudgetwasformally
adoptedbytheCityCouncilwithonlyslightmodificationstothepreliminarybudget.Those
modificationsincluded$129,000forThurstonConservation,$100,000additionalfundingforthe
PoliceAuditor,$100,000forDiversity,Equity,andInclusion(DEI)training,$25,000foraYouth
Council,andothercorrectionstopersonnelcostsandrevenuesestimates.
Lateinthebudgetprocess,theOlympiaCityCouncilapprovedtheefforttoimplementtheBasic
LifeSupportandCommunityAssistanceReferralsandEducationServices(BLS/CARES)program
tobeginassoonasreasonablypossible.TheCouncilrecognizedthatnecessaryexpenditure
authorityfornewFull-timeEquivalentpositions(FTE’s)andoperatingandothercapitalneedsas
demonstratedbytheFireDepartmentwerenotincludedinthe2023OperatingBudgetas
approvedbyCouncil.TheCouncilresolvedthattheCityManager,FireChief,CityAttorney,and
CityFinanceDirectorweretotaketheappropriatestepstomoveforwardwithimplementation
oftheBLS/CARESprograminadvanceofformalfundingfortheprogrambytheCityCouncil.
Citystaffaretobringanupdatedbudgetrequestwiththemostrecentavailableinformation,
includingfundingmechanism,expenses,andnewpositionshiredforBLS/CARESprogram
implementationincurredtodate,aspartofthefirstquarterbudgetadjustmentOrdinancefor
Councilapprovalofnecessary2023programexpenses.Theestimatefortheprogramisroughly
$4million.
The2023AdoptedBudgetincludeson-goingGeneralFundresourcesforadditionalstaff
supportingourClimateandHomelessnessprograms.Inadditiontotheincreasesinour
HouselessnessandClimateprograms,theadoptedbudgetincludesfundingincreasesfor
EconomicDevelopment,ParksandRecreation,Fire,UtilityBilling,andEngineeringfunctionsin
theGeneralFund.Additionally,thebudgetincludesneededresourcesfortheStormwater,
Wastewater,andtheWasteResourcesutilitiesaswellasFleet.Thebudgetincludes15.75new
positions,manyofwhichgeneratefundingtocovertheircostsfullyoratleastpartially,and
whicharenecessarytomeettheCity’schangingneeds.Thebudgetalsobeginstoaddressthe
GeneralFundbowwaveofroughly$2millioncreatedin2022byusingone-timeARPAmonies
foron-goingprogramexpenditures.The2023adoptedbudgetreducesthebowwavebynearly
$1millionandworkcontinuestofullyresolvethebowwaveaspartofthe2024budgetprocess.
2023 Adopted Operating Budget
Introduction | 15
2023OperatingBudget
The2023OperatingBudgetincludesappropriationsfortheCity’stendepartmentsandthe
663.53full-timeequivalent(FTE)employeesof:CityManager'sOffice(Executive,Legislative,
OfficeofCommunityVitality,andOfficeofStrategicInitiatives),CommunityPlanning&
Development,Finance,Fire,Legal,MunicipalCourt,Parks,Police,andPublicWorks(General
Facilities,Engineering,Fleet,Transportation,DrinkingWater,Wastewater,StormandSurface
Water,andWasteReSources).Thebudgetincludesoperatingrevenuesandexpensesforallcity
fundtypes,theGeneralFund,SpecialRevenueFunds,DebtService,Enterprise(UtilityFunds)
andInternalServicesFunds.TheAdopted2023OperatingExpenditureBudgetis$189.0million,
whichisa6.7percentincreasefromthe2022AdoptedOperatingBudget.
Operatingexpendituresexceedrevenuebyapproximately$4.1million.Thisisprimarilythe
resultofseveralfundsutilizingexistingfundbalanceresourcesorreservestosupport2023
operatingactivitiesintheGeneralFund,GeneralFundsub-funds,andtransferstocapitalfunds
forplannedconstructionorothercapitalactivitiesintheUtilityfunds.Theuseoffundbalances
mayonlybeusedforone-timeexpenses.
2023GeneralFundBudget
TheGeneralFundistheprincipaloperatingfundoftheCityandcoversthebasiccoremunicipal
services.TheGeneralFundaccountsforthefinancialresourcesoftheCitywhicharenot
accountedinanyotherfund.Principalsourcesofrevenuearetaxes,licensesandpermits,state
sharedrevenues,chargesforservice,andothermiscellaneousrevenue.The2023GeneralFund
Expenditurebudgetis$97.1millionoranincreaseof0.6%overthe2022Adoptedbudget.The
slightincreaseisrelatedtopersonnelcostsandcontractualobligations.Thoseincreasesare
offsetbyachangeinouraccountingstructureforourCommunityPlanningandDevelopment
(CP&D)functions.CP&DexpenseshadpreviouslybeensplitbetweentheGeneralFundand
DevelopmentFeeFund.Fortransparency,allexpensesforCP&Dactivitiesarenowaccounted
forintheDevelopmentFeeFund.TheGeneralFundcontinuestosupporttheactivitiesthat
aren’teligibletobepaidforbydevelopmentrevenuethroughanoperatingtransferof$2.5
milliontotheDevelopmentFeeFund.Othersignificantchangesarehighlightedbelow.
Highlightsof2023GeneralFundBudgetChanges:
• Afivepercentwageadjustmentforallemployees
• AdditionofBuildingandEnergyProgramManagerinClimate
• AdditionofProgramSpecialistinClimate
• AdditionofHousingandHomelessnessProgramDirector
• AdditionofProgramSpecialistinHousingandHomelessResponse(movedfromHomeFund)
• AdditionofFirefighterParamedic
• AdditionofAccountingTechnician
• AdditionoftwoEngineeringTechnicianIIpositions
• AdditionofContractSpecialistposition
• AdditionofCommunityPlanningandDevelopmentOfficeSpecialistII(0.5FTE)
• AdditionofProgramManagerfortheArmory
• AdditionofParksMaintenanceWorker(0.5FTE)
• AdditionofParksPublicServiceRepresentative(0.5FTE)
2023 Adopted Operating Budget
16 | Introduction
2023RevenueAssumptions
TheCitymakesrevenueassumptionsforthenextfiscalyearbasedonthebestinformationwe
haveoncurrentyearactualcollections,ouryear-endforecasts,andanyknownchangesinrates
orlegislativeactionsforthecomingyear.Asaresultofthispractice,changesbetweenbudget
yearscanappearlarger,orsmaller,thanthechangesbetweenthenextyearbudgetandcurrent
yearforecastedrevenue.Budgetingourrevenuesinthismannerhelpstoensurethatincreases
onbudgetedrevenuedon’tcreateafundingissueinfutureyearsduetoactualcollectionsfailing
tomeetbudget.
PropertyTaxes:The2023Generalpropertytaxlevyincludesa2.7percentincreaseoverthe
2022levy.Statelawallowsfora1%increaseortheIPD(ImplicitPriceDeflator),whicheveris
lower,pluscollectionsresultingfromnewconstruction,changesinstateassessedproperty
values,andrefundlevies.
SalesTax:Thebudgetincludesa1.1percentincreaseinsalestaxfromour2022estimate.
Business&Occupation(B&O)Tax:For2023,B&Otaxisbeingprojectedata13.6percent
increasefrom2022year-endestimates.
UtilityTax:ThebudgetincludesaX.XpercentincreaseinUtilitytaxes.Thegrowthinutilitytax
revenueisduetocustomerandusagegrowthandincreasesinutilityrates.
UtilityRates:Cityutilitiesareexpectedtoprovideuninterruptedpublichealthservicesforour
community.TheCity’sresponsibilitiesincludeensuringdrinkingwateriscleanandhealthy,
sewerinfrastructuresafelyconveyswastetotheLOTTtreatmentfacility,solidwasteismanaged
forreuseordisposal,floodingisminimized,andoururbannaturalresourcesareprotected.
Giventhesecorepublichealthmandates,utilitiesarestructuredasmunicipalenterprisefunds.
Theyarefinanciallyself-supportingandarenotdependentongeneraltaxdollars.Theutilities
paytheirfairshareofvariousCityoverheadcosts(buildingusage,insurance,finance,human
resources,andlegalservices).
Theutilityrateincreasesfor2023arenotedbelow:
2023 Adopted Operating Budget
Introduction | 17
2023UtilityRateAdjustments:
Utility RateAdjustments
DrinkingWater 6.60%
Wastewater
• Collections
• LOTT
9.82%
3.00%
Storm&SurfaceWater 9.88%
WasteResources
• DropBox
• Residential
• Commercial
• Organics
4.00%
4.00%
4.00%
0.00%
LodgingTax:WiththeliftingoftheGovernor’sCOVID-19stayhomestaysafeorderhotelstays
havebeenontheincrease.In2023,thebudgetedrevenuefromLodgingTaxis$992,000which
is44.7percentabove2022collections.
2023ExpenditureHighlights
PersonnelCosts:The2023AdoptedOperatingBudgetincludesa5%wageadjustmentforallcity
employees,notincludinganymarketrateadjustments.Medicalbenefits,dependingontheplan,
increaseinarangefrom5.8percent-7.3percent.
SuppliesandServices:Departmentswereinstructedtoholdallbudgetsinthiscategoryto2022
budgetedlevelswiththeexceptionofuncontrollablecostsprimarilyrelatedtosoftware
subscriptionsfees,utilityrates,outsideagencyfees,andothercontractualobligations.
DebtService:Nonewdebtissuanceorrefundingisanticipatedfor2023andthebudgetreflects
costsforprincipalandinterestpaymentsbasedondebtamortizationschedules.
GeneralFundBudgetBalancing
TheCity'sbudgetapproachistodevelopbudgetsbasedonarealistic,albeitslightly
conservative,approachtorevenueforecastingtoinformexpenditurelevels.Thisapproach
providesreasonableassurancethatrevenuegenerationwillmeetbudgetexpectationstofund
budgetedoperationalexpenses.Incaseswherefundbalanceisbeingutilizedtobalance
budgetedexpenses,athoughtfuldeterminationwasmadebycomparingthecurrentlevelof
fundbalancetotheminimumlevelnecessarybasedoncashflowneedsandanycontingency
and/orpolicyrequirementsforthosefunds.Furthermore,theuseoffundbalanceandother
one-timemoniesisrestrictedtopayforone-timeexpensessuchascapital,majormaintenance,
orstand-alonecontractservicesandisnotavailabletofundon-goingoperations.Ininstances
whereone-timemoniesareusedtofundapilotprogram,afundingstrategymustbeapproved
andinplacetobalanceanyon-goingcostsoftheprogram.
2023 Adopted Operating Budget
18 | Introduction
Asinpreviousyears,thebudgetcreationprocesswasverychallenging,especiallyforthe
GeneralFund,andrequireddifficultchoicesonhowtobestspendourcity’svaluableresources.
Aswithmostgovernmententities,theCityisexperiencingabudgetsustainabilitychallenge.
Expensesincreaseeachyearatapacetheexceedsgrowthinresources.Asaresult,notall
requestsforadditionaloperatingresourcescouldbefunded.Theadoptedbudgetcontinuesto
fundexistingCityservicesandprogramsattheircurrentlevelwithadjustmentsfornecessary
increasesforinflation,laborcostchangesandcontractualrequirements.Newinitiativesor
expansionofcurrentprogramsandservicesarebasedonneed,thevaluetotheOlympia
community,andCouncilpriorities.
TheadoptedbudgetincludesfundingincreasesforClimate,Homelessness,Parksand
Recreation,Fire,UtilityBilling,andEngineeringfunctionsintheGeneralFund.Itincludes11.50
newpositions,manyofwhichgeneratefundingtocovertheircostsfullyoratleastpartially,and
whicharenecessarytomeettheCity’schangingneeds.
OlympiaMetropolitanParkDistrict
TheOlympiaMetropolitanParksDistrict(OMPD)isreportedasacomponentunitoftheCityin
theAnnualComprehensiveFinancialReport.Thistaxingauthoritygoesthroughanindependent
budgetprocessconcurrentwiththeCityprocess.SincetheOMPDisaseparatelegalentity,
theirbudgetappropriationsarenotincludedintheaggregatedrevenuesandexpenditures
presentedinthisdocument.
OlympiaMetropolitanParkDistricttransferspropertytaxfundingtotheCitytosupportcapital
andoperationalcostsfortheCity’sParks’programs.TheOMPDpropertytaxlevywasapproved
byvotersin2015.The2023levyrateforOMPDpropertytaxcollectionsis$0.45per$1,000of
assessedvaluation.TheOMPDbudgetfor2023is$5,321,573
2023 Adopted Operating Budget
Introduction | 19
Olympia City Council
 

CherylSelby, ClarkGilman,
Mayor MayorProTem
    
JimCooper YếnHuỳnh DaniMadrone LisaParshley DontaePayne
OlympiaCityCouncilmembersarepart-timeCityemployees.Theydevote,onaverage,15-25
hoursperweektoCouncilbusiness.MosthavefulltimecareersinadditiontotheirCityCouncil
duties.
ThesevenmembersonOlympia’sCityCouncilareelectedtofour-yeartermsfromthe
communityasawhole(commonlycalledat-largeelections),notfromdistrictsorwards.The
positionsarenon-partisan.Thetermsarestaggered,withpositionsendingforthreemembersat
onetimeandfourmembersthenext.OlympiaCityCouncilelectionsarepartoftheThurston
Countygeneralelectionheldinodd-numberedyears.
FormoreinformationontheCityCouncilandOlympia’sformofgovernment,visittheCity's
websiteathttps://olympiawa.gov.
2023 Adopted Operating Budget
20 | Introduction
Community Advisory Boards and Commissions
TheCityrecognizesthehardworkanddedicationofanumberofAdvisoryBoardsand
Commissions.
• ArtsCommission
• Bicycle/PedestrianAdvisoryCommittee
• CivilServiceCommission
• DesignReviewBoard
• HeritageCommission
• LEOFFDisabilityBoard
• LodgingTaxAdvisoryCommittee
• ParkingandBusinessImprovementArea(PBIA)Board
• MetropolitanParkDistrict(MPD)AdvisoryCommittee
• ParksandRecreationAdvisoryCommittee
• PlanningCommission
• CommunityRepresentativesforPoliceUseofForceEventsBoard
• SalaryCommission
• SocialJustice&EquityCommission
• UtilityAdvisoryCommittee(UAC)
2023 Adopted Operating Budget
Introduction | 21
About the City of Olympia
OlympiaisWashington’scapitalcityandthecountyseatofThurstonCounty.Itwas
incorporatedin1859,andservesasaculturalhubfortheregion.
LocatedatthesoutherntipofPugetSound,attheforkofBuddInlet’stwobays,theCityof
OlympiasitsineasyreachofSeattleandtheOlympicMountainstothenorth,Mt.Rainiertothe
northeast,andMt.SaintHelenstothesouth.TheCityexperiencesfair-weathersummersand
wetovercastwinters.Rainfallisspreadoutoveralargenumberofdays.Withabout52clear
daysoutoftheyear,ThurstonCountyresidentsliveundersomeformofcloudcover86percent
oftheyear,withmorethanatraceofrainfallingonalmosthalfofthedaysoftheyear.
TwocitiesadjacenttoOlympiasharetheculturalhubofthearea;Laceytothenorthand
Tumwatertothesoutheast.Lacey,Olympia,TumwaterandThurstonCountyjointlyforma
metropolitanareaaroundthecapitalandcooperateonvariousregionalinitiativessuchasthe
regionalwastewatertreatmentplantandanimalcontrol.
History
Thepeninsula,whichishometoOlympia,wasknownas“Cheetwoot”(theblackbearplace)to
theCoastalSalishtribewhooccupiedthesiteformanygenerationsbeforetheAmerican
settlementwasestablished.BuddInletwasafavoriteshellfishgatheringsiteformanyCoastal
Salishtribes,includingtheNisqually,Duwamish,andSquaxin.
OlympiawasnamedthecapitalcityofWashingtonTerritoryonNovember28,1853,andwas
incorporatedasatownonJanuary28,1859.
PeterPugetandacrewfromtheBritishVancouverExpeditionvisitedthesitein1792.TheU.S.
ExploringExpeditionunderLt.CharlesWilkescametothesitein1841andnamedthe
waterfrontbayBuddInlet,afterMidshipmanThomasA.Budd,amemberofthatexpedition.
ThefirstAmericansettlers,LeviLathropSmithandEdmundSylvester,claimedthetownsitein
1846.Thetownwasofficiallyplattedin1850bySylvester.TheMainenativelaidoutatownina
NewEnglandstylewithatownsquare,treelinedstreets,landforschools,aMasonicHall,and
Capitalgrounds.ThenameofOlympiawasselectedbyIsaacN.Ebey,alocalresident,and
reflectedtheviewofthemajesticOlympicMountains.
SoonafterthefirstAmericanssettledinOlympiainthemid-1840s,Chineseimmigrantsarrived
intheCity.Olympia’sfirstChinatownwason4thAvenuebetweenColumbiaandMain(Capitol
Way)whereseveralbuildingshousedahandlaundry,storesandlodgingforresidents.
In1854,DanielBigelow,anattorney,andhiswife,AnnElizabethWhiteBigelowbuilttheirhome
inOlympiaoverlookingBuddInlet(900GlassStreet).Todayitisamuseumandremainsoneof
theoldestframebuildingsintheStateofWashington.
Olympia’sfirstfirefightingunit,Barnes’HookandLadderBrigade,wasorganizedintheearly
1850s.ColumbiaNumber1,thefirstfireenginecompanytobeestablishedinWashington
Territory,wasformedinOlympiain1865.
2023 Adopted Operating Budget
Introduction | 23
OlympiaresidentselectedWilliamWinlockMillerasthetown’sfirstMayorin1873.
FormofGovernment
OlympiaisaCouncil-ManagerCityasauthorizedbyWashingtonStatelaw,RCW35A.13.Council-
ManagerisoneofthetwoprincipleformsofgovernmentunderwhichWashingtoncitiesand
townsareformed.TheotheristheMayor-Councilform.AccordingtotheInternationalCity-
CountyManagementAssociation(ICMA),undertheCouncil-Managerform,poweris
concentratedintheelectedcouncil,whichhiresaprofessionalmanagertoimplementits
policies.TheMayorandCouncil,asacollegialbody,areresponsibleforsettingpolicy,approving
thebudget,anddeterminingthetaxrate.ThemanagerservesastheCouncil’schiefadvisor.The
Councilprovideslegislativedirection,whilethemanager,basedontheCouncil’sdecisions,is
responsibleforday-to-dayadministrativeoperationsoftheCity.
InOlympia,theCityCouncilmakespolicyandservesasthelegislativegroupresponsiblefor
approvingCityordinancesandestablishingCitypolicy.Councilmembersarepart-time
employees,althoughOlympia’sCouncilmembersestimatethat,onaverage,theydevotefrom
15-25hoursperweektoCouncilbusiness.Councilmembersoftenholdfull-timejobsinaddition
totheirdutiesontheCityCouncil.
Olympia’sCityCouncilpositionsarenonpartisan,areelectedforfour-yearterms,andrepresent
thecommunityat-largeratherthandesignateddistricts.Thesevenpositionsarestaggered,with
positionsendingforthreemembersatonetimeandfourmembersthenext.
TheMayorpresidesatallmeetingsoftheCouncilandisrecognizedastheheadoftheCityfor
ceremonialpurposesandbytheGovernorforpurposesofmilitarylaw.TheCouncilselects
anothermembertoserveatwo-yeartermasMayorProTem.Statelawrequiresthat
CouncilmembersresidewithintheCitylimits,beregisteredvoters,andbe18yearsofageor
over.
UrbanCostofLivingIndex
AccordingtotheThurstonRegionalPlanningCouncil’s(TRPC)cost-of-livingdata,thecostof
livingintheOlympia-Lacey-Tumwaterareais13.5percenthigherthantheaverageof265other
urbanareasthatparticipateinaCommunityandEconomicResearchSurveyconductedbythe
CouncilforCommunityandEconomicResearch.Thesurveyincludesproductsandservicesinthe
categoriesofgroceries,healthcare,housing,transportation,utilitiesandmore.
Education
TheOlympia-Lacey-Tumwaterareahasavarietyofeducationalopportunitiesavailabletothe
studentsandadultsofthecommunity.Theseincludebothprivateandpublicprimary,
secondary,andhighereducationinstitutions.
Threeschooldistrictsprovideprimaryandsecondaryeducationtothecommunity’sstudents.
Theseschooldistrictsofferawidevarietyofservicesandopportunitiesforstudents,including
theHeadStartProgramforpreschoolers,advancedplacementservicesforhighschoolstudents,
andnumerouscommunity-basedlearningexperiencesforallgradelevels.
2023 Adopted Operating Budget
24 | Introduction
SouthPugetSoundCommunityCollege(SPSCC)isthelargestinstitutionofhighereducationin
ThurstonCounty.SPSCCcurrentlyservesmorethan2,000students,includingdegree-seeking
students,highschoolstudents,veterans,internationalstudents,andunderemployedworkers.
Thecollegeoffersdayandeveningclasses,basiceducation,jobskillstraining,andcontinuing
educationandpersonalenrichmentcourses.SPSCChasbeennamedatop50communitycollege
byCollegeChoiceandhasbeenlistedseveraltimesasoneofthenation’s150bestcommunity
collegesbytheAspenInstitute’sCollegeExcellenceProgram.
TheEvergreenStateCollegeisapublicliberalartscollegewithanationalreputationfor
innovationinteachingandlearning.Foundedin1967,Evergreenopeneditsdoorsin1971and
nowenrollsaround3,300students.WhilemostofEvergreen’sstudentsareenrolledin
undergraduateprogramsattheOlympiacampus,theCollegealsoprovidesaneveningand
weekendstudiesprogramandthreegraduateprograms(EnvironmentalStudies,Public
Administration,andTeaching).Evergreenhasmorethan45fieldsofstudytoexploreand90
percentofgraduatesareemployedorpursuinggraduate/professionalstudieswithinoneyearof
graduation.
SaintMartin’sUniversityisaprivate,CatholicBenedictineuniversityandistheoldestinstitution
ofhigherlearninginThurstonCounty.Itisoneof14Benedictinecollegesanduniversitiesinthe
U.S.andCanadaandtheonlyonewestoftheRockies.
Establishedin1895bytheRomanCatholicBenedictineOrder,SaintMartin’sislocatedona300-
acrecampusjustnorthofOlympiaintheCityofLacey.Theschooloffers27undergraduate
programsintheliberalartsandprofessions,sevengraduateprograms,andnumerouspre-
professionalandcertificationprograms.Morethan1,600studentsattendtheUniversity’smain
campus,about370studentsareenrolledincoursesatextensioncampusesatthemilitary’sJoint
BaseLewis-McChord,CentraliaCommunityCollege,andTacomaCommunityCollege.
BusinessandIndustry
Olympia’searlydevelopmentfocusedprimarilyonitsportandlumber-basedindustries,and
lateronoysteranddairyfarming.Duringthemid-twentiethcentury,thedeclineofthetimber
industryresultedinthelossofmanyofthelocalmillsandassociatedoperations.Duringthe
1970s,Olympiaexpandedasacenterofstategovernmentofficesandemployees,military
personnel,andtheirrespectivefamilies.
Inthelate1960sandearly1970s,theStateLegislatureapprovedandfinancedconstructionof
theEvergreenStateCollege.Thefour-yearpublicinstitutionbecameaneconomicandcultural
fixtureinThurstonCountywithfaculty,staffandstudentscontributingtothelocalhousingand
retailsectors.Onasmallerscale,SouthPugetSoundCommunityCollegeandSaintMartin’s
UniversityinnearbyLaceyalsodrovethehousingdemand.Inthelate1980s,Olympia’s
waterfrontanddowntownwererevitalized,andaneffortbegantodrawnewbusinessestothe
area.
2023 Adopted Operating Budget
Introduction | 25
TodayOlympiaistheemploymentepicenterforThurstonCounty.Mostcurrentcensusdata
indicatesthatthereareapproximately146,000jobsinThurstonCounty.Theeconomyin
Olympiatodayispredominatelydrivenbythreeindustries:publicadministration,healthcare,
andretailtrade.Publicadministrationaccountsfor26percentofalljobsinOlympia,with
Healthcareat12percentandretailtradeat11percent.Over84percentoftheprimaryjobsin
Olympiaareheldbypeoplethatdonotliveinthecitybutrathercommuteinforemployment.
ThemedianhouseholdincomeinThurstonCountyforthe2021estimateis$81,693.
PublicTransportation
CommunitiesthroughouttheThurstonCountyregionhaveadoptedcomprehensivestrategiesto
meetthemobilityneedsofpeople,goodsandserviceswellintothefuture.Thesestrategies
addressallaspectsoftheregion’stransportationsystem,includingstreetsandroads,public
transportation,rail,bicycleandpedestrianfacilities,andmarineandaviationfacilities.
Transportationalternatives—likepublictransportation,bikelanes,sidewalks,andrail—provide
morepeoplewithfeasibleoptionsforgettingfromPointAtoPointB.Thesealternativesalso
improvethequalityoflifeforneighborhoods,downtowncoreareas,andbusycorridorslinking
importantactivitycenters.
Utilities
Throughacombinationofpublicandprivateenterprises,Olympiaoffersfirst-rateutility
services.TheCityofOlympiamaintainsanaggressivecapitalprogramtoimproveandmaintain
facilitiesfordrinkingwater,stormwater,andwastewaterutilities.Agenciesandbusinessescan
usereclaimedwaterforirrigation,commercialprocesses,decorativefountainsandponds,
pressurewashing,dustcontrol,toiletflushing,groundwaterrechargeandstreamflow,and
wetlandenhancement.TheCityalsoprovidesaWasteReSourcesutilitywhichoffersawide
rangeofsolidwaste,recycling,andorganicservices.Naturalgasandelectricityisprovidedfor
mostresidentsbyPugetSoundEnergy,andlocaltelephoneserviceisprovidedbyseveral
differentproviderswithCenturyLinkbeingthemajorprovider.
PublicSafety
Theessentialdutyofanycitygovernmentisthewelfareandprotectionofthepublic.Thatbond
ofserviceisfoundationaltowhattheCityofOlympiadoesacrossmultipledepartmentsinan
increasinglycomplexandchallengingenvironment.PublicsafetyiscoretotheFireDepartment’s
chargetomaintainitsreadinesstorespondtoindividualemergenciesatamoment’snoticesand
itsresponsibilitytoplanandprepareforpotentialcommunity-widenaturaldisasters.Public
safetydrivesthePoliceDepartment’scommitmenttotrainingstaffincrisisintervention,
proceduraljustice,de-escalationandfairandimpartialpolicing,andtoensuringthose
capabilitiesplayoutonthestreetasofficersinteractwiththepublic.
2023 Adopted Operating Budget
26 | Introduction
Parks
TheCityofOlympiacultivatesasenseofbelongingandcohesivenessinthecommunityby
creatingopportunitiesforcommunitymemberstoshareexperiences.Communitymemberslook
forwardtoannualeventssuchastheCity-sponsoredArtsWalkandProcessionoftheSpecies
Parade.TheCitydevotesresourcesandpartnerswithprivateorganizationsforeventssuchas
theCapitalLakefairFestivalandParade,DragonBoatFestival,CapitalCityMarathon,PetParade,
OlympiaHarborDays,ToyRunMotorcycleRallyandmore!Fortheseparticularevents,theCity
provideseventspaceandin-kindservices.
TheCityalsoprovidesspaceforsomeourCity’sbest-lovedplaces.TheCityownsthebuildingsat
theFarmersMarket,HandsonChildren’sMuseum,OlympiaTimberlandRegionalLibrary,and
theWashingtonCenterforthePerformingArts–allplacesourcommunitymemberscangoto
learnnewthings,appreciatethearts,andgatherwithfriendsoldandnew.
PublicArt
In1990,theCityofOlympiapassedanordinancesettingasideonedollarperpersonandone
percentofmajorCityconstructionprojectsforpublicart.Projectsrangefromsmalllocalartist
projectsinneighborhoodparkstomajorinstallationsanddesignteams.In1998,theOlympia
ArtsCommissioncreatedalong-rangeplanforpublicartinOlympia.Thevisionforthefuture
states:
Weenvisionapublicartprogramthatisinspiring-thoughtprovokingandfunctional,
inclusiveanddiverse.Weenvisionapublicartprogramthatiswovenintothe
communityandourdailylives-ourneighborhoods,parks,buildings,infrastructureand
publicspaces.WeinviteallsegmentsofourcommunitytoworkwiththeCitytosustain
thecurrentvitalityoftheartsandembracenewchallenges.
GuidedwalkingtoursareavailableinthesummerandtheCity’sentirecollectioncanbeviewed
online.Forcommunitymembersandvisitorswhopreferaself-guidedapproachtoart
appreciation,theCityofferswalkingmapsmarkedwithpublicartlocations.Notallpiecesareon
displayyear-round.
DoWeMakeaDifference?
Webelieveso.Olympiaresidentsknowthereisafeelingassociatedwithlivinghere–apalpable
senseofbelongingtosomethingbigger,somethingimportant,somethingthatisgrowingand
changingtohelpdirectourfutureinpositiveways.Thethingswedotosupportourmission–
WorkingTogethertoMakeaDifference–makeOlympiaagreatplacetolive,work,andplay.
2023 Adopted Operating Budget
Introduction | 27
Olympia at a Glance
PopulationProjection(2022): AveragePriceofaHome(2021):
56,370 $470,000
MedianHouseholdIncome(2021): PercentofRenters(2017-2021Average):
$81,693 52%
PublicWorks Asof12/31/2022
MilesofDrinkingWaterPipe 430
MilesofSewerPipe 227
MilesofStreets 218
MilesofBikeLanes 41
SolidWasteGoingtoLandfill 3.14lbs/capita/day
TonsofYard&FoodWasteComposted 6332
TonsCollectedforRecycle 4438
CommunityPlanning&Development Asof12/31/2022
NumberofNeighborhoodAssociations 36
AverageNumberofNewHousingUnitsConstructedAnnually 307
Fire Asof12/31/2022
NumberofFirefighters 90
CallsforService 15,553.00
NumberofRespondingUnits 8
NumberofFireStations 4
UtsteinCPRSurvivalRate 50%
Parks Asof12/31/2022
AcresofParks 1466.16
Parks 55
MilesofTrails 23.5
ShorelineMiles 4.49
City-OwnedAthleticFields 12
Playgrounds 12
Police Asof12/31/2022
CallsforService 52,127
Arrestsmade 3,349
CommissionedOfficers 74
CommunityEngagementHours 807.35
BookingsinOlympia’sMunicipalJail 848
2023 Adopted Operating Budget
28 | Introduction
Overview of Revenues and Expenditures
Where Money Comes From
TotalOperatingRevenue- $184,918,040
Total Tax & Licensing
40%
Fines and Penalties
0%
Miscellaneous
3%
Total Charges for Service
46%
Intergovernmental
2%
Other Financing Sources
9%
Tax,LicensingandPermitRevenue ChargesforServiceRevenue
Property $21,135,984 Security(Persons&Property) $6,285,856
Sales 28,770,000 Wastewater 24,550,850
Business&Occupation 20,175,033 DrinkingWater 14,921,207
LicensesandPermits 4,166,134 WasteReSources 14,194,566
OtherTaxes 415,000 GeneralGovernment 12,154,106
TOTAL $74,662,151 StormandSurfaceWater 7,022,000
Other 3,248,095
OtherRevenueSources
EquipmentRental 3,320,017
Intergovernmental $3,215,635 TOTAL $85,696,697
Fines&Penalties 689,300
Miscellaneous 4,685,815 TOTALOPERATINGREVENUES $184,918,040
OtherFinancingSources 15,968,442
TOTAL $24,559,192
2023 Adopted Operating Budget
Introduction | 29
Where Money Goes
TotalOperatingExpenditures- $188,995,811
Administration, 13.5%
General Fund, Sub Funds, 6.9%
Debt, 5.0%
Parks, 6.5%
Public Safety, 24.9%
Public Works, 43.3%
WheretheMoneyGoes
2023 %ofTotal
Administration* $25,563,762 13.53%
GeneralFund,SubFunds 12,973,840 6.86%
Debt 9,385,208 4.97%
Parks 12,305,725 6.51%
PublicSafety 46,974,244 24.85%
PublicWorks 81,793,032 43.28%
Total $188,995,811 100.00%
Administration*includestheremainingGeneralFunddepartments:CityManager'sOffice,FinanceDepartment,LegalDepartment
andMunicipalCourt.
2023 Adopted Operating Budget
30 | Introduction
Comparative Summary of Operating Budget Revenue
and Expenditures - All Operating Fund
ACTUAL
2020
ACTUAL
2021
ORIGINAL
BUDGET
2022
ACTUAL
2022
BUDGET
2023
%CHANGE2022
ORIGINALTO
2023BUDGET
REVENUES(BYTYPE)
Taxes $59,782,712 $66,428,238 $68,072,351 $69,213,082 $70,496,017 3.6%
Licenses&Permits 3,489,479 3,473,206 3,839,854 3,638,356 4,166,134 8.5%
Intergovernmental 5,890,662 5,315,259 2,862,423 6,095,308 3,215,635 12.3%
ChargesforServices 72,382,130 75,754,464 81,172,976 80,278,344 85,696,697 5.6%
Fines&Penalties 413,513 588,551 664,075 760,976 689,300 3.8%
OperatingTransfersIn 17,876,898 18,825,570 13,933,689 14,364,775 15,968,442 14.6%
OtherRevenue 11,024,568 5,190,186 3,992,374 4,465,629 4,685,815 17.4%
TotalRevenues $170,859,962 $175,575,474 $174,537,742 $178,816,470 $184,918,040 5.9%
EXPENDITURES(BYFUNCTION)
GeneralGovernment(2) 5,747,435 0 0 0 0 0.0%
LegislativeOffice 0 270,872 284,589 349,993 298,611 4.9%
CityManager'sOffice 0 570,734 696,339 965,509 719,886 3.4%
StrategicCommunication 0 519,889 954,789 1,074,251 1,191,008 24.7%
SpecialAccounts 0 2,268,844 3,305,279 5,690,767 5,816,233 76.0%
OfficeofCommunityVitality 0 2,489,626 1,922,435 2,357,334 3,010,209 56.6%
OfficeofStrategicInitiatives 0 6,008,754 7,207,926 6,752,760 7,587,299 5.3%
MunicipalCourt 1,886,725 2,024,229 2,125,292 2,095,563 2,276,279 7.1%
AdministrativeServices(2) 8,562,183 0 0 0 0 0.0%
CommPlanning&Dev(3) 8,086,906 5,018,898 6,917,089 6,497,495 0 (100.0)%
Finance 0 2,862,024 3,161,992 3,047,012 3,561,112 12.6%
Fire 18,619,115 17,606,587 18,812,866 20,615,494 20,110,834 6.9%
Legal 0 1,531,604 1,682,740 1,632,153 1,776,841 5.6%
Police 19,455,308 20,744,577 24,514,031 21,106,538 26,189,694 6.8%
Parks 8,275,407 9,763,803 11,633,737 10,915,856 12,305,725 5.8%
PublicWorks
GeneralFund 11,889,186 8,334,508 11,660,708 9,994,428 12,088,013 3.7%
Utilities 52,661,467 55,717,640 58,512,725 56,654,012 63,719,703 8.9%
EquipmentRental 2,229,248 2,522,965 2,672,022 2,813,679 3,024,982 13.2%
Facilities 0 500,000 2,390,498 2,252,652 2,810,334 17.6%
Debt
GeneralObligation 7,244,649 3,971,914 5,693,661 5,692,459 5,513,283 (3.2)%
Revenue 7,729,265 4,138,937 3,824,169 3,951,742 3,871,924 1.2%
GeneralFundContributiontoCFP 425,000 989,849 475,000 3,325,000 150,000 (68.4)%
GeneralFund-SubFunds(1) 11,296,470 12,390,592 9,073,257 9,083,893 12,973,840 43.0%
TotalExpenditures $164,108,364 $160,246,846 $177,521,144 $176,868,590 $188,995,810
NetRevenueover/(under)
Expenditures
$6,751,598 $15,328,628 $(2,983,402) $1,947,880 $(4,077,770)
(1)Sub-Fundsappropriationsareforspecialpurposesandingeneraldonotlapseatyearend.
(2)EliminationofGeneralGovernmentandAdministrativeServiceswithreorganization.
(3)CommunityPlanning&DevelopmentwasmovedfromtheGeneralFundtotheGeneralFund-SubFunds.
2023 Adopted Operating Budget
Introduction | 31
Budget Process
IncludedinthisSection
Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
BudgetCycle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
PPICycle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
Priorities&CommunityInvestments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
Performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
Clickonsub-sectionorpagenumberforadirectlink.
2023 Adopted Operating Budget
Budget Process | 35
Budget Process - Overview
PreparingtheCity’sbudgetismorethanprojectingrevenuesandexpendituresforagivenyear.
ThebudgetprovidesafinancialplanthatreflectstheCityCouncilandCommunity’spriorities.
Fiftyyearsago,theCityofOlympiaadopteditsfirstComprehensivePlan.Thepoliciesandgoals
ofthisdocumentguidehowwewillgrowanddevelopover20years.In2014,theCityasked
communitymembersto“ImagineOlympia,”andtheresultwasanupdatedComprehensivePlan
withanewvisionthatisbold,broadandambitious.
The2014ComprehensivePlancalledfortheCitytodevelopastrategytoimplementthe
ComprehensivePlanGoals.WecreatedanActionPlan,whichCouncilacceptedin2016.
TheActionPlanisorganizedintosixfocusareas:
1. PublicHealth&Safety
2. CommunityLivability
3. Downtown
4. Economy
5. Environment
6. Neighborhoods
Eachfocusareaidentifiesdesiredoutcomes,strategiesandcommunityindicatorstohelpus
trackhowwearedoing.
Sincethen,theCityhasputinplaceaframeworktointentionallytakestepstoachievethat
visionthroughstrategicplanning,performancemanagementandcontinuouslearning.This
frameworkiswhatwerefertoastheannualPriorities,PerformanceandInvestment(PPI)cycle.
Itincludesthreemainphases:
• Learning.TheCityusescommunityindicatorsandperformancemeasurestotakeanhonest
andfact-basedlookathowwearedoinginachievingourcommunityvision.
• Engaging.TheCityhostsconversationsandprovidesengagementopportunitiestolistento
communitymemberstoaffirmprioritiesbasedonthatdata.
• Investing.TheprioritiesandperformanceinformtheCityonhowweinvestresourcesto
achieveourcommunityvision,includingfundingandCitystafftime.
TheCity’sannualbudgetingprocessisoneofthemostvisibleandsignificantwaysweachieve
andarticulatethecommunityvision.Beinggoodstewardsoftaxpayerdollarsmeansensuring
thatfundingiscommittedtoprojectsandprogramsthatarefinanciallysustainableandclearly
alignwith,andcarryout,thecommunityvision.
2023 Adopted Operating Budget
36 | Budget Process
Budget Cycle
Eachyear,theCity’sOperatingBudgetisdevelopedoverseveralmonthswithinputfromCity
departments,CityCouncilandthecommunity.ThecalendarforboththeOperatingandCapital
budgetsispresentedbelow:
2023BudgetCalendar
Jan-Mar
• Councilsetsprioritiesandgoals
• CommunityIndicatorsandPerformanceMeasurementsreviewed
Apr-May • LaunchPublicEngagementProcess
Jun
• Revenueforecastsupdated
• Expenditureassumptionsestablished
• CityManagerprovidesbudgetdirectiontoExecutiveTeam
• Departmentsprepareandsubmitbudget,performancemeasurements,
achievements,andfutureobjectives
Aug • BudgetReviewTeammeetswithDepartments
Sept
• CityManagerpresentsbalancedbudgettoCityCouncil
• PublicHearing:CFPandFinancialPlan
Oct • PreliminaryBudgetDocumentavailableonline
Oct
• PublicHearing:AdValoremPropertyTax
• CouncilBudgetDiscussion:ImpactFees,UtilityRates,andgeneral
discussion
Nov
• PublicHearing:OperatingandCapitalBudget
Nov
• CouncilDiscussion:OperatingandCapitalBudgetBalancing
Dec
• ApprovalofBudgetOrdinanceadoptingOperatingBudget,Capital
Budget,CapitalFacilityPlan,ImpactandUtilityFeesandGeneral
FacilitiesCharges
Dec • SecondreadingofBudgetOrdinance
Thiscycledoesn’tendwiththeadoptionofthebudget.ThebudgetcyclefortheCityManager,
BudgetReviewTeam,FinanceCommittee,CityCouncil,andourcommunitymembersisyear-
roundinnaturesincewearecontinuallyaffirmingourpriorities,trackingourperformanceand
adjustingourinvestmentstoachievethecommunity’svision.
2023 Adopted Operating Budget
Budget Process | 37
TheCityCouncilFinanceCommittee
TheFinanceCommitteeiscomprisedofthreeCityCouncilmembers.Theyarescheduledtomeet
monthlythroughouttheyeartoreviewfinancialpolicies,financialreports,anddiscussprograms
andservicesthatdirectlyimpacttheannualbudget.FinanceCommitteealsoengagesthepublic
inthelatespringtohearcommunitymembers'experiencesandperspectivestohelpinformthe
City’sbudgetinvestments.Thisworkguidesthedevelopmentofbothour2023Operatingand
Capitalbudgets.
TheFinanceCommittee’srecommendationsareforwardedtothefullCityCouncilfortheir
reviewanddiscussion,priortoadoptionofthebudgetinDecember.
In2022,theFinanceCommitteewascomprisedofCityCouncilmembers:
• LisaParshley,CommitteeChair
• JimCooper
• YếnHuỳnh
BudgetAdoption
TheCityofOlympiaadoptsalegallybindingannualbudgetinaccordancewithWashingtonState
LawassetforthinRCW35A.33,whichprovideslegalstandardsforpreparing,presenting,
adopting,implementing,andmonitoringthebudget.TheCity’sFiscalYearrunsfromJanuary1
throughDecember31.
TheCity’sbudgetisadoptedatthefundlevel;therefore,expendituresmaynotlegallyexceed
appropriationsatthatlevelofdetail.AppropriatedbudgetsareadoptedforOperatingFundand
lapseatyear-end.
TheCity’sbudgetisbalanced.InthecaseoftheOperatingbudget,thismeansthatexpenditures
aregenerallyfundedfromcurrentrevenues.Ininstanceswhereexpendituresmaybefunded
fromfundbalance(reserves),suchfundingisfromfundbalanceamountswhichexceedany
operatingreserverequirement.ItistheCity’spracticetogenerallyusefundbalanceonlytofund
one-timeitemsingovernmentalfunds.
Reserveamountsabovepolicyreserveguidelinesmaybeusedonoccasiontofundutility
budgets.Generally,thisistolevelratesandavoidratespikes.
TheCapitalBudget(CapitalFacilitiesPlan,orCFP)istheestimatedamountplannedtobe
expendedforcapitalitemsinthenextsixyears.ProjectsintheCFPincludelandacquisitionand
othercapitalassetssuchasfacilitiesandequipmentthatgenerallyexceed$50,000,withalife
expectancygreaterthanfiveyears.TheCFPfoldsintotheOperatingBudgetprocessandis
balancedwithanticipatednewrevenueorreserves.TheCapitalBudgetfundsone-timeitems
andnoton-goingcapitalexpenditures.
Budgetsforsomespecialfundsandcapitalprojectfundsarecarriedforwardintothenextfiscal
yearuntilthecompletionoftheproject.Thesebudgetsareincludedinthisdocumentas
referencedintheIntroductionandCapitalFacilitiesProjectssections.
BudgetsforProprietaryFundtypes(bothenterpriseandinternalservicefunds)arebudgetedon
anaccrualbasis.
2023 Adopted Operating Budget
38 | Budget Process
BudgetAmendments
TheCityManagerisauthorizedtotransferappropriationswithinafundwithoutCouncil
approval.However,increasesordecreasestobudgetappropriations,ortransfersbetween
funds,requireCouncilaction.Thebudgetisamendedthroughordinancewhichrequirestwo
readingspriortoadoption.TheOperatingandCapitalbudgetsaretypicallyamendedquarterly,
howeveritmaybeamendedatanyCouncilbusinessmeeting.
2023 Adopted Operating Budget
Budget Process | 39
Priorities, Performance and Investment (PPI) Cycle
TheCitycreatedseveralbudgetvideostohelpthecommunityunderstandthebudgetprocess.
TheyareavailableontheCitypublicwebsite.
2023 Adopted Operating Budget
40 | Budget Process
Priorities & Community Investments
PublicEngagement
Ourbudgetdocumentisoneofthemostimportantwayswedemonstrateourcommunity’s
valuesandpriorities,sowecontinuetodevelopeffectiveandinnovativeapproachestoengage
withourcommunitymembers.
Toinformthe2023budget,theCityconductedastatistically-validcommunitysurvey.The
purposeofthesurveywastogaugeourprogressandassessourperformanceonthe
ComprehensivePlanfocusareas.TheCityalsoaskedquestionsontheimportanceofkeycity
servicessuchasdrinkingwater,parksandhousing/homelessservices.
ThefullCityCouncilheldtwomeetingstoinformthebudgetprocess.Onewastoreceivea
briefinganddiscussthecommunitysurveyresults;andthesecondmeetingwasaspecialwork
sessiontosharewithstafftheir2023budgetpriorities.
Priorities
ThemosturgentprioritiesheardfromthecommunityandCouncilthatimpactthe2023budget
includeinvestmentsin:communicationandengagement;diversity,equity,andinclusion;public
safety;andaffordablehousing/homelessness.BelowisasummaryoftheprioritiesbyFocus
Area.
• PublicHealth&Safety
– Homelessness
– PoliceServices
– PublicSafety
• CommunityLivability
– Diversity,Equity&Inclusion
– Accesstoaffordablehousing
• Downtown
– Addresstheimpactsofhomelessness
– Improvepublicsafety
– Economicdevelopment
2023 Adopted Operating Budget
Budget Process | 41
• Environment
– Climatechange
– Urbanagriculture
• Economy
– EconomicDevelopment
– Livingwagejobswithdiverseemploymentopportunities
• Neighborhoods
– Urbanagriculture
– Walkability
– Density
Formoreinformationonthesepriorities,seetheCityWorkPlanwebpage.
2023 Adopted Operating Budget
42 | Budget Process
Performance
TheCityofOlympiaiscommittedtoestablishingacultureofPerformanceManagementatall
levelsoftheorganization.Werecognizethevalueofleveragingdatatolearnandimprove,make
decisionsonpoliciesandprograms,andcommunicatinghowwe’remakingprogresstoachieve
thecommunity’svision.
TheCityCounciladopteda20-yearComprehensivePlanthatoutlinesabroadandambitious
visionforourcommunity.Tohelpustrack,share,andevaluateourprogress,theCityorganized
theplanintosixfocusareas:
1. PublicHealth&Safety
2. CommunityLivability
3. Economy
4. Downtown
5. Environment
6. Neighborhoods
In2019,theCityManagercalledforDepartmentstoestablishperformancemetricsthataligned
withspecificoutcomeswithinthesefocusareas.AlthoughseveralDepartmentsstartedthis
work,theCity-wideeffortwasdelayedduetotheCOVID-19pandemic.Thisefforthasbeenre-
invigorated,andtheCityison-tracktoestablishkeymetricsin2023.
2023 Adopted Operating Budget
Budget Process | 43
2023 Adopted Operating Budget
44 | Budget Process
Financial Policies
IncludedinthisSection
BudgetingbyFund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
BasisofAccountingandBudgeting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
FinancialManagementPolicies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
LongTermFinancialPlanning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
Clickonsub-sectionorpagenumberforadirectlink.
2023 Adopted Operating Budget
Financial Policies | 45
Financial Policies
Budgeting by Fund
TheaccountsoftheCityareorganizedonthebasisoffunds,eachofwhichisconsidereda
separateaccountingentity.Consistentwithgenerallyacceptedaccountingprinciples,theCity
usesgovernmental,proprietaryandfiduciaryfunds.Eachgovernmentalfund,expendabletrust,
oragencyfundisaccountedforwithaseparatesetofself-balancingaccountsthatcompriseits
assets,liabilities,fundbalances,revenues,andexpenditures.Proprietaryandsimilartrustfunds
usetherevenue,expensesandequityaccountssimilartobusinessesintheprivatesector.
FiduciaryfundsarenotincludedintheCityOperatingBudgetasthefundsrecordedinthese
fundsbelongtootherpartiesandthereforearenotappropriatedbyCityCouncil.
Governmental
Funds
Proprietary
Funds
Fiduciary
Funds
General
SpecialRevenue
DebtService
CapitalProject
Enterprise
InternalService
Trust
Agency
CityFunds CityFunds CityFunds
• GeneralFund
• SpecialAcctControlFunds
• DevFeeRevenueFund
• ParkingFund
• OPEBTrustFund
• WashCenterEndowFund
• WashCenterOpsFund
• Equip&FacilityRepFund
• HUDFund
• ImpactFeeFund
• InspireOlympia
• SEPAMitigationFund
• LodgingTaxFund
• Park&RecSidewalkUTTaxFund
• ParkingBusinessImpAreaFund
• FarmersMarketRepFund
• HandsonChildrensMuseumFund
• TransBenefitDistrictFund
• RealEstateExciseTaxFund
• OlympiaMetroParkDistrictFund
• HomeFundOperating
• AllDebtServiceFunds
• CapitalImprovementFund
• HomeFundCapital
• FireEquipmentReserveFund
• WaterUtilityO&MFund
• SewerUtilityO&MFund
• SolidWasteO&MFund
• StormWaterO&MFund
• StormwaterMitigationFund
• WaterDebtServiceFunds
• SewerDebtServiceFunds
• StormwaterDebtServiceFund
• WaterCapImpFund
• SewerCapImpFund
• StormwaterCapImpFund
• WasteReSourcesCapImpFund
• EquipRentalFund
• FacilitiesInternalServiceFund
• CapRepEquipRentalFund
• UnemploymentCompFund
• InsuranceTrustFund
• WorkersCompFund
• Firemens’Pension
• MunicipalCourtsTrustFund
2023 Adopted Operating Budget
46 | Financial Policies
Governmental Funds
GovernmentalFundsaregenerallyusedtoaccountfortax-supportedactivities.Therearefour
differenttypesofgovernmentalfunds:thegeneralfund,specialrevenuefunds,debtservice
funds,andcapitalprojectfunds.
General
TheGeneralFundistheCity’sprimaryoperatingfund.Itaccountsforallfinancialresources
exceptthoserequiredtobeaccountedforinotherfundsandisgenerallyconsideredto
representtheordinaryoperationsoftheCity.Itderivesthemajorityofitsrevenuesfrom
property,sales,utility,businessandoccupationtaxes,andstatesharedrevenues.
InadditiontotheregularGeneralFund,theCityhasestablishedsub-fundstoaccountfor:The
WashingtonCenterforthePerformingArts,DevelopmentFeerevenue,Parkingoperations,
EquipmentReplacementReserveforrepairsandmajormaintenance,MunicipalArts,Other
Post-EmploymentBenefits(OPEB),andtheSpecialAccountsControlfund.
SpecialRevenue
SpecialRevenuefundsaccountforproceedsofspecificrevenuesourcesthatarerestrictedor
committedforpurposesotherthandebtserviceorcapitalprojects.Theuseandlimitationsof
eachSpecialRevenueFundarespecifiedbyCityordinanceorfederalandstatestatutes.Other
restrictedresourcesareaccountedforindebtserviceandcapitalprojectfunds.
DebtService
DebtServicesfundsareusedtoaccountfortheaccumulationofresourcesfor,andpaymentof,
annualdebtservice(principleandinterest)forgeneralobligationbondsandothergovernmental
debt.Thesefundsarealsousedtoaccountfortheaccumulationofresourcesfor,andpayments
of,specialassessmentdebtserviceforspecialassessmentlevieswhentheCityisobligatedin
somemannerforthepayment.
PaymentsforgeneralobligationbondsarebackedbythefullfaithandcreditoftheCity.The
primarysourceofrevenuetosupportdebtservicefundsispropertytax.Enterprisedebtservice
paymentsarenotincludedinthisfundgroupbutareincludedwithintheenterprisefunds.
CapitalProject
CapitalProjectfundsareusedtoaccountforfinancialresourcesusedfortheacquisitionor
constructionofmajorcapitalfacilitiesotherthanthosefinancedbyproprietaryandtrustfunds.
CapitalprojectfundsarenotincludedintheCity’soperatingbudgetbutarebudgetedaspartof
theCapitalFacilitiesPlan(CFP).
2023 Adopted Operating Budget
Financial Policies | 47
Proprietary Funds
ProprietaryfundsareusedtoaccountfortheCity’songoingactivitiesthataresimilartothose
oftenfoundintheprivatesector.Thesefundsareconsideredself-supportinginthattheservices
renderedbythemaregenerallyfinancedthroughuserchargesoronacostreimbursement
basis.Therearetwotypesofproprietaryfunds:EnterprisefundsandInternalservicesfunds.
EnterpriseFunds
Enterprisefundsarefundsinwhichtheservicesprovidedtothepublicarefinancedand
operatedsimilartothoseofaprivatebusiness.Thefundsareself-supportingthroughuserfees
whichareestablished,andperiodicallyrevised,toensurerevenuesareadequatetomeetall
necessaryexpenses;capitalprojects,debtserviceandongoingoperations.Revenuesin
EnterpriseFundsarerestrictedtosupportactivitiesinthefundwithinwhichtheywereearned.
InternalServiceFunds
InternalServicefundsareusedtoaccountforactivitiesthatprovidegoodsorservicestoother
fundsordepartmentsonacostreimbursementbasis.SimilartoEnterpriseFunds,Internal
ServiceFundsareintendedtoberunlikeabusinesswithuserfeessupportingthebusiness
activities.Thecustomerfortheinternalservicefundsareothercitydepartments.
Fiduciary Funds
FiduciaryfundsareusedtoaccountforassetsheldbytheCityinatrusteeoragencycapacityfor
othersandcannotbeusedtosupporttheCity’sownprograms.Therearefourtypesoffiduciary
funds:agency,pension,private-purpose,andinvestmenttrustfunds.Fiduciaryfundsarenot
budgetedorpresentedintheoperatingbudget.TheCityhastwoFiduciaryFunds:
1. Firemen'sPension
2. MunicipalCourtsTrust
2023 Adopted Operating Budget
48 | Financial Policies
Basis of Accounting and Budgeting
BasisofAccounting
TheCity’sAnnualComprehensiveFinancialReport(ACFR)presentsthefinancialpositionand
resultsofoperationsfortheCity'svariousfundsandcomponentunits.Itispreparedusing
generallyacceptedaccountingprinciples(GAAP).
• UnderGAAP,themodifiedaccrualbasisofaccountingisusedforthegovernmentalfunds
(GeneralFund,GeneralFundsub-funds,debtservicefunds,specialrevenuefunds,and
capitalprojectfunds).Underthemodifiedaccrualbasisofaccounting,revenuesare
recognizedandrecordedwhentheyaremeasuredandavailable.Revenuesareconsidered
tobeavailablewhentheyarecollectiblewithinthecurrentperiodorsoonenough
thereaftertopayliabilitiesofthecurrentperiod.Forthispurpose,theCityofOlympia
considersrevenuestobeavailableiftheyarecollectedwithin60daysoftheendofthe
currentfiscalperiod.Expendituresaregenerallyrecordedwhenaliabilityisincurred.The
modifiedaccrualbasisdiffersfromtheaccrualbasisinthefollowingways:
– Purchasesofcapitalassetsareconsideredexpenditures.
– Redemptionsoflong-termdebtareconsideredexpenditureswhendue.
– Revenuesarerecordedonlywhentheybecomebothmeasurableandavailableto
financeexpendituresofthecurrentperiod.
– Inventoriesandprepaiditemsarereportedasexpenditureswhenpurchased.
– Interestonlong-termdebtisrecordedasanexpenditurewhendue.
– Accumulatedunpaidvacation,sickpay,andotheremployeebenefitsareconsidered
expenditureswhenpaid.
• UnderGAAP,theaccrualbasisofaccountingisusedforproprietaryfundtypes(enterprise
andinternalservicefunds)andfiduciaryfunds.Undertheaccrualbasisofaccounting,
revenuesarerecognizedwhenearned,andtheirexpensesarerecognizedwhentheyare
incurred.
BasisofBudgeting
SimilartotheAccountingBasis,theCityofOlympiabudgetsusingthemodifiedaccrualbasisfor
theGovernmentalFundtypes.BudgetsfortheInternalServiceandEnterprisefundsare
preparedusingafullaccrualbasis.
TheCity’sbudgetpreparationconformstoGAAPbyusingamodifiedaccrualbasisforpreparing
theoperatingbudgetsfortheGovernmentalFundsandusingafullaccrualbasisforProprietary
Funds.Fiduciaryfundsarenotbudgeted.Thebasisofbudget,however,differsfromthebasisof
accountingasfollows:
• TheCity’sACFRincludestheOlympiaTransportationImprovementDistrictandtheOlympia
MetropolitanParkDistrictasblendedcomponententities.TheOperatingandCapital
ImprovementProjectordinancedoesnotincludeestimatedrevenuesandappropriationsfor
theoperationofthesetwoauthorities.
2023 Adopted Operating Budget
Financial Policies | 49
Financial Management Policies
Theimportanceofsoundfinancialmanagementmakesitdesirableforacitytoestablishgoals
andtargetsforitsfinancialoperationssothatpolicieswillbeconsistentandcompleteand
performancecanbemonitoredonanongoingbasis.Becauseafiscallysoundcitygovernmentis
inthebestinterestofthecommunitymembersoftheCityofOlympia,thisFinancial
ManagementPolicyStatementhasbeenadoptedastheguidingmanagementprincipleswhich
aretobeappliedinthemanagementoftheCity’sfinances.
BudgetingPolicy
BudgetpracticefortheCitywillconformtothefollowingpolicies:
• Budgetswillbeformulatedandapprovedaccordingtothefollowingproceduralguidelines:
– Theadministrationdecidesonprogrammaticneedandrecommendsfundinglevels.
– TheCapitalFacilitiesPlan(CFP)issubmitted90days,andtheoperatingbudget
presented60days,priortotheendofthefiscalyear.
– ByStatelaw,theCouncilmustapprovetheoperatingbudgetwithacapitalbudget
elementpriortotheendofthefiscalyear.
• Thecapitalbudgetissubmittedonafunctionalsix-yearbasis,tobeupdatedannually.
• Theoperatingbudgetispresentedatafundlevelandshallbeadoptedannually.
• Performancemonitoringoftheoperatingbudgetwillinclude:
– Forecaststatementsforeachbudgetprogram.
– A“workmeasurementsystem”whichcomparesthecostsandbenefitsforeach
fundedactivity.
– Anaccountingsystemwhichensuresthatactualoperatingexpendituresconformto
thebudget.
• CapitalBudgetingPoliciesandProcedures:
– Projectswillbefundedbyacombinationofbondproceeds,grants,leases,and
operatingfunds,withamaximumof80percentfundedbylong-termdebt.
– Planningforcapitalprojectswillincludeasix-yearplantitledCapitalFacilitiesPlan,
whichmustbeupdatedannuallyandincludeastatementofprojectedcostsand
sourcesoffunds.
– Capitalprojectsmustmeetthefollowingcriteria:
◦ Ifdebt-funded,thetermofdebtshouldnotexceedtheusefullifeoftheproject.
◦ Capitalprojectsshouldbebuiltaccordingtospecificationswhichenablethem
tobeself-sustainingwheneverpossible.
◦ Long-termdebtshouldbefundedthroughrevenuebondissuewhenever
feasibletomaximizethegeneralobligationdebtlimitation.
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• Six-yearbudgetprojectionswillbepreparedandupdatedannuallyandwillincludeany
expectedchangesinrevenuesorexpenditures.
RevenueStructure
TheCitycurrentlyreceivesrevenuesthroughFederalandStategrants,localtaxes,andfees.To
achievethemostdesirableflowofrevenues,planningmustbeundertakenasfollows:
Taxpolicymusttrytoavoid:
• Over-relianceonpropertytaxes.
• Adverseeffectsofexcessivelyheavytaxes.
• Disproportionateburdensleviedonanyparticulartaxpayergroup.
Structuringoftaxesshouldattemptto:
• ProvideastableandpredictablestreamofrevenuetofundCityprograms.
• Makecollectionofrevenuessimpleandreliable.
• Retain/promotebusiness(industry).
Whenrevenuesareincreased,thefollowingadministrativepracticeswillbepursued:
• Userfeesoncertainactivitieschosensothatlow-incomefamiliesdonotbearheavycosts.
• Servicefeesonactivitieswhereeitherraisingrevenuesorlimitingdemandwouldprove
beneficial.
• Acash-managementsystemwhichobtainsmaximuminterestincomewithinState
guidelines.
DebtManagement
TheObjectivesoftheCity’sDebtManagementPolicywillbe:
• Tosmooththeuseofdebtsothatdebtservicepaymentswillbeapredictableand
manageablepartoftheoperatingbudget.
• Toraisecapitalatthelowestcost,consistentwiththeneedtoborrow.Thiswillbe
accomplishedby:
– Keepingahighcreditrating(whilemakingattemptstostrengthencreditrating).
– Maintainingagoodreputationinthecreditmarketsbyadjustingthecapital
programforregularentrytothebondmarketandbymanagingtheannualbudget
responsibly.
DebtinstrumentstheCitycanuseare:
• Short-TermDebt:
– Short-termdebtwillnotbeissuedforoperatingpurposesnorwillitberolledover
(exceptforBondAnticipationNotes[BANs])fromoneperiodtoanother.
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– TaxAnticipationNotes(TANs)andRevenueAnticipationNotes(RANs)canbeissued
inamountsupto60percentofexpectedappropriationsandmustmaturewithinthe
fiscalyear.
– BANscanbeissuedwithamaximumthree-yearmaturityandcanberolledover
wheninterestratesmakeshort-termdebtpreferable.BANscannotbeusedto
extendthelifeofabond.
– GANs(GrantAnticipationNotes)canbeusedwhengrantreimbursementfora
projectlagsbehindthepaymentscheduleforlargeconstructioncosts.
• Long-TermDebt:
– Long-termdebtwillbeusedtomaintainanddevelopmunicipalinfrastructurewhen
theeconomiclifeofafixedassetexceedsfiveyears.
• Revenuebondswillgenerallybeusedforprojectswhicharefinanciallyself-sustaining.
• GeneralObligationbondscanbeusedtofinancepublicworks,whichbenefitthecommunity
andhaverevenuesinsufficienttoamortizethedebt.
• GeneralObligationpledgescanbeusedtobackself-sustainingprojectsfinancedthrough
revenuebondswhencostscanbereducedandthemunicipalcreditratingisnotputin
jeopardybythisaction.
DebtIssuancePolicywillensurethat:
• Anattempttoenterthemarketwillbesmoothorwithregularvolumeandfrequency,as
muchaspossible.
• Advantagebetakenoffavorablemarketconditions.
• Thetimingofrevenuebondsconsidersproject,market,andGeneralObligationfactors.
• Themunicipalcreditratingiskepthigh.
Thecreditratingcomponentofdebtissuancewillbestrengthenedbykeepingassessments
current.
DisclosurestatementswillbeusedtokeeptaxpayersandinvestorsinformedoftheCity’s
financialposition.Theseincludeprintedcopiesof:
• AnnualReports
• OperatingBudgetandCapitalFacilitiesPlan
• OfficialStatements
Debtissueswillbesoldonacompetitivebasis(exceptwhenconditionsmakeanegotiatedsale
preferable)andawardedtothebidderwhoproducesthelowestinterestcost.Revenuebonds
canbeissuedthroughanegotiatedsalewhentheissueisunusuallylarge,theprojectis
speculativeorcomplex,theissueisrefunding,orthemarketisunstable.
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AccountingandFinancialReporting
TheobjectivesofaSystemforAccountingandFinancialReportingare:
• TomaintaintheconfidenceoftheCouncil,taxpayers,andinvestorsbyprovidinginformation
whichdemonstratesthat:
– Moneyandpropertyarehandledresponsibly,thecurrentfinancialpositionisfully
disclosed,andactivitiesareoperatingatamaximumlevelofefficiency.
– Financialperformanceconformstoalllaws,ordinances,andprocedures.
Tomaintainfinancialcontrolinorderthat:
• Managershaveaninformationsystemtouseforpolicysetting,decision-making,and
programsupervision.
• Municipalactivitiescanmonitortheirrevenues,expenditures,andperformancelevels.
• Forecastscanbemadeoffutureoperatingandcapitalbudgets,andoffutureinitiativesin
taxingpolicy.
ThestandardstobefollowedbytheSystemofAccountingandFinancialReportingfallintothe
followingareas:
• AccountingandAuditing:
– ProcedureswillallowreportingperWashingtonState’sBudgetandAccounting
ReportingSystem(BARS)andfollowGenerallyAcceptedAccountedPrinciples
(GAAP).
– Recordingwillbeonamodifiedaccrualbasisforrevenuesandexpendituresfor
governmentalfundsandonanaccrualbasisforproprietaryandfiduciaryfunds.
– Newprocedureswillbedevelopedwhenevertheycancontributetothequalityof
timelyinformationflows.
• FinancialReporting:
– BARS,GovernmentalAccountingStandardsBoard(GASB),andGovernmentFinance
OfficersAssociationreportingprincipleswillbefollowed.
– Reportswillbeorganizedinpyramidalform:atthetop,astreamlinedAnnual
Report;thenanoverviewoffinancialposition;andresultsofoperationscategorized
byfundaccounts.
– ThesereportswillbeusedtopromotetheCity’sgoodfinancialprofile.
• Manuals:
– BARSmanualswillcodifyprocedures,beusedbyaccountingpersonnelandCity
officials,andspecifythesourceofdataforeachaccount.Theywillbemaintainedby
theFinanceDepartment.
– Policyandproceduremanualswillbemaintainedwithcurrentinformation.
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Investments
ThepolicyoninvestmentsappliestotheinvestmentofallCityfunds,excludingpensionfunds.
Theinvestmentprogramisintendedtoprovidesafety,maximumreturnsandadequateliquidity
tomeetcashflowrequirements.Theminimumrequirementforliquidityforoperatingfundsis
10percentoftheannualoperatingbudget.
TheCitymayinvestinanyofthesecuritiesidentifiedaseligibleinvestmentsasdefinedbyRCW
35A.40.050.Ingeneral,theseinclude:CertificatesofDeposit,UnitedStatesSecurities,Banker’s
Acceptances,RepurchaseAgreementsandCertificates,andNotesandBondsoftheStateof
Washington.Speculativeinvestmentsarenotallowed.
Allinvestmentsshallbemadethroughaninformalbiddingprocess.Thepolicyshallbetoassure
nosingleinstitutionorsecurityisinvestedinto,tosuchanextentthatadelayofliquidationat
maturityislikelytocauseacurrentcashflowemergency.
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Long Term Financial Planning
TheCityhasworkedtoimproveitsLong-TermFinancialPlanningoverthepastyear.These
improvementshelptoprovideawarenessofthefinancialstandingoftheCitytotheCityCouncil,
employees,aswellasthegreaterOlympiaresidentandbusinesscommunities.Long-term
financialplanningencouragesstrategicthinkingandprovidesdecision-makerswiththetoolsto
allowformakingbetterbusinessdecisionsbyfocusingonlong-termobjectivesandthefuture
impactofcurrentdecisions.Long-termfinancialplanningprovidesaplatformforanalyzing
trendsaswellasriskfactorsthatmayimpacttheCity’sfinancialstandingand,allowsforthe
organizationtobeproactiveinaddressinganyissues.
TheCity’sLong-TermFinancialPlanningprocessincludesthefollowing:
1.Thecitymaintains10-yearfinancialforecastsforfive(GeneralFund,Water,Sewer,Solid
Waste,andStormWater)ofthesixmajorfundsasreportedinthecityAnnualComprehensive
FinancialReport(ACFR)andwillcompletea10-yearforecastforthesixthmajorfund(HUDfund)
in2023.Theseforecastsprovideaforward-lookingviewofthesefundsallowingCityofficials
andotherstoevaluatetheirlong-termsustainability.Allforecastsarebuiltassumingstatusquo
operationsmeaningthatnonewpositions,programs,orratesareincludedintheforecast.
Increasesinchargesforserviceorsalesrevenueisbasedongrowth.Toseetheforecasts,click
here.
IdentifiedRisks:
Staffing&ServiceLevels:Theforecastsassumeflatstaffinglevelsintheforecastedyears.Itis
unlikelythatexistingstaffingwillbeabletokeeppacewithnecessaryadditionalservicelevels
overtime.Withoutanincreaseinstaffingorothermeasures,andanassociatedfundingsource,
theoutcomewillbeadegradationofexistingservicelevels.
InfrastructureRepairandMaintenance:TheCityhashaddifficultyfullyfundingnecessary
infrastructurerepairandmaintenanceneedsandcapitalreplacementreservesonanon-going
basisandhasusedone-timeresourcestoprovidesomeleveloffundingforthosepurposes.The
lackofongoingsustainablefundingmayresultindeteriorationofinfrastructure,especiallyin
theGeneralFund.
EconomicRecession&Slowdowns:TheCity’sGeneralFundisheavilydependentontaxes.
Salesandusetax,businessandoccupationtax,andtaxesonutilitiesarevolatileandimpacted
bytheeconomy.Astheforecastforrevenueisbasedonafive-yeartrendexcludingoutliers,
revenuegrowthmaynotbesustainedanddecline,orincreaseataslowerrate,thanprojected
furtherimpactingtheCity’abilitytofundservices.
LegislativeChanges:Unfundedmandatesandchangesinfederal,state,andcountyprioritiesor
theirfiscalpositionmayimpactsharedrevenuesandsources.TheCityisatriskofbeing
negativelyimpactedbydownstreamrevenuechangesandreducedservicelevelsfromother
levelsofgovernment.
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2.Maintaining,updating,andcreatingfinancialpoliciesaligningwithbestpracticestoguide
financialoperationsandfinancialdecisionmaking.
3.IntegratingandaligningfinancialplanninginotherCitystrategicplanningprocessesincluding
theComprehensivePlan,TransportationImprovementPlan,UtilityImprovementPlans,andthe
CapitalFacilitiesPlan.
4.Identifyandassesspotentialrisks,includingunfundedliabilities,changesintheeconomy,
regulatorychanges,andotherissuesthatmayimpacttheCity’sfinancialpositionand
proactivelytakestepstohelpmitigatetheseidentifiedrisks.
5.Wheninitiatinganewprogramoractivity,ensurethatrevenuetopayfortheserviceis
sustainableovertime,ensuretheserviceprovidedcanbedonewellandpursueinnovative
servicedeliverymethods,seekpartnershipsandothercostsharingstrategies,be
entrepreneurial,andcontinuetoseekoperationalefficiencies.
6.Assessinfrastructureconditionandpreserveandmaintaincurrentinfrastructurethrough
maintenanceandrepairschedulestoachieveatleastthefullusefullifeoftheasset.
2023 Adopted Operating Budget
56 | Financial Policies
City Operating Revenue
IncludedinthisSection
RevenueBasics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58
RevenuebyType . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
RevenuebyFund-OperatingFunds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61
GeneralFund-ProgramRevenuebyType . . . . . . . . . . . . . . . . . . . . . . . . . . 63
PropertyTaxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66
SalesTax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71
Business&Occupation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
AdmissionsTax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74
UtilityTaxesandFranchiseFees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75
GamblingTaxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77
LeaseholdExciseTaxes,BusinessLicenses,Development-RelatedFees&
Grants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78
UtilityCharges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79
Clickonsub-sectionorpagenumberforadirectlink.
City Operating Revenue | 57
City Operating Revenue
Revenue Basics
WhatisCityRevenue?
RevenueistheincometheCityneedstopayforalloftheservicesprovided.Themajorsources
ofCityrevenuesincludetaxes,licenseandpermitsfees,feeschargedforprovidingservicesto
thepublic,andothermiscellaneousrevenuesuchasinvestmentincome,andfundsreceived
fromothergovernmentslikegrants.
Olympia’srevenuestructureisprimarilyinfluencedbyStatestatues,aswellastheCity’s
size,geography,landuseandthetypeandlevelofservicesprovided.Otherfactorsincludelegal,
politicalandeconomicinfluences,historicalprecedent,nationaleconomictrends,federaland
statelaws,intergovernmentalrelations,andcommunitymemberandCitymanagement
preferences.Inaddition,theCity’spoliticalpoliciestowardnewgrowth,socialwelfareand
businesscompetitionarereflectedinitsrevenuestructure.
TherevenuetheCityreceives,bothcurrentandprojected,establishesthebasistodetermine
whatservicescanbeprovided,aswellasthelevelofthoseservices.
WhereDoestheCity’sRevenueComeFrom?
ThemajorityofCityrevenuecomesfromtwosources:46%fromchargesforservicesand38%
fromtaxes.Theremainingrevenuescomesfromothergovernments,theissuanceoflicenses
andpermits;andothersourcessuchasinvestmentincome,rents,andinterfundtransfers.
2023Revenue
For2023,Cityrevenueisprojectedat6percentmorethan2022.Thesignificantfactorsforthis
increaseincludeutilityservicefeeincreases,growthinpropertytaxcollections,andincreasesin
salesandbusiness&occupationtaxes.Revenueestimatesarebasedonafiveyeartrendand
knownchanges.
58 | City Operating Revenue
Revenue by Type
WHEREDOESTHEMONEYCOMEFROM?
TOTALOPERATINGREVENUE-$184,918,040
ChargesforServices
46%
Fine&Penalties
0%
MiscellaneousRevenue
9%
Taxes
38%
Intergovernmental
2%
OtherSources
3%
License&Permits
2%
CityRevenue(ByType) 2023Budget %ofTotal
ChargesforServices $ 85,696,697 46%
Taxes 70,496,017 38%
OtherSources* 4,685,815 3%
MiscellaneousRevenue** 15,968,442 9%
License&Permits 4,166,134 2%
Intergovernmental 3,215,635 2%
Fine&Penalties 689,300 Lessthan1%
TotalCityRevenue $ 184,918,040 100%
*Interfundtransfers,debtproceeds,saleofcapitalassets
**Interest,rents,donations
City Operating Revenue | 59
TaxRevenue(ByType) 2023Budget %ofTotal
Property $ 21,135,984 30%
Sales 28,770,000 41%
Business&Occupation 20,175,033 29%
AdmissionsTax 220,000 Lessthan1%
OtherTaxes 195,000 Lessthan1%
TotalTaxRevenue $ 70,496,017 100%
ServiceChargeRevenue(ByType) 2023Budget %ofTotal
WastewaterUtility $24,550,850
29%
WaterUtility 14,921,207
17%
WasteReSourcesUtility 14,194,566
17%
GeneralGovernment 12,154,106
14%
Storm/SurfaceWaterUtility 7,022,000
8%
PublicSafety 6,285,856
7%
EquipmentRental 3,320,017
4%
Other 1,862,376
2%
Parks&Recreation
1,200,719 1%
Transportation 185,000
Lessthan1%
TotalServiceChargeRevenue $85,696,697 100%
60 | City Operating Revenue
Revenue by Fund - Operating Funds
GeneralFund-RegularOperations
50.5%
GeneralFund-SubFunds
6.9%
GenObligationDebtServiceFunds
2.9%
Enterprise(Utility)Funds
34.9%
InternalServiceFunds
4.8%
City Operating Revenue | 61
Revenue by Fund - Operating Funds
ACTUAL ACTUAL ACTUAL BUDGET %OFCHANGE
2020 2021 2022 2023
2022ACTUAL
TO
2023BUDGET
GeneralFund-RegularOperations
PropertyTax $15,292,151 $16,012,785 $15,956,055 $16,868,366 6%
SalesTax 23,698,856 27,941,079 28,902,120 28,770,000 —%
BusinessTax 16,085,559 18,193,695 19,691,783 20,175,033 2%
Licensesand
Permits
810,706 823,633 856,293 854,100 —%
Intergovernmental 3,039,344 4,618,287 5,289,502 3,215,635 (39)%
Chargesfor
Services
16,285,501 16,912,681 17,505,005 18,676,155 7%
FinesandPenalties 195,146 205,743 347,588 329,300 (5)%
RentsandLeases 1,493,696 1,431,537 1,615,411 956,089 (41)%
OtherRevenue 134,244 85,543 215,981 4,856,177 2148%
$77,035,201 $86,224,985 $90,379,738 $94,700,855 5%
GeneralFund-SubFunds
Taxes $985,000 $1,000,000 $1,000,000 $1,000,000 —%
Licensesand
Permits
2,645,459 3,084,462 2,768,967 3,312,034 20%
Intergovernmental — — 521,122 — (100)%
Chargesfor
Services
1,789,311 2,108,823 2,304,316 2,826,902 23%
FinesandPenalties 263,883 300,000 413,388 360,000 (13)%
RentsandLeases 1,214,256 1,717,324 1,085,265 1,207,000 11%
OtherRevenue 2,649,559 1,743,554 1,355,441 4,187,592 209%
$9,547,468 $9,954,163 $9,448,499 $12,893,528 36%
GenObligationDebtServiceFunds
Taxes $3,402,078 $2,810,522 $3,256,197 $3,267,618 —%
Intergovernmental 167,912 81,100 162,565 — (100)%
TransfersInand
Other
2,092,950 2,257,884 2,437,076 2,251,917 (8)%
$5,662,940 $5,149,506 $5,855,838 $5,519,535 (6)%
Enterprise(Utility)Funds
Chargesfor
Services
$52,207,492 $55,314,806 $57,354,892 $60,688,623 6%
Intergovernmental 88,595 87,725 122,119 — (100)%
OtherRevenue 471,303 470,398 590,990 476,000 (19)%
Operating
TransfersIn
2,588,031 6,165,230 4,000,694 4,324,148 8%
$55,355,421 $62,038,159 $62,068,696 $65,488,771 6%
InternalServiceFunds
Chargesfor
Services
$2,158,534 $2,526,860 $2,899,263 $3,320,017 15%
OtherRevenue — — — 5,620,668 N/A
$2,158,534 $2,526,860 $2,899,263 $8,940,685 208%
TOTALREVENUE $149,759,564 $165,893,673 $170,652,034 $187,543,374 10%
SignificantchangesinintergovernmentalrevenueandotherrevenueareduetotheCP&Dprograms
movingintotheDevelopmentFeeFundin2023
62 | City Operating Revenue
General Fund - Program Revenue By Type
ACTUAL2021 ACTUAL2022 BUDGET2023 Change
CityManager'sOffice-
ExecutiveOffice
Taxes $0 $0 $0 $0
LicensesandPermits 0 0 0 0
IntergovernmentalRevenues 916,298 300,477 30,000 (270,477)
ChargesforGoodsandServices 538,372 567,864 173,926 (393,938)
FinesandPenalties 0 0 0 0
MiscellaneousRevenues 0 22,495 0 (22,495)
TOTALCITYMANAGER'SOFFICE-
EXECUTIVEOFFICE $1,454,670 $890,835 $203,926 $(686,909)
OfficeofCommunityVitality
Taxes $0 $0 $2,945,000 $2,945,000
LicensesandPermits 0 0 0 0
IntergovernmentalRevenues 1,948,440 273,974 249,460 (24,514)
ChargesforGoodsandServices 0 0 399,425 399,425
FinesandPenalties 0 0 0 0
MiscellaneousRevenues 0 0 0 0
TOTALOFFICEOFCOMMUNITY
VITALITY $1,948,440 $273,974 $3,593,885 $3,319,911
OfficeofStrategicInitiatives
Taxes $0 $0 $0 $0
LicensesandPermits 875 1,075 500 (575)
IntergovernmentalRevenues 23,434 23,434 23,434 0
ChargesforGoodsandServices 1,514,299 1,705,390 1,899,595 194,205
FinesandPenalties 0 0 0 0
MiscellaneousRevenues 1,595 660 720 60
TOTALOFFICEOFSTRATEGIC
INITIATIVES $1,540,203 $1,730,559 $1,924,249 $193,690
MunicipalCourt
Taxes $0 $0 $0 $0
LicensesandPermits 0 0 0 0
IntergovernmentalRevenues 69,819 123,223 21,520 (101,703)
ChargesforGoodsandServices 197,725 225,560 200,500 (25,060)
FinesandPenalties 0 0 0 0
MiscellaneousRevenues 0 10 0 (10)
TOTALMUNICIPALCOURT $267,544 $348,792 $222,020 $(126,772)
City Operating Revenue | 63
ACTUAL2021 ACTUAL2022 BUDGET2023 Change
CommunityPlanning&
Development
Taxes $0 $0 $0 $0
LicensesandPermits 1,200 300 0 (300)
IntergovernmentalRevenues 3,935,548 3,673,668 0 (3,673,668)
ChargesforGoodsandServices 430,283 458,180 0 (458,180)
FinesandPenalties 382,760 413,388 0 (413,388)
MiscellaneousRevenues 869,725 1,158,318 0 (1,158,318)
TOTALCOMMUNITYPLANNING
&DEVELOPMENT $5,619,515 $5,703,854 $0 $(5,703,854)
CP&DismovingintotheDevelopmentFeeFundbeginningin2023.
FinanceDepartment
Taxes $0 $0 $0 $0
LicensesandPermits 0 0 0 0
IntergovernmentalRevenues 0 0 0 0
ChargesforGoodsandServices 1,376,327 1,326,864 1,979,073 652,209
FinesandPenalties (1,309) 180,751 180,000 (751)
MiscellaneousRevenues 32,458 32,745 7,000 (25,745)
TOTALFINANCEDEPARTMENT $1,407,476 $1,540,360 $2,166,073 $625,713
FireDepartment
Taxes $0 $0 $0 $0
LicensesandPermits 104,974 135,740 125,000 (10,740)
IntergovernmentalRevenues 32,528 30,603 33,463 2,860
ChargesforGoodsandServices 4,763,494 5,085,538 4,603,392 (482,146)
FinesandPenalties 0 0 0 0
MiscellaneousRevenues 389,241 330,304 193,830 (136,474)
TOTALFIREDEPARTMENT $5,290,236 $5,582,185 $4,955,685 $(626,500)
LegalDepartment
Taxes $0 $0 $0 $0
LicensesandPermits 0 0 0 0
IntergovernmentalRevenues 0 0 0 0
ChargesforGoodsandServices 201,484 208,318 226,495 18,177
FinesandPenalties 3,656 3,044 3,650 606
MiscellaneousRevenues 35 0 0 0
TOTALLEGALDEPARTMENT
$205,175 $211,362 $230,145 $18,783
64 | City Operating Revenue
ACTUAL2021 ACTUAL2022 BUDGET2023 Change
PoliceDepartment
Taxes $0 $0 $0 $0
LicensesandPermits (11,109) 7,542 8,000 458
IntergovernmentalRevenues 392,441 190,327 156,704 (33,623)
ChargesforGoodsandServices 301,699 138,130 86,500 (51,630)
FinesandPenalties 0 0 0 0
MiscellaneousRevenues 52,696 4,350 9,198 4,848
TOTALPOLICEDEPARTMENT
$735,728 $340,350 $260,402 $(79,948)
Parks,ArtsandRecreation
Taxes $0 $0 $0 $0
LicensesandPermits 6,244 9,103 9,000 (103)
IntergovernmentalRevenues 2,740,188 3,143,784 3,768,185 624,401
ChargesforGoodsandServices 1,267,435 1,552,665 1,764,502 211,837
FinesandPenalties 0 0 0 0
MiscellaneousRevenues 251,383 358,827 258,790 (100,037)
TOTALPARD
$4,265,250 $5,064,379 $5,800,477 $736,098
PublicWorks
Taxes $0 $0 $0 $0
LicensesandPermits 0 0 0 0
IntergovernmentalRevenues 1,667,052 1,627,078 2,933,198 1,306,120
ChargesforGoodsandServices 5,025,955 4,760,793 5,529,692 768,899
FinesandPenalties 0 0 0 0
MiscellaneousRevenues 751,529 801,285 1,563,339 762,054
TOTALPUBLICWORKS
$7,444,536 $7,189,155 $10,026,229 $2,837,074
Non-Departmental
ChargesforServices $62,233,103 $64,765,939 $66,033,399 $1,267,460
FinesandPenalties 721,449 702,533 711,600 9,067
Intergovernmental 1,484,674 3,213,241 1,805,594 (1,407,647)
Licenses&Permits 1,411,817 1,475,703 1,517,600 41,897
OperatingTransfersIn 203,396 163,793 145,650 (18,143)
OtherRevenue 889,602 1,163,498 945,339 (218,159)
TOTALNON-DEPARTMENTAL
$66,944,040 $71,484,706 $71,159,182 $(325,524)
TOTALGENERALFUND
PROGRAMREVENUE
$91,467,298 $94,656,657 $100,542,273 $5,885,616
CP&Dhasbeenremovedfromthetotalsrow.AsnotedabovetheCP&DprogramshavebeenmovedoutoftheGeneralFund
in2023.Includingpreviousyearswouldskewthenumbers.
City Operating Revenue | 65
Property Taxes
PropertyTaxBasics
PropertyTaxesarethesecondlargesttaxsourcefortheCity,andmakeupover11%oftheCity’s
totaloperatingrevenue.For2023,propertytaxesareestimatedtogenerate$21.4millionin
Operatingrevenue.
InWashington,RCW84.52authorizescitiesandotherlocalgovernmentstolevypropertytaxes
onpropertieswithintheirtaxingboundaries.Thelawisbasedonabudget-basedsystemof
propertytaxation.Therearethreemaincomponentstothepropertytax:
1. Levyamount(Levy)
2. AssessedValue(AV);and
3. Levyrate
Throughouttheyear,theThurstonCountyAssessordeterminestheassessedvalue(AV)of
taxableexistingpropertiesandnewconstructionwithinCityboundaries.Aspartofthebudget
process,OlympiaCityCouncilestablishestheamountofpropertytaxrevenueneededtofund
nextyear’sbudget(Levy).TheLevyamountisthetotalamounttobecollectedfromOlympia’s
taxpayers.ByNovember30
th
eachyear,theamountoftaxestobeleviedbyalltaxingdistricts
arecertifiedbytheAssessor.TheAssessorthencalculatestheLevyRatenecessarytoraisethe
LevyrevenuebydividingthetotalLevyamountbytheAVoftaxablepropertiesintheCity.By
law,thisnumberisexpressedintermsofadollarrateper$1,000ofvaluation.Forexample,a
rateof$0.00025isexpressedas$0.25per$1,000ofassessedvalue.
TheCountyTreasureractsastheagenttobillandcollectpropertytaxesleviedinthecountyfor
alltaxingauthorities.TaxesleviedinNovemberbecomedueonJanuary1andarebilledintwo
equalinstallmentsdueonApril30andOctober31.
TheAssessorestablishesAVsat100percenttothefairmarketvalue,thenadjuststhoseAVs
eachyearbasedonmarketvaluechanges.Aphysicalverificationofeachpropertyismadeat
leastonceeverysixyears,andtheestimatedAVisthenadjustedtoreflectthephysical
verification.
Washingtoncitiesareauthorizedbylawtolevyupto$3.60per$1,000ofassessedvaluationfor
generalgovernmentalservices.Thisamountdoesnotincludevoter-approvedspeciallevies.The
$3.60limitmaybereducedforanyofthefollowingreasons:
• TheWashingtonStateConstitutionlimitsthetotalregularpropertytaxesto1%ofassessed
valuation,or$10per$1,000ofassessedvalue,ofwhichacitymaylevyupto$3.60per
$1,000ofassessedvalue.Ifthetaxesofalldistrictsexceedthisamount,eachis
proportionatelyreduceduntilthetotalisatorbelowtheonepercentlimit.
66 | City Operating Revenue
• Priorto2001,WashingtonStatelaw(RCW84.55.010)limitedthegrowthofregularproperty
taxesto6percentperyear,beforeadjustmentsfornewconstructionandannexations.After
2001,growthoftheregularpropertytaxlevy,beforenewconstructionandannexationswas
limitedtothelowerof1percentortheimplicitpricedeflator(IPD).IftheIPDislessthan1
percent,theCitymaydeclareasubstantialneedwithasupermajorityoftheCounciland
levyonepercent.The1percentlimitmaybeexceededwithvoterapproval.AstheIPDwas
lessthan1percentin2020,CityCouncilpassedasubstantialneedresolutiontoallowfor
the1percentincreaseoverthepreviousyear.
• TheCitymaylevytaxesbelowthelegallimit.Specialleviesapprovedbythevotersarenot
subjecttotheabovelimitations.
LibraryDistrictsareauthorizedtolevyupto$.50per$1,000ofassessedvaluation.TheCityof
OlympiaiswithintheTimberlandRegionalLibraryDistrict.TheLibrarylevyisdeductedfromthe
$3.60maximumavailabletocities.AnyyearinwhichtheLibrarydoesnotutilizeitsfull$.50of
levy,acitymayassesstheunusedportionsubjecttothelimitationslistedabove.In2020,the
Librarylevyratewas$0.323per$1,000AVtobecollectedin2021.
CitieswithaFiremen’sPensionFund,suchastheCityofOlympia,maylevyanadditional$.225
per$1,000ofassessedvaluationabovethe$3.60limit,lesstheLibrarylevy.
HowDoesPropertyTaxRevenueComparetoSalesTaxRevenue?
SalestaxisthelargesttaxrevenuesourcetotheCity.Propertytaxrevenuegrowthislimitedto
1percentplusanynewtaxrevenuesgeneratedbynewconstructionandotherimprovementsto
property.Thishasmeantthatpropertytaxgrowthhasbeenslowerthansalestaxgrowthsince
2010.Propertytaxrevenueislessvolatilethansalestaxgrowthascanbeseeninthe2020and
2021databelow.
Property&SalesTaxComparisonforthe
GeneralFundTaxesDisplayedinMillions
SalesTax
PropertyTax
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Est.
2023
0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
City Operating Revenue | 67
WherePropertyTaxDollarsGo
PUD#1
0.09%
CityofOlympia
16.93%
OlympiaMetroParkDistrict
4.26%
ConservationFutures
0.28%
Medic1
2.78%
OlympiaSchoolDistrict
36.26%
PortofOlympia
1.20%
StateSchools
20.91%
ThurstonCounty
15.08%
TimberlandLibrary
2.22%
68 | City Operating Revenue
AssessedPropertyTaxValue
AssessmentYear-
CollectionYear
TotalTax
Collection
TotalAssessed
Value(includes
NewConstruction)
New
Construction
Total
Change
LevyRate
per$1,000
(approx.)
2022-2023Est. $21,135,984 $11,823,228,971 $124,100,416 29.99% $1.74
2021-2022 $19,789,226 $8,991,702,610 $77,826,189 11.49% $2.21
2020-2021 $19,520,969 $8,065,316,266 $93,805,752 4.19% $2.42
2019-2020 $19,027,908 $7,741,063,697 $104,345,957 8.50% $2.46
2018-2019 $18,069,598 $7,134,825,096 $76,843,810 6.64% $2.53
2017-2018 $17,315,156 $6,690,364,182 $64,546,920 5.17% $2.59
2016-2017 $14,420,080 $6,361,555,378 $115,732,498 9.96% $2.27
2015-2016 $13,933,700 $5,785,389,448 $57,461,280 2.01% $2.41
2014-2015 $13,598,436 $5,671,256,103 $55,820,209 6.74% $2.40
2013-2014 $13,115,489 $5,313,341,232 $72,174,035 5.00% $2.47
2012-2013 $12,947,164 $5,060,434,532 $63,045,263 (4.66)% $2.56
2011-2012 $12,597,003 $5,308,051,162 $51,343,632 (4.40)% $2.37
2010-2011 $12,275,205 $5,552,078,378 $63,972,556 (7.46)% $2.21
2009-2010 $11,581,683 $5,999,359,843 $89,651,803 0.61% $1.93
PropertyTaxes-ChangesinAssessedValue
(2010-2023)
Annual%Change
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
-10%
0%
10%
20%
30%
40%
City Operating Revenue | 69
PropertyTaxUse
Regularpropertytaxessupportthedebtserviceofgeneralnon-votedbondsandtheFiremen’s
PensionFunds.TheGeneralPropertyTaxLevyisallocatedasfollows:
RegularPropertyTaxLevyAllocation
GeneralFundsupport $16,868,366
CityHallBonds $2,211,634
Firemen’sPension $288,000
LEOFF1RetireeMedical(non-budgeted) $1,000,000
Inadditiontothegenerallevy,the2023budgetincludes$1,055,984inpropertytaxescollected
fromathe2009voter-approvedbondsfortheconstructionofafirestation,firetrainingcenter
andpurchasevehicles.
ExampleofPropertyTaxPaidonMedian-PricedHomeinOlympia
PropertyTaxPaid-CityofOlympiaTax 2022 2023 Change
MedianHomeValue $ 404,564 $ 470,000 16.2%
OlympiaLevyRate
RegularLevy $ 2.21 $ 1.74 (21.3)%
VoterApprovedFireBonds $ 0.12 $ 0.09 (25.0)%
TotalLevyRate $ 2.33 $ 1.83 (21.5)%
OlympiaPropertyTax
RegularLevy $ 894 $ 818 (8.5)%
VoterApprovedFireBonds $ 49 $ 42 (12.9)%
TotalOlympiaPropertyTax $ 943 $ 860 (8.8)%
OlympiaMetropolitanParkDistrictRate
MedianHomeValue $ 404,564 $ 470,000 16.2%
RegularLevy $ 0.5450 $ 0.4599 (15.6)%
TotalOMPDPropertyTaxPaid $ 220 $ 216 (2.0)%
70 | City Operating Revenue
Sales Tax - RCW
SalesTax(RCW82.14andOMC3.48)TheCityimposesasalestaxof1.4percent.Inearly2018,
Cityvotersapprovedanadditional0.1percentinsalestaxfortheCity’sHomeFund.Thenew
salestaxisprojectedtogenerate$2.8millioninannualrevenueandwillbeusedforcapitaland
operationalcostsassociatedwithhomelessness.In2022,Cityvotersapprovedanadditional0.1
percentinsalestaxfortheCity'sCulturalAccessprogramcalledInspireOlympia.Ofthe
remaining1.2percent,1percentisforgeneraluse,0.1percentisusedforPublicSafety,anda
countywide0.1percentsalestaxthatfundscriminaljusticeactivities.Thecounty-widetaxis
distributed10percenttothecountywiththeremaining90percentdistributedonapercapita
basisbetweenthecounty,citiesandtownswithinthecounty.Thetaxiscollectedand
distributedbytheStateofWashington,whichretainsonepercentofthetaxcollectedfor
administrationcosts.TotaloverlappingsalestaxwithintheCityis8.9percent.Counties,which
alsohaveimposedthegeneralusesalestax,receive15percentofthecityportionofsalestax
revenuescollectedincitiesofthatcounty.ThurstonCountyhasalsoimposedasalestaxof1
percent.AmountsshowninthisdocumentareexclusiveoftheCountyportion.
WhereDoesthe9.5%SalesTaxGo?
Distributionofthe9.5%forJurisdiction
Jurisdiction %Share
State 6.50%
CorrectionFacilities/ChemicalDependency 0.10%
911Dispatch 0.20%
JailFacilities 0.10%
IntercityTransit 1.20%
CityOfOlympia
GeneralUse 1.00%
CriminalJustice 0.10%
PublicSafety 0.10%
HomeFund 0.10%
CulturalAccess 0.10%
Total 9.50%
City Operating Revenue | 71
HistoricalSalesTaxCollection
SalesTaxCollections(2010-2023)
Year RegularSalesTax
Collections
%Changefrom
PreviousYear
CriminalJustice
SalesTax
PublicSafetySales
Tax
HomeFund
SalesTax
HouseBill
1406
Est.2023
25,100,000
(0.5)%
1,370,000 2,200,000 1,030,000 356,089
2022 25,224,335 4.5% 1,373,756 2,186,502 1,037,364 338,460
2021
24,140,104
16.4%
1,305,338 2,047,412 989,561 360,292
2020 20,734,394 (1.0)% 1,147,164 1,784,843 852,345 288,139
2019 20,946,194 9.2% 1,068,138 1,793,966 854,875 9,448
2018 19,186,478 0.5% 993,400 1,652,292 407,187 N/A
2017 19,169,709 4.4% 922,096 1,632,762 N/A N/A
2016 18,361,859 7.2% 863,528 1,587,583 N/A N/A
2015 17,135,538 5.3% 794,758 1,352,476 N/A N/A
2014 16,270,126 4.9% 723,265 1,462,794 N/A N/A
2013 15,513,518 5.1% 583,664 837,848 N/A N/A
2012 14,766,803 (1.4)% 652,767 N/A N/A N/A
2011 14,981,567 (1.0)% 650,194 N/A N/A N/A
2010 15,126,628 5.3% 644,267 N/A N/A N/A
SalesTaxRevenuePercentagebyType(cashbasis)
72 | City Operating Revenue
Business and Occupation
RCW 35.102, 35.21.710, OMC 5.04
Business&OccupationtaxesareimposedandcollecteddirectlybytheCityuponallbusiness
activity,aboveacertainthreshold,exceptutilities,thatoccurwithintheCitylimits.Extracting,
manufacturing,wholesaling,retailing,publicroadconstructionandprinting/publishingaretaxed
at1/10of1percent.Allotheractivitiesaretaxedat2/10of1percentofgrossrevenues.
The2023budgetestimatesBusiness&OccupationTaxtogenerate$7.9millionora0.4percent
increaseover2022revenue.
Business&OccupationTaxCollections
Year Collections %ChangefromPreviousYear
Est.2023 $7,900,000 0.4%
2022 $7,869,856 14.0%
2021 $6,902,390 7.0%
2020 $6,449,326 (3.3)%
2019 $6,670,640 1.9%
2018 $6,547,226 4.2%
2017 $6,280,663 6.4%
2016 $5,902,924 6.7%
2015 $5,533,477 15.7%
2014 $4,784,237 5.7%
2013 $4,528,289 4.9%
2012 $4,317,451 1.3%
2011 $4,262,397 N/A
2010 $3,889,234 N/A
City Operating Revenue | 73
Admissions Tax -RCW 35.21.280 and OMC 3.32
TheBusinessTaxcategoryincludesadmissiontaxes.Admissionstaxisimposedatarateof$.01
per$.20ofthepriceofadmission.Eventssponsoredbynonprofitorganizationsorganizedfor
thebettermentoftheartsandschooleventsareexemptfromadmissionstax.
The2023budgetestimatesAdmissionsTaxtogenerate$220,000ora1.9percentincreaseover
the2022taxrevenue.Theincreasein2023assumesmoderateAdmissionTaxgrowth.
AdmissionsTaxCollections
Year Collections
Est.2023 $220,000
2022 $215,981
2021 $85,543
2020 $134,244
2019 $272,749
2018 $277,801
2017 $227,526
2016 $202,195
2015 $194,111
2014 $179,841
2013 $185,637
2012 $174,510
2011 $180,930
2010 $191,100
74 | City Operating Revenue
Utility Taxes and Franchise Fees
RCW 35.23.440, 35.21.870, 80.32.010, 82.16 and OMC 5.15,
5.84
Utilitytaxisataximposedonthegrossincomeofvariousutilityservices.Externalutilities,such
astelecommunication,naturalgas,andelectricaretaxedatarateof9percent.Statestatute
limitsthemaximumtaxontheseutilities,withoutvoterapproval,at6percent.In2004,City
votersapproveda3percentincreaseinthetaxtobeusedforParksandPathwayspurposes;the
combinedtaxisnow9percent.
2023utilitytaxesarebasedoncurrenttrends.Telephoneusagehasbeendecreasingdueto
changesinthecommunicationsindustryandpersonalpreferences.Since2010,the
telecommunicationtaxhasbeendecreasingyearoveryearbetween1percent-10percent.
Beginningin2015the6percentutilitytaxwasappliedtoCableTVtosupportmajor
maintenanceintheCapitalFacilitiesPlan.
InterfundUtilityTaxisataxassessedongrossrevenueoftheCity'sDrinkingWater,Wastewater,
StormandSurfaceWater(includingLOTT)andWasteReSourcesutilitiesgeneratedfrom
customers.
AllocationofUtilityTax(Electric,Gas,Telecommunications)
TypeofUtility % 2023EstimatedCollections
Electric,Gas&Telecommunications:
BaseTax6%
Generaluse 4.50% $4,330,000
Park&bikelanemaintenance 0.50% 481,333
Capital/Facilitiesandgeneraluse 1.00% 962,223
TotalBaseTax 6.00% $5,773,556
Voterapproved3%
Parks 2.00% 1,924,445
Sidewalk,recreationuse 1.00% 962,222
TotalVoterapproved 3.00% $2,886,667
CableTV:6%
CapitalFacilities 6.00% $920,000
Total $9,580,223
City Operating Revenue | 75
UtilityTaxes&FranchiseFees(GeneralUsePortionUtilityTax-4.5%)
Year Electric Gas Telephone TVCable
Telecomm.
FranchiseFees
Est.2023 $2,595,000 $716,000 $880,000 $450,000 $0
2022 2,654,551 746,811 970,914 450,983 0
2021 2,446,855 478,184 961,228 449,454 0
2020 2,220,228 628,864 1,203,190 441,447 0
2019 2,284,392 590,480 1,142,062 452,979 5,000
2018 2,324,406 593,765 1,258,036 469,075 5,000
2017 2,388,291 666,849 1,395,763 505,770 5,000
2016 2,330,019 579,960 1,490,795 493,262 5,000
2015 2,138,363 624,906 1,476,183 477,938 0
2014 2,277,674 679,740 1,484,345 462,324 5,000
2013 2,234,737 664,579 1,555,878 446,375 0
2012 2,244,115 748,852 1,621,542 **371,294  0
2011 2,264,341 *773,078 1,714,237 440,285 5,000
2010 2,155,268 690,942 1,882,495 413,967 0
*Amountbeforerefundof$79,117forperiod4thquarter2005-3rdquarter2007
**2012Includesprioryearallocationadjustments
InterfundUtilityTaxes
Year
DrinkingWater
Utility
Wastewater
Utility
Stormwater
Utility
WasteReSources
Utility
Total
Est.2023 $1,770,000 $3,100,000 $807,000 $1,750,000 $7,427,000
2022 1,751,232 2,528,097 778,445 1,711,065  6,768,839
2021 1,705,573 2,775,807 734,713 1,641,034  6,857,127
2020 1,236,175 1,848,548 563,050 1,267,865  4,915,638
2019 1,396,011 2,107,952 606,036 1,335,912  5,445,911
2018 1,392,600 1,981,627 541,146 1,230,606  5,145,979
2017 1,298,050 1,961,718 563,540 1,176,620  4,999,928
2016 884,286 1,852,242 492,188 1,071,248  4,299,964
2015 1,411,635 1,797,236 444,633 984,932  4,638,436
2014 1,265,660 1,695,640 456,469 915,620  4,333,389
2013 1,145,401 1,455,204 438,970 868,167  3,907,742
2012 1,110,498 1,419,166 417,865 869,749  3,817,278
2011 1,039,878 1,464,100 436,489 866,141  3,806,608
2010 929,738 984,812 349,675 757,870  3,022,095
76 | City Operating Revenue
Gambling Taxes RCW 9.46
Statelawrequiresproceedsfromthistaxtoprimarilygotowardlawenforcementofgambling
activities.Therearelimitedexemptionsanddeductionsfromthegamblingtaxforchurches,
schools,andcharitableornonprofitorganizations.
GamblingTaxesCollections
Year Collections
Est.2023 $193,000
2022 183,020
2021 172,356
2020 113,417
2019 142,755
2018 128,271
2017 134,511
2016 122,684
2015 182,184
2014 117,966
2013 139,513
2012 129,732
2011 132,644
2010 220,000
City Operating Revenue | 77
Leasehold Excise Taxes, Business Licenses, Development-
Related Fees and Grants
LeaseholdExciseTaxes(RCW82.29A.020andOMC3.36)
Leaseholdexcisetaxisimposedat4percentoftherentpaidbyprivatepartiesonproperty
ownedbyStateorlocalgovernmentsandispaidbytheprivatepartiesinlieuofpropertytax.
ThetotalStateandCityleaseholdtaxrateis12.84percent.TheCityprojects$195,000tobe
collectedin2023fromthistax.
BusinessLicenses(RCW19.02,35.23.440andOMC5.02)
AllbusinessesengaginginbusinessintheCityofOlympia,unlessexemptedbyStatelaw,are
requiredtoobtainaCitybusinesslicense.TheCity’sbusinesslicenseprocessismanagedbythe
StateofWashingtonBusinessLicensingService,whichoffersbusinessesaone-stopprocessto
registerforthestatelicenseaswellaslicensesinmultiplecitiesthroughoutthestateatthe
sametime.Currently,theCity’sbusinesslicenseis$30annuallyandispro-ratedtocoincidewith
theStatebusinesslicenseexpiration.EffectiveJanuary1,2019,CityofOlympiabusinessesnot
exceedingthenewlyadoptedannualthresholdof$2,000,arerequiredtoregisterforabusiness
license,howeverthe$30businesslicensefeeisnotbecharged.The2023estimateforBusiness
Licensingfeesis$245,000.
Development-RelatedFees(RCW19.27andOMC4.04,4.36and4.38)
Thesefeesareimposedgenerallyonconstructionorbuildingactivitiesandincludebuilding
permitfees,fireandsprinklerpermitfees,andfeestoreviewbuildingplans.DevelopmentFee
RevenueFundbuildingpermits,developmentfeesandzoningandsubdivisionfeesarerecorded
intheDevelopmentFeeRevenueFund.ThisfundreimbursestheCommunityPlanningand
DevelopmentDepartmentforthecostsofmanagingdevelopment.
Grants
TheCityreceivesvariousFederal,State,andlocalgrants.Grantssupportingthegeneral
operationsoftheCityinclude,butarenotlimitedto,PlanningPrograms,GrowthManagement,
andCriminalJustice.
78 | City Operating Revenue
Utility Charges RCW.35.67.190, 35.92.010, 90.03.500,
90.03.510 and OMC 4.24
TheCityprovidesavarietyofservicestomaintainthehealth,sanitation,andpublicwelfareof
theCity.Theservicesincludetheprovisionofwater,wastewaterconveyance,stormdrainage
andsurfacewater,andsolidwastemanagement.Eachoftheseservicesareprovidedatacharge
tothecustomer.TheCitybillscustomersbimonthly.
Inadditionthelocalnon-profitcorporationofLOTT(citiesofLacey,Olympia,Tumwaterand
ThurstonCounty)formedbythefour-governmentpartnership,provideswastewater
managementservicestotheurbanareaofnorthThurstonCounty.Thisincludeswastewater
treatmentandproductionofClassAReclaimedWater.
DrinkingWater
2023DrinkingWaterRates(monthly)
Tier1 Tier2 Tier3 Tier4
Waterused/
ccf
Charge
perccf
Waterused/
ccf
Charge
perccf
Waterused/
ccf
Charge
perccf
Waterused/
ccf
Charge
perccf
SingleFamily
&Duplex
0-800 $2.17 801-1,800 $3.65 1,801-2,800 $5.82 2,801 $7.65
Multi-Family
&Non-
Residential
Nov-June $3.05 July-Oct $4.55 N/A N/A
Irrigation Nov-June $3.05 July-Oct $8.99 N/A N/A
ccf=100cubicfeet(about750gallons)
TheseratesareinadditiontoReady-to-Servechargeswhichrangefrom$30.02(3/4"meter)to$1,514.34(12"meter).
City Operating Revenue | 79
Wastewater
TheCity’sWastewaterutilitysafelyconveyswastewater(sewer)fromourhomesandbusinesses
totheLOTTCleanWaterAlliance’s(LOTT)BuddInletTreatmentPlantindowntownOlympia.
ThewastewaterchargesarecomprisedoffeesforCityandLOTTservices.Utilitycustomerspay
aCitywastewatercollectionfee.SimilartothecitiesofLaceyandTumwater,Olympiaalso
collectsLOTT’swastewatertreatmentfee.
In2023,theLOTTrateis$44.80monthlyperEquivalentResidentialUnit(ERU)and,depending
onwaterusage,between$15.96and$25.78fortheCitycollectionsystem.AnERUisdefinedas
aseparate,single-familyresidence,oronepersinglefamilyunitwithrespecttoresidential
duplexes.Residentialstructureshavingmorethantwosinglefamilyunitsareassessedat70
percentofanERU.MobilehomesareequaltooneERU.Forcustomersotherthanresidential
users,anERUisdefinedas700cubicfeetforCitycollectionsand900cubicfeetforLOTTof
sewagemeasuredatthesourceofeitherwaterconsumptionorsewagedischarge.
Stormwater
2023ratesforsingle-familyandduplexparcelsare$34.24and$68.48permonthrespectively.In
2021,afterworkingwithaconsultantandconductingpublicoutreach,Citystaffrestructuredthe
ratesfornon-residentialstormandsurfacewateraccounts.TherateswereadoptedbyCity
Council,effectiveJanuary1,2023.Thenewratestructureisbasedonactualon-sitestormwater
infrastructurewithdiscountsforhigherlevelsoftreatmentandflowcontrol.Additionally,the
EquivalentResidentialUnit(ERU)changedfrom2,528feetofimpervioussurfaceto2,882square
feet.Thisincreaseinimpervioussurfacereflectstoday’smedianamountofimpervioussurface
foundonsingle-familyparcelsacrossOlympia.TheCityalsoeliminatedthenon-residentialflat
administrativestormwaterfee,theresidentialmaintenanceagreementdiscountand
constructionphasechargesin2023.Thenon-residentialratesarebasedonthefollowingrevised
categories:
Category Rate(perbillingunit)
CategoryI:ForparcelsthatfullyutilizeLowImpact
Development
$17.12
CategoryII:Forparcelswithanystormwater
management(flowcontrolortreatment)orthose
$25.68
CategoryIII:Forparcelswithnostormwater
management(flowcontrolortreatment)
$34.24
Undevelopedparcels Nocharge
WasteReSources(SolidWaste)
Currentratesforbasic65-gallonserviceforsinglefamilyhouseholdsthatparticipateinthe
recyclingprogramis$56.22permonth.Collectionofgarbageandrecyclablesoccurson
alternatingweeks.
80 | City Operating Revenue
UtilityRateChanges
UtilityType 2020 2021 2022 2023
DrinkingWater 6.3% 0% 2.0% 6.6%
WasteWater
CityCollectionSystem 0.2% 0% 9.1% 9.88%
LOTT 3.0% 3% 3.0% 3.0%
Storm&SurfaceWater 3.5% 7.5% 7.1% 9.82%
WasteReSources
DropBox 6.6% 0% 1.0% 4.0%
Residential 2.3% 0% 1.0% 4.0%
Commercial 2.3% 0% 1.0% 4.0%
Organics 2.3% 0% 1.0% 0.0%
ResidentialUtilityBill(typicalbi-monthly,singlefamilyresidentialbill)
DrinkingWater $56.20 $60.32 $61.54 $65.64
WasteWater
CityCollectionSystem $42.94 $43.04 $49.46 $51.58
LOTT $79.60 $82.00 $87.00 $89.60
Storm&SurfaceWater $28.10 $29.10 $31.16 $34.24
WasteReSources $51.80 $53.52 $54.06 $56.22
Total $258.64 $267.99 $280.72 $297.28
%increase 2.5% 3.6% 3.0% 5.9%
$increase $6.38 $9.35 $8.10 $16.54
City Operating Revenue | 81
82 | City Operating Revenue
Department Budgets
IncludedinthisSection
CityManager'sOffice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85
OfficeofCommunityVitality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97
OfficeofStrategicInitiatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117
CommunityPlanning&Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143
Finance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 163
Legal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 175
MunicipalCourt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 187
Parks,Arts&Recreation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 205
PublicWorks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 235
PublicHealth&Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 283
Housing&Homelessness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 287
Fire . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 299
Police . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 317
StrategicCommunications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 337
Clickonsub-sectionorpagenumberforadirectlink.
City Manager's Office | 83
84 | City Manager's Office
City Manager's Office
IncludedinthisSection
DepartmentOverview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
86
OrganizationalChart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88
CityCouncil-LegislativeOffice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89
CityManager'sOfficeAdministration . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91
CityManager'sOffice-OfficeofCommunityVitality . . . . . . . . . . . . . . . . 97
CityManager'sOffice-OfficeofStrategicInitiatives . . . . . . . . . . . . . . . . . 117
Clickonsub-sectionorpagenumberforadirectlink.
City Manager's Office | 85
Department Overview - City Manager's Office
Mission
Workingtogethertomakeadifference
Vision
Avibrant,healthy,beautifulcapitalcity
Description
TheCityManager’sofficeprovidesoverallleadershiptotheCityorganization,direct
managementandcoordinationofhigh-profilespecialprojects,andstaffssupporttotheCouncil
asawhole.
TheCityManager’sOfficeleadstheCityorganizationbyimplementingCityCouncilpolicies,
exercisingfiscalprudence,providinglegalsupport,coordinatingworkofvariousdepartments,
facilitatingresponsiblecommunicationtocommunitymembersthroughcommunityrelations,
andmaintainingapositiveimageofCitygovernment.
TheCityManager'sOfficeismadeupoffourdistinctoffices:
1. CityManager'sOfficeAdministration
2. CityCouncil-LegislativeOffice
3. AssistantCityManager'sOffice-OfficeofCommunityVitality
4. AssistantCityManager'sOffice-OfficeofStrategicInitiatives
TheroleofCityCouncil-LegislativeOfficeistoadoptpolicies,plans,regulationsandbudgetsin
ordertodeliverhighqualitymunicipalservices,protectthehealth,safetyandwelfareofCity
residents,andmaintaintheCity’simageasagreatplacetolive.
86 | City Manager's Office
ProgramFundingSummary 2021Actual 2022Actual 2023Budget Change
Taxes $0 $0 $2,945,000 $2,945,000
LicensesandPermits 875 1,075 500 (575)
IntergovernmentalRevenues 2,888,172 597,885 302,894 (294,991)
ChargesforGoodsandServices 2,052,671 2,273,254 2,472,946 199,692
FinesandPenalties 0 0 0 0
MiscellaneousRevenues 1,595 23,155 720 (22,435)
GeneralFundContribution 12,669,297 16,848,788 14,033,788 (2,815,000)
TotalFunding $17,612,610 $19,744,156 $19,755,848 $11,691
DepartmentRecap 2021Actual 2022Actual 2023Budget Change
CityCouncil $270,872 $349,993 $298,611 $(51,382)
ExecutiveOffice 6,316,828 7,524,006 6,536,119 (987,887)
OfficeofCommunityVitality 1,971,757 2,266,296 5,333,819 3,067,523
OfficeofStrategicInitiatives 9,053,152 9,603,862 7,587,299 (2,016,562)
TotalExpenditures $17,612,610 $19,744,156 $19,755,848 $11,691
RecapofExpenditures 2021Actual 2022Actual 2023Budget Change
PersonnelServices $6,186,324 $7,258,547 $9,253,360 $1,994,813
Supplies 275,818 415,523 62,960 (352,563)
Services 5,161,638 6,094,418 5,833,996 (260,422)
IntergovernmentalPayments 5,769,240 5,623,242 4,196,493 (1,426,749)
InterfundPayments 219,589 352,427 409,039 56,612
TotalExpenditures $17,612,610 $19,744,156 $19,755,848 $11,691
City Manager's Office | 87
Organizational Chart - City Manager's Office
CityCouncil/Legislative
CityManager'sOffice
AssistantCityManager AssistantCityManager
OfficeofCommunityVitality OfficeofStrategicInitiatives
Administration-AssistantCityManager's
Office
Administration-AssistantCityManager's
Office
ClimateProgram CityClerk'sOffice
EconomicDevelopment ExternalDiversity,Equity&Inclusion
HousingandHomelessnessServices
(BudgetinformationfoundinPublicHealth&
Safetysection)
InformationServices
InspireOlympia OfficeofPerformance&Innovation
PublicDefense HumanResources
InternalDiversity,Equity&Inclusion
88 | City Manager's Office
City Council - Legislative Office
Description/ServicesProvided
TheCityCounciliscommittedtoimplementingtheComprehensivePlanadoptedin2014.The
ComprehensivePlanisorganizedaroundsixfocusareas;PublicHealth&Safety,Community
Livability,Downtown,Economy,Environment,andNeighborhoods.
IntergovernmentalrelationswiththePortofOlympia,ThurstonCounty,theadjacentcitiesof
LaceyandTumwaterandlocaltribeswillalsocontinuetobeapriorityforCouncil.
SignificantProposedBudgetChanges
Therearenosignificantbudgetchangesproposed.
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $211,541 $7,513 $231,814 $224,301
Supplies 8,270 27,390 10,550 (16,840)
Services 43,010 239,180 39,237 (199,943)
InterfundPayments 8,050 75,910 17,010 (58,900)
TotalExpenditures $270,872 $349,993 $298,611 $(51,382)
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
CouncilMember 5.00 5.00 5.00 0.00
Mayor 1.00 1.00 1.00 0.00
MayorPro-Tem 1.00 1.00 1.00 0.00
Total 7.00 7.00 7.00 0.00
BudgetOverview
Therearenosignificantchangestothe2023budgetfortheCityCouncil-LegislativeOffice.
City Manager's Office | 89
Trends,ChallengesandOpportunities
AttheirJanuary2023retreatCouncilmembersidentifiedthefollowingTrends,Challengesand
Opportunities:
• ContinuingtoaddressissuesrelatedtoPublicHealth,EconomicInequity,ClimateChange,
andAffordableHousing.
• Continuedimplementationofalltheinitiativesandprojectsplannedover2022.
• Includingandvaluingcurrentresidentsaswemovetowardsgrowthandchange.
• Prioritizingresourceswhilebalancingmanypriorityprojectsandinitiatives.
• AddressingPublicSafety,especiallyhowpeoplefeelbeingintheCityandtheirsenseof
belonging.
• Nurturingauthentic,trustingrelationshipswithcommunitymemberswhodonotoften
engagewithlocalgovernment.
• Preparingthecommunityforthefuturebykeepingtheminformedofupcomingchanges
andlettingthemknowwhattoexpectfromourcurrentandfutureactivities.
90 | City Manager's Office
City Manager's Office Administration
Description/ServicesProvided
TheCityManager’sofficeprovidesoverallleadershiptotheCityorganization,direct
managementandcoordinationofhigh-profilespecialprojects,andstaffsupporttotheCouncil
asawhole.
TheCityManager’sOfficeleadstheCityorganizationbyimplementingCityCouncilpolicies,
exercisingfiscalprudence,providinglegalsupport,coordinatingworkofvariousdepartments,
facilitatingresponsiblecommunicationtocommunitymembersthroughcommunityrelations,
andmaintainingapositiveimageofCitygovernment.
TheCityManagerisappointedbyandaccountabletotheCityCouncilfor:
• AdministrationandCityoperationsandactivities
• ImplementationofpolicydirectionfromthefullCouncil
• CommunicationwiththeCityCouncil,theCityorganizationandtheCommunity
TheCityManagerprovidespolicyadvicetotheCityCouncilandisresponsibleforkeepingthe
CouncilinformedabouttheCity’sfinancesandemergingissues.
SignificantProposedBudgetChanges
Therearenosignificantbudgetchangesproposed.
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $389,700 $462,294 $1,528,187 $1,065,893
Supplies 5,900 11,783 7,650 (4,133)
Services 1,467,747 1,342,772 705,295 (637,477)
Intergovernmental/TransfersOut 4,375,203 5,617,812 4,196,493 (1,421,319)
InterfundPaymentsforServices 78,278 89,345 98,494 9,149
TotalExpenditures $6,316,828 $7,524,006 $6,536,119 $(987,887)
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
AssistanttotheCityManager 0.00 1.00 1.00 0.00
CityManager 1.00 1.00 1.00 0.00
ExecutiveAssistant 1.00 0.00 0.00 0.00
ExecutiveServicesAssistant 0.00 1.00 1.00 0.00
Total 2.00 3.00 3.00 0.00
City Manager's Office | 91
BudgetOverview
TherearenosignificantbudgetchangesproposedfortheCityManager’sOffice.
Trends,ChallengesandOpportunities
PublicHealth&Safety
• OlympiaPoliceDepartmentRecordsManagement–ReplaceRegionalSystem
• CompleteRegionalHousingCouncilInterlocalAgreementfortheHomeFund
• EvaluateJail/CourtBuildingAlternatives
• RegionalFireAuthorityImplementationand/orNewFundingAlternativesDiscussion
• ReimaginingPublicSafetyOperationalPlan
• OneCommunityOperationalPlan
• PoliceCivilianOversightModel
• OlympiaPoliceDepartmentStaffingStudy
• OlympiaPoliceDepartmentStrategicPlan
• CompleteEquityAssessment/DevelopWorkPlan
CommunityLivability
• FormationofaYouthCouncil
• SocialJusticeandEquityCommissionCommunityDiscriminationAssessment
• CommunityConversations–FosteringConnection&Belonging/2024BudgetPriorities
• CommunitySurvey–HowareWeDoing?
• TransportationFunding/SidewalkRepair
• FranzAndersonTinyHomeVillageandSupportiveHousingProject
• HousingStudy–PhaseII
• RentalPropertyRegistry
• HomelessEncampmentOutreach
• YelmHighwayParkRealEstateAgreements/PhaseIDesign
• SisterCityExchange–KatoCity
• ComprehensivePlanUpdate
• EconomicDevelopmentProjectwithIslandEnterprises(SquaxinIslandTribe)
92 | City Manager's Office
Economy
• CulturalAccessProgram–FormPermanentCommission,firstroundoffunding
• Armory–FundingandPhaseIDesign
• LaunchRequestforProposalfor108StateAvenueSite
• CompletionofOlympiaStrongPlan
• EconomicRecoveryInitiatives
• TechTradeCenter
Downtown
• DowntownImprovementDistrict(Mid-Year)
• PresentCreativeDistrictStrategytoCouncil(ODAPartnership)
• PercivalLandingRe-EnvisioningProcess
Environment
• CommercialEnergyCodeAmendments
• BuildingCodesUpdate
• EVChargingRequirements
• ClimateActionFund
• EnergizeOlympia–HeatPumpCampaign
• ClimateRisk&VulnerabilityAssessment
• CarbonWedgeAnalysis
• CityBuildingElectrificationAssessment
• SeaLevelRiseResponsePlanning
• KaiserWoodsParkImprovements–Funding/Permitting
Neighborhoods
• CompleteWayfindingMasterPlan
• FinalizeNeighborhoodCentersStudy
• WestsideCapitalMallTriangleSubareaPlan
• CompleteCouncilofNeighborhoodAssociationsMemorandumofUnderstanding
City Manager's Office | 93
• CompleteAgriculturalParkFeasibilityStudy
• SEAnnexation–CouncilAction
Resources&Support
• CouncilCommunication–ProcessRecommendations
• WorkDayImplementation
• InternalAuditProgram
2022Accomplishments
PublicHealth&Safety
• CompletedandpresentedCommunityWorkGrouprecommendationsforReimagining
PublicSafety
• HiredaPoliceChief
• UpdatedtheOlympiaPoliceDepartmentComplaintProcess
• ImplementedPoliceBodyWornCameras
• FinalizedBLSTransport/OFDCARESstudyandmovedtoimplementation
• RFAPlanningCommitteecompletionofRFAPlan,CouncilapprovalforAprilballot
• CompletedconstructionofWashingtonCenterImprovements
• DevelopednewstructurefortheRegionalHousingCouncil
• AcquiredCommercefundingtoconstructanewTinyHomeVillageonFranz/Andersonsite
• CompletedremovalofallRV’sonEnsignRd
• QuinceStreetVillageDesign,Construction,Opening
CommunityLivability
• EstablishedandappointedmemberstotheSocialJusticeandEquityCommission
• LaunchedcitywideDiversity,Equity,andInclusionAssessment
• Launchedcitywide,mandatoryAnti-RacismandBelongingTraining
• CompletedfinalrecommendationsonPhase1ofLandlord/TenantProtections
• BoulevardRdSiteDevelopmentPartnerSelected
• LaunchedFonesRoadCorridorProject
• Completedco-locationagreementwithOlympiaSchoolDistrictandinitialdesignforYelm
HighwayPark
• CompletedAquaticFeasibilityStudy
• MovedforwardwithPassedCulturalAccessProgramimplementationstrategy.
• CreatedandtrainedonCouncilapprovedEquityFramework.
94 | City Manager's Office
Economy
• CommunityEngagementforOlympiaStrong
Downtown
• CompletedDesignofRebeccaHowardPark
• CompletedFranklinStreetImprovements
• LaunchedinitialCreativeDistrictWork–ContractwithODA
• CompletedtransitionofformermitigationsitetoQuinceStreetVillage
• CompleteddemolitionofGriswold’sproperty
• CompletedArmoryAcquisitionanddevelopedacreativecampusconcept
Environment
• CreatedandtrainedonCouncilapprovedClimateFramework
• BecameaSolSmartCommunity
• SupportedEstuaryAlternativeforCapitalLake/DeschutesEISanddevelopedashared
maintenancecostagreement
• SeaLevelRiseResponsePlanning
Neighborhoods
• NeighborhoodCenters–Launchedconsultantstudy
• CompletedGatewayArtCrossingProject#3
• BeganworktoupdateCouncilofNeighborhoodAssociationsMemorandumof
Understanding.
• LaunchedCapitalMallTriangleSubareaplancommunityengagement
Resources&Support
• HiredDiversity,EquityandInclusionCoordinator
• CompletedFinalDesignonWorkdayanddevelopedimplementationplan
City Manager's Office | 95
96 | City Manager's Office
Office of Community Vitality
CityManager'sOffice
IncludedinthisSection
DepartmentOverview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98
OrganizationalChart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100
Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101
ClimateProgram . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105
EconomicDevelopment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109
InspireOlympia . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 112
PublicDefense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113
Clickonsub-sectionorpagenumberforadirectlink.
*HousingandHomelessnessServicesbudgetinformationislocatedinthePublicHealth&Safetysectionofthisbudgetdocument.
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Department Overview - Office of Community Vitality
Mission
Workingtogethertomakeadifference
Vision
Avibrant,healthy,beautifulcapitalcity
Description
TheOfficeofCommunityVitalityispartoftheCityManager'sOfficeandismadeupofsix
distinctsections:
1. AssistantCityManager'sOfficeAdministration
2. ClimateProgram
3. EconomicDevelopment
4. Housing&HomelessnessServices(BudgetdetailsareinthePublicHealth&Safetysection)
5. InspireOlympia
6. PublicDefense
TheroleoftheOfficeofCommunityVitalityistoaidtheCityManagerinachievingtheCity
visionofavibrant,healthy,beautifulcapitalcitythroughprotectingtheenvironment,fosteringa
thrivingbusinesscommunityandequitableeconomy,andhelpingthecommunity’smost
vulnerablemembers.
TheOfficeofCommunityVitalityoverseesfourprogramsandonedepartmenttoworktoward
thegoalsofthecommunity,CityCouncil,andtheCityManager.
TheClimateProgram,alonganticipatednewprogram,startedin2021tomitigategrowing
climateconcernsandtoassistinimplementingtheThurstonCountyRegionalClimateMitigation
Plan.
TheEconomicDevelopmentprogramfocusesonstrengtheningOlympia’sbusinesscommunity
andworkstocreatealocaleconomythatsupportsallcommunitymembers.
HousingandHomelessnessServicesleadstheCity’sresponsetohomelessnessandlong-range
housingprograms.ThisprogrammanagestheCity’sHomeFundthatprovidesfundingfor
affordablehousing,supportivehousingandshelterprojectsandadministerstheCommunity
DevelopmentBlockGrantprogram.BudgetinformationandforHousingandHomelessServices
appearsinthePublicHealthandSafetysectionofthisdocument.
Olympiavotersapprovedat0.1percentincreasetosalestaxin2022thatwillbeusedtofund
culturalaccessevents.ThisprogramiscalledInspireOlympiaandwillbeginin2023.The
programisoverseenbyanadvisorycommitteeofcommunitymembers.
98 | City Manager's Office
PublicDefenseensuresthatindigentdefendants,chargedintheCityofOlympiawithagross
misdemeanorormisdemeanorcrime,havelegalrepresentation.
TheCommunityPlanningandDevelopment(CP&D)DepartmentalsoreportstotheAssistant
CityManager'sOfficeofCommunityVitality,howeverbudgetinformationonCP&DDepartment
appearsinaseparatechapterofthisdocument.
ProgramFundingSummary 2021Actual 2022Actual 2023Budget Change
Taxes $0 $0 $2,945,000 $2,945,000
IntergovernmentalRevenues 1,948,440 273,974 249,460 (24,514)
ChargesforGoodsandServices 0 0 399,425 399,425
GeneralFundContribution 23,317 1,992,322 1,739,934 (252,388)
TotalFunding $1,971,757 $2,266,296 $5,333,819 $3,067,523
DepartmentRecap 2021Actual 2022Actual 2023Budget Change
AssistantCityManager'sOffice $224,141 $284,781 $262,245 $(22,536)
EconomicDevelopment 1,078,393 1,096,409 795,499 (300,909)
CulturalAccess 0 27,856 2,997,325 2,969,469
ClimateProgram 152,071 231,620 648,169 416,549
PublicDefense 517,151 625,630 630,580 4,950
TotalExpenditures $1,971,757 $2,266,296 $5,333,819 $3,067,523
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $530,212 $1,183,810 $1,683,218 $499,407
Supplies 3,871 13,985 19,260 5,275
Services 1,423,950 1,044,709 3,577,414 2,532,705
InterfundPayments 13,724 23,792 53,927 30,135
TotalExpenditures $1,971,757 $2,266,296 $5,333,819 $3,067,523
City Manager's Office | 99
Organizational Chart - Office of Community Vitality
CityManager
AssistantCityManager-OfficeofCommunityVitality
Administration
ClimateProgram
EconomicDevelopment
HousingandHomelessnessServices*
InspireOlympia
PublicDefense
*HousingandHomelessnessServicesbudgetinformationislocatedinthePublicHealth&Safetysectionofthisbudgetdocument.
100 | City Manager's Office
Office of Community Vitality Administration
Description/ServicesProvided
TheOfficeofCommunityVitalityAdministrationhousestheAssistantCityManagerwho
overseestheClimate,EconomicDevelopment.PublicDefense,andHousingandHomelessness
programs.ThisofficealsooverseestheCommunityPlanningandDevelopmentDepartment.
SignificantProposedBudgetChanges
Budgetchangesin2023areminimalduetosalaryincrease(COLA)andincreasedinterfund
payments.
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $222,113 $282,563 $252,420 $(30,143)
Supplies 155 0 0 0
Services 1,873 1,400 0 (1,400)
InterfundPayments 0 818 9,825 9,007
TotalExpenditures $224,141 $284,781 $262,245 $(22,536)
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
AssistantCityManager
1.00 1.00 1.00 0.00
Total 1.00 1.00 1.00 0.00
BudgetOverview
TheOfficeofCommunityVitalityisarelativelynewfunctionalareaintheCity’sorganization
chart.Thebudgetforthesefunctionshavepreviouslybeenindifferentdepartmentbudgets.
CommunityPlanningandDevelopmenthadtheEconomicDevelopmentandHousingbudgets.
AdministrativeServices(nolongeradepartment)hadthePublicDefensebudget.TheClimate
Programisaverynewprogram.
Givenurgentpriorityneedsforhousingandclimateactioninourcommunity,theCityCouncil
increasedfundingforboththeHousingandClimateprogramsin2023.Newpositionsinthese
programswillhelptheCityadvanceworkonhomelessresponse,affordablehousing,and
climateactions,includingbuildingandvehicleelectrification.Thesebudgetenhancements
includeestablishingdirectorlevelpositionstoleadthesevitalprogramsforward.
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Trends,ChallengesandOpportunities
• HomelessnessandlackofaffordablehousingremainatcrisislevelsinOlympia.Theneedfor
homelessservicesandhousinginthecommunitycontinuestofarsurpassavailable
resources.WhiletheCityhasincreasedinvestmentinhomelessoutreach,homelessshelter
facilitiesandaffordablehousing,someoftheseinvestmentshaveusedone-timefunding
thatcreatesabow-waveofoperationalcostsinupcomingbudgets.Stateinvestmentin
shelterhousingandoutreachfundingforright-of-wayencampmentsisasignificanthelp
overthenextthreeyears.
• TheRegionalHousingCouncilcontinuestomature.ThecreationofacombinedCity/County
HomeFundismakingefficientuseofregionalfundsforhousingandhomelessservices
acrossThurstonCounty.Thiswillcontinuetogrowandevolve.
• TheClimateProgramisaddingtwonewpositionsin2023whichwillhelpadvanceseveral
initiativesincludingworkonimprovingbuildingandenergycodes,electricvehicleparking,
fleetelectrification,heatpumpandsolarcampaigns,andaclimateriskandresilience
assessment.
• CommunityPlanningandDevelopmentcontinuestoexperiencehighlevelsofdevelopment
reviewactivityincludingmultiplefamily,singlefamilyandsubdivisiondevelopmentreview
applicationsandconstructionactivity.
• PublicdefensewasrecentlyawardedaDepartmentofJusticegranttoexpandthe
operationsoftheCommunityCourt.ThiswillcontinuetostretchthePublicDefense/
CommunityCourtAdministrator.
• EconomicDevelopmentsawasurgeinactivitythisyearasaresultofCovid-19andthe
federalfundsthatflowedintothecommunity.TheEconomicDevelopmentprogramis
addingtwoadditionalDowntownAmbassadorsusingavarietyoffundingsourcesincluding
CommunityDevelopmentBlockGrantandAmericanRescuePlanActdollars.Thisactivity
hasstretchedtheadministrativecapacityoftheprogramformanagingcontractsand
invoicesassociatedwiththisactivity.
2022Accomplishments
• OurHousingandHomelessResponseprogramsuccessfullyrelocatedthedowntown
mitigationsitetoQuinceStreetVillage–anew,significantlyupgraded100-unittinyhome
villagelaunchedinthefallof2022.Theprogramalsoconductedacompassionateclearingof
RVParkingonEnsignRoad,addressingasignificantpublicsafetyconcernandoffering
housingtothoseresidingthere.Ofthe75peopleresidingonEnsignRoad,53chosetomove
toQuinceStreetVillage.
• TheCityandneighboringjurisdictionsdevelopedanagreementwiththeStateof
Washingtontodevelopandofferhousingtothoseresidinginstateright-of-wayareas,
particularlyalongI-5.Thisinitiativeisfundingthecreationand3yearsofoperationfornew
shelterhousinginThurstonCounty,alongwithfundingtosupporthomelessoutreach
services.Theseresourcesarefundingacompassionateapproachtotheultimateremovalof
largeencampmentsonstateproperty.
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• TheCityandThurstonCountyreachedagreementonthecreationofaCountywideHome
Fundtosupportlowincomeandaffordablehousingacrossourregion.Sinceitsinception,
theCity’sHomeFundhasdedicatedapproximately$10milliontopermanentsupportive
housingandhomelessresponseinOlympia.Olympia’sHomeFundCapitaldollarswillnow
bepooledinaCountywideHomeFundthattogetherwillgenerate$5-7millionannuallyfor
low-incomehousingdevelopment.
• In2022,ourClimateprogramcontinuedtoadvancetheworkoftheThurstonClimate
MitigationPlan.Inaddition,theprogramsuccessfullyreceivedaGoldSolSmartDesignation
asasolarfriendlyCity,securedgrantfundingforanewheatpumpcampaignforlow-income
residents,andtookaleadroleindevelopingnewclimateandequityframeworksforall
itemsgoingbeforeCityCouncil.
• Workingeffectivelywithourregionalpartnersisalwayshearteningandthisyearhasseen
ourrelationshipwiththeCounty,LaceyandTumwatergrowandbecomeadynamicand
importantpartnershipthroughtheworkoftheRegionalHousingCouncil.
• CP&Dcontinuestodeliverexcellentcustomerservicewhetherinpersonorvirtually.They
respondedtoanumberofcomplexdevelopmentprojectsusingavirtualplatformandwere
abletoeffectivelyinvolvethepublicinthereviewprocess.
• Parking,CodeEnforcement,andHomelessResponseallworkedtorespondtoourhousing
crisisinacollaborativeway.Workingtogethertoeffectivelyrespondtotheneedsofthe
communityandtheunshelteredwithdignityandcompassion.
2023Objectives
• ContinuetoworkregionallytosupporttheworkoftheRegionalHousingCouncilin
addressingtheemergentneedsofourhouselesscommunitymembersandthelong-term
needsforhousingaffordability.
• Continuebuildingstrongrelationshipswithdiverseandunderrepresentedcommunitiesto
informandguidetheworkatalllevelsoftheCity.
• ContinuetoworkregionallytoimplementtheClimateMitigationPlan,implementawork
plan,trackperformancemeasures,andtakeconcreteactionstobegintoaddressthe
impactsofclimatechangeandreduceourcommunity’scarbonfootprint.
• Continuetosupportregionaleconomicrecoveryactivitiesandbuildstrongsystemsto
supportourbusinessesandcommunitymembersinthisprocess.Focusonsupporting
downtownbusinessesastheycontinuerecoveringfromandadaptingtotheimpactsofthe
pandemic.
• Continuetoworktobuildpermanentsupportivehousingtoserveourmostvulnerable
communitymembers.Thisincludesarequestforproposals(RFP)processforapermanent
supportivehousingprojectonFranzAndersonRoad,financialsupportforUnityCommons
PhaseII,andothervitalhousingprojects.
• ContinuetopartnerwiththeStateofWashingtonandregionaljurisdictionstodevelop
shelterandhousingoptionsforthoseresidinginstateright-of-wayareas.Thisincludes
completionofanew50-unittinyhomevillageonFranzAndersonRoad.
City Manager's Office | 103
• ImplementtheDepartmentofJusticeGranttoexpandtheservicesofferedthroughour
CommunityCourtandexpandthenumberofvulnerablecommunitymembersserved.
104 | City Manager's Office
Climate Program
Description/ServicesProvided
TheClimateProgramisresponsibleforleadingandcoordinatingimplementationofthe
ThurstonClimateMitigationPlan,theOlympiaSeaLevelRiseResponsePlan,andotheractions
necessarytoachievetheCity’sclimategoals.TheClimateProgramsupportsallCityDepartments
inintegratingconsiderationsofclimatemitigation,adaptation,andresilienceacrossallCity
programs,plansandpolicies.
SignificantProposedBudgetChanges
• The 2023 budget includes a proposed Buildings and Energy Program Manager. This
positionwilldevelopenergyprogramsfocusedonbuildingdecarbonizationandenergy
efficiencyforOlympiabusinessesandresidents.
• ThereisalsoanewProgramSpecialistpositiontosupporttheimplementationofnew
andongoingclimateprograminitiatives,includinggreenhousegasmonitoringand
reporting,communityoutreachandeducation,andclimatepolicyresearchandanalysis.
• AnincreaseinprofessionalservicescostsreflectsOlympia'sannualcontributionfor
regionalcoordinationoftheThurstonClimateMitigationPlanaswellasfundingforlocal
projectsandinitiatives.
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $120,206 $145,029 $420,233 $275,203
Supplies 1,151 4,537 10,700 6,163
Services 29,874 81,236 208,170 126,934
InterfundPayments 840 818 9,066 8,248
TotalExpenditures $152,071 $231,620 $648,169 $416,549
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
ClimateProgramManager 1.00 1.00 1.00 0.00
BuildingandEnergyProgramManager 0.00 0.00 1.00 1.00
ProgramSpecialist 0.00 0.00 1.00 1.00
Total 1.00 1.00 3.00 2.00
BudgetOverview
TheincreasedPersonnelServicesbudgetreflectstheadditionoftwonewClimateProgram
positions(theBuildingsandEnergyProgramManagerandClimateProgramSpecialist).The
increasedServicesbudgetreflectsOlympia'sannualcontributionforregionalcoordinationofthe
ThurstonClimateMitigationPlanaswellasfundingforlocalprojectsandinitiatives.
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Trends,ChallengesandOpportunities
• ClimatechangeisalreadyaffectingtheCityofOlympiaandtheThurstonregion.Hotter
summers,wildfiresmoke,andfloodingimpacthomes,publichealth,andlocalbusiness.
Climatemodelsforthisregionprojectaverageannualtemperatureswillcontinuetorise,
summerswillbecomehotteranddrier,andwinterswillbecomewarmerandwetter
throughoutthe21stcentury.
• Theconsequencesofclimatechangearewidespread,rangingfromimpactstoairandwater
quality,toincreasedflooding,wildfiresandlandslides.Climatechangealsothreatenslocal
subsistenceandcommercialfisheriesasaresultofchangingoceanconditionsand
agricultureasaresultofincreasedpestsandwatershortages.Withoutsignificantreductions
ingreenhousegasemissions,theseimpactswillcontinuetogrow.
• In2018,theCityofOlympiaandneighboringjurisdictionsadoptedacommongoaltoreduce
regionalgreenhousegasemissions45percentbelow2015levelsby2030and85percent
below2015levelsby2050.
• Inadditiontoworkingtowardsregionalgreenhousegasreductiongoals,in2022theCity
establishedalocalgreenhousegasreductiongoalinlinewithglobaleffortstolimitwarming
to1.5°Celsius.Thisresultedinalocalgoaltoreducecommunity-wideemissions59percent
below2019levelsby2030andachievenet-zeroemissionsby2040.
• In2021,theCitiesofOlympia,LaceyandTumwaterandThurstonCountyallacceptedthe
ThurstonClimateMitigationPlan(TCMP)astheregionalframeworkforclimatemitigation
action,andbeganworkingtowardsregionallycoordinatedimplementationofthePlan.
• In2021,theCityofOlympiaestablishedaClimateProgramtoleadtheCity’seffortsto
implementtheThurstonClimateMitigationPlanandotheractionsnecessarytoachievethe
City’sclimategoals.
2022Accomplishments
• AdoptedaclimatelensforallCityprojects,plans,andpolicies.Providedstafftrainingand
resourcestosupportimplementation,includingthedevelopmentofaClimateMitigation
Frameworktoguidecitywideanalysisofclimateimpacts.
• JoinedtheCitiesRacetoZerocampaign,pledgingtoachievenet-zeroemissionsby2040and
establishaninterim2030greenhousegasemissionsreductiontargetinlinewithglobal
effortstolimitwarmingto1.5°Celsius.Establishedaninterim2030targettoreduce
community-wideemissions59percentbelow2019levelsby2030(ResolutionM-2320).
• JoinedtheCitiesRacetoResiliencecampaign,pledgingtointegrateclimatechange
adaptationandresilienceinallaspectsofplanningandundertakeacommunity-wide
climateriskandvulnerabilityassessmentthatalsoincludesallvulnerablecommunities.
BeganworktodevelopaClimateRiskandVulnerabilityAssessment.
• Passedaresolutionrequiringtheelectrificationofallnewconstructionandmajor
renovationsofCity-ownedbuildingsandotherprojectsreceivingCityfundingof$50,000or
more(ResolutionM-2289).
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• BeganworktoinventoryCity-ownedfacilitiesthatusefossilfuelsandevaluatethefeasibility
ofretrofittingexistingbuildingstobecomeall-electricby2030.
• Beganworktoidentifypolicypathwaysandevaluatepotentialchallengestocitywide
electrificationofallnewbuildings.
• AchievedSolSmartGolddesignationformakingitfaster,easier,andmoreaffordablefor
homesandbusinessestogosolarinOlympia.Actionsincludedcreatingasolarresource
webpage(olympiawa.gov/solar),streamliningthesolarpermitprocess,andsupportingsolar
grouppurchaseprograms.
• BeganworktodevelopaheatpumpgrouppurchasecampaignforOlympiabusinessesand
residents.
• Beganworktodevelopelectricvehicleparkingstandards.
• Beganworktodevelopacityfleetelectrificationplanandvehicleacquisitionpolicy.
• ContinuedtosupportregionalcoordinationandimplementationoftheThurstonClimate
MitigationPlan.
PerformanceMeasures:
PerformanceMeasuresfortheClimateProgramwillbedevelopedwiththeadditionoftwostaff
membersin2023inconjunctionwithThurstonCountyClimateMitigationPlan.
2023Objectives
• ConductacitywideClimateRiskandVulnerabilityAssessment.
• ModelpathwaystoachieveOlympia’s2030and2040science-basedtargets.
• DevelopaCityfleetelectrificationandinfrastructureplan.
• CompletetheCityfacilityelectrificationfeasibilityassessment.
• Adoptelectricvehicleparkingstandards.
• Adoptlocalamendmentstothestatebuildingcodetosupportcitywideelectrificationofall
newbuildings.
• Implementaheatpumpgrouppurchasecampaign(EnergizeOlympia).
• EvaluaterevenuesourcestoestablishaClimateActionFund,aswellasbudgetaryneedsto
achievetheCity’s2030and2040science-basedgreenhousegasreductiontargets.
• ContinuetosupportregionalcoordinationandimplementationoftheThurstonClimate
MitigationPlan.
• FacilitatetheOlympiaSeaLevelRiseResponseCollaborativeandcoordinateimplementation
oftheannualworkplan,includingalandsubsidencesurvey,agroundwaterstudy,and
researchonpublicfinancingmechanismstorespondtosealevelrise.
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• BeginintegratingclimatemitigationandadaptationacrossallchaptersofOlympia’s
ComprehensivePlan,asapartofthe2025ComprehensivePlanPeriodicUpdate.
108 | City Manager's Office
Economic Development
Description/ServicesProvided
EconomicDevelopmentrepresentsabalancedpriorityembeddedintheCity’sComprehensive
Plan.Thisbalanceensuresthatasweseektopreserveourenvironmentalassetsandmeetthe
socialneedsofourcommunity,wearefocusedonsupportingadiverseemploymentbaseand
thebusinessandinvestmentinterestsrespondingtolocalandregionalmarketdemands.The
EconomicDevelopmentlineofbusiness(LOB)focusesonstrengtheningsmallbusinessesand
retainingandexpandingmajoremployersbydevelopingstrongrelationshipswithkey
communitybusinessstakeholdersandeconomicdevelopmentpartners.Thedepartmentalso
workswithinternalandexternalpartnerstoadvanceinitiativesthatsupporttheeconomicwell-
beingofourcommunity,includingworkforcetraining,affordablehousingdevelopmentand
downtownvibrancy.
SignificantProposedBudgetChanges
• AsignificantvolumeofworkrelatedtoCOVIDrecoverybudgetedin2021/22willcarry
overinto2023.ThisincludesJourneytoJobs,theThurstonWorkforceTrainingCenter
andseveralDowntownRecoveryprojects.Thedepartmentisalsoleadingamajorlong-
rangeplanningeffortcalledOlympiaStrong:ARoadmapforEconomicResiliency.The
outcomewillbegoals,policiesandactionsthatinformthedepartment’sworkplan.Itis
safetoassumethattheworkloadforthisdepartmentwillcontinuetobesignificantin
thefuture,anddedicatedadministrativesupportisneededtooptimizetheefficiency
andeffectivenessofthisdepartment.
• Thedepartmenthassubmittedanenhancementrequestforuseof$90,960fromthe
EconomicDevelopmentReservesaccountfortwoinitiativesthatwillforward
communityandeconomicdevelopmentgoalsin2023.Thisincludesfundingfor:
◦ ExpansionoftheWestsidelibrarybranchatCapitalMall-enablingtheLibrary
toleasealargerspacethatsupportsmoreprogramsasdesiredbyboththe
LibraryandMall($15,960),and
◦ RFPtocreateanightmarketattheArtesianCommons($75,000.)
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ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $311,881 $566,154 $562,129 $(4,025)
Supplies 2,566 5,359 820 (4,539)
Services 755,861 508,947 208,810 (300,137)
InterfundPayments 8,086 15,949 23,740 7,791
TotalExpenditures $1,078,393 $1,096,409 $795,499 $(300,909)
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
DowntownAmbassador 2.00 2.00 2.00 0.00
EconomicDevelopmentDirector 1.00 1.00 1.00 0.00
ProgramAssistant 0.25 0.00 0.00 0.00
ProgramSpecialist 0.00 0.25 0.25 0.00
Program&PlanningSupervisor 0.00 0.00 1.00 1.00
SupervisorII 1.00 1.00 0.00 -1.00
Total 4.25 4.25 4.25 0.00
BudgetOverview
ThereisasignificantvolumeofworktobedoneunderthebannerofEconomicDevelopment
slatedfor2023,howeverthemajorityofthefundingwillcomefromfundsassociatedwiththe
AmericanRescuePlanandEconomicDevelopmentReservesasopposedtogeneralfunds.The
newbudgetactivityisassociatedwithcontinuingtheverysuccessfulTimberlandLibrarylocation
attheCapitalMallandtosupporttheArtesianCommonsRequestforProposalseffort.
Trends,ChallengesandOpportunities
• In2023,theworkonthelonganticipatedEconomicDevelopmentStrategicPlan(Olympia
Strong)isanticipatedtobecompleted.Thisplanwillcontainstrategiesandactionsthatwill
havefundingrequirementstofullyimplement.
• TheEconomicDevelopmentprogramofworkcontinuestoplayasignificantroleinthe
acquisitionanddispositionofcityownedpropertiestomeetgoalsandobjectives.Itis
anticipatedthatthiswillcontinuewithopportunitieswithcityownedpropertyat108State
Aveandcityownedsurfaceparkinglotsindowntown.
2022Accomplishments
• ContinuedworkontheCity'sCOVIDEconomicResponseandRecoverywork.
• LaunchedtheCityofOlympia’seffortsassociatedwithThurstonStrongRegionalEconomic
Recovery–thetwomajorprojectsaretheOlympiaCareerHubandtheJourney2Jobs
Program.
• ContinuedpartnershipprojectswithOlympiaDowntownAlliance,EconomicDevelopment
Council,ThurstonCountyChamberofCommerce,andEnterpriseforEquity.
110 | City Manager's Office
• ClosedonthePurchaseandSalesAgreementforthesaleoftheGriswoldpropertyfor
redevelopmentintoaffordablehousingproject.
• CompletedtheoriginalEnvironmentalProtectionAgencyBrownfieldGrantwhichassessed
over20brownfieldsitesinOlympiawhilesuccessfullyobtaining$500,000ofnewgrant
fundstocontinuetheprogramthrough2025.
• RelaunchedtheSolicitationofInterestforadevelopmentpartnerforthe3900Boulevard
RoadprojectandenteredintoinitialdiscussionwithHabitatforHumanityonafuturesaleof
theproperty.
• AssistedontheArmoryCreativeCampusandInspireCulturalAccessefforts.
• ContinuedexplorationandrelationshipbuildingwithSquaxinIslandTribetoachieveshared
economicdevelopmentgoals.
• PartneredwiththeOlympiaDowntownAlliancetoadvancedowntownvitalityefforts
includingtheLoveOlySummerfestevents,developmentofaCreativeDistrictstrategicplan
andBusinessRecruitmentandRetentionStrategy.
• Successfullyawarded$586,491ofLTACfundingto18applicantstoassistinstabilizingthe
tourismandhospitalityindustry.
• LaunchedthepublicprocessforOlympiaStrong:ARoadmapforEconomicOpportunities.
Thisplanwillincludeidentifiedstrategies,actions,andperformancemeasuresforeconomic
developmentactivities.
PerformanceMeasures:
PerformanceMeasuresfortheEconomicDevelopmentProgramwillbedevelopedaspart
OlympiaStrong.
2023Objectives
Asweheadinto2023,theCitycontinuestobeinarebuildingandrecoverymodeduetothe
extensiveeconomicdamagecausedbytheCOVIDcrisis.Thehospitality,tourism,culture/
entertainment,andrestaurantbusinesses,aswellasindependentlyownedretailerswillneed
significantsupporttorebuildandrecover.Continuingwithpartnerships,relationshipbuilding,
andoutreachtounderstandimpactsandviablesolutionswillbeanecessity.Additionallythe
Citywillbemanagingmultiplerealestatetransactionstogroweconomicopportunitiesand
addresscommunityneeds.In2023theCitywillbeunderwayinthedevelopmentofalongterm
strategytoaddresstheeconomicneedsandgrowtheeconomicresiliencyofourcityandour
residents.
TheDowntownAmbassadorprogramwillbeoperatinginanexpandedformat,focusedon
addressingpublicsafetyanddowntownvitalityobjectives.
City Manager's Office | 111
Cultural Access Program (Inspire Olympia) - Office of
Community Vitality
Description/ServicesProvided
TheCulturalAccessProgram(InspireOlympia)willincreaseaccesstoarts,culture,heritage,and
scienceexperiencesinOlympiabyreducingbarrierstoaccessandexpandingofferingsthrough
ourlocalculturalnon-profitorganizations,withspecialemphasisonunderservedyouth.The
programwillservecityresidentsandstudentsintheOlympiaSchoolDistrictusingdedicated
fundingfromaone-tenthofonepercentsalestax,approvedbyvotersinApril2022.
SignificantProposedBudgetChanges
TheCulturalAccessProgramisanewcityprogramin2023.
Revenues 2021Actual 2022Budget 2023Budget Change
Taxes $0 $0 $2,945,000 $2,945,000
TotalRevenues $0 $0 $2,945,000 $2,945,000
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $0 $23,794 $265,575 $241,781
Supplies $0 $4,062 $7,000 $2,938
Services $0 $0 $2,723,750 $2,723,750
InterfundPayments $0 $0 $1,000 $1,000
TotalExpenditures $0 $27,856 $2,997,325 $2,969,469
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
CulturalAccessProgramManager 0.00 0.00 1.00 1.00
CulturalAccessProgramSpecialist 0.00 0.00 1.00 1.00
Total 0.00 0.00 2.00 2.00
Votersapproved,byinitiativein2022,a0.1%increaseinSalesTaxtofundtheInspireOlympiaprogram.Council
approvedanadvanceof$100,000in2022tobeginadministrativeoperations
112 | City Manager's Office
Public Defense
Description/ServicesProvided
PublicDefenseprovidesindigentdefenseservicestodefendantschargedwithagross
misdemeanorormisdemeanorcrimeintheCityofOlympia.
SignificantProposedBudgetChanges
InFebruaryof2023,PublicDefenseaddedabudgetamendmentfor$33,840fortheadditionof
apublicdefensecontractortokeepupwiththespikeincasecreditsassignedtoOlympiaPublic
Defenders.ThisspikestartedinAugustof2022andhascontinuedconsistently.Thenumberone
crimeassignedtopublicdefendersin2022wasassault.
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $-123,988 $166,270 $182,860 $16,590
Supplies 0 27 740 713
Services 636,342 453,126 436,684 (16,442)
InterfundPayments 4,798 6,207 10,296 4,089
TotalExpenditures $517,151 $625,630 $630,580 $4,950
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
PublicDefenseCoordinator
1.00 1.00 1.00 0.00
SocialSvcsWrk-ProjectFunded
0.40 0.40 0.40 0.00
Total 1.40 1.40 1.40 0.00
BudgetOverview
The2023budgetcontinuesPublicDefenseservicesandprograms.ThePublicDefenseLineof
BusinessiscontingentongrantfundingfromtheOfficeofPublicDefensetocovercontract
expensesforPublicDefenders,compensationforthePublicDefenseSocialServicesWorker,
expertsandinvestigators.
Trends,ChallengesandOpportunities
• SincebeingawardedagrantfromWashingtonStateOfficeofPublicDefense,wehave
retainedandutilizedone.4FTESocialServicesWorkersinceSpring2018.
• PublicDefendersandtheSocialServicesWorkerappearedontheMentalHealthand
HomelessCalendartwotimespermonth,pre-COVID-19.Currently,CourtisheldviaZoom
whichchangesthedynamics.Instead,thePublicDefendersandSocialServicesWorker
appearsforoutofcustodyhearingsviazoomandcanconnectwithdefendantsviazoom
breakoutrooms.PublicDefenderscanappearinpersonbutalargemajorityofdefendants
continuetoshowonzoom.
City Manager's Office | 113
• TheSocialServicesWorkermadecontactwithover1,257defendantssinceSpringof2018,
providinginformationonsocialservicestodefendantsandcoordinatinginpatientbeddates.
• TheSocialServicesWorkerconnectswithin-custodydefendantsonadailybasis,which
providesincreasedopportunitytoconnectdefendantstosocialservicesandprovides
defensecounselanopportunityforreleaseargumentswithsupportiveinputfromtheSocial
ServicesWorkerwithanoverallgoaltoprovidethemostaccurateinformationforrelease
arguments.Thiscouldhaveanimpactonthejailpopulation.
• GeneralProfessionalServices-Investigator/ExpertServicesrequestsoftenfluctuate.
• Thenumberofwarrantsissuedatarraignmentcontinuestoaffectpublicdefense
assignmentnumbers.Ifahighernumberofdefendantsshowatarraignmentinthefuture,
thiscouldincreasetheamountofcasesassigned.
• TheincreasingcomplexityofmentalhealthissuesaddstimeandchallengesforOlympia’s
criminalcaseload.
• PublicDefendersareprimarilyoperatingviaZoomCourt,whichresultsinincreased
preparationtimeinadvanceofcourt.Thiscouldcontinuetoimpactpublicdefensenumbers
in2023asalltimespentoncasesforattorneyofthedaycalendars=.22ofacase/hour.In
2022,anadditionalPublicDefensecontractwasaddedfor$2,720for10casecreditsto
accommodatethecasecreditsneededforattorneyofthedaycalendars.Forthefirsttime
sincetheindigentstandardswereimplemented,ourattorneyofthedayontheincustody/
firstappearance/communitycourtcalendarranoutofcasecredits.Examplesofsuch
calendarsincludeArraignments,FirstAppearance,CommunityCourt,etc.
• PublicDefenderassignmentnumbersarerunninghigherthanaverage.
• Publicdefenderscontinuetoneedprivateconfidentialmeetingspacetomeettheirclients
foroutofcustodycalendars.Thiscontinuestobeachallenge.
• PublicDefenseisnowusingonepublicdefenderinCommunityCourtvstwotoattemptto
decreasetheimpactoncasecredits.Sinceitsinceptionin2016,OlympiaCommunityCourt
hasservedmorethan497+peopleandcelebratedover226+graduates.CommunityCourt
willcontinuetoserveas1of4mentorcourtsinthenationin2023.
2022Accomplishments
• DuetoCOVID-19,theSocialServicesWorkernowconnectswithdefendantsbyphoneor
Zoom,thuskeepingcontinuityofservice.
• WashingtonStateOfficeofPublicDefenseawardeda$69,500grantperyearoverthe
courseoftwoyearsforincreasedpublicdefendercompensation,investigation/experts,and
a.4FTESocialServicesWorker.ThisgrantwillconcludeDecember31,2023.
• AllpublicdefenderscontinuetocomplywiththeIndigentStandardspublishedbythe
SupremeCourt.
• PublicDefenseCoordinatorDianeWhaleywaschosentocontinuetoserveasthe
WashingtonDefenderAssociationDivision2arearepresentativethroughmid-2023.
114 | City Manager's Office
PerformanceMeasures:PublicDefense
Type
Performance
Measure
Target
2020
Actual
2021
Actual
2022
Actual
2023Goal
Output
Measure
PublicDefender
datareportingby
15thofeachmonth
100%
compliance
100% 100% 100% 100%
Output
Measure
Numberofcriminal
filings
N/A 1,365 1,458 1,782 N/A
Cost
Effectiveness
Measure
1440casecredits
orlessanticipated
assignedtopublic
defenders
1,440case
creditsorless
1,057 1,292 1,667
1,400or
less
Between2021and2022,thecourtsawanincreaseof375casecreditsassignedtopublic
defenders.Thisistheequivalentofafulltimepublicdefender.Ourfulltimepublicdefenders
typicallycontractfor360casecreditsmax/yearastheWashingtonStateIndigentStandardsdo
notallowforapublicdefendertotakemorethan400casecredits/year.The360contractallows
forasmallbufferforaprivatecontractortotakeoutsidework.Between2021and2022,the
courtsawanincreaseincasefilingsof324.
2023Objectives
ContinuousImprovement
• PublicDefensewillcontinuetoholdroundtablediscussionsforpublicdefenders,thepublic
defenseSocialServicesWorker,andinterns.ThesearenowbeingheldbyZoom.This
providesanopportunitytodiscusslegalissues,challenges,andcurrentcourthousetopics.
• PublicDefensewillcontinuetoutilizeareportingsysteminordertoreviewcasecreditsand
qualityofpublicdefenseservices.
• PublicdefensewillcontinuetoutilizeaSocialServicesWorker.HavingaSocialServices
Workeratpretrialandincustodycalendarsprovidesimmediateaccesstosocialservice
information.BecauseofCOVID,theSocialServicesWorkerhasadjustedhermethodof
contactbymeetingdefendantseitherbyphoneorZoom.
• PublicDefendersareanticipatedtocontinuetouseaZoomplatformforcourt,using
breakoutroomsforconfidentialmeetingsduringcourtwithdefendants.
• PublicDefensehadinternsfromSouthPugetSoundCommunityCollegein2022.Interns
assistwithdataprojectsanddatainterpretation.SPSCCinternswillcontinuetoassistin
2023.St.MartinsUniversityinternsareanewadditionfor2023.
• PublicDefensewillcontinuetoseekoutandapplyforgrantsforPublicDefenseservices.
Thisincludesopportunitiesforadditionaleducationalopportunitiesforthepublicdefenders
andSocialServicesWorker.
City Manager's Office | 115
116 | City Manager's Office
Office of Strategic Initiatives
CityManager'sOffice
IncludedinthisSection
DepartmentOverview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118
OrganizationalChart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 120
Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 121
CityClerkServices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 123
ExternalDiversity,Equity&Inclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 126
HumanResources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 128
InternalDiversity,Equity&Inclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
132
InformationServices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 134
OfficeofPerformance&Innovation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 139
Clickonsub-sectionorpagenumberforadirectlink.
City Manager's Office | 117
Department Overview - Office of Strategic Initiatives
Mission
TheOfficeofStrategicInitiativesprovidesexpertiseandinnovativesolutionstounleashthe
City’spotential
Vision
Avibrant,healthy,beautifulcapitalcity
Description
TheOfficeofStrategicInitiativesisresponsibleforsixprograms(outlinedbelow)thatwork
towardachievingthegoalsoftheCityManager,CityCouncil,andtheCommunity.Thisis
achievedbyprovidinginnovativetools,strategicguidance,andcollaborativesolutionstoensure
theCityisasafe,inclusiveandhigh-performingorganizationandabletoadvancetheCity’s
priorities.
1. AssistantCityManager'sOffice-Administration
2. ClerkServices
3. Diversity,Equity&Inclusion
4. HumanResources
5. InformationServices
6. OfficeofPerformanceandInnovation
118 | City Manager's Office
ProgramFundingSummary 2021Actual 2022Actual 2023Budget Change
LicensesandPermits 875 1,075 500 (575)
IntergovernmentalRevenues 23,434 23,434 23,434 0
ChargesforGoodsandServices 1,514,299 1,705,390 1,899,595 194,205
MiscellaneousRevenues 1,595 660 720 60
GeneralFundContribution 7,512,950 7,873,303 5,663,050 (2,210,252)
TotalFunding $9,053,152 $9,603,862 $7,587,299 $-2,016,562
DepartmentRecap 2021Actual 2022Actual 2023Budget Change
Administration/Executive $643,115 $696,775 $1,110,104 $413,329
HumanResources 1,101,227 1,046,990 1,192,861 145,871
InformationServices 6,470,176 6,978,167 4,421,346 (2,556,821)
OfficeofPerformanceandInnovation 369,464 397,496 299,322 (98,175)
CityClerk/Records 469,170 484,434 563,667 79,233
TotalExpenditures $9,053,152 $9,603,862 $7,587,299 $-2,016,562
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $5,054,870 $5,604,930 $5,810,141 $205,212
Supplies 257,777 362,365 25,500 (336,865)
Services 2,226,931 3,467,757 1,512,050 (1,955,707)
Intergovernmental 1,394,036 5,430 0 (5,430)
InterfundPaymentsforServices 119,537 163,380 239,608 76,228
TotalExpenditures $9,053,152 $9,603,862 $7,587,299 $-2,016,562
City Manager's Office | 119
Organizational Chart - Office of Strategic Initiatives
CityManager
AssistantCityManager-OfficeofStrategicInitiatives
Administration
CityClerkServices
ExternalDiversity,Equity&Inclusion
HumanResources
InternalDiversity,Equity&Inclusion
InformationServices
OfficeofPerformanceandInnovation
OfficeofPerformanceandInnovation
120 | City Manager's Office
Office of Strategic Initiatives - Administration
Description/ServicesProvided
ThepurposeoftheOfficeofStrategicInitiativesistoprovidesupporttoallCitydepartments
andtotacklesomeofthecommunity’suniquechallenges–theonesthatdonotfitneatlyintoa
singledepartment.TheOfficeofStrategicinitiatives(OSI)offersbasicinternalservicesandlooks
forwaystoempowerdepartmentsCitywidetooperateattheirhighestpotential.Theteams
withinOSIincludesHumanResources,InformationServices,theOfficeofPerformanceand
Innovation,CityClerkServices,andtheDiversity,Equity,andInclusionProgram.
BesidesoverseeingtheOfficeofStrategicInitiatives,theAssistantCityManageralsoservesas
thestaffliaisontotheCityCouncil’sCommunityLivabilityandPublicSafetyCommittee,
coordinatestheworkofthePoliceAuditoronbehalfoftheCityCouncil,andservesastheCity’s
RiskManager.
RiskManagementcoordinatesclaimsandmanagesthecity'sliabilities.ThefocusofRisk
ManagementistoensureCity-ownedfacilitiesandvehicles,aswellasCityemployees,are
insuredandthatprogramshaveadequateliabilityandpropertycoverage.RiskManagement
focusesonkeepingaccidentsdownandinsurancepremiumslow.Theprograminvolvesclaims
management,losscontrol,losspreventiontraining,andregularinteractionswiththe
WashingtonCitiesInsuranceAuthority(WCIA),amunicipalriskpoolprovidingitsmemberswith
self-insuranceinsuranceservices.
SignificantProposedBudgetChanges
TheAdministrationBudgetincludestwofull-timeemployees.Theprimaryexpenditure,beyond
salaryandbenefits,isforcontractservicesfortheCityCouncil’sPoliceAuditorandforstipends
forvolunteerswhoserveonCouncilappointedBoards,CommitteesandCommissions.
City Manager's Office | 121
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $417,349 $573,876 $633,813 $59,936
Supplies 32,586 4,995 5,300 305
Services 174,828 94,561 445,303 350,742
Intergovernmental 4,580 3,535 0 (3,535)
InterfundPaymentsforServices 13,772 19,807 25,688 5,881
TotalExpenditures $643,115 $696,775 $1,110,104 $413,329
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
AssistantCityManager
1.00 1.00 1.00 0.00
DiversityEquityInclusionManager
0.00 1.00 1.00 0.00
HumanResourcesAnalyst,Senior
0.00 1.00 0.00 -1.00
ProgramAssistant
1.00 0.00 1.00 1.00
SeniorProgramSpecialist
1.00 1.00 1.00 0.00
Total 3.00 4.00 4.00 0.00
BudgetOverview
TheAdministrationBudgetincludesthreefull-timeemployees.Theprimaryexpenditure,
beyondsalaryandbenefits,isforcontractservicesfortheCityCouncil’sPoliceAuditor.
122 | City Manager's Office
City Clerk Services
Description/ServicesProvided
CityClerkServicesprovidesabroadrangeofservicesincluding:
• Managingandcoordinatingpublicrecordsrequests.
• Assistingstaffwithcontractsandprocurement.
• Providingrecordsmanagementconsultationandtraining.
• MaintainingtheCity’sDomesticPartnershipsRegistrationprogram.
• PartneringwithInformationServicesandLegalonavarietyofissuesincludingContracts,
Privacy,Transparency,InformationSecurity,andeDiscovery.
SignificantProposedBudgetChanges
• Risingcostsinnon-discretionaryservicesandsuppliesaredrivingminorbudgetaryincreases
in2023forCityClerkServices.
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $419,243 $439,023 $497,096 $58,073
Supplies 277 378 800 422
Services 38,855 30,846 44,450 13,604
InterfundPaymentsforServices 10,794 14,187 21,321 7,134
TotalExpenditures $469,170 $484,434 $563,667 $79,233
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
CityClerk 1.00 1.00 1.00 0.00
Contracts&ProcurementManager 0.00 1.00 0.00 -1.00
Procurement&ContractProgram
Administrator 0.00 0.00 1.00 1.00
Contracts&ProcurementSpecialist 1.00 0.00 0.00 0.00
InformationSpecialist 2.00 2.00 2.00 0.00
Total 4.00 4.00 4.00 0.00
BudgetOverview
Risingcostsinnon-discretionaryservicesandsuppliesandstaffsalarystepincreasesaredriving
minorbudgetaryincreasesin2023forCityClerkServices.
City Manager's Office | 123
Trends,ChallengesandOpportunities
• Theprogramcontinuestolookforwaystoincreasepublicrecordsrequestresponse
efficiency,includingimprovementsinprocessesanduseofsoftwaretoautomatetasks
whereverpossible.
• Increasingtheamountofgoodsandservicespurchasedfromsmall,local,women,minority
andveteranownedbusinessesisanimportantgoaloftheCity.Findingnewopportunities
throughpartnershipsandoutreachtoaccomplishthisgoalremainsapriority.
• CompliancewiththePublicRecordsActcontinuestobeachallenge.Thenumberofrecords
requeststheCityreceivescontinuestogrow.
2022Accomplishments
• Programprojectsin2022resultedin$417,000inhardandsoftcostsavingsfortheCityover
thenextfiveyears.
• TheroleoftheProcurementandContractsprogramcontinuestogrow.CityClerkServicesis
nowassistingstaffwithRFPs,managingCitywidecontracts,andleadingeffortsinsupplier
diversity.
• SupportedtheOlympiaPoliceDepartmentinprocuringbodyworncameras.
• CollaboratedwiththeOlympiaPoliceDepartmentindevelopingproceduresforprocessing
publicrecordsrequestsforbodyworncamerafootage.
PerformanceMeasures:CityClerk'sOffice
Type
Performance
Measure
Target
2020
Actual
2021
Actual
2022
Actual
2023
Goal
Output
Measure
#ofPublicRecords
Requests
NA 3,850 3,123 3,250 3,763
Quality
Measure
PercentofRequests
Completedwithin5Days
85% 89% 88% 88% 88%
Quality
Measure
#ofClaimsalleging
violationofthePublic
RecordsAct
0 0 1 0 0
Efficiency
Measure
AverageDaystoComplete 5.0 6.1 9.0 7.0 5.9
Cost
Effectiveness
Measure
AverageCostPerPublic
RecordsRequest
$180 $160 $183 $180 $190
124 | City Manager's Office
2023Objectives
• DevelopasupplierdiversityplanfortheCity.
• CollaboratewithDepartmentstoachievecostsavingswhenprocuringgoodsandservices.
• FurtherstandardizetheCity’sprocurementproceduresandprocessestoincrease
efficienciesofCityoperations.
City Manager's Office | 125
External Diversity, Equity & Inclusion
Description/ServicesProvided
TheDiversity,Equity&InclusionProgramwasestablishedin2022andisstaffedbyaDEI
ProgramManagerandProgramAssistant.TheDEIProgramManagerguides,advises,and
supportstheCity'seleven-memberappointedSocialJustice&EquityAdvisoryCommissionand
partnerswithCityDepartmentsandcommunitystakeholderstofacilitatecommunicationand
fostercollaborationaroundequityinitiatives,actionplans,andsocialjusticegoalsandpriorities.
SignificantProposedBudgetChanges
• TheDEIProgramhastwofull-timeemployees.Salaryandbenefitsaretheprimarybudget
increase,alongwithfundingtosupportimplementingtheSocialJusticeandEquity
Commissionworkplan.
ProgramCostSummary 2021Actual 2022Budget 2023Budget Change
PersonnelServices $0 $313,066 $265,816 $(47,250)
Services 0 0 77,000 77,000
InterfundPayments 0 0 10,349 10,349
TotalExpenditures $0 $313,066 $353,165 $40,099
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
DiversityEquityInclusionManager 0.00 1.00 1.00 0.00
ProgramAssistant 0.00 1.00 1.00 0.00
Total 0.00 2.00 2.00 0.00
BudgetOverview
Thisbudgetisprimarilymadeupofsalaryandbenefitsfortwofull-timeemployees.
Additionally,thereisfundingforcontractservicestobeusedtosupporttheSocialJusticeand
EquityCommissionandimplementtheirworkplan.
Trends,ChallengesandOpportunities
• ProgramAssistantVacancy
• Speakingopportunitieswithotherjurisdictionsaroundtheequityframework
126 | City Manager's Office
2022Accomplishments
• LaunchedtheSocialJusticeandEquityCommission
◦ Commissionerorientations
◦ Supportingco-chairstodeveloptheirleadershipandfamiliaritywiththe
structure
◦ Coordinatedbriefingsandsetworkplan
• CompletedtheEquityFrameworkandtrainingforcitysuper-users
• Workedwithandsupportthetwootherequityfocusedstaffpositionsinthecity
PerformanceMeasures:DEI
Type
Performance
Measure
Target
2020
Actual
2021
Actual
2022
Actual
2023
Goal
Output
Measure
#ofeventstabledat 6 NA NA NA 6
Quality
Measure
#Commissioneroneon
onemeetings
12 NA NA NA 12
Quality
Measure
#ofmeetingswithDEI
focusedstaffinother
jurisdictions
12 NA NA NA 12
TheCity'sDEIprogrambeganin2022
2023Objectives
• CompleteSocialJusticeandEquityCommission(SJEC)workplanandotheradministration
• OrganizeatleastoneSJECretreat
• Completethecommunitydiscriminationassessment
• SupportSJECtoprovideoversighttopoliceauditor
• SJECmakesarecommendationonapermeantpoliceoversightmodel
• Tablingandoutreachatcommunityevents
• NetworkwithDEIcommissionsandstafffromotherjurisdictions
City Manager's Office | 127
Human Resources
Description/ServicesProvided
HumanResources(HR)providesguidanceandsupportdesignedtoincreasetheeffectivenessof
theorganization,whilefosteringahealthy,safe,andinclusiveenvironmentthrough
approachableandcompassionatecustomerservice.
HRmanagestheemployeebenefitprogramsandtheemployeewellnessprogram.These
programscoverallthebenefits(healthcare,dental,vision,lifeinsurance,etc.)thattheCity
providestoemployeesandprovidesdifferentwellnessactivitiesforCityemployeesthroughout
theyear.
HRisalsoresponsibleforlabornegotiationsandemployeerelations,recruitmentandretention,
workerscompensation,andcivilservice.
SignificantProposedBudgetChanges
• HumanResourcesdoesnothaveanysignificantbudgetchanges.
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $969,083 $896,677 $1,023,905 $127,228
Supplies 3,302 6,770 3,200 (3,570)
Services 108,690 111,289 124,351 13,062
InterfundPaymentsforServices 20,152 32,253 41,405 9,152
TotalExpenditures $1,101,227 $1,046,990 $1,192,861 $145,871
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
HumanResourceDirector 1.00 1.00 1.00 0.00
HumanResourcesAnalyst 2.00 2.00 2.00 0.00
HumanResourcesAnalyst,Senior 4.00 3.00 3.00 0.00
HumanResourceAnalyst-Project 0.00 1.00 1.00 0.00
OfficeSpecialistI 0.25 0.25 0.50 0.25
Total 7.25 7.25 7.50 0.25
128 | City Manager's Office
BudgetOverview
In2023,HRanticipates:
• ImplementingandsupportingWorkday.
• EnsuringthattheCityremainsanemployerofchoicebycreatingawork-lifebalancein
additiontocompetitivesalaries,benefitsandoverallemploymentpractices(flexiblework
schedules,employeewellnessprograms,teleworking,infantsatworketc.)inorderto
recruitgreatnewemployeesandretainitsbestemployees;
• ContinuingtoevaluateandpotentiallyimplementaCity-wideleadershipprogram,along
withcraftingandimplementationofanti-biastrainingforallCityemployees.
• Continuingtohelpwithhiringnewanddiversepoliceofficersandfirefightersthroughthe
CivilServiceprocess.TheCivilServiceCommissioncontinuestobeagreatpartner,helping
theCitymeetitsneedsinrecruitingqualifiedcandidatesforthesepositions;
• Continuingtolookforwaystoimproveworkplacesafetyasmeasuredbythenumberand
severityofinjuredworkerclaims(workercompensation);
• ContinuingtoworkwiththeLEOFF1Boardasitdealswithanagingretiredworkforce;more
specificallydealingwithanticipatedlong-termcarecosts;
• CloselymonitoringtheFederalFamilyandMedicalLeaveAct(FMLA),PaidFamilyLeaveAct,
theAmericanswithDisabilitiesAct(ADA)andtheAgeDiscriminationinEmploymentAct
(ADEA)toensurecompliance;Continuingtomonitorhealthcarecostswhileensuringthat
employeehealthcareneedsaremet;
• Comingupwithwellnessinitiativesthatcanbecompletedoutsideofregularworkdueto
thecurrentworkingconditionssuchasstaggeredandflexibleworkarrangements;
• Increasedcompetitionforskilled,experiencedapplicantsduetoalimitedapplicationsanda
lackofavailableworkers;
• Continuingtonegotiateandadministertheeight(8)collectivebargainingagreements(CBA)
in2023(AFSCME,IUOE,Teamsters,PoliceGuild,PoliceSergeants,IAFF,IAFFAssistant
Chiefs,andIAFFMechanics);
• Facingthechallengeofanagingworkforce,assomeoftheCity’smostexperienced
employeesareretiringandthechallengeofreplacingthatexperience;and
• Continuingtomonitorhealthcarecostswhileensuringthatemployeehealthcareneedsare
met.
Trends,ChallengesandOpportunities
• ImplementationofWorkday.
• AnticipatedincreasesinmedicalinsurancepremiumscontinuetocompeltheCityto
reevaluateitsbenefitpackagetomakesureitissustainable.
• LEOFF1long-termcarecostscontinuetobeaconcernasretirees'age.
• HRstaffcontinuestoprovidetrainingforsupervisorsonnewandongoingsupervisory
issues.
City Manager's Office | 129
• GettingqualifiedcandidatesinthedoorandthroughthetrainingprocessintheOlympia
PoliceDepartment(OPD)continuestopresentchallengesfortheCivilServicepositions.In
2023,HRwillcontinueitsworkwithOPD,CivilService,andincludetheEquityandInclusion
Coordinatortolookforwaystocreateamoreefficientprocessforidentifyingandrecruiting
qualified,diversifiedcandidates.
• Workers’CompensationclaimscontinuetochallengemanagementstaffandtheCitysafety
programtobalancethephysicalnatureofvariousjobswiththeabilitiesoftheemployees,
whiletryingtopreventjobrelatedinjuries.
• TheCityhasbeenstrugglingtoworkwithoutdatedtechnologyforFinanceandHuman
Resources.HRisparticipatingintheadoptionofanewHumanResourcesInformation
System(HRIS)thatwillenhancetheperformanceoftheHRandFinancedepartments.
2022Accomplishments
• Negotiatingmulti-yearlaboragreementswithfourunions(FirefightersMechanics,Police
Guild,AFSME,TeamsterandIUOE).
• ConductedtheLEOFF1DisabilityBoardElectionfornewmember.
• Assistedwiththecompletionof10promotionalprocessesforOPDandOlympiaFireDept
(OFD).
• Conductednewsupervisor/leadtraining.
• AssistedwiththeCitymaintaininga100percentscoreontheMunicipalEqualityIndex
Community.
PerformanceMeasures:HumanResources
Type
Performance
Measure
Target
2020
Actual
2021
Actual
2022
Actual
2023
Goal
Output
Measure
RecruitmentEvents
Attended
TBD N/A N/A 5 0
Output
Measure
#ofworkerscompensation
claims
2%annual
reduction
51 30 28 20
Output
Measure
#ofemployeestrained
95%
attendance
N/A N/A TBD All
Quality
Measure
MunicipalEquityIndex 100% 100% 100% 100% 100%
130 | City Manager's Office
2023Objectives
• Continuetoadapttoanever-changingworkenvironmentwhilecontinuingtosupport
supervisorsandmanagersthroughteleworkingandotherflexibleworkschedule
alternatives.
• HRwillworktowardimplementationoftheEquityandInclusionworkplandesignedbythe
EquityandInclusioncoordinator.HRwillalsocontinuetosupporttheenablementofaSocial
JusticeandEquityCommissionthatwillhelptheCitybecomeamorediverseandequitable
City.
• Throughtheupcomingequityauditthedepartmentwillidentifystrengthsandweaknesses
tobuildastrategicplanthatwill.
• Buildingequityintoday-to-dayworkplacepractices,policies,andprocedures.Improve
workplacecultureandbuildingstaffcapacitytoengageinequityanalysis.
City Manager's Office | 131
Internal Diversity, Equity & Inclusion
Description/ServicesProvided
TheInternalDiversityEquityandInclusion(DEI)Programprovidesguidanceandsupportto
createacitywideculturewherepeoplefeellikeandknowtheybelong.
TheHumanResourcesdirectoroverseesthisprogramwhichisstaffedwithafull-timeDiversity,
Equity,andInclusionCoordinator.Theirresponsibilityittocreate,develop,implement,and
conducttrainingandprogramsforCityemployees,including:equityinhiring,recruitmentand
accessibilityDEItrainings.SomeotherdutiesincludereviewingHRdatasets,organizational
development,andleadershiptraining.TheycontinuouslyresearchthemostcurrentDEIbest
practicesandpoliciestoprovideongoingguidancetointernalstaff.
ThispositionworkswithallentitiesintheCitytoensurethattheprinciplesofdiversity,equity,
andinclusionarewovenintothefabricoftheorganization.
SignificantProposedBudgetChanges
• Noothersignificantchanges.
ProgramCostSummary 2021Actual 2022Budget 2023Budget Change
PersonnelServices $241,182 $153,021 $174,732 $21,711
Services 77,751 119,551 42,551 (77,000)
InterfundPayments 0 1,637 1,252 (385)
TotalExpenditures $318,933 $274,209 $218,535 $(55,674)
ProgramStaffing 2021Actual 2022Budget 2023Budget Change
HumanResourcesAnalyst,Senior 1.00 1.00 1.00 0.00
HumanResourcesAnalyst 1.00 1.00 1.00 0.00
Total 2.00 2.00 2.00 0.00
BudgetOverview
132 | City Manager's Office
SalaryandbenefitsforequityandinclusioncoordinatoralongwithbudgetforcitywideAnti-
racismandBelongingtrainingalongwithothercitywideDEItrainingopportunities.Budgetfor
equityassessmenttobecompletedin2023.
Trends,ChallengesandOpportunities
• Anti-racism&Belongingtraining
• Equityassessment
• LGBTQIA+training
2022Accomplishments
• Launchedcitywideanti-racismandbelongingtraining
• Startedequityassessment
2023Objectives
• ContinuetoprovidecitywideDEItraining
• CompleteequityassessmentandcreateDEIstrategicplan
City Manager's Office | 133
Information Services
Description/ServicesProvided
TheInformationServiceslineofbusinessisastrategicpartnerprovidingafullspectrumof
innovativetechnologysolutionstoenabletheCitytobettercarryoutitsmissionandserveits
communitymembers.Ourvisionistoprovidesimple,secureaccessanywhere,anytimeonany
device.
SignificantProposedBudgetChanges
• The2023budgetcontinuesInformationServices'existingprogramsandservices.Increased
laborandbenefitcostsrepresentthelargestchangetothebudget.Technologyservice
contractsandsubscriptionscostshavedecreasedduetotheeliminationofmultiplelegacy
solutions.Thesesavingshelptooffsetinflationaryincreasestoothertechnologycontracts
aswellastheincreasetolaborandbenefits.
134 | City Manager's Office
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $2,988,380 $3,411,570 $3,374,044 $-37,526
Supplies 218,367 348,613 16,200 (332,413)
Services 1,799,976 3,121,147 892,564 (2,228,583)
Intergovernmental 1,389,456 1,895 0 (1,895)
InterfundPaymentsforServices 73,997 94,942 138,538 43,596
TotalExpenditures $6,470,176 $6,978,167 $4,421,346 $-2,556,821
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
ChiefInformationOfficer 0.00 1.00 0.00 -1.00
InformationTechnologyDirector 0.00 0.00 1.00 1.00
ComputerSystemsTechnician 3.00 3.00 3.00 0.00
DigitalSolutionsManager 0.00 1.00 1.00 0.00
EnterpriseDataArchitect 1.00 1.00 1.00 0.00
GISCoordinator 1.00 1.00 1.00 0.00
GISAnalyst 0.00 0.00 1.00 1.00
GISBusManager-Project 0.00 0.00 1.00 1.00
InfrastructureManager 0.00 1.00 1.00 0.00
ITAssetManagmentSpecialist 1.00 1.00 1.00 0.00
ITSupportSpecialist 1.00 1.00 1.00 0.00
LineofBusinessDirector 1.00 0.00 0.00 0.00
NetworkAnalyst 5.00 5.00 5.00 0.00
ServiceDeskAdministrator 1.00 1.00 1.00 0.00
SupervisorIV 2.00 0.00 0.00 0.00
Sys.&Appl.Specialist 5.00 5.00 3.00 (2.00)
EnterpriseApplicationsAdministrator 0.00 0.00 1.00 1.00
Total 21.00 21.00 22.00 1.00
BudgetOverview
The2023budgetcontinuesInformationServices'existingprogramsandservices.Personnel
costsrepresentthelargestincreasetothe2023budget.Technologyservicecontracts,
subscriptionsandleasesfortheCity’shardwareandsoftwarewerereducedby$126,684largely
duetotheretirementofseverallargesoftwaresolutionsin2022.
City Manager's Office | 135
Trends,ChallengesandOpportunities
• TheCityrecognizesthattheuseofinformationandcommunicationstechnologiesto
support,enhanceorextendpublicparticipationandcivicengagementprocessesiscriticalto
meetingcommunitymembersexpectations.Whetherforcommunitymembersor
employeeswearereplacingmanyofourtraditionalservicemodelswithdigitalalternatives
tocreateamoreconvenient,consistent,andpersonalizedexperience.
• TheimplementationofanewEnterpriseResourcePlanning(ERP)solutionallowstheCityto
beginourtransitiontoamodern,cloud-basedsolutionforFinancial,Payroll,Cashieringand
HumanResourcesneeds.ThisisbyfarthelargesttechnologyprojectintheCity’shistory
andwasachievedthroughaCitywideeffort.In2023,ourfocuswillbeontraining,fine
tuningofworkflows,reportdevelopmentandtheadoptionofagovernancemodelto
ensuretheCityachievesthedefinedoutcomesforthenewERPsolution.
2022Accomplishments
InfrastructureandSecurityUpgrades:
• EndpointprotectionsolutiondeployedforallCityowneddevices
• PCandprinterlifecyclereplacements
• DesignedanddeployednewredundancymodelfortheCity’sinternetservices
• Completedmultiplecybersecurityaudits
BusinessApplicationandGISSoftwareProjectHighlights:
• ConfiguredandlaunchedanewERPsolution(Financial,Payroll,CashieringandHuman
Resourcessoftware)
• ImplementedamajorupgradetotheCity’sautomatedwatermeterreadingsoftware
andhardwaresolution
• Fieldworkersafetysolutionimplemented
136 | City Manager's Office
PerformanceMeasures:InformationServices
Type
Performance
Measure
Target
2020
Actual
2021
Actual
2022
Actual
2023
Goal
Output
MeasureTech
Support
ServiceDeskTickets N/A 8,280 8,400 7,217 8,000
Output
MeasureTech
Support
TechnologyChange
Requests
N/A 310 320 380 400
Efficiency
Measure
Service
Response
FirstCallResolution 45% 43% 42% 47% 45%
Efficiency
Measure
Service
Response
CriticalSystemsDown 4Hours 91% 87% 91% 90%
Efficiency
Measure
Service
Response
CriticalwithWork-Around 16Hours 89% 82% 87% 90%
Efficiency
Measure
Service
Response
Non-Critical 40Hours 90% 91% 92% 90%
Efficiency
Measure
Service
Response
Moves,Installations,
Enhancements
80Hours 81% 81% 87% 90%
Cost
Effectiveness
Measure-
AnnualPC
LifecycleRates
AverageDeviceRate N/A $259 $275 $3,008 $308
Cost
Effectiveness
Measure-
AnnualPC
LifecycleRates
PerUserSoftwareRate N/A $406 $411 $451 $477
City Manager's Office | 137
2023Objectives
• TransitiontooperationalsupportforthenewERP(EnterpriseResourcePlanning)solution
forfinancial,payroll,cashieringandhumanresourcemanagement
• ReplacementofITServiceManagementSolution
• AdoptionofnewITCybersecurityPolicies
• Implementationofvariousprioritizedbusinessapplications
• AnnualSoftwareLicenseevaluationandaudit
• Networksecurityandinfrastructureupgrades
• AnnualPCandprinterlifecyclereplacements
138 | City Manager's Office
Office of Performance and Innovation
Description/ServicesProvided
TheOfficeofPerformanceandInnovation(OPI)ispartofStrategicInitiativesintheCity
Manager'sOffice.OPIprovidesconsultationandprojectmanagementincommunity
engagementandstrategicplanning,processimprovement,andusingdatatolearnandimprove.
OPIpartnerswithstaffatalllevelsintheorganizationtosupportcomplex,high-profile,and
cross-departmentalprojects.Sincelaunchingin2018,OPIhaspartneredwithindividualstaff
members,teams,anddepartmentstoprovidetechnicalexpertise,tools,andcoachingthat
buildsstaffcapacity,betterleveragesexistingresources,andsupportsorganizationalexcellence
tohelptheCityachieveourcommunity’svision.
SignificantProposedBudgetChanges
• Budgetchangesareduetoincreasesinstaffingcosts.
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $260,815 $283,783 $281,284 $(2,499)
Supplies 3,245 1,609 0 (1,609)
Services 104,582 109,914 5,382 (104,532)
InterfundPaymentsforServices 822 2,191 12,656 10,465
TotalExpenditures $369,464 $397,496 $299,322 $(98,175)
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
PerformanceMgmntSpecialist 1.00 1.00 1.00 0.00
PerformanceMgmntSpecialist-Project 0.00 1.00 1.00 0.00
StrategicPlanning&PerformanceManager 1.00 1.00 1.00 0.00
Total 2.00 3.00 3.00 0.00
BudgetOverview
OPIcurrentlyhasthreefull-time,permanentstaffpositions.
City Manager's Office | 139
Trends,ChallengesandOpportunities
• TheexpectationsofourcommunityandthedemandsontheCitycontinuetogrow.Tomeet
thoseneeds,ourorganizationneedstolookforwaystoadapt,saveoncostsandbemore
efficientinourprocesses.OPIsupportslong-termbudgetsustainabilitybyworkingalongside
stafftoprovidetechnicalexpertise,supportandcoaching,andpracticaltoolsthatsupport
theirprofessionalgrowthanddevelopment.ThishelpstheCityimproveservicedeliveryto
thecommunity.OPIalsohelpsindevelopingstrongteamsthatcanworkmoreeffectively
andefficientlytoachievetheirmission.
• OPIcanreplacetheneedtoseekexternalconsultantsupportbyprovidingthefollowing
kindsofsupport:meetingdesignandfacilitation,retreatfacilitation,teamdevelopmentand
chartering,communityengagement,strategicplanning,leadershipdevelopment,and
processimprovement.OPIstaffarenimble,responsive,andcontinuouslydevelopingand
deepeningskillsetsbasedontheCity’suniqueneeds.
• OPIalsopartnerswithstafftoidentifyandcarryoutprocessimprovements.OPIspecializes
indevelopingacultureofcuriosityandencouragingstafftofindsmalltosignificantwaysto
improveprogramandservicedelivery.Thoseimprovementscanresultinrealcostssavings
andefficiencies.
• Nationalandlocaltrendsshowasignificantshiftincommunitiestowardshyper-polarization
oncomplexsocietalandcultureissues.Localgovernmentisbeinglookedtoasaleaderin
bringingseeminglydisparatesidestogethertosolvewickedcommunityproblems.OPIleads
thewayincontinuouslydevelopingnewandinclusiveapproachestoengagingcommunity
membersinintentionaldialogueandrelationship-buildingtoinformCitydecisionand
policymaking.OPIalsoleadsstrategicplanningprocesses(bothinternalandexternal)on
complextopics,suchaspublicsafety,houselessness,andequityandbelonging.
• Thecommunity,CityCouncil,executiveleadership,andstaff,wanttobetterunderstand
howtocollect,reporton,andusedatatoguideplanningandpolicymaking.OPI’sprovides
expertiseandguidanceinestablishingacultureofusingdatatolearnandimproveby:
◦ Workingdirectlywithstaffandmembersofexistingandfutureperformance
managementteamstoidentifyandcollectdatathatmatters.
◦ Usedatatobestrategicinidentifyingprioritiesandinvestmentsthatmakeprogress
onthecommunities’highestpriorities;and
◦ RespondingtotheCityCouncilandcommunity’sdesirefortransparencyand
reassurancethatstaffareworkingonandmakingprogressonourcommunity’s
vision.
• AchallengeforOPIismeetingtheneedforservices.OPIisconsistentlyindemandto
supportidentifyingandoperationalizingperformancemetricsandconsultingonorleading
highlycomplexandhigh-riskpublicengagementand/orstrategicplanningprocesses.With
onlytwopermanent,full-timestaff,OPIhasbeenunabletomeettheexistingneedandhas
neededtodeclineordelayprovidingsupportonprojects.
140 | City Manager's Office
2022Accomplishments
• WorkdayOlympia.OPIPerformanceManagementSpecialistDanelleMacEwenisthe
projectmanagerimplementinganenterprise-widefinance,humanresource,andpayroll
systemcalledWorkday.2022wasspentstreamliningprocessesandupdatingCitypolicyand
designingandconfiguringWorkdaytomeettheCity’suniquebusinessneedstopreparefor
aJanuary2023launchtoallCityemployees.Thiscross-departmentalprojectrequireda
high-levelofdetailed-orientedprojectmanagementandcoordination,complexprocess
improvements,endusertrainingandextensivechangemanagement.
• ReimaginingPublicSafetyEngagementProcess.OPIStrategicPlanningandPerformance
ManagerStaceyRayservedastheprojectmanagerfortheReimaginingPublicSafetypublic
engagementprocess.Thiswasahigh-profile,highlycomplexcommunity-ledprocessthat
includedengagingcommunitymembersandstaffwhoworkinthepublicsafetysystemto
gatherinputonhowtoensurethesystemfosterstrustandisequitable.Theprocesswasled
byaCommunityWorkGroupandculminatedwiththeCityCouncilacceptingthegroup’s
finalrecommendationsonDecember6,2022.Thisprocessrequiredmovingatthespeedof
trustwithcommunitymembers,andrepeatedlyadaptingourengagementtoensureitwas
equitable,inclusive,andfosteredtrust.
• UsingDatatoLearnandImprove.OPIprovidedsupporttotheCommunityPlanning&
DevelopmentDepartmentinestablishinganewPerformanceManagementTeam,and
subsequentlyidentifyingandcollectingdatafortheirinitialperformancemetrics.OPIalso
continuedworkonbuildingtheinternalarchitecture,establishingthegovernancefor,and
trainingseveralstaffinusingClearPoint,theCity’sfirstdatavisualizationsolution.Thiswork
isinpreparationforanexternallaunchin2023.
PerformanceMeasures:OfficeofPerformance&Innovation
Type
Performance
Measure
Target
2020
Actual
2021
Actual
2022
Actual
2023
Goal
Output
Measure
#LeanSixSigma
GreenbeltsinCity
15 8 14 14 15
Output
Measure
#ofProcessImprovement
Projects
5 4 2 4 5
Output
Measure
#ofinternalandexternal
meetingsdesignedand/or
facilitated
125 N/A 111 175 125
Output
Measure
#ofDataDashboards
AvailableInternally&
Externally
6 N/A N/A — 6
City Manager's Office | 141
2023Objectives
• CreateandimplementaLeadershipDevelopmentProgramforCitystaffthatprovides
comprehensivetrainingtoexistingandfutureleaders.
• Cultivatecuriosityandcontinuousimprovementbycoachinganddevelopingdepartment
staffasleadersinperformancemanagement,includingestablishingaPerformance
ManagementteamandmetricsfortheOfficeofStrategicInitiatives.
• Developinnovativemethodstobuildrelationshipsandfostertrustwith,andreceive
substantiveinputfromcommunitymemberswhoarenottypicallyinvolvedinlocal
governmentplanninganddecision-makingprocesses.
• UpdatetheComprehensivePlanfocusareasanddesiredoutcomes,anddevelopmetricsfor
eacharea.
• IncreasethenumberofperformancemetricdashboardsavailableinternallyforCitystaff
andlaunchtheCity’sfirstexternaldashboard(s)forcommunitymembers.
• Increasethenumberofprocessimprovementprojectscompletedcitywide.
• ContinuetostabilizetheoperationandincreasetheconsistentuseofWorkdaybyCity
employees.
142 | City Manager's Office
Community Planning and Development
IncludedinthisSection
DepartmentOverview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 144
OrganizationalChart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 146
Budget&AdministrativeServices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 147
CustomerService . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 150
DevelopmentPermitServices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 153
ParkingServices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 156
Planning&Engineering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159
Clickonsub-sectionorpagenumberforadirectlink.
Community Planning and Development | 143
Department Overview
Mission
Toprotectandenhanceourcommunity’squalityoflife,sustainability,publicsafety,and
economicvitalitythroughplans,developmentregulations,parkingservices,andotherprograms.
Weachievethismissionthroughpartnershipswithourcommunityandbydelivering
outstandingcustomerservice.
Vision
CommunityPlanningandDevelopmentstaffareexpertsandinnovatorsinourrespective
disciplinesandareknownthroughoutthecommunity,theStateofWashington,andournation
forourhigh-qualityservicesandbestpractices.
Description
TheCommunityPlanningandDevelopment(CP&D)Departmentservesourcommunityby
ensuringsmartgrowth,safedevelopment,protectedenvironments,strongeconomyand
vibrantneighborhoods.TheDepartmentisresponsibleforlanduseplanning,construction
permitting,codeenforcement,parkingservices,historicpreservation,urbanforestry,
neighborhoodprograms,CityHallcustomerserviceandCitywidemailservices.Eachprogram
workshand-in-handwithotherprogramswithintheDepartmentandacrosstheCitytoenhance
thequalityoflifeforOlympia.
144 | Community Planning and Development
ProgramFundingSummary 2021Actual 2022Actual 2023Budget Change
Taxes $0 $0 $0 $0
LicensesandPermits 1,200 300 3,012,034 3,011,734
IntergovernmentalRevenues 3,935,548 3,673,668 3,149,093 (524,575)
ChargesforGoodsandServices 430,283 458,180 2,228,850 1,770,670
FinesandPenalties 382,760 413,388 360,000 (53,388)
MiscellaneousRevenues 869,725 1,158,318 1,247,000 88,682
GeneralFundContribution 2,141,822 2,623,343 (197,180) (2,820,523)
TotalFunding
7,761,337 8,327,197 9,799,797 2,422,231
DepartmentRecap 2021Actual 2022Actual 2023Budget Change
Administration $1,100,605 $1,113,786 $1,449,809 $1,285,654
CustomerService 791,200 915,205 976,154 60,949
DevelopmentPermitService 1,922,821 2,041,839 3,322,015 1,280,176
Parking 1,815,459 1,829,703 1,759,413 (70,290)
Planning&Engineering 1,950,899 2,366,130 2,284,841 (81,289)
StrategicProjects 180,355 60,535 7,565 (52,970)
TotalExpenditures
7,761,337 8,327,197 9,799,797 2,422,231
RecapofExpenditures 2021Actual 2022Actual 2023Budget Change
PersonnelServices $5,401,024 $5,924,880 $6,405,400 $480,520
Supplies 92,699 32,732 63,920 31,188
Services 879,821 972,885 879,252 (93,633)
IntergovernmentalPayments
258,412 351,927 246,241 212,937
InterfundPayments 1,129,381 1,044,774 2,204,984 1,791,219
TotalExpenditures
7,761,337 8,327,197 9,799,797 2,422,231
Community Planning and Development | 145
Organizational Chart - Community Planning and
Development
Director
Planning&Engineering Budget&AdministrativeServices
CurrentPlanning SupportServices
LongRangePlanning MailServices
Engineering RecordsManagement
UrbanForestry
DevelopmentPermitServices
HistoricPreservation CodeEnforcement
BusinessOperations Inspection
CustomerService
PlanReview
PermitTechs
ParkingServices
CustomerServices
146 | Community Planning and Development
Budget & Administrative Services
Description/ServicesProvided
TheAdministrativeServiceslineofbusinessisresponsiblefortheleadershipandbusiness
practicesfortheDepartment.AdministrativeServicessupportsstaffof59FTEsforCommunity
PlanningandDevelopmentand13FTEsfromHousingandEconomicDevelopment.Italso
providesCommunityDevelopmentBlockGrant(CDBG)financialandprogramsupportand
CitywideMailServices.Strategicdirection,performancemanagementandfinancial
managementaretheprimaryfocusofthisDivision.ThisDivisionisalsoresponsibleforrecords
management,archival,technologyandpublicdisclosurerequests.
SignificantProposedBudgetChanges
ContractsManagerandOfficeSpecialistwereaddedtothislineofbusinessthroughthebudget
enhancementprocess.ThreeProgramAssistantswerere-classedtoProgramSpecialists.
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $763,105 $819,980 $1,079,775 $259,795
Supplies 5,363 5,740 13,450 7,710
Services 182,337 136,259 190,168 53,909
Intergovernmental 115,185 116,950 119,741 321,413
InterfundPaymentsforServices 34,613 34,857 46,675 642,827
TotalExpenditures $1,100,605 $1,113,786 $1,449,809 $1,285,654
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
CP&DDirector 1.00 1.00 1.00 0.00
OfficeSpecialistI 0.25 0.25 0.00 (0.25)
OfficeSpecialistII 0.50 0.50 0.50 0.00
Program&PlanningSupervisor 0.00 1.00 1.00 0.00
ProgramAssistant 4.25 3.00 0.00 (3.00)
ProgramAssistant-AFSCME 0.00 0.00 0.50 0.50
ProgramSpecialist 1.00 1.25 0.00 (1.25)
ProgramSpecialist-AFSCME 0.00 0.00 4.25 4.25
SupervisorIII 1.00 0.00 0.00 0.00
ContractsManager 0.00 0.00 1.00 1.00
Total 8.00 7.00 8.25 1.25
BudgetOverview
The2023Budgetmaintainsthe2022servicesandprograms.Anincreaseinwagesalongwith
somenon-discretionarycommunicationandcontractualserviceswerethemajorcostdriversto
thechangesinthebudget.However,otherbudgetaccountswereadjustedwhereavailableto
minimizetheincreaseoverall.
Community Planning and Development | 147
Trends,ChallengesandOpportunities
• Requestsforfinancialdata,bothinternallyandexternally,continuetoincrease.
• Continuedchangesinaccountingstandardsandfinancialreportingrequirements,including
thecomingFinancialDataTransparencyAct,requireadditionalcapacitywithnoassociated
fundingincrease.
• Aplannedfullupdateoffinancialpoliciesandprocedureswillprovideanopportunityfor
bettercompliancewithbestpractices.Theefforttoupdatethesepoliciesandprocedures,
includingthecreationofaFinancePolicyandProcedureManualwasputonholdwhilethe
CityimplementedthenewfinancialandHRMSsystem.
• TheCity’sbusinessandoccupation(B&O)taxsoftwarehaslimitedfunctionalityandrequires
laborintensivemanualprocessesfordistributingandreceivingtaxreportsandpayments.
Therehaslongbeenadesiretoallowfilingandpayingtaxesonline.TheCityhas
preliminarilytestedasystemalreadyusedinhousetoprovidethisfunctionalitywith
positiveoutcomes.Continuedworktowardfullimplementationwillcommenceinthe
spring.
• Explorationoftwosignificantchangeswillbetakingplaceoverthenextfewyears.
Implementationofabiennialbudgetprocessisslatedfor2025andimplementationofa
priority-basedbudgetprocessisplannedfor2027.
• ImplementationofthenewfinancialandHRMSEnterpriseResourceSystemhasimpacted
work/lifebalanceforthemajorityofthefinanceteam.Theneedtoprioritizingessential
operationalneedstomeetcriticaltimelineswillimpacttheabilityoftheteamtomeetall
informationrequests.
2022Accomplishments
• ReceivedGFOADistinguishedBudgetPresentationAwardfor2022Budget.
• ReceivedtheGFOAAwardforCertificationofAchievementinFinancialReportingfor2020
ComprehensiveAnnualFinanceReport(ACFR).
• Configuredandimplementedthenewcity-widefinancialandHRMSEnterpriseResource
System.
• Reorganizeddepartmentmanagementandreportingstructureandpromotedtwo
employeesintomanagementpositions.
• ReceivedacleanreportfromtheStateAuditor’sOfficefromtheirfinancialand
accountabilityauditoftheCity’s2021activities.
• ProvidedfinancialsupportfortheCity’sofOlympiaandTumwaterexaminationintothe
creationofaRegionalFireAuthority.
148 | Community Planning and Development
PerformanceMeasures:CP&DBudget&AdministrativeServices
Type
Performance
Measure
Target
2020
Actual
2021
Actual
2022
Actual
2023
Goal
Workload
Measure
#ofAccountsPayable
transactions
N/A 36,469 36,834 37,200 37,572
Workload
Measure
#ofEmployeespaid
(includestemporary&
seasonal)inapayperiod
N/A 644 661 681 701
Workload
Measure
#ofBusiness&Occupation
TaxAccounts
N/A 10,962 11,000 11,110 11,100
Efficiency
Measure
#ofdaysfrominvoiceto
paymentdate
15 22 20 18 16
Cost
Effectiveness
Measure
%ofavailablefunds
invested
85% 91% 82% 90% 90%
Cost
Effectiveness
Measure
Expenditurebudgetper
capita
N/A $3,676 $3,813 $3,453 $3,250
*Target’sarenotincludedformeasuresoutsideofourcontrol.
2023Objectives
• Exploresolutiontoallowforonlinetaxfilingandpayment.
• Implementaformalinternalauditprogram.
• CompleteimplementationofthenewfinancialandHRMSERPandprovidein-housetraining
forallCitydepartments.
• ExplorethepotentialofcreatingaB&OandBusinessLicenseteamtoaddresstaxpayer
equity.
• Review,create,updatefinancialpoliciesandproceduresandcreateaFinancialPolicyand
ProcedureManualforinternalpublication.
Community Planning and Development | 149
Customer Service
Description/ServicesProvided
TheCustomerServicelineofbusinessconsistsoffourProgramAssistants,oneSupervisorII,one
ProgramManager,oneLead,andtwopermitspecialists.Oneoftheprimaryfunctionsofthe
CustomerServicelineofbusinessistoprovideexcellentservicewhenrespondingtointernaland
externalcustomerinquiriesmadein-person,bytelephone,orbyemail.TheCustomerService
Center(CSC)isresponsibleforallpermitapplicationsviatheSmartGovPortal,UPSafetyPortal,
andcashtransactions/depositsattheCSCforUtilities,Parking,LandUseandPermits,and
variousCitybusiness.Thislineofbusinessisessentiallythe“faceoftheCity.”Goalsand
objectivesfortheCustomerServiceLOBistocontinueembodyingCommunityPlanningand
Development’sthreekeystosuccess:excellentcustomerservice,technicalcompetence,and
respectfulcommunication.
SignificantProposedBudgetChanges
• Wagesandbenefitsaretheprimarycostcomponentsoftheselinesofbusiness.
Employeesreceiveda5percentCOLAandseveralemployeesrecentlyjoinedAFSCME.
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $757,819 $869,863 $921,312 $51,449
Supplies 4,546 1,922 3,900 1,978
Services 7,899 14,328 10,250 (4,078)
Intergovernmental 0 0 0 0
InterfundPaymentsforServices 20,936 29,092 40,692 11,600
TotalExpenditures $791,200 $915,205 $976,154 $60,949
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
LeadWorker 2.00 1.00 1.00 0.00
PermitSpecialist 2.00 2.00 2.00 0.00
Program&PlanningSupervisor 0.50 0.50 0.50 0.00
ProgramAssistant 4.00 4.00 4.00 0.00
SupervisorII 1.00 1.00 1.00 0.00
Total 9.50 8.50 8.50 0.00
BudgetOverview
Wagesandbenefitsaretheprimarycostcomponentsoftheselinesofbusiness.
Trends,Challenges,andOpportunities
150 | Community Planning and Development
• Increasedcommunicationandeducationwiththepublicduetoeffectsofourunhoused
population.ProgramAssistantsarethefirstcontactformanyunhousedindividuals
comingintoCityHalllookingforresources.TheProgramAssistantscontinuetofieldan
increaseincomplaintsandcaseset-upsregardingourunhoused,AbandonedVehicles,
Live-AboardsandRV’s.
• CityHallCustomerServiceCenterteamcontinuestoprovidepermittingassistanceboth
virtuallyandin-person.
2022Accomplishments
• AdjustmentofCityHall’shoursopentothePublicfrom9AM-4PMvs8AM-5PM.Thechange
inhours:
1. Allowsforstaffmeetingsandtrainingwithoutrequiringcountercoveragebyotherwork
groups.
2. Providesfocusedtimetobalancecashdrawersandresolveanyissueswithoutovertime
costs.
3. Providestimeinthemorningbeforecustomersarriveforopeningofcashdrawers;
processingmorningreports;andaddressovernightpayments,applicationsand
inquiries.
• Expansionofpermits–nowallavailableonline–andthecreationofnewPermitSpecialist
workflowsassociatedwiththepermitexpansion.
• Travelopeningbackupallowedforteammemberstoattendconferencesandtraining.
• Performancemeasureswerecreatedforallteamsandwillcontinuedtobereportedonin
2023.
PerformanceMeasures:CP&DCustomerService
Type
Performance
Measure
Target
2020
Actual
2021
Actual
2022
Actual
2023
Goal
Output
Measure
%ofCallsAnsweredvia
CP&D&ParkingAutomatic
CallDistribution(ACD)lines
TBD N/A N/A 18,670 18,000
Output
Measure
PermitApplications
Received(Counter&
Portal)
TBD 5,453 3,231 6,916 6,500
Thecurrentperformancemeasuresselectedforthefrontcounterandpermittingarenumberof
phonecallsreceivedandnumberofpermitlanduseapplications.
In2022,theFrontCounterteamanswered7,239parkingcallsand11,431callswithquestions
forourbuildingdepartment.ThenumberofcallsforbuildingarehighestinSpringwhenmany
constructionprojectsarestarting.TheParkingcallsarehighestinJanuary,whichiswhenthe
renewalofresidentialparkingpermitstakesplace.
Community Planning and Development | 151
Thisperformancemeasureisimportantbecausethenumberofphonecallsreceivedreflectthe
servicesweareprovidingtoCommunityMembers.Trackingthevolumeofcallsforthefirst-floor
vsthesecondfloorofCityHallensuresthateachcounterisproperlystaffedtoprovidethe
highestlevelofcustomerservice.
Permittinghasseennodeclineinthenumberofpermitscomingin.2022Goalwastoprocess
5,400Permits,theactualnumbertakeninfromtheportalwas6,916.Thisincludesall
applicationsthatcameintotheportalregardlessofstatus.OvertheCounter(OTC)Permitsare
Single-Family/DuplexFurnace,Refrigeration,andResidentialElectricalpermits,ResidentialSolar
Rooftop,Reroof,SingleFamilyPlumbing,Residentialsiding,WindowReplacementPermits
reviewed,approved,andprocessedbyPermitSpecialistswithin24hoursofapplication
submittal.EachofthesepermittypesrepresentsaneedthataCityofOlympiahomeownermay
havetolivecomfortablywithintheirhomesortoimprovethehomeownerexperience.Many
OTCpermitsarerepresentativeofhomeownersthatareimprovingtheenergyefficiencyoftheir
residence.
2023Objectives
• Continuedtrainingandemphasisonexcellentcustomerservicethroughtrainings,coaching,
mentoring,andrecognizingactsofexcellentcustomerservice.
• Implementationofnewparkingandpermitmanagementsoftwarethatperformsas
expectedtofurtherstreamlinethepermittingandcitationpaymentprocess.
• ContinuedtrainingofgeneralknowledgeinmultiplesectionsofCPDtoexpandonsupport
roles.
• ContinuedevaluationofcurrentprocessesforProgramAssistantsandPermitSpecialiststo
maximizeefficiencies.UseLEANifcurrentprocessesaredeterminedtobeantiquatedornot
leveragingtheincreasedtechnologycurrentlyusedbythedepartment.
• Continuingtoprovideexcellenceincustomerserviceintheadventofmassteleworkingasa
resultoftheCOVIDpandemic.Increaseduseofexistingtechnologiestoaidintherendering
ofservicesandinformationtobothexternalandinternalcustomers.
• Implementationofnewfinancialsoftwareprogram.Continuedtraininganddevelopmentof
softwaretomeetneedsofthecity.
• Continuelookingatprocessestoincreaseefficiencies.
152 | Community Planning and Development
Development Permit Services
Description/ServicesProvided
PermitServicesworksfortheprotectionoflife,theenvironment,andproperty.Thisgroupis
responsibleforprivateandpublicdevelopmentconstructiondocumentsandpermitreviewsand
theinspectionsofbuildingsundertheseissuedpermits.CodeEnforcementworksinpartnership
withcitizenstopromoteandmaintainasafeanddesirablelivingandworkingenvironment.We
helpmaintainandimprovethequalityofourcommunitybyenforcinglawsandcodestargeted
tosolvespecificproblemswithinthecommunity.
SignificantProposedBudgetChanges
• StaffreceivedCostAdjustments
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $1,335,763 $1,461,560 $1,582,144 $120,584
Supplies 9,575 1,911 29,200 27,289
Services 54,955 103,776 207,098 103,322
Intergovernmental 0 0 0 0
InterfundPaymentsforServices 522,528 474,592 1,503,573 1,028,981
TotalExpenditures $1,922,821 $2,041,839 $3,322,015 $1,280,176
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
BuildingInspector-AFSCME 2.00 2.00 1.00 -1.00
BuildingInspectorII-AFSCME 1.00 1.00 1.00 0.00
BuildingOfficial 1.00 1.00 1.00 0.00
BuildingPlansExaminer-AFSCME 3.00 3.00 3.00 0.00
SeniorPlansExaminer-AFSCME 0.00 0.00 1.00 1.00
CodeEnforceOfficer-AFSCME 2.00 2.00 2.00 0.00
ElectricalPlanExaminer-AFSCME 1.00 1.00 1.00 0.00
LeadCodeEnforceOffr-AFSCME 1.00 1.00 1.00 0.00
SupervisorIII 1.00 1.00 1.00 0.00
Total 12.00 12.00 12.00 0.00
BudgetOverview
• 2023willbringanewcycleofupdatestotheInternationalBuildingCodes.Thesenew
ICC2021codeswillbecomingonlineJuly1
st
,2023.Thiswillincreasetrainingneedsfor
inspectorsandplanreviewersin2023.ItwillalsonecessitateadditionalpurchaseofICC
codebooksaswellasdigitalbuildingcodematerials.
Community Planning and Development | 153
• CodeEnforcementwillneedadditionaltrainingtoassistinthemosteffective
enforcementtrendsevolvinginthiseverchangingenvironment.
Trends,ChallengesandOpportunities
• Commercialbuildingprojectscontinuetobringinstrongrevenue.Commercialdevelopment
revenuesareexpectedtobesimilarto2022basedoncommercialprojectsinthepipeline.
Newsingle-familyhomeconstructionwillremainsteadyfortheupcomingyear.
• CodeEnforcementstruggleswithfundinggrowingneedstoaddresshomelessencampment
cleanupsonpublicpropertyasthereiscurrentlyaverylimitedsourceoffundingforthis
work.
•Continuetoassessandtuneourplanreviewandinspectionprocesstoworkmoreefficiently
anduseourresourcestotheirfullestpotentialandprovidethebestcustomerservice
possible.
• Developingtrainingopportunitiestoimproveourknowledgeofinternalprocedures,code
developmentandadvancementintechnologywithinourdepartment.Thistrainingwill
educatethepublicandleadtoshorterdevelopmenttime,increasedenergyconservation
andexceptionalcustomerservice.“Enforcementthrougheducation.”
2022Accomplishments
• Wehavedevelopedanatmosphereoftheimportanceofconstructionrelatededucation.
Inspectorsareconstantlysearchingforfreeproduct/inspectiontrainingandcertification
throughvirtualclasses.
•CodeEnforcementhasbeenabletocloseoutmanycasesthathavebeenactiveformany
years.
•OlympiaclosedouttheFEMArequiredCommunityAssistanceVisitwithnoerrorsinour
floodplainmanagement.
154 | Community Planning and Development
PerformanceMeasures:DevelopmentPermitServices
Type
Performance
Measure
Target
2020
Actual
2021
Actual
2022
Actual*
2023
Goal
Output
Measure
#ofNewCommercial/
Multi-familypermits
TBD 12 11 17 12
Output
Measure
#ofCommercial/Multi-
familyRemodelpermits
TBD 60 85 128 80
Output
Measure
#ofSingle-family
residentialpermits
TBD 16 31 51 40
Efficiency
Measure
Average#ofdaysto
approvenewCommercial/
Multi-familypermits
60 99 83 126 85
Efficiency
Measure
Average#ofdaysto
approveCommercial/Multi-
familyRemodelpermits
15 24 18 26 25
Efficiency
Measure
Average#ofdaysto
approveSingle-family
Residentialpermits
14 48 25 83 15
*calculationmethodchangedin2022frompermitsissuedtopermitsapprovedandwillbeusedin2023
2023Objectives
• BuildingiscurrentlyworkingwiththeCP&DPerformanceMeasuresteamtoimproveand
decreasepermitissuancetimes
•ContinuousinternaladjustmentstoSmartGovandtheCity’sonlinePortalapplicationprocess
tomakeiteasierforapplicantstoapplyandreceivebuildingpermits
•StayingcurrentonCEU’sforstaffcertifications
Community Planning and Development | 155
Parking Services
Description/ServicesProvided
TheParkingServicesprogram'sprimarypurposeistoupholdandenforceparkingregulations,
code,policies,andmaintaininfrastructure,includingparkingmeters,kiosks,andparkinglotsin
Downtown.ParkingServicesalsorespondstoandenforcesparkingcomplaintsandviolations
throughouttheCity.Thisincludescasefiles,inspectionandcomplianceofabandonedvehicles,
restrictedparking,andRVs.GoalsandobjectivesforParkingServicesistoincreaseparking
compliance,education,andcontinuetobeself-funding.
SignificantProposedBudgetChanges
• ParkingrevenuehasbeensignificantlyimpactedbyCOVID-19andtheadventof
teleworkingandclosuresofbusinessesinthedowntowncoreandsurrounding
downtownareas.TheincreasednumberofABVL,unhousedandRVcomplaints/
demolition,haspulledstafffromregularenforcementdutiestomanagecasesand
respondtocomplaintsandassistwithclean-up.ParkingServiceslaunchedanewparking
software,Barnacleupgrade,upgraded180smartmetersandadded10Kiosks.
ProgramFundingSummary 2021Actual 2022Actual 2023Budget Change
IntergovernmentalRevenues 250,000 291,000 209,540 (81,460)
FinesandPenalties 382,760 413,388 360,000 (53,388)
ParkingCollection 844,633 1,115,217 1,247,000 131,783
NetUse/(Gain)ofFundBalance 338,065 10,097 (57,127) (67,224)
TotalFunding $1,815,459 $1,829,703 $1,759,413 $-70,290
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $835,883 $835,085 $934,836 $99,751
Supplies 66,639 13,977 10,000 (3,977)
Services 266,874 297,591 167,500 (130,091)
Intergovernmental 143,227 234,977 126,500 (108,477)
InterfundPaymentsforServices 502,836 448,074 520,577 72,503
TotalExpenditures $1,815,459 $1,829,703 $1,759,413 $-70,290
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
FieldCrewLeader-AFSCME 1.00 1.00 1.00 0.00
ParkingSvcsFieldRepII-AFSC 2.00 2.00 2.00 0.00
ParkingSvcsFieldRep-AFSCME 4.00 4.00 5.00 1.00
Program&PlanningSupervisor 0.50 0.50 0.50 0.00
SeniorProgramSpecialist 0.50 0.50 0.50 0.00
SupervisorII 1.00 1.00 1.00 0.00
Total 9.00 9.00 10.00 1.00
AdditionalParkingRepisaprojectpositionwith50%fundingfromPARD
156 | Community Planning and Development
BudgetOverview
Wagesandbenefitsaretheprimarycostcomponentsalongwithmaintenanceofequipmentand
parkinglots.
Revenue:Parkingmetercollection,parkingcitationcollection,allparkingpermits(9hr,
residential,meterhood,leasedlots),bootandtows.
Expenses:Wagesandbenefits,parkingmanagementsoftwarehosting,parkingequipment
repairsandmaintenance,smartmetercommunicationhosting,DowntownAmbassador
Programsupport,PWTransportationsupport,CleanTeamsupport,Courtssupport,and
Citywideoverhead.
Trends,Challenges,andOpportunities
Increasedcommunicationandeducationwiththepublicduetoeffectsofourunhoused
population,upcomingimprovements,andtechnologytotheparkingprogrambenefitingnot
onlytheprogrambutourcommunityandDTbusinesses.
• Providetimeinthemorningcheckingandreturningvoicemails/emails,processingof
ParkingPermits,andcrewupdatespriortotheParkingEnforcementheadingintothe
field.ContinuedpartnershipwithParksdepartmentmonitoringthelotatOlympia
Center.
• Homelessnessisacontinuingchallengethatisstillaffectingonandoff-streetparking;
therehavebeenincreasesinthenumberofRVsandLive-Aboardscitywide.Staffis
taskedwithenforcingrulesandsafetylawswhilemaintainingcompassion.Thistrendis
continuingtoincreasefasterthanCityresourcesandlegaloptionsareavailable.
2022Accomplishments
• IntegratingthenewUPSafetyparkingsoftwaresystem.
• PartneringwithourParksDept.wehavecreatedassistancetobothteamswithaproject
positionofonePSFRI.
• RepresentationontheCOREteamtoassistourcitypartnerswithmajorcleanupsof
campsinthepublicROW.
• SentthreeemployeestoVINSpecialisttrainingforcertificationinjunkvehicleaffidavits.
(JVACertified)
Community Planning and Development | 157
PerformanceMeasures:CP&DParkingService
Type
Performance
Measure
Target
2020
Actual
2021
Actual
2022
Actual
2023
Goal
Output
Measure
#ofParkingCitations
Issued
14,000 14,616 12,500 15,508 17,000
Output
Measure
#ofABVLcasesresultingin
tows
90 69 141 110 90
Parkingoperationsoperatesthroughsalesofpermits,meterfeesandcitations.ABVLcasesare
notarevenuegeneratingprocessyetbenefitthecommunitybyclearingabandonedvehicles
fromCityROW.Acaseresultingintowhascompleteditslifecycleandaverage2.5hoursof
laborforeachcase.
2023Objectives
• Implementationofnewparkingsoftwaretoprovideabettercustomerservice
experiencewithamorerobustcustomerportal,betterenforcementandmore
integrationswithotherapplicationsandsoftwaretocreateasmarterparkingcity.
• IncreaseduseofLicensePlateRecognitiontechnologyincitylots,timedareas,and
meters.
• Continuelookingatprocessestoincreaseefficiencies.
• Implementationofimmobilizationdevice,theBarnacle,whichwillsignificantlyreduce
stafftimeandtheamountstaffneededtoimmobilizevehicleseligibleforboot&tow.
• ContinuedexpansionofPayByPhoneoncityROW,incitylots,andtoincrease
contactlesssolutionsandpaymentconvenience.
• Movetoeveningandweekendenforcement,fillingourvacantPSFRIIpositionandbring
on2PSFRIpositions.
158 | Community Planning and Development
Planning & Engineering
Description/ServicesProvided
PlanningandEngineeringisresponsibleforcomprehensivelong-rangeplanning,current
planning/landusereview,engineeringplanreview,environmentalplanning,urbanforestry,
historicpreservation,andneighborhoodsprograms.
SignificantProposedBudgetChanges
• PlanningandEngineeringsubmittedarequestforabudgetenhancementfor2023inthe
amountof$50,000tocontractforconsultantservicestoprocessacity-initiated
annexationoftheSEUrbanGrowthArea.IftheCityCouncilapprovesofmovingforward
withthisannexation,aconsultantwouldleadcommunityoutreachandcommunication
efforts.
• PlanningandEngineeringsubmittedarequestforabudgetenhancementfor2023inthe
amountof$50,000tocontractforconsultantservicestodevelopmethodologyandto
prepareahousingdisplacementanalysistomeetthenewrequirementsforhousing
undertheGrowthManagementAct(seeRCW36.70A.070(2)(e)).Thisdisplacement
workin2023willinformtheHousingElementworkin2024sotheCitycancompletethe
ComprehensivePlanPeriodicUpdateontime.ThisworkmustbeincludedintheCity’s
HousingElementoftheComprehensivePlan,whichmustbeupdatedbyJune2025.
Community Planning and Development | 159
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $1,567,376 $1,879,091 $1,887,333 $8,242
Supplies 6,244 9,182 7,370 (1,812)
Services 329,219 420,515 304,236 (116,279)
Intergovernmental 0 0 0 0
InterfundPaymentsforServices 48,060 57,341 85,902 28,561
TotalExpenditures $1,950,899 $2,366,130 $2,284,841 $(81,289)
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
AssistantPlanner 0.00 1.00 1.00 0.00
AssociateLineofBusinessDirector 1.00 1.00 0.00 (1.00)
AssociatePlanner 4.50 3.75 3.75 0.00
BusinessOperationsSpecialist 1.00 1.00 1.00 0.00
DeputyCP&DDirector 0.00 0.00 1.00 1.00
GISCoordinator 1.00 0.00 0.00 0.00
EngineeringPlansExaminer 2.00 2.00 1.00 (1.00)
SeniorEngineeringPlansExaminer 0.00 0.00 1.00 1.00
PrincipalPlanner 1.00 2.00 2.00 0.00
ProgramSpecialist 0.00 1.00 1.00 0.00
SeniorPlanner 3.00 2.00 2.00 0.00
Total 13.50 13.75 13.75 0.00
BudgetOverview
PlanningandEngineeringsubmittedarequestforabudgetenhancementfor2023tocontract
forconsultantservicestoprocessacity-initiatedannexationoftheSEUrbanGrowthArea.Ifthe
CityCouncilapprovesofmovingforwardwiththisannexation,consultantswouldlead
communityoutreachandcommunicationefforts,andconductapost-annexationcensusas
requiredbytheStateOfficeofFinancialManagement(OFM).
Trends,Challenges,andOpportunities
• Applicationsfornewmulti-familyprojectsremainstrongwhileapplicationsforresidential
subdivisionshavecontinuedtoincreaseoverpastyears.
• EngineeringPlanReviewcontinuestosupportahighvolumeofprivateandpublic
developmentprojectstoensureconsistencywiththeCity’sadoptedEngineeringDesignand
DevelopmentStandards.Inadditiontothoseprojectsmentionedabove,theprogram
continuestosupportThurstonCountyinreviewingprojectsinOlympia’ssoutheastUrban
GrowthArea.
160 | Community Planning and Development
• WorkcontinuesonlongrangeplanningprojectsimplementingtheComprehensivePlan.
MajorprojectsincludetheJointPlan(withThurstonCounty)forOlympia’sUrbanGrowth
Area,NeighborhoodCenters,interdepartmentalcoordination(EDDS,MartinWayCorridor
Plan),andtwolargegrant-fundedprojects:SubareaPlanandPlannedActionEnvironmental
ImpactStatefortheCapitalMallTriangle,andparkingcodeanddevelopmentreview
processcodechangestoencouragehousingdevelopmentconsistentwiththeCity’sHousing
ActionPlan.Aninternalstaffteamhasalsobeenformedtobeginworkonthe2025
ComprehensivePlanupdate.Thisprojectwillcontinueforthenexttwoyears,withpublic
engagementstartingin2023.
• PlanningandEngineeringwillcontinueastheprimaryliaisonforrecognizedneighborhoods
andtheCouncilofNeighborhoodAssociations,aswellasadministeringthepopular
NeighborhoodGrantsProgram.TheProgramalsoprovidesstaffsupporttotheHeritage
Commission,DesignReviewBoard,PlanningCommission,HearingExaminerandCouncil’s
LandUse&EnvironmentCommittee.
• TheUrbanForestryprogramwillcontinuetofocusonevaluatinglanduseapplicationsfor
urbanforestryandlandscapingissues,addressthemostcriticalhazardtreesthrough
evaluationandmitigation,andleadthemulti-departmenturbanforestrycoordinationteam
toincreaseefficienciesinmanagingtheCity’surbanforest.
• TheHistoricPreservationprogramispursuinga2023workplanwiththesupportofthe
HeritageCommissionthatcontinuestoexamineexpansionofthedowntownhistoricdistrict
andindividualHeritageRegisterpropertylistings.Theprogramcontinuesitspermitreview
roleforhistoricproperties,balancingpreservationofcommunitycharacteralongsideother
importantcommunityvaluesforsustainability,conservation,economicdevelopmentand
residentialinfill.
2022Accomplishments
• Continuedimprovementstotheonlinesubmittalprocessforlandusereviewapplications,
furtherstreamliningthepermitreviewprocessandprovidinggreatercustomerservice.
• Landuseandcivilengineeringpermitreviewandapprovalfornumerousmulti-family
residential,singlefamilyresidentialsubdivisions,andmixed-usedevelopmentprojects
continuestosignificantlyincreasethenumberofhousingunits.
• Filledvacantassociateplannerposition(currentplanning)andseniorplannerposition(long
rangeplanning).
• Reclassifiedengineeringplansexaminerpositiontoseniorengineeringplansexaminer.
• Selectedconsultant,developedscopeofworkandinitiatedplanningprocessfortheCapital
MallTriangleSubareaPlanandPlannedActionEnvironmentalImpactStatement.
• Hiredagrant-fundedprojectplannerandinitiatedprocesstoupdateparkingregulations
andtheCity’spermitprocess,workthatwillimplementtheHousingActionPlanandis
fundedbyaStategrant.
• Hiredaconsultant,developedascopeofworkandinitiatedtheplanningprocesstoaddress
theregulatoryframeworkforNeighborhoodCenters,aprojectthatwillcontinuein2023.
• SelectedaconsultantandcompletedanannexationfeasibilitystudyfortheSEUrban
GrowthArea.
Community Planning and Development | 161
• ManagedaselectionprocessfortheCity’sHearingExaminerwiththeLandUseand
EnvironmentCommittee.
PerformanceMeasures:CP&DPermitting
Type
Performance
Measure
Target
2020
Actual
2021
Actual
2022
Actual
2023
Goal
Efficiency
Measure
Daystocompletereview-
LandUseApplication
120 93 122 122 96
Efficiency
Measure
Daystocompletereview-
PreliminaryShortPlat
Application
90 78 76 76 127
Efficiency
Measure
Daystocompletereview-
PreliminaryLongPlat
Application
120 234 43 43 75
Efficiency
Measure
Daystocompletereview-
CivilEngineering
Application
120 48 87 87 55
2023Objectives
• Continuetoreviewandleanourdevelopmentreviewprocesstoworkmoreefficientlyand
useourresourcestotheirfullestpotential.
• CompleteongoinglongrangeplanningprojectsimplementingtheComprehensivePlanand
beginthemulti-yearupdatetotheComprehensivePlantomeettheJune2025State
deadline.
• ContinuetoprovidetrainingandprofessionaldevelopmentopportunitiesforthePlanning
andEngineeringTeam.
162 | Community Planning and Development
Finance
IncludedinthisSection
DepartmentOverview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 164
OrganizationalChart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 166
FiscalServices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 167
UtilityBilling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 172
Clickonsub-sectionorpagenumberforadirectlink.
Finance | 163
Department Overview
Mission
Tomaintainandsupportthecityanditsfiscalresponsibilities.Weprovideoversightand
stewardshipoftheorganizationsfiscalresourcesthroughaccuracy,integrity,professionalism,
andadherencetoregulatoryandlegalfinancialcompliance.
Vision
Throughourcultureofcontinuousimprovementandcontinuouslearning,weaimtosetthe
standardothergovernmentalfinancedepartmentsmeasurethemselvesagainstforexcellence.
Description
TheFinanceDepartmentprovidesabroadrangeofservicesandinformationtobothinternal
andexternalcustomers.Thedepartmentisresponsibleforaccountingandfinancialreporting,
includingthedevelopmentoftheannualbudget,monthlyreports,andtheAnnual
ComprehensiveFinancialReport.Othercoreoperationalservicesincludeaccountspayable,
accountsreceivable,utilitybilling,generalledger,debtmanagement,investmentmanagement,
andbanking.
FinancePerformanceStandards:
• EnsurecustomerconfidenceinthefinancialintegrityoftheCity.
• Ensurethesafetyandsecurityoffinancialassets.
• Developandadheretosoundfinancialstrategiesformakingbusinessdecisions.
• Interactrespectfullyandprovidehonest,excellentservice.
• Provideaccurate,clear,andconciseinformation.
164 | Finance
ProgramFundingSummary 2021Actual 2022Actual 2023Budget Change
ChargesforGoodsandServices $1,376,327 $1,326,864 $1,979,073 $652,209
FinesandPenalties (1,309) 180,751 180,000 (751)
MiscellaneousRevenues 32,458 32,745 7,000 (25,745)
GeneralFundContribution 1,454,548 1,506,652 1,395,039 (111,613)
TotalFunding $2,862,024 $3,047,012 $3,561,112 $514,100
DepartmentRecap 2021Actual 2022Actual 2023Budget Change
BillingandCollections $906,281 $904,190 $1,058,643 $154,453
AccountingandBudgeting 1,955,742 2,142,822 $2,502,469 $359,647
TotalExpenditures $2,862,024 $3,047,012 $3,561,112 $514,100
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $2,200,702 $2,394,225 $2,803,293 $409,067
Supplies 30,572 35,771 48,430 12,659
Services 573,603 541,863 592,040 50,177
Intergovernmental 1,010 0 0 0
InterfundPaymentsforServices 56,138 75,152 117,349 42,197
TotalExpenditures $2,862,024 $3,047,012 $3,561,112 $514,100
Finance | 165
Organizational Chart - Finance
Finance Director
FiscalServices UtilityBillingServices
AccountsPayable,Payroll&FleetAdmin Billing,Collections
BudgetManagement Taxing&Licensing
FinancialPlanning
GeneralAccounting&FinancialReporting
166 | Finance
Fiscal Services
Description/ServicesProvided
TheFinanceDepartmenthastheleadresponsibilityforallCityfinancialactivities.Servicesare
categorizedinthefollowingfocusareas:
1. GeneralAccounting–managefinancialreportingandprocessesrelatedtocash,debt,
generalledger,investmentandprojectandgrantaccounting.
2. PayablesandFleetBusinessAdministration–manageprocessestopayCityvendors
andemployeesandassociatedtax-relatedobligations;managethebusiness
administrationcomponentofcity-widefleetprogram.
3. Budget–manageprocessesrelatedtodevelopment,production,amending,and
managementoftheCity’sOperatingandCapitalFacilitiesPlanbudgets.
4. FinancialPlanning–providefinancialadviceandanalysistosupportCitydepartments
andmanagementinconsideringneworchangingoperationsandprojects.
SignificantProposedBudgetChanges
• Therearenosignificantbudgetchanges.Thebudgethasbeenadjustedforsalary/wage
changes,benefitincreases,andotherinflationarychanges.
Finance | 167
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $1,634,021 $1,831,311 $2,051,374 $220,064
Supplies 18,531 28,665 34,000 5,335
Services 260,744 226,100 328,012 101,912
InterfundPaymentsforServices 42,446 56,746 89,083 327,310
TotalExpenditures $1,955,742 $2,142,822 $2,502,469 $654,620
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
ACCOUNTANT 5.00 6.00 6.00 0.00
ACCOUNTANT,SENIOR(Project) 0.00 1.00 1.00 0.00
ACCOUNTINGMANAGER 2.34 2.34 3.34 1.00
ACCOUNTINGTECHNICIAN 2.50 2.50 0.50 -2.00
ACCOUNTINGTECHNICIANII 0.00 0.00 2.00 2.00
BUDGET/FINANCIALANALYST 1.00 1.00 0.00 -1.00
FINANCEDIRECTOR 1.00 1.00 1.00 0.00
PAYROLLSPECIALIST 1.00 1.00 1.00 0.00
PROGRAMASSISTANT 1.00 1.00 1.00 0.00
SENIORACCOUNTANT 1.00 1.00 1.00 0.00
Total 14.84 16.84 16.84 0.00
BudgetOverview
The2023Budgetmaintainsthe2022servicesandprograms.Anincreaseinwagesalongwith
somenon-discretionarycommunicationandcontractualserviceswerethemajorcostdriversto
thechangesinthebudget.However,otherbudgetaccountswereadjustedwhereavailableto
minimizetheincreaseoverall.
168 | Finance
Trends,Challenges,andOpportunities
• Requestsforfinancialdata,bothinternallyandexternally,continuetoincrease.
• Continuedchangesinaccountingstandardsandfinancialreportingrequirements,including
thecomingFinancialDataTransparencyAct,requireadditionalcapacitywithnoassociated
fundingincrease.
• Aplannedfullupdateoffinancialpoliciesandprocedureswillprovideanopportunityfor
bettercompliancewithbestpractices.Theefforttoupdatethesepoliciesandprocedures,
includingthecreationofaFinancePolicyandProcedureManualwasputonholdwhilethe
CityimplementedthenewfinancialandHRMSsystem.
• TheCity’sbusinessandoccupation(B&O)taxsoftwarehaslimitedfunctionalityandrequires
laborintensivemanualprocessesfordistributingandreceivingtaxreportsandpayments.
Therehaslongbeenadesiretoallowfilingandpayingtaxesonline.TheCityhas
preliminarilytestedasystemalreadyusedinhousetoprovidethisfunctionalitywith
positiveoutcomes.Continuedworktowardfullimplementationwillcommenceinthe
spring.
• Explorationoftwosignificantchangeswillbetakingplaceoverthenextfewyears.
Implementationofabiennialbudgetprocessisslatedfor2025andimplementationofa
priority-basedbudgetprocessisplannedfor2027.
• ImplementationofthenewfinancialandHRMSEnterpriseResourceSystemhasimpacted
work/lifebalanceforthemajorityofthefinanceteam.Theneedtoprioritizingessential
operationalneedstomeetcriticaltimelineswillimpacttheabilityoftheteamtomeetall
informationrequests.
Finance | 169
2022Accomplishments
• ReceivedGFOADistinguishedBudgetPresentationAwardfor2022Budget.
• ReceivedtheGFOAAwardforCertificationofAchievementinFinancialReportingfor2020
ComprehensiveAnnualFinanceReport(ACFR).
• Configuredandimplementedthenewcity-widefinancialandHRMSEnterpriseResource
System.
• Reorganizeddepartmentmanagementandreportingstructureandpromotedtwo
employeesintomanagementpositions.
• ReceivedacleanreportfromtheStateAuditor’sOfficefromtheirfinancialand
accountabilityauditoftheCity’s2021activities.
• ProvidedfinancialsupportfortheCity’sofOlympiaandTumwaterexaminationintothe
creationofaRegionalFireAuthority.
• UpdatedandrefreshedourB&Owebpagetoprovideamoreinformativeandeasierto
navigatecustomerexperience.
PerformanceMeasures:FiscalServices
Type
Performance
Measure
Target
2020
Actual
2021
Actual
2022
Actual
2023
Goal
Workload
Measure
#ofAccountsPayable
transactions
N/A 36,469 36,834 37,200 37,572
Workload
Measure
#ofEmployeespaid
(includestemporary&
seasonal)inapayperiod
N/A 644 661 681 701
Workload
Measure
#ofBusiness&Occupation
TaxAccounts
N/A 10,962 11,000 11,110 11,100
Efficiency
Measure
#ofdaysfrominvoiceto
paymentdate
15 22 20 18 16
Cost
Effectiveness
Measure
%ofavailablefunds
invested
85% 91% 82% 90% 90%
Cost
Effectiveness
Measure
Expenditurebudgetper
capita
N/A $3,676 $3,813 $3,453 $3,250
*Targetsarenotincludedformeasuresoutsideofourcontrol.
170 | Finance
2023Objectives
• Exploresolutiontoallowforonlinetaxfilingandpayment.
• Implementaformalinternalauditprogram.
• CompleteimplementationofthenewfinancialandHRMSERPandprovidein-housetraining
forallCitydepartments.
• ExplorethepotentialofcreatingaB&OandBusinessLicenseteamtoaddresstaxpayer
equity.
• Review,create,updatefinancialpoliciesandproceduresandcreateaFinancialPolicyand
ProcedureManualforinternalpublication.
Finance | 171
Billing, Collections, Taxes & Licensing
Description/ServicesProvided
Manage processes related to utility billing, account servicing, and receivables management.
Other services include processes related to sales tax, business licenses, and business and
occupationtaxes,customerservice,andabroadvarietyofprogramadministrationservices.
SignificantProposedBudgetChanges
• AdditionalFTEtomaintainservicelevelsforincreasingnumberofcustomers
• Increaseincreditcardfeeexpenses
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $566,680 $562,915 $751,919 $189,004
Supplies 12,041 7,106 14,430 7,324
Services 312,859 315,763 264,028 (51,735)
Intergovernmental 1,010 0 0 0
InterfundPaymentsforServices 13,692 18,406 28,266 144,593
TotalExpenditures $906,281 $904,190 $1,058,643 $289,185
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
ACCOUNTINGMANAGER 0.66 0.66 0.66 0.00
ACCOUNTINGTECHNICIAN 2.50 2.50 2.50 0.00
ACCOUNTINGTECHNICIANII 0.00 0.00 1.00 1.00
BILLINGSPECIALIST 2.00 2.00 1.00 -1.00
SENIORBILLINGSPECIALIST 0.00 0.00 1.00 1.00
OFFICESPECIALISTI 0.25 0.25 0.25 0.00
Total 5.41 5.41 6.41 1.00
BudgetOverview
The2023Budgetmaintainstheexistingservices,programs,andresponsibilities.Anincreasein
personnelservicesalongwithsomenon-discretionaryinterfundpaymentsforservicesand
supplieswerethemajorcostdriverstothechangesinthebudget.However,otherbudget
accountswereadjustedwhereavailabletominimizetheincreaseoverall.
172 | Finance
Trends,Challenges,andOpportunities
• Realestatemarketboomproducinggreatercustomerservicedemands
• Increaseincustomerinquiries
• Leverageadd-ontechnologiestoprovideabettercustomerexperience
2022Accomplishments
• SuccessfulrecruitmentofAccountingTechnician
• Workdayhybriddeploymentleveragingbestpracticesandsoftwarecapabilities
• Completeddistributionofover$1.1millionofARPAfundsforUtilityAssistance
• TeamcompletedaDe-escalation,CommunicationsandResiliencyWorkshop
PerformanceMeasures:UtilityBilling
Type
Performance
Measure
Target
2020
Actual
2021
Actual
2022
Actual
2023
Goal
Workload
Measure
#ofUtilityBillingAccounts TBD 20,982 21,136 21,350 21,500
Workload
Measure
#ofWaterShut-offs TBD 1,479 1,423 1,400 1,350
Performance
Measure
LeakDetectionNotification 1day 10days 10days 10days 9days
Performance
Measure
EscrowRequestResponse
Time
3days 3days 3days 2days 1.5days
2023Objectives
• Improveconsumptionanalysis,leakdetectionandoutagenotificationsforanenhanced
customerexperience
• Refineoutwardfacingwebsiteforamoreinformativeandsimplercustomerinterface
Finance | 173
174 | Finance
Legal
IncludedinthisSection
DepartmentOverview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 176
OrganizationalChart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 178
GeneralCounselDivision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 179
ProsecutionDivision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 182
VictimAssistance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 185
Clickonsub-sectionorpagenumberforadirectlink.
Legal | 175
Department Overview
Mission
TheLegalDepartmentprovidesthorough,timely,andbalancedprofessionallegaladviceand
consultationtotheOlympiaCityCouncilandCityManagertosupportthepolicyandbusiness
objectivesoftheCityanditsdepartments;toensurethosepoliciesandobjectivesareproperly
implementedinaccordancewiththelaw;todefendtheCityagainstlegalchallenges;andto
prosecuteviolationsofCityordinancesinOlympiaMunicipalCourtinafairandequitable
mannertoprotectpublicSafety.
Vision
ToprovidethehighestqualitylegalservicesinanethicalandprofessionalmannertotheCity
Council,CityManager,andCitydepartments.
Description
TheLegalDepartmentprovidesconsultation,legaladvice,andrepresentationtotheCityof
OlympiaconsistentwiththeCity'spriorities.Itiscomprisedoftwodivisionsunderthe
supervisionoftheCityAttorney:GeneralCounselandProsecution.TheGeneralCounselDivision
provideslegalservicestotheCityCouncil,CityManagerandCitydepartments.TheProsecution
DivisionprosecutesviolationsofCityordinancesinMunicipalCourt.
176 | Legal
ProgramFundingSummary 2021Actual 2022Actual 2023Budget Change
ChargesforGoodsandServices 201,484 208,318 226,495 18,177
FinesandPenalties 3,656 3,044 3,650 606
MiscellaneousRevenues 35 0 0 0
GeneralFundContribution 1,326,429 1,420,791 1,546,696 125,905
TotalFunding $1,531,604 $1,632,153 $1,776,841 $144,688
DepartmentRecap 2021Actual 2022Actual 2023Budget Change
VictimAssistance $101,697 $107,439 $112,290 $4,851
GeneralCounsel 863,229 891,289 938,887 47,598
Prosecution 566,678 633,426 725,664 92,239
TotalExpenditures $1,531,604 $1,632,153 $1,776,841 $144,688
RecapofExpenditures 2021Actual 2022Actual 2023Budget Change
PersonnelServices $1,407,506 $1,523,047 $1,644,151 $115,541
Supplies 8,164 4,838 8,100 (3,327)
Services 78,846 57,338 56,356 (21,508)
Intergovernmental 0 4,545 6,792 4,545
InterfundPaymentsforServices 37,088 42,386 61,442 19,056
TotalExpenditures $1,531,604 $1,632,153 $1,776,841 $114,307
Legal | 177
Organizational Chart - Legal
CityAttorney
GeneralCounsel Prosecution
VictimAssistance
178 | Legal
Legal Services - General Counsel Division
Description/ServicesProvided
TheGeneralCounseldivisionadvisestheCityCouncil,CityManagerandCitydepartmentson
legalquestionsrelatingtolaws,policies,andregulationsapplicabletotheCity.Dutiesalso
includepreparingandreviewingordinances,resolutions,realestatedocumentsand
transactionalpractice,interlocalagreements,contractsandrelateddocuments,andproviding
proactiveadvicetominimizelitigationriskandliabilityexposure.TheGeneralCounselDivision
initiatesordefendslitigationwhennecessaryandprovidesmanagementofoutsidelegal
servicesprovidedundercontractualagreementswiththeCity.TheGeneralCounselDivisionalso
evaluatesandadvisesonproposedlegislation,publicdisclosureandFairCampaignPracticesAct
issues,PublicRecordsActrequests,theOpenPublicMeetingsAct,publicbiddingrequirements
andpublicworksissues,advicetotheOlympiaPoliceDepartmentandOlympiaFireDepartment,
andotherareasoflegalconcernforallCitydepartments.
SignificantProposedBudgetChanges
• TherearenosignificantchangestothebudgetfortheGeneralCounselDivision.Budget
resourcesfortheDivisionareallocatedalmostexclusivelytostaffcosts,alongwitha
smalleramountforoutsidelegalserviceswhichrequirespecializedexpertise,outside
legalcounselorindependentreview.
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $98,887 $104,684 $107,317 $2,633
Supplies 540 388 1,600 1,212
Services 2,270 1,549 2,529 980
InterfundPaymentsforServices 0 818 844 26
TotalExpenditures $101,697 $107,439 $112,290 $4,851
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
CityAttorney 1.00 1.00 1.00 0.00
DeputyCityAttorney 2.00 2.00 2.00 0.00
ParalegalI 1.00 1.00 1.00 0.00
ParalegalII 1.00 1.00 1.00 0.00
Total 5.00 5.00 5.00 0.00
Legal | 179
BudgetOverview
Theonlychangetothe2023budgetfortheGeneralCounselDivisionisanincreaseinthe
compensationfortheParalegalIandParalegalIIpositionstobecommensuratewithothercities
withsimilarworkloads.BudgetresourcesfortheDivisionareallocatedalmostexclusivelyto
staffcosts,alongwithasmalleramountforoutsidelegalserviceswhichrequirespecialized
expertise,outsidelegalcounselorindependentreview.
TheLegalDepartment’sOutsideLegalProfessionalServicesbudgetisgrosslyinadequateto
covercontractlegalserviceswhentheCityissuedorhasneedforspecializedlegalservices.In
ordertohireathirdprosecutorintheProsecutionDivision,$50,000wasdivertedfromthe
OutsideLegalProfessionalServicesbudgetseveralyearsago.Thisfundinglosshasneverbeen
replaced,asothercriticalneedswererequiredforstaffsupportintheProsecutionDivision
(whichsupportwaslostinthe2008-09GreatRecession).
Trends,Challenges,andOpportunities
• Itisimpossibletopredictcostsforannualoutsidelegalcounselduetounknownfactorssuch
aslawsuitsbroughtbypersonsorentitiesagainsttheCity.Oftensuchlitigationmayextend
foryearsbeforeafinaldecisionorresolutionisreachedbytheappellatecourts.
• Thecombinationofincreasedlevelsofdepartmentalactivitiesandmultiplemajorprojects
createsastraininresourcesandimpactslegalreviewtimes.Asaresultofpopulation
growth,homelessandaffordablehousingissues,propertyacquisitions,publicsafety
concerns,andtherecentCOVID-19relatedemergencies,therehasbeenanincreased
demandforCitylegalservices.Thisdemandforlegalserviceshasonlyincreasedsince
pandemicissueshavesubsided.TheGeneralCounseldivisionworkscloselywiththeCity
Manager,CityCouncilandCitydepartmentstoprioritizelegalworkrequestsandtoensure
thatlegaladviceandrepresentationisprovidedinatimelyandeffectivemanner.Theevents
oftheCOVID-19pandemicin2020andinto2021,andtheincreasingneedforlegalservices
hasstretchedthelimitsoftheGeneralCounselDivisiontonearabreakingpoint.An
additionalattorneyandparalegalwillbenecessaryintheGeneralCounseldivisionifthe
currentlevelofrequestedlegalservicesandmajorprojectscontinues.
• TheGeneralCounseldivisionmustrespondtoprojectsandtimelinesestablishedbyothers,
andmajorprojectstendtoconsumelargeamountsofstafftimeforresearch,investigation,
analysis,andwriting.Significantcommunityinterestinlow-incomeaffordablehousing,
parksplanning,realestateacquisitionandfunding,togetherwithpolicereformandfireand
emergencymedicalservicescontinuestoincreasetheneedfortimelylegalservices.
• TheCity’sroleinaddressingthecomplexissuesrelatedtohouselessnesscontinuestohavea
significantgrowingimpactonlegalservices.TheGeneralCounseldivisionhasworkedclosely
withtheCityManager’sofficeandCitydepartmentsinsupportingtheeffortstoaddress
homelessnessandhousingaffordability.
• Completionofmajorprojectssuchasparkacquisition,low-incomeaffordablehousing,and
downtownredevelopmentrequiressignificantsupportfromtheGeneralCounseldivision.
180 | Legal
• TheresponsibilitiesofadedicatedPoliceLegalAdvisorimpactthetimerequiredtoserve
otherdepartments.AsPoliceLegalAdvisordutiescontinuetodevelop,growandevolve,
additionalresourceswillberequiredtofulfilltheresponsibilitiesnecessarytoservethe
uniqueandvitallyimportantlegalneedsoftheOlympiaPoliceDepartmentasitseeksto
meetthecommunity’sexpectationsoflawenforcementandpublicsafety,andthe
requirementsofconstitutionalpolicinginamodern,progressive,urbanenvironment,in
additiontomeetingtherequirementsofrecentstatelegislativereforms.
2022Accomplishments
• CulturalAccessProgramBallotMeasure(InspireOlympia)
• PurchaseofFranzAndersonRoadpropertyfortinyhomevillageandfuturelowincome
affordablehousing
• OrdinanceRestrictingPossessionofWeaponsinCertainMunicipalBuildings
• SmithLakeRezoneOrdinance
• FamilySupportCenterGrantAgreementtransaction
• RegionalFireAuthoritylegaladviceandsupport
• NegotiationwithNisquallyTribeforJailServices
• ComprehensiveOPDPolicyUpdate,includinganalysisandadviceonupdatingOPD’sUseof
ForcePolicyinaccordancewithupdatedstatelaws
• AdviceonformationofSocialJusticeandEquityCommission
• Legalsupportforclimatemitigationandbuildingcodeamendments
• City/WSDOTROWCleanupAgreements
PerformanceMeasures:LegalServices-GeneralCounsel
Type
Performance
Measure
Target
2020
Actual
2021
Actual
2022
Actual
2023
Goal
Output
Measure
LegalWorkRequests
Received
NA 454 493 492 N/A
Efficiency
Measure
ProfessionalServices
AgreementsReviewed
Within2Weeks
95% 92% 96% 95% 95%
2023Objectives
ContinueandincreasetechnologicaladvancementstoprovidelegalsupporttotheCityCouncil,
CityManager,andDepartmentDirectorsandsupervisorsona24/7basis.Theneedforlegal
counselisnotlimitedtousualbusinesshoursduringtheworkweek.
SeekadditionalfundingintheGeneralCounseldivisionforoneattorneyandoneparalegaldue
toincreaseddemandforlegalservicesrelatedtocomplexandspecializedprojects.
Legal | 181
Legal Services - Prosecution Division
Description/ServicesProvided
TheProsecutionDivisionprosecutespersonsaccusedofcommittingmisdemeanororgross
misdemeanors,toassuretheguiltyareheldaccountable,thepublicisprotectedfromcriminal
conduct,andjusticeisappropriatelyserved.TheProsecutionDivisionregularlyworksinclose
collaborationwithlocalandstate-widelawenforcementpartnersandnonprofitorganizationsto
assistcrimevictimsanddetercriminalactivity.TheProsecutionDivisionalsoprovidestraining
onlegalissuestotheOlympiaPoliceDepartment.Itworkscollaborativelywithothermunicipal
entitiestoensureanindividual’srightsareprotected.Prosecutors,theVictimAssistance
Coordinator,andProsecutionstaffalsospendsignificanttimeassistingdomesticviolenceand
crimevictimstoensuretheyfullyunderstandthelegalprocess,theirrightsareprotectedwithin
thejusticesystem,andtheirvoicesareheardthroughouttheprosecutionprocess.
SignificantProposedBudgetChanges
BudgetresourcesfortheProsecutionDivisionareallocatedalmostexclusivelytostaffcosts.
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $772,768 $801,605 $835,312 $33,706
Supplies 3,697 2,142 5,000 2,858
Services 49,677 45,973 37,977 -7,996
Intergovernmental 0 0 0 0
InterfundPaymentsforServices 37,088 41,568 60,598 19,030
TotalExpenditures $863,229 $891,289 $938,887 $47,598
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
AssistantProsecutorI 1.00 1.00 1.00 0.00
AssistantProsecutorII 1.00 1.00 1.00 0.00
ChiefProsecutor 1.00 1.00 1.00 0.00
ParalegalI 1.00 1.00 1.00 0.00
ProgramAssistant 1.00 1.00 1.00 0.00
Total 5.00 5.00 5.00 0.00
BudgetOverview
BudgetresourcesfortheProsecutionDivisionareallocatedalmostexclusivelytostaffcosts.The
Divisionhadonesignificantchangefor2022;theParalegalandProgramAssistant(nowProgram
Specialist)werereclassifiedtomakecompensationforthesepositionscommiseratewithother
citiesofsimilarsize.
182 | Legal
Trends,Challenges,andOpportunities
• CommunityCourt,whichisanalternativetoatraditionalcriminaljusticemodel,continues
toevolveandadapttotheever-growingneedsofthecommunity.CommunityCourt
requiresanextraordinaryamountofresourcesandstafftime.Currentstaffingisthe
minimumneededtomaintainthisprogram,butcurrentstaffingisnotsufficienttoexpand
theprogram.
• Inordertosavemoneyandresources,since2017,theThurstonCountyProsecutor’sOffice
hasbeendecliningandsendingfelonylevelcasestoOlympiaMunicipalCourt.Thesecases
canincludeviolentandnon-violentcrimes,mostnotably,domesticviolencehighriskcrimes.
Thesearemorecomplexcasesandoftenrequiremorepreparation,litigationandwitness
coordination.
• TheOlympiaPoliceDepartment(OPD)transferredcriminalhistorysecuritydutiestothe
ProsecutionDivisionin2019.Inordertomeetsecurityrequirements,theDivision'sParalegal
isnowresponsibleforescortingallvisitorsandwitnessesthroughtheProsecutor’soffice,
managingthetrainingscheduleandaccessforstaff,andoverseeingdestructionofsensitive
materials.Thesenewdutieshaveoftenconflictedwithotherpriorityduties,includingbut
notlimitedto,expeditedprocessingofcriminalcaseswheresuspectsareheldincustody.
• Therehasbeenalargeincreaseincasesthatfilterintoincreasesinthenumberofhearings
andcontactbytheCity'sVictimAdvocates.TheTotalnumberofcriminalcasesprocessedby
theProsecutionDivisionhasgrownby63percentover2021.Thetotalnumberofhearings
hasincreased30percentover2021.Thetotalnumberofvictimadvocatecontactswith
witnessesorvictimsincreasedby28percentover2021.
2022Accomplishments
• CommunityCourt.ThecollaborativeandinnovativeapproachinCommunityCourthas
continuedtobeasuccess.CommunityCourtisgearedtoeffectivelyprovideneededservices
forlower-leveloffenders,soastoreducetheirriskofrecidivismandbetterprotectthe
community.In2019,theCommunityCourtpoliciesandproceduresweremodifiedtodouble
thenumberofeligibleoffensesforCommunityCourtparticipation.Ultimately,thegoalisto
reachagreaternumberofcriminaldefendantsandlinkthemtosocialserviceproviders.
• Inlate2019,theProsecutionDivisionwentlivewiththeeProsecutorcasemanagement
system.ThissystemhasallowedtheProsecutionDivisiontomovefrompaperfilestoan
electronicdatabasethatallowsforquickerentryofcasesandcharging,assimilationofthe
Prosecutor’sfileandtheVictimAssistanceCoordinator’sfileintoonelocation,reportingon
trendsandcaseloads,andaneasierexchangeofinformationbetweenstaff.Thissystem
cameattheperfectmoment,enablingtheProsecutionDivisiontoadapttoaremote
workingmodelwiththeonsetoftheCOVID-19pandemicin2020.
• TheChiefProsecutorisasubjectmatterexpertfortheCityCouncil’sAdHocCommitteeon
PublicSafetyandhaspresentedonthecriminalprocess,thefunctionoftheProsecution
Division,andthelimitationontheauthorityofprosecution.
Legal | 183
• In2022,approvaltoexpandtheeProsecutorsystemtobettertrackraceandgenderdataof
defendantsandvictimswasapproved.Theupgradeprogrammingwasstartedneartheend
of2022andshouldcompleteinearly2023.
• AllpaperfileshavebeenmigratedtotheeProsecutorsystem.
• Thebacklogofcasestoreviewforcharginghasbeenresolvedandcasesarenowreviewed
within1-2weeksofreceipt.
• Theprechargingdiversionprogramforfirsttimeoffendershasbeenexpandedfromonly
theftchargestoincludesomenon-violentcrimes.
PerformanceMeasures:LegalServices-Prosecution
Type
Performance
Measure
Target
2020
Actual
2021
Actual
2022
Actual
2023
Goal
Output
Measure
Criminalcomplaintsfiled N/A 968 930 894 N/A
Output
Measure
Criminalcasesreceivedto
bereviewedforcharging
N/A
New
Measure
asof2021
3,126 2,052 N/A
Output
Measure
Criminalhearingsattended N/A 6,634 8,648 8,648 N/A
2023Objectives
• Creationofusermanualforcasemanagementsystem.
• CorrecttheracialdesignationineProsecutorforalargenumberofvictimsanddefendants
whoarecurrentlylistedasunknownrace.Thiswillimproveracialstatisticsfromthe
eProsecutorupgrade.
184 | Legal
Legal Services - Prosecution Division – Victim Assistance
Description/ServicesProvided
TheVictimAssistanceProgramprovidesinformationandsupporttovictimsofcrime
encounteredbytheOlympiaPoliceDepartmentandreferredorprosecutedbytheCityof
OlympiaProsecutor’sOfficewiththeintenttoholdoffendersaccountable,providesafety
planning,andensurevictim’srights.
SignificantProposedBudgetChanges
• BudgetresourcesfortheVictimAssistanceProgramareallocatedalmostexclusivelyto
staffcosts.
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $535,851 $616,757 $701,522 $84,765
Supplies 3,928 2,308 1,500 (808)
Services 26,899 9,815 15,850 6,035
Intergovernmental 0 4,545 6,792 2,247
TotalExpenditures $566,678 $633,426 $725,664 $92,239
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
VictimAssist.Coord. 1.00 1.00 1.00 0.00
Total 1.00 1.00 1.00 0.00
BudgetOverview
BudgetresourcesfortheVictimAssistanceProgramareallocatedalmostexclusivelytostaff
costs.TheonesignificantchangewasareclassifyingoftheVictimAssistanceCoordinatorto
makecompensationforthepositioncommiseratewithothercitiesofsimilarsize.
Trends,Challenges,andOpportunities
• Previouslyvictim/witnesscontactsweretrackedmanually.Theelectronictrackingprocessis
different,buttherewasasignificantincreaseincasesreceivedbytheProsecutionDivision,
asaresulttherewasanincreaseinthetotalnumberofVictimAdvocatecontacts,underthe
newtrackingprocess,withwitnessesandvictims.Thetotalcontactsincreasedby28percent
over2021.
• Inordertosavemoneyandresources,overthelastfouryearstheThurstonCounty
Prosecutor’sOfficehasreferredfelonylevelcasestoOlympiaMunicipalCourt.Theseare
morecomplicatedcasesandoftenrequiremorelitigationandwitnesscoordination,which
impactsVictimAssistancestaff.
Legal | 185
2022Accomplishments
• TheProsecutionDivisionhascontinuedtoeffectivelyusetheeProsecutorcasemanagement
system.ThissystemhasallowedtheProsecutionDivisiontomovefrompaperfilestoan
electronicdatabasethatallowsforquickerentryofcasesandcharging,assimilationofthe
Prosecutor’sfileandtheVictimAssistanceCoordinator’sfileintoonelocation,reportingon
trendsandcaseloads,andaneasierexchangeofinformationbetweenstaff.Thissystemhas
enabledtheProsecutionDivisiontoadapttoaremoteworkingmodelwiththeonsetofthe
COVID-19pandemicin2020.
• TheeProsecutorsystemwasapprovedforanupgradein2022.Theupgradewillallowbetter
trackingofdefendantandvictimrace/genderstatistics.Thisupgradeprocessbeganatthe
endof2022andisexpectedtocompleteinearly2023.
• VictimAssistancewasrequiredtomovetoaremotemodelduringtheCOVID-19pandemic.
Thetransitiontothismodelwassmoothanddidnotinterrupttheservicesprovidedto
victims.WiththeuseofZoominthecourtroomandforinterviews,theremotemodel
increasedtheCity’sabilitytoinformandinteractwiththevictimsofcrime.
• VictimAssistancewasexpandedtoincludecontactwithnon-domesticviolencevictim
crimes.Thisexpansionhasincreasedcontactandresourcesforvictimsofviolenceand
propertycrimes.
PerformanceMeasures:LegalServices-Prosecution-VictimAssistance
Type
Performance
Measure
Target
2020
Actual
2021
Actual
2022
Actual
2023
Goal
Output
Measure
#VictimcontactsbyVictim
AssistanceCoordinator
(manualtracking)
N/A 6,354 6,788
System
Change
N/A
Output
Measure
#VictimcontactbyVictim
Assistance(electronic
tracking)
N/A 2,624 4,264 5,438 N/A
2023Objectives
• Increasetrainingopportunitiestoexpandknowledgeandbestpracticeinformation.
• ExpandcooperationbetweenagenciesinThurstonCounty,focusedondomestic
violence.
• Reviewandexpandpubliclyavailableinformationonvictimsafetyandresources.
186 | Legal
Municipal Court
IncludedinthisSection
DepartmentOverview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 188
OrganizationalChart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 190
CourtServices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 191
CommunityCourt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 195
Probation/DayReporting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 199
Clickonsub-sectionorpagenumberforadirectlink.
Municipal Court | 187
Department Overview
Mission
ThemissionoftheOlympiaMunicipalCourt,asanindependentandimpartialbranchof
government,istoprovideobjective,accessibleandtimelyresolutionofallcasesappropriately
comingbeforetheCourt,theprotectionoftherightsofallindividualsandthedignifiedandfair
treatmentofallparties.OlympiaMunicipalCourtisacontributingpartnerworkingtowarda
safeandvitalcommunity.
Vision
Thecourtwillstrivetobealeaderininnovativeandevidence-basedprogramsthatwillreduce
recidivismandchangebehaviors.
Description
TheOlympiaMunicipalCourtisahighvolume,limitedjurisdictioncourt,whichhearscases
involvingmisdemeanors,grossmisdemeanors,trafficinfractions,parkingviolationsandCity
codeviolations.Ourcourtistheinitialcontactwiththelegalsystemformanyindividuals.The
roleofthecourtinthecriminaljusticesystemistoadjudicatecriminalcasesthatimpactpublic
safetywhilesafeguardingtherightsoftheaccusedaswellastherightsofthevictims.In
adjudicatingcases,wealsowanttoprovideoptionsforrestorativejusticetostopthecycleof
crime-thisincludesprovidingaccesstosocialserviceprovidersandtreatmentprograms.Judge
ScottAhlfistheelectedpresidingjudgeandheoverseesallcourtandprobationservices
includingcommunitycourtandallprobationprogram.
Throughourcommunitycourtprogram,socialserviceprovidersareavailableviazoom
everyWednesdaymorningtomeetwiththosewhoneedservices.Servicesinclude
housingassistance,chemicaldependencyandmentalhealthproviders,employment
assistance,transportationandmedicalneedsjusttonameafew.
TheCourts’ProbationProgramcontinuestobealeaderintheuseofjailalternativessuchas
workcrew,dayjail,electronichomemonitoring(housearrest)andtheuseofalcoholsensing
devicesthatinformtheCourtifsomeoneisusingalcoholinviolationofareleasecondition,
therebyposingarisktothecommunity.
188 | Municipal Court
ProgramFundingSummary 2021Actual 2022Actual 2023Budget Change
IntergovernmentalRevenues 69,819 123,223 21,520 (101,703)
ChargesforGoodsandServices 197,725 225,560 200,500 (25,060)
MiscellaneousRevenues 0 10 0 (10)
GeneralFundContribution 1,746,685 1,746,771 2,054,259 307,489
TotalFunding $2,014,229 $2,095,563 $2,276,279 $101,521
DepartmentRecap 2021Actual 2022Actual 2023Budget Change
CourtServices $1,218,048 $1,226,309 $1,347,781 $8,261
CommunityCourt 104,437 191,851 122,168 87,414
Probation/DayReporting 691,743 677,402 806,330 (14,341)
TotalExpenditures $2,014,229 $2,095,563 $2,276,279 $81,334
RecapofExpenditures 2021Actual 2022Actual 2023Budget Change
PersonnelServices $1,715,227 $1,792,743 $1,927,891 $77,516
Supplies 27,003 13,045 21,095 (13,958)
Services 212,659 221,942 230,779 9,282
InterfundPaymentsforServices 59,339 67,833 96,514 28,681
TotalExpenditures $2,014,229 $2,095,563 $2,276,279 $101,521
Municipal Court | 189
Organizational Chart - Municipal Court
MunicipalCourtJudge-ScottAhlf
CourtsServices ProbationServices
CommunityCourt ProbationSupervision/CommunityServices
SafeandSoberDrivingProgram
DayReportingCenter
190 | Municipal Court
Court Services
Description/ServicesProvided
CourtServicesisprimarilyresponsiblefortheday-to-dayoperationsofcourtandparking
citationprocessing.Thisincludesdataentry,docketingandcalendaring,casemanagement/
adjudication,receiptingpayments,finedistributionandcompliancemonitoring.Itisthegoalof
thisCourttorequireoffenderstobeaccountablefortheiractions,andtoworkwiththese
offenderstoaddresstheunderlyingissuesrelatingtotheiroffensesandreducerecidivism.
SignificantProposedBudgetChanges
• Duetothereorganizationofparkingservices,moreresponsibilitieshavebeenshiftedto
theCP&Dstaff.TheCourt'sfundingreceivedthroughCP&Dforparkingservicesis
reducedto$30,000peryear,downfrom$92,160.Thestaffdedicatedastheparking
clerkhasalsoreducedherhoursfrom40hoursto32hoursperweek.
• Securityserviceswillbeincreasingratesfor2023from$28.00/hourto$33.33/hour-
thiswillimpactthesecuritybudgetby$12,110/annually.
• TheCourthascontractedwithTheAdministrativeOfficeOftheCourtsforaLanguage
AssistancePlaninwhichtheStatewillreimbursetheCourtfortheuseofcertified
interpretersatarateof50percentofthepaidinvoice.Thiswillcutthespendingfor
interpretersfor2023by1/2.
• ItisanticipatedthattheCourtwillreceive$25,000forpartialreimbursementofthe
MunicipalCourtJudge’ssalaryfor2023fromtheStatethroughtheTrialCourt
ImprovementFund.
Municipal Court | 191
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $1,044,663 $1,083,509 $1,163,232 $79,723
Supplies 21,201 5,286 8,800 3,514
Services 127,239 103,759 123,788 20,029
InterfundPaymentsforServices 24,946 33,756 51,961 18,205
TotalExpenditures $1,218,048 $1,226,309 $1,347,781 $121,471
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
CourtOperationsSupervisor 1.00 0.00 1.00 1.00
MunicipalCourtJudge 1.00 1.00 1.00 0.00
OlyMunicipalCourtDirector 1.00 1.00 1.00 0.00
OfficeSpecialistII 1.00 0.00 0.00 0.00
OfficeSpecialistIII 4.00 0.00 0.00 0.00
ProgramAssistant 0.00 4.00 4.00 0.00
ProgramSpecialist 0.00 1.00 1.00 0.00
SupervisorII 0.00 1.00 0.00 (1.00)
Total 8.00 8.00 8.00 0.00
BudgetOverview
oCourtelectronicdocumentsystem-In2020,thecourtappliedforandwasgrantedCARES
fundingintheamountof$36,000toobtainoCourt-adocumentmanagementprogramand
schedulerwhichautomatescourtformstofunctionthoroughlyremotelyduringthepandemic.
Thissystemalsoallowsthecourttobecomepaperlessascourtformsarepreparedandshared
electronicallywithonlytherequirementofprintingacopyofthecompleteformforthecourt
participant.Theannualmaintenanceandsupportcostforthisprogramis$7,700.
Security-SecurityserviceswillberaisingtheirrateseffectiveAugust2021from$23.77/hourto
$26.94/hour-thiswillincreasethebudgetfor2023by$7,795.
Thecourtreducedit'scostforarmoredcarpickupduetoare-negotiationofthecontractwith
theCity.Thiscostsavingsofapproximately$400permonthhelpssetofftheaddedexpensesfor
thetechnologyincreases.TheadditionalcostofsecurityandthemaintenanceofoCourtis
requestedforthe2023budget.
ItisanticipatedthattheCourtwillreceive$25,000forpartialreimbursementoftheMunicipal
CourtJudge’ssalaryfor2023fromtheStatethroughtheTrialCourtImprovementFund.
192 | Municipal Court
Trends,Challenges,andOpportunities
Thepandemichasbroughtaboutchangesthathavemadethecourtmoreversatileand
accessibletoallusers.Remotehearingshaveincreasedappearanceratesandhavebeen
beneficialtothosewithouttransportationandlivingoutsideofthearea.Thecourtwillcontinue
toprovideremotehearingsasanoptionalongwithin-personhearingsforthosewhoqualify.
WiththeadditionofoCourt,ourelectronicdocumentsystem,documentsareeasilysenttoall
partieselectronicallyavoidingthedelayinmailing.
Withthelegislativechangesregardingthepossessionofdrugcharges,moretreatmentagency
involvementwillbeneededinthecourtsystem.Theneedforfulltime,on-sitesocialservice
providerswouldhelpwithpolice/prosecutionreferralsaswellascommunitycourtneeds.We
areseeingcourtsmoreasrestorativejusticecentersratherthanthetraditionaljusticecenter-
thusmoresocialservicesareneededtomeetthedemands.
TheLeeCreightonJusticeCenterfacilityneedsreplacement.Notonlyisitanagedbuilding,but
thespaceislimitedinuseforcourtandcommunitycourtneeds.Thereisnosufficientspacefor
socialserviceprovidersandatthistimeofsocialdistancing,thereforeCommunityCourt
continuestobeconductedremotely.Securityisalsoanissueastherearenosafeseparate
parkingandentry/exitforstaffincludingtheJudge,prosecution,anddefenseemployeesaswell
asjurors.
2022Accomplishments
TheCOVID-19pandemichasmadeanimpactontheJusticeSystemasawhole.Theinitialimpact
wasquitechaotic,butthecourthasbeendeterminedandsteadfastinfindingwaystofunction.
Courtstaffhasbeenremarkableandresilientinadaptingtothemanychangestheyearhas
brought.Manynewproceduresandprocesshavebeenmadeandareongoingduringthese
tryingtimes.Thecourtcontinuestoimproveprocessforefficiencyandforaccesstojusticeforall
parties.
Thecourthasbeensuccessfulinimplementingtheelectronicdocumentsystem-oCourt-inthat
allprosecutors,privateattorneysandpublicdefendersnowhaveaccesstothissystemandcan
obtaindocumentsfromcourt,filedocumentsinadvanceofahearing,andreceivedocuments
throughe-mailfromoCourt.Courtstaffschedulehearings,senddocuments,andelectronically
filloutcourtorders.
Thecourthascontinuallyscheduledandheldtrialswithoutanybacklogofhearingsthroughout
thepandemicandafter.Theseamlessprocessesarearesultofadiligentandefficientstaffwho
workhardtoprovideexcellentcustomerserviceandprocessingofallcourtoperations.
Municipal Court | 193
PerformanceMeasures:CourtServices
Type
Performance
Measure
Target
2020
Actual
2021
Actual
2022
Actual
2023
Goal
Output
Measure
CriminalCasesFiled N/A 1365 1458 1,920 N/A
Output
Measure
InfractionCasesFiled N/A 1505 1123 973 N/A
Output
Measure
HearingsHeld N/A 3959 4053 5,676 N/A
Output
Measure
ParkingHearingsHeld N/A 925 761 1243 N/A
Cost-
Effectiveness
Measure
WarrantReturnCalendar-
w/obooking
N/A 202 202 153
N/A
2023Objectives
Goinginto2023,theCourtwillcontinuetoupdateprogramsandtechnologytoavoidany
interruptionstojusticeduetoCOVID-19.Wewillcontinueprovidingremotehearingsasan
optiontoin-personappearancestoensurethesafetyofcourtparticipants,visitors,jurorsand
staff.
• Continuetoobtaincontactinformationfromcourtcustomerstoincreasecourt
appearanceratesandreducewarrants.
• Workwithjusticepartnerstoprovideaccesstosocialservicesforallcourtparticipants,
notonlycommunitycourtparticipants.
• Continuetoenhancetechnologyinordertomakethecourtmoreaccessibleforallcourt
users.
194 | Municipal Court
Community Court
Description/ServicesProvided
Communitycourtsseektorespondtocrimethroughacombinedstrategyofholdingoffenders
accountableandofferingtohelpdefendantswitharangeofsocialneeds.CommunityCourtisa
non-traditionalapproachthatworkstoprovidepractical,targetedsolutionsratherthan
traditionalpunishment.Workingtogetherwithcommunitypartnersspecializinginhousing,
education,employment,chemicaldependency,healthcare,licensing,mentalhealth,
transportation,lesbian,gay,bisexual,transgenderandqueer(LGBTQ)andyouth/familysupport
services,theOlympiaCommunityCourtoffersindividualsahand-up,withthegoalofrestoring
thepersonandcommunity.
ThroughacollaborativeeffortbetweenOlympiaMunicipalCourt,theOlympiaCityProsecutor's
Office,OlympiaPublicDefenders,theOlympiaPoliceDepartmentandcommunityorganizations,
CommunityCourtseekstobreakthecycleofcrime,reducerecidivismandreducetheoverall
impactonthejusticesysteminvolvingoffenderscommittingminornonviolentoffensesthrough
casemanagementandaccesstosupportiveservices.Olympia’sCommunityCourtprimarilygives
selectedlowleveloffenderstheopportunitytohavetheircasesdismissedbyentryintoa
stipulatedorderofcontinuance.Ifallconditionsaremet,theparticipantsuccessfullygraduates.
SignificantProposedBudgetChanges
Therearenosignificantchangestothisbudgetfor2023.Thecostofsecuritywillincrease
slightlyduetowageincreasesaswellasuncontrolledincreasesinutilitiesandupkeepofthe
providerbuilding.Withthehelpofgrantfunding,thecourthasbeenabletoenhancethe
CommunityCourtoperationswithouttheneedtoincreasetheannualbudget.However,grant
fundingwilllikelybedepletedasofmid2023asourgrantfundingprovidedbyDepartmentof
JusticeBureauofJusticeAssistancewillbecomingtoanend.
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $57,461 $129,749 $75,753 $(53,995)
Supplies 1,048 2,235 1,670 (565)
Services 40,558 58,428 41,070 (17,358)
InterfundPaymentsforServices 5,370 1,440 3,675 2,235
TotalExpenditures $104,437 $191,851 $122,168 $(69,683)
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
CaseManager 0.75 0.75 0.75 0.00
Total 0.75 0.75 0.75 0.00
Municipal Court | 195
BudgetOverview
Goinginto2023,CommunityCourtwillcontinuetobefundedthroughthePublicSafety
PropertyTaxLevy.Outsideofsalariesandbenefitincreases,nosignificantchangesinthebudget
areexpectedfor2023.Thecourtwasawardeda2year,$400,000grantbytheBureauofJustice
Assistance(BJA).Thisisanenhancementgranttobeusedalongwiththecurrentfundingto
enhanceservicesandprovidersforcommunitycourt.
Trends,ChallengesandOpportunities
• Olympia'sCommunityCourtisoneofapproximately74+CommunityCourtsinthe
nation.
• CommunityCourteligibleoffenseshaveremainedat28eligibleoffensessince2021.
• CommunityCourtiscurrentlyheldonWednesdaysinahybridsetting,primarilyon
Zoom.Participantshaveaccesstocomputersintheproviderbuildingsothattheycan
participateincourtandcanmeetwiththeircasemanagerinpersoniftheysochoose.
ParticipantslinkwithsocialserviceprovidersviaZoomandmeetwiththepublic
defender,prosecutor,andcasemanagerinbreakoutrooms.Probationmeetswith
potentialparticipantsatthearraignmenthearinginaZoombreakoutroomtosetupan
appointmentfortheinitialCCATevaluation.ThisevaluationcanbedoneviaZoomorin
persononsiteattheproviderbuilding.
• Drugandalcoholserviceshelpconnectparticipantstoin-patientbeddatesinthemost
efficientmannerpossible.
• TheCommunityCourtproviderbuildinglocatedat9098thAveSEisasmallvenueto
accommodatefuturegrowthforcommunitycourt.COVID19isnowafactortoconsider
inthatbuildinganditisanticipatedthatalargervenuewillbeneededtoaccommodate
anyin-personproviderservicesinthenearfuture.Spacewasalwaysafactorpre-
pandemic.
• Lackofavailabledetoxbedsandinpatientbedscontinuetobeachallengeinmoving
participantsinatimelymannertotheresourcestheyneedfortheiraddiction.Assome
ofthefacilitiesareoutoftown,transportationbecomesanissueasmanyparticipants
arewithoutalicenseandvehicle.
• Lackoffundingforhousingcontinuestoimpactcommunitycourtparticipantsinthatit
candelayhousingefforts.ThecurrentBJAgrantiscontributingtotheefforttostabilize
participantsbyplacingtheminhotelrooms,assistingwithrentalapplications,etc.BJA
grantfundingin2023willfurthercontributetotheinvestmentintheQuinceStreettiny
homevillageaswell,withhopeforalongtermreturnoninvestmentieprovidinglong
termaccesstotinyhome'sforourcommunitycourtparticipantsaswellasthoseinneed
inourcommunity.
• WarrantsatarraignmentcontinuetobeanissueasmanyCommunityCourteligible
participantsareunawarethattheyareeligibletoparticipate.Theprosecutor'sofficeis
nowfullystaffedandasthedepartmentbecomesmorecaughtupontheback-logof
filings,thegapintimebetweenthedateofviolationandthedateofarraignmentwillbe
reduced,thushopefullyincreasingappearancerates.
196 | Municipal Court
• Withtheincreaseddividewithourdowntownpopulation,addingapeacemaking
componentcouldprovideanopportunitytodecreasethetensionandcomeupwith
alternativesolutions.TheBJAgrantiscurrentlyfundingmultipleworkshopopportunities
foranewpeacemakinginfluencedcomponentcalled"CommunityCircles."Further,the
BJAgrantiscurrentlyfundingaRestorativeJusticeCoordinatortoleadthismovement,
whichhasbeenacriticalpositioninthedevelopmentofthisprogram.
2022Accomplishments
TheOlympiaCommunityCourtreceived$400,000inBJAgrantmoneyinearlyJuneof2021for
thegrantitwasawardedinOctoberof2020toenhanceitstoutedalternative-justiceprogram.
AsoneofsevenrecipientsnationwideofthegrantfromtheDepartmentofJustice'sBureauof
JusticeAssistance,OlympiaCommunityCourthasusedthefundingtoexpanditsoperations,
whichhavebecomeamodelforcommunitycourtsaroundthecountry.Inthefirstyearofthe
two-yeargrant,Olympiaincreaseditsnumberofcasemanagersfromonepart-timemanagerto
twofull-timemanagersandaddedapart-timehousingcasemanager.However,thispositionhas
sincebeeneliminatedandinstead,onefulltimecasemanagerremains.Thegranthasalso
providedfundingtoassistthosethatarehouselesswithtemporarysheltercosts,rental
applicationfeesandrentaldownpayments.Additionally,BJAfundingwasusedtoaddan
additionaldrugandalcohol/mentalhealthprovider,alongwithamedicationassistedtreatment
provider.OlympiaCommunityCourtheldit'sfirsteverMedicationAssistedTreatmenttraining
viaZoom.Further,OlympiaCommunityCourthelditsfirsteverCommunityResourceFairatthe
LeeCreightonJusticeCenter.Last,BJAfundinghasbeenusedtohireaRestorativeJustice
Coordinatorandfundtrainingworkshopsonapeacemakinginfluencedprogramcalled
"CommunityCircles."
OlympiaCommunityCourtcontinuestoremainnationallyrecognizedasoneoffourmentor
courtsinthenation.AsofJanuary1st,2023,OlympiaCommunityCourthashad497+
participantsand226graduates.
Municipal Court | 197
PerformanceMeasures:CommunityCourt
Type
Performance
Measure
Target
2020
Actual
2021
Actual
2022
Actual
2023
Goal
Output
Measure
#ofgraduates 225 34 16 32 TBD
Output
Measure
#ofnewparticipants 450 77 82 54 TBD
Output
Measure
#ofserviceproviders 17 12 17 19 TBD
Quality
Measure
%ofgraduateswhodonot
re-offendpost-graduation
100% 82% 86% 81% 100%
Cost-
Effectiveness
Measure
Valueofcommunityservice
labor
$97,200 $9,624 0* $5,038 TBD
2023Objectives
• ContinueduseofZoomtoservetheneedsofcommunitycourtparticipants.
• ContinuetofollowMOU'swithprovidersforcontinuityofservice.
• MentalHealthandDrugandAlcoholevaluationsarescheduledviaZoombreakout
rooms.
• ContinuetodeveloptheCommunityCirclesprogrambyofferingtrainingworkshops,
developpolicies,anddeveloprelationshipstosupporttheprogram,etc.
• Offerasecondmedicationassistedtreatmenttrainingforprovidersandcourtstaffvia
Zoom.
• ParticipateinthedevelopmentoftheQuinceStreettinyhomevillage.
• HoldasecondannualCommunityCourtResourceFair.
• Theproviderbuildinghasbeenopenedforaccesstoparticipantswhodonothavea
phoneorcomputertolinkwithprovidersviaZoom.4computerstationsareavailable
forparticipantsoncommunitycourtWednesdays.
• Casemanagerin-personcheck-insarealsoavailableattheproviderbuildingby
appointment.
• UA'scanbedonebyprobationwhenneeded.
• Participantsaregettingnoticesforhearingseasierwithe-mailsasmanydonothave
mailingaddresses.
198 | Municipal Court
Probation/Day Reporting
Description/ServicesProvided
ProbationServicesofferseffectivecommunitysupervisionformisdemeanoroffendersincluding
pretrialandpostdispositionsupervision,intensivesupervisionaswellasactiveandbench
supervisionintheCityofOlympia.Alongwiththecorrectionaloptionsprogramsofferedas
alternativestoincarceration,ProbationServicescontinuestoofferanarrayoftreatmentand
counselingservicestohelpmotivateandguideclientsoutoftheCourtsystem.TheDay
ReportingCenter(OptionsProgram),comprisedofintenseprobationprogramsandjail
alternatives,continuestorunsuccessfully.Ourgoalsincludeenhancingpublicsafetywhileusing
alternativestoincarcerationsandallowingbettermanagementofjailcoststotheCityof
Olympia.
SignificantProposedBudgetChanges
• Salarysavingsin2022wasdueinparttoattrition.Twoprobationstaffretiredin2022,
leavinga.5FTEProgramSpecialistpositionand1.0FTEProbationOfficerIIposition
vacantforaportionof2022andinto2023.Departmentreorganizationisbeing
consideredtoenhanceclientservicesforbothProbationandCommunityCourt
programs.
• ProbationdiscontinueditspartnershipwiththeParking&BusinessImprovementArea
AdvisoryBoard(PBIA)towaterdowntownflowerbaskets,mainlyduetoanongoing
workcrewparticipationshortage.Thedepartmentappreciatesthepartnershipwith
PBIAovertheyearsandwillcontinuetobeavailableforothershort-termprojectswhen
needed.
• Revenuecollectionforallprobationandjailalternativeprogramswillbedownin2022.
Probationfeescannotbeimposedonanyclientthatisdeterminedtobeindigent.
Additionally,feecollectionforjailalternativesprogrammingisreducedaswell.Mostof
ourworkcrewparticipantsarereferredfromtheCommunityCourtprogram.Feesare
notimposedinthatprogramwhichwillaffectourrevenue.TheDUIAlternativeProgram
wassuspendedforallof2022duetoon-goingCOVID-19concerns.Theprogramwill
returnin2023.
Municipal Court | 199
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $613,103 $579,485 $688,906 $109,421
Supplies 4,754 5,525 10,625 5,100
Services 44,863 59,754 65,921 6,167
Intergovernmental 0 0 0 0
InterfundPaymentsforServices 29,023 32,637 40,878 8,241
TotalExpenditures $691,743 $677,402 $806,330 $128,929
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
JailAlterativesOfficer 0.50 1.00 1.00 0.00
OfficeSpecialistIII 1.00 0.00 0.00 0.00
ProgramAssistant 0.00 0.50 0.50 0.00
ProgramManager 1.00 1.00 1.00 0.00
SeniorProgramSpecialist-RPN 0.25 0.25 0.25 0.00
ProbationOfficerII 2.00 2.00 2.00 0.00
ProbationWorkCrewLeader 1.00 1.00 1.00 0.00
Total 5.75 5.75 5.75 0.00
BudgetOverview
Staffingintheprobationdepartmentisdown1.5FTEcurrently,withtheretirementofonefull
timeProbationOfficerIIand.5FTEProgramSpecialistinAprilandOctober2022.Ratherthan
immediatelyhiring,thedepartmentchosetoreorganizewithexistingstaff.The1.0FTEJail
AlternativesOfficerwaspromotedtoProbationOfficerII.Thiswasdoneasanemergencyhire
for24moths,allowingthemtocontinuetheireducationtobecomeafullycertifiedProbation
Officer.
The1FTEJailAlternativesOfficerpositiondutieswereabsorbedbytheWorkCrewLeader
position.ThedecisiontocombinetheWorkCrewLeaderandJailAlternativeOfficerposition,at
leasttemporarily,waspossibleduetothereductioninworkcrewparticipation.Thedepartment
willcontinuetoevaluatetheworkloadofthatcurrentcombinedpositionandifnecessary,make
neededadjustments,includingrecruitmenttofillthevacancy.
Thedepartmentcontinuestofunctionwithoutfrontofficestaff.The.5FTEpositionwillalso
remainvacantuntilfurtherdiscussionishadregardingthedirectionofthedepartment.Levelof
servicetoclientshasbeenmaintained.TheCourt'suseoftechnology,specificallyoCourthas
allowedProbationtoaccesscourtorderselectronically,directlyafteranyhearingallowing
clientsfilestobecreatedimmediatelybyassignedprobationstaff.
AstherestrictionsoftheCovidpandemichaveeased,probationofficeredprogrammingwill
resumetonormalcapacity.The24-hourDUIAlternativeProgramwillbeofferedagainquarterly,
beginningFebruary9,2023.Thisprogramhadbeensuspendedsinceearly2021.Additionally,
theDUIVictim'sImpactPanelisofferedmonthlyatfullcapacity.Thereturnoftheseprograms
maypositivelyimpactrevenuecollection.
200 | Municipal Court
Trends,ChallengesandOpportunities
• ProbationServicescontinueswithmanyoftheCovid19safetyprotocols.Operational
changesputintoplaceinMarch2020havecontinuedatsomelevelthrough2022.The
satelliteofficesetupintheCommunityCourtProviderBuildingcontinuestobeutilizedas
necessarybyprobationstaffforsafe,inpersonclientreporting.Otherprogramsofferedby
probationthatweresuspendedin2020havereturnedatfullcapacityandinclude:MRT,DV
MRTandtheDUIVictims'ImpactPanel.
• Inadditiontotheprogramsofferedcurrently,thedepartmentbeganofferingananger
managementcourse."CopingwithAnger"isan8-weekcourseofferedtobothProbation
andCommunityCourtclients.TwoProbationstaffaretrainedtofacilitatetheprogramin
2022.
• ProbationcontinuestosupporttheCommunityCourtprogram.Staffarepresentduringthe
Wednesdaymorningarraignmentcalendarandscheduleintakeinterviewsatthattime.Both
in-personandremoteappointmentsviaZoomareoffered.Iftheintakecanbecompleted
immediatelyafterarraignment,staffareavailabletoaccommodatethatclient.Additionally,
thoseclientsincustodythatmaybeeligiblefortheprogramareinterviewedpriortotheir
2:00pmhearingtodetermineconditionsofrelease.Completingtheintakeinterviewprior
toreleasehashelpedtoincreaseparticipation.Historically,clientsreleasedfromcustodyto
reportthefollowingweektocompletetheintakeprocesshaveoftenfailedtoappearanda
benchwarrantwouldissue.In2022,105CommunityCourtintakeinterviewwere
completed.
• TheCommunityCourtproviderbuildingcontinuestobeavailableeachweektoclients
unabletoparticipateinvirtualmeetingswithvarioustreatmentprovidersthroughZoom.
ThenumberofclientsreportinginpersononWednesdaymorningscontinuestoincrease.
OurCommunityCourtclientstendtohavelimitedresourceswhichoftenprohibitthemfrom
utilizingtheZoomoption.Additionally,theseclientstendtorespondmuchmorepositively
toinpersoncontact.TheneedforanadequateCommunityCourtserviceprovider/clients
spaceisparamountinmaintainingthesuccessofthisprogram.Discussionsonsecuring
appropriateofficeandclientspaceison-going.
• Remotehearingscontinuetobeaneffectiveoptionforthoseclientsthathave
transportationissuesorarelivingoutsidethearea.ViolationhearingsviaZoomhave
increasedprobationstaff'sabilitytoregularlyattendcourtsessionsvirtuallyandprovide
updatedreportsandrecommendations.Previously,otherofficecommitmentsand
appointmentspreventedstafffromattendingmostviolationhearingsinthecourtroom.
Feedbackfrombothprosecutionanddefenseattorneyshasbeenpositiveregarding
increasedparticipationinthosehearings.Probation'sabilitytoattendthesehearingshas
alsoallowedcasestoberesolvedwithfewercontinuances.
• Ourcurrentcriminaljusticecomplexneedsreplacement.Builtin1966,theoriginalcityhall
buildingwasrenamedtheLeeCreightonJusticeCenterin2011whenanewcityhallwas
built.Althoughtheageofthebuildingisoneissue,spacefortheCommunityCourtprogram
staffandserviceproviders,courtrooms,juryselection,andjurydeliberationspacesare
inadequate.Judicialandstaffsecurityandsafetyarealsolackingintheexistingcomplex.
Optionsforthecomplexreplacementarebeingreviewed.
Municipal Court | 201
2022Accomplishments
• TheDVMRTprogramcontinuestobeofferedtoclientsapprovedtoparticipatebythe
Court.Fewercommunityoptionsfordomesticviolenceperpetratortreatmentbothlocally,
andstatewidehavecompelledmostmisdemeanantprobationdepartmentstoofferthis
alternativeprogramtoclients.Probationisnowofferingthecoursetoclientsoutsideofthe
CityofOlympiajurisdiction.In2022,50clientsparticipatedintheDVMRTprogramwith40
clientssuccessfullycompleting.
• DuetolimitedtreatmentresourcesintheThurstonCountyarea,Probationstaffwill
continuetoexpandprogrammingoptionsforbothProbationandcommunityCourtclients.
AngerManagementstartedin2022."CopingwithAnger"isan8-weekcoursethatis
facilitatedbytrainedprobationstaff.
• TheDUIVictim'sImpactPanel(VIP)resumedatfullcapacitybeginninginMay2022.
Previouslycapacitywaslimitedto12personstocomplywithCovidprotocols.Upuntil2022
theCityofOlympiaVIPwasoneofonlyafewprogramsinWashingtonstatethatofferedan
in-personpresentationtocourtorderedDUIoffenders.In2022atotalof138clients
attendedthe2-hourpresentation.
• Probationbegananauditofalloutstanding"failuretocomply"warrants.Insomecases,
warrantshavebeenoutstandingforyears.Thosecasesareresearchedandifdeterminedto
beintheinterestofjustice,itisrecommendedthatthecourtrecallthewarrantandclose
thosecases.Examplesofrecommendedclosurewouldincludeageofthecaseandlengthof
timewarranthasbeenoutstanding,verificationofthedefendanthavingrelocatedto
anotherstate,previoussanctionsimposedwhileonprobationsupervisionandtheseverity
oftheoffense.Currently,thereareapproximately1000active"failuretocomply"warrants.
202 | Municipal Court
PerformanceMeasures:Probation/DayReporting
Type
Performance
Measure
Target
2020
Actual
2021
Actual
2022
Actual
2023
Goal
Output
Measure
ActiveProbationCases N/A 216 274 254 300
Output
Measure
InactiveProbationCases N/A 408 406 419 400
Output
Measure
DeferredProsecution
Supervision
N/A 159 129 119 140
Output
Measure
DefendantsonWarrant
Status
N/A 1523 1,493 1,539 1,500
Quality
Measure
SuccessfulCompletionof
DUIAlternativeProgram
100% 94% 98% N/A 50%
Quality
Measure
SuccessfulCompletionof
JailAlternativeProgram
100% 91% 90% 94% 95%
Quality
Measure
Defendantssuccessfully
completingIntensive
Supervision
N/A 43 38 25 45
Cost-
Effectiveness
Measure
DefendantsonWorkCrew N/A 118 120 34 50
Cost-
Effectiveness
Measure
DefendantsinDayJail N/A 38 25 0 5
Cost-
Effectiveness
Measure
DefendantsonElectronic
HomeMonitoring(EHM)
N/A 112 96^ 57 100
Cost-
Effectiveness
Measure
EHMJailBedsSaved N/A 3801 2599^^ 1,817 2,000
Cost-
Effectiveness
Measure
TotalJailBedsSaved(EHM/
WorkCrew/DayJail)
N/A 4487 3,220 3,266 4,000
2023Objectives
• Assistwithplanningtoreplace/relocatetheCriminalJusticeCenter
• Continuetopartnerwiththejailtomanagejailpopulationandhelpwithtransitionof
upcomingfacilitychanges
• FacilitateanAngerManagementprogramforbothProbationandCommunityCourt
clients
Municipal Court | 203
204 | Municipal Court
Parks, Arts and Recreation Department
IncludedinthisSection
DepartmentOverview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 206
OrganizationalChart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 210
Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 211
ArtsandEvents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 215
FacilityOperationsandSupportServices . . . . . . . . . . . . . . . . . . . . . . . . . . 218
ParksMaintenanceandOperations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 222
ParkStewardship . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 226
PlanningandDesign . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 228
Recreation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 232
Clickonsub-sectionorpagenumberforadirectlink.
Parks, Arts and Recreation | 205
Department Overview
Mission
Toenrichlivesbyconnectingpeoplewithqualityexperiences.
Vision
Throughoutourhiring,partnerships,servicesandcommunityengagementweare:Respectful,
Fun,Dedicated,Inclusive,ResponsiveandInnovative.
Description
OlympiaParks,ArtsandRecreationisacornerstonetoOlympia’shighqualityoflife.Olympia’s
greatparks,vibrantartscommunityandvarietyofrecreationprogramsenrichOlympians’lives
andstrengthentheirconnectiontothecommunity.Oneonlyhastowalktoaneighborhood
park,searchforanewskilltolearn,orcatchthelatestdowntownArtsWalktoexperiencethis.
Thesefacilitiesandprogramspromoteactivelifestyles,createasenseofplaceandcontributeto
thelocaleconomy.
2023Objectives
Equity,Inclusion,andBelongingInitiative
OurDepartmentisworkingtocreateanenvironmentwhereeverypersonweinteractwithtruly
feelswelcome,invitedtoparticipate,andexperiencesagenuinesenseofbelonging.Inorderto
achievethisgoal,wehavelaunchedadepartment-wideinitiativetoanalyzecurrentpolicies,
procedures,programsandservices.Ourplanistoidentifyandimplementstrategiesbothwithin
ourorganizationandthroughouttheservicesweprovidethataredesignedtoundohistorical
harmwhilealsodemonstratingourcommitmenttoequity,inclusion,andbelonging.
ContinuedCOVIDResponse
Whilethepandemicresponseappearstohavesettled,therearestilllastingimpactsforour
Departmentaswenavigatenewnormalandyettobediscoveredopportunities.Department
leadershipiscommittedtostayingawareoflocalandstatehealthguidelineswhilealso
maximizingcreativityaroundtheservicesinourparks,indoorfacilitiesandrecreationactivities.
206 | Parks, Arts and Recreation
DepartmentFundingSummary 2021Actual 2022Actual 2023Budget Change
LicensesandPermits $6,244 $9,103 $9,000 $(103)
IntergovernmentalRevenues 2,740,188 3,143,784 3,768,185 624,401
ChargesforGoodsandServices 1,267,435 1,552,665 1,764,502 211,837
MiscellaneousRevenues 251,383 358,827 258,790 (100,037)
GeneralFundContribution 5,474,112 5,901,561 6,505,248 603,687
TotalFunding $9,739,362 $10,965,941 $12,305,725 $1,339,785
ProgramExpenditures 2021Actual 2022Actual 2023Budget Change
Administration $1,029,848 $1,439,155 $1,676,772 $237,617
Arts&Events 264,715 464,497 659,526 195,029
FacilityOperations 1,314,362 1,421,574 1,746,351 324,778
Maint&Ops 4,181,735 4,493,642 4,886,526 392,884
Stewardship 701,876 683,356 821,043 137,686
Planning 738,665 767,260 843,533 76,273
Recreation 1,508,162 1,696,457 1,671,974 (24,482)
TotalExpenditures $9,739,362 $10,965,941 $12,305,725 $1,339,785
CategorizedExpenditures 2021Actual 2022Actual 2023Budget Change
PersonnelServices $6,861,108 $7,737,902 $8,620,867 $882,965
Supplies 424,949 437,961 441,284 3,323
Services 1,558,379 1,741,925 1,926,838 184,914
CapitalOutlay 71,495 52,407 38,784 (13,623)
IntergovernmentalPayments 33,746 117,668 116,810 (858)
InterfundPayments 789,685 878,078 1,161,142 283,064
TotalExpenditures $9,739,362 $10,965,941 $12,305,725 $1,339,785
Parks, Arts and Recreation | 207
Parks, Arts and Recreation
Revenue Sources and Operating Budget
GeneralFund ProgramRevenue OMPD Total
Revenue $6,505,248 $2,032,292 $3,768,185 $12,305,725
BudgetbyLineofBusiness
Administration $1,676,732 $40 $0 $1,676,772
Arts&Events 168,956 108,532 382,038 659,526
FacilityOperations 1,487,401 258,950 0 1,746,351
ParkMaintenance 2,363,402 149,800 2,373,324 4,886,526
Stewardship 539 0 820,504 821,043
Planning&Design 254,813 416,401 172,319 843,533
Recreation 553,405 1,098,569 20,000 1,671,974
TotalOperations $6,505,248 $2,032,292 $3,768,185 $12,305,725
GeneralFund
Beginningin2016,theCityallocates11percentof
specificGeneralFundrevenuestosupportOlympia
Parks,ArtsandRecreationDepartment(OPARD)
operations.Thisallocationisspecifiedinan
InterlocalAgreementbetweentheCityandthe
OlympiaMetropolitanParkDistrict(OMPD).The
tabletotherightsummarizestheGeneralFundtax
revenuesthatsupportOPARDinthe2023
OperatingBudget.
GeneralFundRevenue 2023Estimate
PropertyTax $1,502,251
RegularSalesTax 2,761,000
B&OTax 893,200
PrivateUtility 550,197
PublicUtility 798,600
Total
$6,505,248
OlympiaMetropolitanParkDistrict(OMPD)
Olympiavotersapprovedtheformationofthe
OMPDin2015.TheOMPDBoardapprovesabudget
andleviesapropertytaxassessedtoproperties
locatedwithinCitylimits.For2023,theproposed
levyis$5.378millioninpropertytaxes.Thetaxrate
isestimatedtobe$0.455per$1,000ofassessed
value.Thetabletotherightsummarizes2023
OMPD'sBudget.
OMPDExpenditure 2023Estimate
OperatingBudget 3,768,185
CapitalFacilitiesPlan 1,835,000
DebtService —
OMPDAdministrativeCosts 38,388
Total $5,641,573
208 | Parks, Arts and Recreation
OPARDRevenue
OPARD'soperatingcostsaresupportedby11percentofspecificCityGeneralFundrevenues,
propertytaxesleviedbytheOlympiaMetropolitanParkDistrict(OMPD)andtransferredtothe
City,andOPARD'sprogramrevenuesfromfacilityrentalsandclassfees.Programrevenueare
projectedtobe15percentoftheoveralloperatingrevenues.
ParksOperatingRevenue
$12,305,725
General Fund
52.9%
Program Rev...
16.5%
OMPD
30.6%
Parks, Arts and Recreation | 209
Organizational Chart - Parks, Arts, & Recreation
Director
Administration
Equity, Inclusion and Belonging
Parks CommunityEnrichment
ParksMaintenanceandOperations FacilitiesOperationsandSupportServices
PlanningandDesign Recreation
ParkStewardship ArtsandEvents
210 | Parks, Arts and Recreation
Administration
Description/ServicesProvided
Administrationprovidesdepartmentleadershipincreatingaworkplacethatpromotes
productivity,creativity,andaccountability.Coreservicesincludebudgetdevelopment/oversight,
communications,policydevelopmentandimplementation,emergencymanagementandlabor
relations.
SignificantProposedBudgetChanges
• Equity,InclusionandBelongingisahighpriorityforthedepartmentasoutlinedinthe
recentlyadoptedParks,ArtsandRecreationplan.In2022Parks,ArtsandRecreationhired
anEquity,InclusionandBelongingSpecialisttosupportcommunityculturaleventsand
facilitateopportunitiesforstaffdevelopmentaroundequity,inclusionandbelonging(EIB).
The2023budgetincludesincreasestosupportimplementationoftwoadditionalCity-wide
culturalcelebrations,andexpansionofEIBwork.
• NewCitywideinitiativessuchasClimateChangeandUrbanAgriculturehavealsodriven
changestothe2023budgetwithinvestmentinEVvehiclesandworkonanAgripark
FeasibilityStudy.
Parks, Arts and Recreation | 211
ProgramFundingSummary 2021Actual 2022Actual 2023Budget Change
MiscellaneousRevenues $0 $0 $40 $40
GeneralFundContribution 1,029,847 1,439,150 1,676,732 237,582
TotalFunding $1,029,848 $1,439,155 $1,676,772 $237,617
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $562,662 $736,398 $768,425 $32,028
Supplies 6,727 9,870 7,900 (1,970)
Services 187,500 286,900 345,143 58,243
CapitalOutlay 0 0 0 0
Intergovernmental 507 97,860 58,230 (39,630)
InterfundPaymentsforServices 272,451 308,127 497,074 188,947
TotalExpenditures $1,029,848 $1,439,155 $1,676,772 $237,617
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
DirectorofParksPlan&Maint 1.00 1.00 1.00 0.00
DirectorofRecArt&Facility 1.00 1.00 1.00 0.00
LeadWorker-AFSCME 0.00 1.00 0.00 -1.00
ParksArts&RecDirector 1.00 1.00 1.00 0.00
SeniorProgramSpecialist 0.00 1.00 1.00 0.00
Total 3.00 5.00 4.00 -1.00
BudgetOverview
The2022Parks,ArtsandRecreationPlanprovidesaroadmapforbudgetdecision-making.As
communityprioritiesevolve,itbecomesincreasinglymoreimportanttousetheplanasa
groundingtool,whileremainingopenandflexibletoemergingopportunities.Ingeneral,our
successintermsofparklandacquisitionandfacilitydevelopmenthasoutpacedourinvestment
inparkmaintenance,creatinganeedtore-evaluateourprioritiesandresourceallocations
movingforward.Aslandacquisitionanddevelopmentcontinue,itislikelythatfuturebudgets
willrequireagradualshiftfromcapitalfundingtowardoperationstoensureadequate
maintenanceresources.
212 | Parks, Arts and Recreation
Trends,Challenges,andOpportunities
• ThetwomajorcurrentfactorsaffectingtheOPARDbudgetareinconsistentprogramand
facilityrevenuesaspandemicrecoverycontinues,andthecontinuedneedtoassessour
revenueresourcestoensurehistoricandrecentlyaddedpropertiesareproperly
maintained.Programrevenuesforindoorfacilityusecontinuetolagascommunitygroups
foundnewwaystomeetwhilemanagingpandemicrelatedrestrictionsandguidelines.
OPARDwillcloselymonitorrevenuesin2023toensureanyassociatedreductionsare
balancedwithreducedexpenses.Thisisespeciallyimportantwithprogramsthatare100
percentreliantonprogramfeesbutalsoimpactsfixedcostssuchassalariesand
infrastructureoverheadthatcontinueregardlessofprogramstatus.
• Onamicrolevel,increasingcostsforCityservicessuchasutilities,fleet,information
technology,andFinancecontinuetoincreaseeachyear.Withdecliningrevenues,this
createsadualchallengetomanage.Equallychallengingaretheimpactsofgoodsand
servicesrisingasinflationhitsmanysectorsourdepartmentreliesontomanageand
operateourparksandservices.
• Securitycostsforfacilitiesandparkswillbeincreasingannuallytomeetstaterequiredlabor
standards.
2022Accomplishments
TheDepartmentcontinuestooperateinaneffectivemanner.Responsetothecommunityis
consistentandprofessional,andthateffortisrewardedwithstrongsupportofthecommunity
throughouractivitiesandservices.Thedepartmentisvaluedbyourcommunity,andthatis
somethingwearegratefulforeveryday.
• HiredafulltimeEquity,InclusionandBelongingSpecialistandcontinuedworkona
departmentEquity,InclusionandBelongingPlanthatwillsupportdepartmentemployees,
programparticipants,andcommunitymemberswhoutilizeourparks.
• ThroughtheEquity,InclusionandBelonginginitiative,theCitysponsoredfourcultural
celebrations(BlackHistoryMonth,CapitalCityPride,Juneteenth,andIndigenousPeoples’
Day).
• RebeccaHowardParkandSquaxinParkwererenamedtoreflectdeeperhistoryandcultural
significance.
• CompletedParks,Arts,andRecreationPlan
• CompletedtheArmoryCreativeCampusConceptDesign
Parks, Arts and Recreation | 213
2023Objectives
TheDepartmentwillcontinuetoevaluatestaffinglevelstosupporttheincreaseddemandon
ourservicesaswellastomeettherequirementstomaintainsafe,cleanandenjoyableparksand
facilities.
KeyprojectsthatwillbeledbyourDepartmentin2023;theAgriparkFeasibilityStudy,theYelm
HighwayCommunityParkDesign,andtheArmoryCreativeCampusDesignandSafety
Improvements.TheDepartmentwillalsoworktocompletetheWestBayMasterPlanand
launchare-visioningprocessforPercivalLanding.Theseprojectswillrequirestrongandcreative
leadershiptosupportstaffaswellasensureourcommunityfeelsvaluedandheard.Asthese
planningprocessesnearcompletion,nextstepsandfinancialstrategieswillneedtobeidentified
andimplementedtokeeptheseprojectsmovingforward.
214 | Parks, Arts and Recreation
Arts and Events
Description/ServicesProvided
OlympiaArtsandEventsfacilitatesArtsWalk,PercivalPlinthProject,TrafficBoxWraps,theArt
CrossingsProject,PoetLaureateProgramandotherartsprogrammingeachyear,acquiresand
maintainstheCity’scollectionofpublicart,isengagedintheCity’sArts,CulturesandHeritage
(ARCH)planningteamandservesasstafftotheOlympiaArtsCommission.Theprogramalso
managestheplanningandfacilitydesignprocessfortheOlympiaArmory,acquiredbytheCityin
2022.
SignificantProposedBudgetChanges
• Theincreaseinthe2023budgetoutlinesstaffandfacilityfundingtomaintainandsupport
theArmoryCreativeCampus.
ProgramFundingSummary 2021Actual 2022Actual 2023Budget Change
IntergovernmentalRevenues $73,362 $82,850 $382,038 $299,188
ChargesforGoodsandServices 16,903 56,265 157,382 101,117
MiscellaneousRevenues 8,500 9,908 (48,850) (58,758)
GeneralFundContribution 165,951 315,474 168,956 (146,518)
TotalFunding $264,715 $464,497 $659,526 $195,029
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $227,641 $355,149 $496,943 $141,793
Supplies 2,044 37,410 15,670 (21,740)
Services 29,355 60,771 115,478 54,707
CapitalOutlay 0 5,453 14,284 8,831
Intergovernmental 61 0 0 0
InterfundPaymentsforServices 5,615 5,713 17,151 11,438
TotalExpenditures $264,715 $464,497 $659,526 $195,029
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
ProgramManager 1.00 1.00 2.00 1.00
ProgramSpecialist 0.75 1.00 1.00 0.00
LeadWorker-AFSCME 0.00 0.00 1.00 1.00
Total 1.75 2.00 4.00 2.00
Parks, Arts and Recreation | 215
BudgetOverview
Anadditional.25FTEwasaddedonalimitedbasistotheProgramSpecialistPositionin2022,to
addcapacityforcoordinationoftheconsultantcontractfortheArmoryConceptDesign.That
workplusmanagingdaytodaybuildingoperations,projectmanagementandgrantswillmove
tothenewArmoryBuildingManagerposition.ALeadMaintenanceworkerwasalsobroughton
in2022forfacilityoperations.TheexistingProgramManagerpositionwasreclassifiedto
supportgrowingArtsProgramstaff.
Trends,Challenges,andOpportunities
• ThetransferoftheOlympiaArmorytotheCityofOlympiaisatremendousopportunityfor
redevelopmentasanArtsCenter/CreativeCampus.2023willseeanArmoryOperations
StrategyandBusinessPlantodeterminecommunitypartners,followedbyPhase1
ArchitecturalPlanningandDesignfortheArmory.Also,thebuildingwillseeinterimuseby
AvantiHighSchool(goingthroughmajorbuildingrehabilitation),theCityCleanTeam,
OlympiaCareerHub’sConstructionCohortandcommunitygrouprentals,amongothers.
• ArtsWalkshowsanimportantturningpointininvolvementineventsasweshiftawayfrom
previouspandemicrestrictionsandthecommunitybecomesreadyforinpersongatherings
againwiththefall2022eventseeing80+participatingdowntownlocations.The
Department’s2023Parks,ArtsandRecreationPlanprovidesseveralnewareasoffocus
includingClimateChangeandEquity,InclusionandBelonging,whichwillinformArts
Programgoalsandprocessesoverthecomingyears.
2022Accomplishments
• InMarch2022,thecommunitycelebratedthetransfertheOlympiaArmoryfromthe
MilitaryDepartmenttotheCityofOlympia.TherecentlycompletedArmoryConceptDesign
createsafoundationfortheprojectbyidentifyingcommunityneed,includingan
architecturalconceptoverview,communitydesiredusesandspatialallocations,andcampus
groundsconcept.
• PublicparticipationintheArmoryVisioningPhaseexceededexpectationswith955
participantsin2022throughEventAttendees,FocusGroups,Tours,Surveys;andan
additional3254webvisitors.Since2021therehavebeenover1563directproject
participants,and6,039uniquewebvisitors.Outreachincludedintentionalstrategiesto
ensurecommunitymembersfromunderrepresentedgroupswereintentionallyincludedin
thepublicprocessconnectedtotheconceptdesignandvisioningphase,ensuringthere
werededicatedspacesforfolkstoshareandbeheard.
• TheCityofOlympiawasrecommendedtoreceiveaStateHeritageCapitalProject(HCP)
Grantof$1millionforthe23-25bienniumforrehabilitationofthehistoricOlympiaArmory.
• ArtsWalkwasawardedaWashingtonFestivalsandEventsPandemicReliefGrantfor$12,
500tosupportlossofrevenuesrelatedtothepandemic,whichallowedustocontinue
offeringeventregistrationona“Paywhatyouchoose”basisstaringat$5,forbothfalland
springaswellasenhancedstreetclosureactivationstoencourageenergyatthedowntown
core.
• ALeadWorkerwashiredfortheArmoryandthebuildingbegantoseelimitedrentals
includingmeetingsandcommunityevents.
216 | Parks, Arts and Recreation
• TheteamofJenniferCorioandDaveFreiwereselectedasprojectartistsforArtCrossing#3
atMartinWayandPacificAvenue.
PerformanceMeasures:ArtsandEvents
Type
Performance
Measure
Target
2020
Actual
2021
Actual
2022
Actual
2023
Goal
Output
Measure
#ofresidentswithpublicart
within½mile
95% 50% 50% 50% 95%
QualityMeasure
Qualityofartsexperiences
(currentlyArtsWalk)
Ratingof4
of5or
better
0(No
data)
3.4 3.6
4of5or
better
Participation
Measure
AnnualparticipationinArts
Programs
2%
increase
peryear
6,011 15,389 30,259
2%
increase
peryear
Support
Measure
Cityinvestmentinthearts
basedonpopulation
Maintain
$7.31
investment
inthearts
perperson
peryear
$6.07 $9.73 $8.53
$7.31or
greater
2023Objectives
• Increaseaccessibilityofartsprogrammingforemergingartistsandartistsofcolor.
• ApplyforgrantstosupportvariousstagesofdevelopmentfortheArmoryCreativeCampus.
• ContinuedworkwiththeARCHplanningteamtosupportArts,CulturesandHeritageinour
community.
Parks, Arts and Recreation | 217
Facility Operations and Support Services
Description/ServicesProvided
TheFacilityOperationsProgramisresponsiblefortheschedulinganduseofkeypublicfacilities
intheDepartment.ThisincludesroomrentalsatTheOlympiaCenter,parkshelters,transient
moorageatPercivalLanding,andtheHarborHouseatPercivalLanding.Inaddition,theProgram
isresponsibleforschedulinggames,tournaments,andpracticesonCityandOlympiaSchool
Districtathleticfields.Staffalsoprovidesforthecoordinationofuniquefacilityrequests
throughouttheparksystem.FacilityOperationsprovidessupporttocommunityservicepartners
thatincludeSeniorServicesforSouthSound,theOlympiaFarmersMarket,andtheSandman
Foundation.
SignificantProposedBudgetChanges
• Remainingbudgetimpactsarelimitedtopredictableincreasesforcommodities,services
andlabor/benefits.
• ThereisaneedatTheOlympiaCentertomakesurestaffinglevelsareadequatebothin
maintenanceandcustomerservice.Thecombinationofnewnormswithuseofsickleave
relatedtothepandemic,aswellasstatestatutesthatprovideforadditionalabsencesare
creatingashortageofavailablestaffthatforyearsoperatedleanasitwas.Ahalftime
positiontobefilledwithanadditionalemployeenotaddinghourstoexistingstaff,iscritical
toreducingpressureonexistingfrontlinestaffandsupervisorsonthemaintenancesideof
thehouse.Forcustomerservice,adding.5FTEcouldbebeneficialeitheraddedtoexisting
stafforanadditionalemployee.
218 | Parks, Arts and Recreation
ProgramFundingSummary 2021Actual 2022Actual 2023Budget Change
LicensesandPermits $6,244 $9,103 $9,000 $(103)
IntergovernmentalRevenues 50,000 20,000 0 (20,000)
ChargesforGoodsandServices 35,977 83,817 69,850 (13,967)
MiscellaneousRevenues 105,888 193,056 180,100 (12,956)
GeneralFundContribution 1,116,252 1,115,598 1,487,401 371,804
TotalFunding $1,314,362 $1,421,574 $1,746,351 $324,778
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $862,563 $940,778 $1,173,629 $232,850
Supplies 34,633 57,544 54,855 (2,689)
Services 408,611 422,225 513,668 91,443
CapitalOutlay 0 0 0 0
Intergovernmental 1,317 1,027 4,200 3,173
InterfundPaymentsforServices 7,238 0 0 0
TotalExpenditures $1,314,362 $1,421,574 $1,746,351 $324,778
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
MaintenanceWorkerIOLYCR-AFS 4.00 4.00 4.80 0.80
MaintenanceWorkerII-AFSCME 1.00 1.00 1.00 0.00
ProgramManager 0.50 0.00 0.50 0.50
ProgramSpecialist 0.55 0.55 0.55 0.00
PublicServiceRepresentative 3.15 3.15 3.65 0.50
SupervisorI(Exempt) 0.35 0.35 0.35 0.00
SupervisorII 1.00 1.00 1.00 0.00
Total 10.55 10.05 11.85 1.80
Parks, Arts and Recreation | 219
BudgetOverview
Facilityusewasdirectlyimpactedbythepandemic.Insomecases,suchasathleticfieldsand
parkshelters,usehasreturnedtopre-pandemiclevelsasstateguidelinesarerelaxedaround
outdooractivity.Andwhilethesecondhalfof2022startedtoshowsignsoflifeforindoor
facilitypermits,thecommunityisstilldetermininghowandwhentheywillmeetinperson
versususingremotemeetingtools.TheresultisrevenuereductionprojectionsforbothThe
OlympiaCenterandHarborHousefor2023.
Trends,Challenges,andOpportunities
• Theimpactsofthepandemicwillclearlyaffectoveralloperationsfrombothastaffsafety
perspectiveandtheabilityforthepublictoaccessourfacilities.Followingregionaltrends
relatedtoin-persongatheringsasopposedtovirtualmeetingswillbeimportantforthe
departmentasitassessesindoorfacilityneedsfortheshortandlongterm.
• Unrelatedtothepandemic,derelictvesselsorownersthatignoreregulationsrelatedto
boatmooragecontinuetochallengetheoperationsatPercivalLanding.Abandonedor
derelictvesselscanbecomehazardswhileattachedtoourfacilityandultimatelytheCityis
leftwithnochoicebuttotakeresponsibilityforthedestructionand/ordisposalofthese
vessels.DepartmentofNaturalResources(DNR)hasaprogramtoassistwithqualifying
costs,buttheirfundsareregularlydepleted.Vesselsbelongingtoownersthatarelive-
aboardsaretypicallyrundown,improperlymaintained,andcanattractdisturbancesor
otherbehaviorsnotconducivetoatransientmooragefacilitythatisintendedtoattract
tourists.Considerationforhowtomanagemooragetominimizetheseoccurrencesshould
begivenforbothourdepartmentaswellastheOlympiaPoliceDepartmentifpublic
mooragecontinuestobeapriority.
2022Accomplishments
• Thereisasignificantsenseofprideknowingthatcustomersreturntimeandagainbecause
theirexperiencewithashelterrental,class,camporfacilityrentalwasexceptional.
• TheFacilityOperationsteamremainsnimbleandreadytorespondtochangingcustomer
values.Whetheritisinresponsetohealthandsafetyconcernsoradvancingwith
technology,ourstaffcontinuestolookforwaystomeettheneedsofourusers.
• Theseasonalicerink,OlyonIce,operatedforthefourthyearin2022-23andhosteda
record21,000+skaters.Ourdepartmentisincrediblyproudtobeabletoprovidewhathas
becomeacherishedseasonaltraditionformanywhilebeingonemoredestinationin
downtownOlympia.
• Scheduledandhosted900+youthbaseball/fastpitchtournamentandleaguegamesoncity
fieldswhilefollowingpandemicguidelines.
• UpgradedOlympiaCentermeetingroomsignagetoincludedigitalcalendarsattheentrance
ofeachmeetingroomtosupportcustomerwayfinding.
220 | Parks, Arts and Recreation
PerformanceMeasures:FacilityOperationsandSupportServices
Type
Performance
Measure
Target
2020
Actual
2021
Actual
2022
Actual
2023
Goal
Output
Measure
Gamesannuallyscheduled
onCityfields
2%growth
from
previous
year
742 1,452 1,585 1,600
Output
Measure
ReservedhoursatThe
OlympiaCenter,Harbor
House,andParkShelters
2%growth
from
previous
year
3,119 5,545 7,692 7,845
Output
Measure
GrossRevenueGenerated
3%growth
from
previous
year
$219,686 $196,931 $294,528 $303,364
2023Objectives
• Evaluatingtheuseofourfacilitiesandhowtheyarebeingaccessedbyourcustomerswill
requirestaffattentionaswedeterminebestpracticestoattractandmaintaincustomersfor
publicgatheringspaces.Theimpactsofthepandemichavechangedtheseneeds,atleast
shortterm,andunderstandingwherethepathisleadingwillalsoinformlongerterm
decisions.
• AswestarttofeelareturnofuseinTheOlympiaCenter,HarborHouseandonPercival
Landing,wealsoseeanincreaseinunwantedbehaviors.Ensuringwehaveproperpractices
inplacetomanagethesafetyofstaffandvisitorsisanimportantemphasisfor2023.
Parks, Arts and Recreation | 221
Parks Maintenance and Operations
Description/ServicesProvided
TheParksMaintenanceProgramisresponsibleforkeeping55parks,totaling1,466acres,safe,
cleanandenjoyable.Maintenanceresponsibilitiesincludeparkrestrooms,picnicshelters,
playgroundequipment,threeballfieldcomplexes,HeritageParkFountain,theWoodruffPark
Sprayground,parktrails,neighborhoodparks,PercivalLanding,undevelopedparksites,street
trees,andschoolfieldfacilities.
SignificantProposedBudgetChanges
• ThemajorcomponentsoftheParkMaintenancebudgetarestaffing,utilities,operating
supplies,fleetandtools.
• Withwagesandbenefitsbeingthemaincostdriver,theothercostdriversleadingto
increasesin2023isinflationandrateincreases.Buildingmaterials,fleet,fuel,equipment
replacements,utilityratesandcontractedserviceshavespecificallyimpactedtheoperating
budget.
222 | Parks, Arts and Recreation
ProgramFundingSummary 2021Actual 2022Actual 2023Budget Change
IntergovernmentalRevenues $1,573,538 $2,050,974 $2,373,324 $322,350
ChargesforGoodsandServices 45,525 52,397 30,200 (22,197)
MiscellaneousRevenues 115,939 149,935 119,600 (30,335)
GeneralFundContribution 2,446,734 2,240,335 2,363,402 123,066
TotalFunding $4,181,735 $4,493,642 $4,886,526 $392,884
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $2,817,414 $3,218,900 $3,466,921 $248,021
Supplies 339,314 279,866 311,363 31,497
Services 537,195 478,224 539,490 61,265
CapitalOutlay 71,495 46,954 24,500 (22,454)
Intergovernmental 14,891 17,000 19,500 2,500
InterfundPaymentsforServices 401,426 452,696 524,752 72,056
TotalExpenditures $4,181,735 $4,493,642 $4,886,526 $392,884
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
Electrician-AFSCME 1.00 1.00 1.00 0.00
FieldCrewLeader-AFSCME 1.00 1.00 1.00 0.00
LeadWorker-AFSCME 3.00 4.00 4.00 0.00
MaintenanceWorkerI-AFSCME 5.00 5.00 5.00 0.00
MaintenanceWorkerII-AFSCME 11.00 11.00 11.00 0.00
ParksOperations&MaintMgr 1.00 1.00 1.00 0.00
ProgramAssistant 1.00 1.00 1.00 0.00
SupervisorIII 1.00 1.00 1.00 0.00
Total 24.00 25.00 25.00 0.00
Parks, Arts and Recreation | 223
BudgetOverview
The2023ParksMaintenanceOperatingBudgetshowsanincreasefrom2022.
• ThemajorcomponentsoftheParkMaintenancebudgetarestaffing,utilities,operating
supplies,fleetandtools.Increasesinthebudgetareduetonon-discretionaryrisesin
thecostofmaterialsandlabor.
• Withwagesandbenefitsbeingthemaincostdriver,theotherincreasesin2023are
costsforbuildingmaterials,fleet,fuel,equipmentreplacements,utilityratesand
contractedservices.
Trends,Challenges,andOpportunities
• Climatechangehasresultedinincreaseduseofirrigation,treeloss,andnoxiousand
invasiveweeds.
• Riseinpeopleexperiencinghomelessnesshasincreasedthedependenceonparkfacilitiesto
meetbasicneeds(restrooms,drinkingwater,showers,picnicshelters,etc.).
• IncreaseddemandforoutdoorspaceduetoCOVID.
• Afterexperiencingourfirstfullyearofoperating3highlypopulardogparks,twoofwhich
arelocatedoutsidetheCityofOlympia,resourcesattimes,werestretchedthinandstaff
creativelyadjustedoperationstomanagethesevaluedspaces.
• Ourmaintenancestaffareheavilyinvolvedincontinuingtosetgoalsandincorporatebest
practicesaroundequity,inclusionandbelonging.
• Withtheanticipatedopeningofathirdspraygroundin2023,ourdepartmentwillhavethe
challengeofincorporatingthislabor-intensiveamenityintoexistingmaintenanceschedules.
• Otherchallengesarewithmaintaininganaginginfrastructure,addressingthebacklogof
deferredmaintenance,andkeepingupwithvandalismandillicitbehavior.
2022Accomplishments
• SomeofourmostproudmomentsinParksMaintenancearewhenwecollaboratewith
otherdepartmentsordivisions.Forexample,weworkcloselywiththeUrbanForestry
programinCommunityPlanningandDevelopmenttomaintain2,500streettrees.Wealso
collaborateeachwinteronhelpingpreparetheIsthmusfortheIceRinkandsupportthe
operationsoftheIceRinkfacility.
• ParksMaintenancestaffareproudofsupportingequity,inclusionandbelongingworksuch
astherenamingofSquaxinPark,culturaleventssuchasIndigenousPeoples’Dayand
Juneteenth,aswellasstartingconstructiononthefirsteverSensoryGarden.
224 | Parks, Arts and Recreation
PerformanceMeasures:ParksMaintenanceandOperations
Type
Performance
Measure
Target
2020
Actual
2021
Actual
2022
Actual
2023
Goal
Output
Measure
Maintenance&
StewardshipHoursPer
Acre
40.4hours
peracre
35.4 45.0 45.0 41.0
Output
Measure
Maintenanceand
StewardshipCostPerAcre
Increase
slightly
$3,024 $3,320 $3,535 $3,893
Output
Measure
DevelopedAcresperFull
TimeMaintenance&
StewardshipEmployee
20
Developed
Acresper
FTE
28.2 27.5 25.59 25.0
2023Objectives
• Analyzedatainworkordersystem.Lookfortrendsandplanforfutureresourceneeds
• Helpfieldstafflearn,navigateandresolveissuesinWorkdayfinancialsoftwaresystem
• Fillvacantpositionspromptly
• Implementtreereplacementandwateringprogram
• SafelyoperatethenewSpraygroundatLionsPark
• Seasonalhiringoutreachtoyouthatriskandlow-incomeyouth
• Identifycreativesolutionstospaceneeds
• CompletetheconstructionoftheSensoryGardenatDecaturWoodsPark
Parks, Arts and Recreation | 225
Park Stewardship
Description/ServicesProvided
ParkStewardshipincludestheVolunteer,ParkRangerandEnvironmentalEducationprograms.
StaffinStewardshipworktogethertoaccomplishthegoalsofensuringsafe,clean,accessible
parksforall,managingnaturalresourcesthroughstewardshipandcreatingmeaningful
experiencesforparkusers.Throughthisprogram,thedepartmentprovidesdailyconnectionsto
nature,cultivatespartnershipswithawidevarietyoforganizationsandmaintainssafetyin
parks.
SignificantProposedBudgetChanges
• Increasesin2023areduetomandatoryornon-discretionarycostsrelatedtostaffingand
fleetrateincreases.
ProgramFundingSummary 2021Actual 2022Actual 2023Budget Change
IntergovernmentalRevenues $718,767 $786,525 $820,504 $33,979
GeneralFundContribution (16,891) (103,169) 539 103,707
TotalFunding $701,876 $683,356 $821,043 $137,686
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $606,880 $577,511 $705,229 $127,717
Supplies 6,988 9,928 8,466 (1,462)
Services 7,566 7,418 14,600 7,182
InterfundPaymentsforServices 80,441 88,499 92,748 4,249
TotalExpenditures $701,876 $683,356 $821,043 $137,686
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
ParkRangerII-AFSCME 3.00 3.00 3.00 0.00
ProgramAssistant-AFSCME 1.00 1.00 1.00 0.00
ProgramSpecialist-AFSCME 1.00 1.00 1.00 0.00
SupervisorIII 1.00 1.00 1.00 0.00
Total 6.00 6.00 6.00 0.00
BudgetOverview
Increasesfor2023areduetomandatoryornon-discretionarycosts.
226 | Parks, Arts and Recreation
Trends,Challenges,andOpportunities
• Acreagemanagedbyourdepartmentcontinuestoincrease,creatingmoreopportunitiesfor
stewardshipactivitiesandadditionalacreagefortheParkRangerstopatrol,oftenonfoot.
• HabitatrestorationinformationisnowbeingplottedandplannedusingGIStoolsin
partnershipwithPublicWorksEnvironmentalServices.Rangersarearespectedand
effectiveresourceforParksstaffaswellasotherCitydepartmentsandcommunity
members,whichincreasesthedemandfortheirtime.ThenumberofParkStewards
continuestoincrease,whichdemonstratesthequalityofthevolunteerprogram,butwith
theincreasedvolunteerismcomeschallengestoeffectivelyoverseesomanyvolunteerswith
thecurrentstaffinglevelandcompetingrequestsforenvironmentaleducation
opportunities.
2022Accomplishments
• Recruitedandhiredasecondpaidworkstudypositionwiththeintentofremovingbarriers
toemploymentforpeopleexperiencingdisabilitiesorotherchallenges.
• CompletedacomprehensiveStewardshipPlanwithFriendsofLBAWoods
• InitiatedresearchintowildfirepreventionbestpracticesforParksanddevelopedanSOP.
ParkRangersonduty97percentoftheworkingdaysin2022,spendingthemajorityoftheir
dayinthefieldworkingwithparkvisitors.
• Increasedfreesummerenvironmentaleducationevents
• Continuedworkingwithcommunityorganizationstoaddressissuesofequity,inclusionand
accessibility.
• EffectivelymanagedimpactofencampmentadjacenttoKarenFraserWoodlandTrailand
assistedrespondingdepartments
• Heldfirstannual“BumblebeeJubilee”
PerformanceMeasures:ParkStewardship
Type
Performance
Measure
Target
2020
Actual
2021
Actual
2022
Actual
2023
Goal
Efficiency
Measure
Stewardshipvolunteer
workhours
Maintain 3,055 10,511 8,049 8,000
2023Objectives
• CompleteandcelebratefirstSensoryGardenatDecaturWoodsPark
• PublicizeonestopcontactinformationforParkRangers
• PromoteStewardshipprogramandvolunteersbysharingaccomplishmentswiththepublic
• FindmeaningfulmeasureofsuccessforParkRangerprogram
Parks, Arts and Recreation | 227
Planning and Design
Description/ServicesProvided
ThePlanningandDesignDivisionisresponsibleforlong-rangefacilityplanning,landacquisition,
parkdesignanddevelopment,conditionassessmentandmajorinfrastructurerehabilitation.The
DivisionleadsandpreparestheOlympiaParks,ArtsandRecreationPlan,andparticipatesin
otherlong-rangeplanningeffortsconductedbyotherdepartments.TheDivisionalsoprovides
policyguidanceanddirectiononissuesrelatedtoparks,oftenthroughconsultationwiththe
ParksandRecreationAdvisoryCommittee(PRAC).
Inaddition,thePlanningandDesignDivisionisresponsiblefortheDepartment’sCapitalBudget
whichisthefundingsourceforturningplansintoconstructionprojects.TheDivisionoversees
therevenuesandexpensesofcapitalfundingandthefinancialaccountingforlandacquisition
andparkconstructionprojects.Oncecapitalfundsaresecured,staffinthisDivisionworkwith
thecommunitytodesignandbuildparksandparkamenities.
SignificantProposedBudgetChanges
• Inflationaryincreasesforstaffinganddesignsoftwarerateshaveimpactedthe2023budget.
• TheProfessionalServicesbudgetishighlyvariablefromyeartoyeardependingonneeded
parkfeasibilitystudiesandplanningprojects.
228 | Parks, Arts and Recreation
ProgramFundingSummary 2021Actual 2022Actual 2023Budget Change
IntergovernmentalRevenues $320,511 $163,309 $172,319 $9,010
MiscellaneousRevenues 35 0 0 0
GeneralFundContribution 120,110 226,182 254,813 28,631
TotalFunding $738,665 $767,260 $843,533 $76,273
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $600,361 $724,344 $809,105 $84,762
Supplies 2,628 2,626 2,100 (526)
Services 123,083 28,744 19,925 (8,819)
Intergovernmental 2,030 2,030 2,030 0
InterfundPaymentsforServices 10,563 9,517 10,373 856
TotalExpenditures $738,665 $767,260 $843,533 $76,273
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
AssociatePlanner 0.75 0.75 0.75 0.00
Finance&PolicyCoordinator 1.00 1.00 1.00 0.00
Program&PlanningSupervisor 1.00 1.00 0.00 -1.00
Engineering&PlanningSupervisor 0.00 0.00 1.00 1.00
ProjectEngineerII 1.00 2.00 2.00 0.00
SeniorEngineer 1.00 1.00 0.75 -0.25
Total 4.75 5.75 5.50 -0.25
BudgetOverview
Olympianshaveastrongappetiteforhighqualityparks.WiththehelpoftheMetropolitanPark
District,theprojectsthecommunitydesiresnowhavethefundingavailable.Inadditiontonew
parklandandamenities,themajormaintenanceandADAprogramsarefullyfunded.The
DepartmentalsohashadtremendoussuccesswiththeawardofseveralStateRecreation&
ConservationOfficegrants,whichalsogivesmoreprioritytothoseprojectsduetothestrict
projectdeadlines.
Parks, Arts and Recreation | 229
Trends,Challenges,andOpportunities
• ConsistentfundingprovidedbytheMetropolitanParkDistrict,andleveragedthrough
grants,hasallowedforarobustCapitalFacilitiesPlantomeetthecommunity’sdesiresfor
moreparksandparkamenities.
• Olympia’sparksarehighlyusedbythecommunity.Accordingtoarecentrandomsample
surveyaboutOlympia’sparksystem,53percentofOlympiansvisitacityparkmorethan
onceaweek.Thiscomeswithhighcommunityexpectationsandalsoprovidesan
opportunityforevenmorepublicsupportandinvolvementinthePlanningandDesign
section’swork.
2022Accomplishments
• Completedthe2022-2028Parks,Arts&RecreationPlan.
• CompletedtheYelmHighwayCommunityParkMasterPlan.
• InstallednewbackstopsanddugoutsatYaugerPark.
• CompletedasphaltrepairsontheKarenFraserWoodlandTrailandSunriseParktrail.
• CompletedADAimprovementstoLBAParkRestroom#2.
• InstallednewtablesandbenchesnexttoFriendlyGroveParkplayground.
• Appliedfor$3.5millioningrantsfromtheStateRecreationandConservationOfficeforYelm
HighwayCommunityParkPhaseIconstructionandKaiserWoodsParkdevelopment.
PerformanceMeasures:PlanningandDesign
Type
Performance
Measure
Target
2020
Actual
2021
Actual
2022
Actual
2023
Goal
Output
Measure
Acresofparklandper
1,000population
8.40 20.47 20.50 21.30 21.60
Output
Measure
Percentageoflandwithin½
mileofaparkentrance
80% 63.33% 63.65% 63.65% 65%
Output
Measure
PercentageofDeveloped
vs.UndevelopedParkAcres
100%
Developed
69.45%vs.
30.55%
74.17%vs.
25.83%
76.41%vs.
23.59%
79%vs.
21%
Output
Measure*
PercentofCapitalProjects
CompletedfromParksPlan
85% 65% 81% 9% 21%
Quality
Measure
FacilityConditionIndex
(FCI)Rating
<10% 17% 16.3% 16% 15%
*2016ParksPlancapitalprojectstrackingendedwith2021;2022datareflectsprojectsin2022Parks
Plan
230 | Parks, Arts and Recreation
2023Objectives
• Acquirelandforatleastonenewpark.
• CompletetheYelmHighwayCommunityParkPhase1Design.
• Launchaprocesstore-envisionPercivalLanding.
• CompleteamasterplanforRebeccaHowardParkadjacenttoOlympiaTimberlandLibrary.
• CompletetheWestBayParkMasterPlan.
• ConstructaspraygroundatLionsPark.
• Completedesignforonemileofmulti-modaltrailatGrassLakeNaturePark.
• RenovateLBAParkField2.
• Invest$750,000intomajormaintenanceprojectsinourparks.
• Invest$200,000intoaddressingADAdeficienciesinourparks.
• LaunchupdateoftheParks,ArtsandRecreationchapterintheCity’sComprehensivePlan.
• CompletetheAgri-parkFeasibilityStudy.
Parks, Arts and Recreation | 231
Recreation
Description/ServicesProvided
TheRecreationProgramprovidesawidevarietyofprogramsforthecommunity,including
athletics,fitnessandenrichmentclasses,outdooradventures,youthcampsandclinicsandan
expandinglistofteen/preteenactivities.
SignificantProposedBudgetChanges
• Laborcostsforsupervisionandservicedeliverycomprisethegreatestpercentageofthe
Recreationbudgetwithover70percentofexpensesdedicatedtosalaries,wagesand
benefits.
• Recreationserviceshavegenerallyreturnedtopre-pandemiclevels,withsomeexceptions.
Campandyouthprogrammingparticipationreflectsbothahighdemandforyouthactivities
bothtoprovideopportunitiesforlearningandmentorship,butalsothestrongneedfor
supervisionofchildrenwhileparentsareworkingortakingcareofotherfamilyobligations.
Athleticleagueregistrationindicatesahealthycommunityofadultsarereadytocompete
whilesociallyinteractinginafunandwell-organizedenvironment.
232 | Parks, Arts and Recreation
ProgramFundingSummary 2021Actual 2022Actual 2023Budget Change
IntergovernmentalRevenues $4,010 $40,126 $20,000 $(20,126)
ChargesforGoodsandServices 871,020 982,412 1,090,669 108,257
MiscellaneousRevenues 21,021 5,928 7,900 1,972
GeneralFundContribution 612,110 667,991 553,405 (114,586)
TotalFunding $1,508,162 $1,696,457 $1,671,974 $(24,482)
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $1,183,587 $1,184,821 $1,200,615 $15,795
Supplies 32,615 40,717 40,930 213
Services 265,069 457,642 378,535 (79,107)
CapitalOutlay 0 0 0 0
Intergovernmental 14,941 (249) 32,850 33,099
InterfundPaymentsforServices 11,950 13,525 19,044 5,519
TotalExpenditures $1,508,162 $1,696,457 $1,671,974 $(24,482)
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
LeadRecreationSpecialist 0.15 0.42 1.00 0.58
ProgramManager 1.50 2.00 1.50 (0.50)
ProgramSpecialist 3.20 3.20 3.20 0.00
RecreationSpecialist 2.52 2.26 2.60 0.34
SupervisorI(Exempt) 0.65 0.65 0.65 0.00
Total 8.02 8.53 8.95 0.42
BudgetOverview
Laborcostsforsupervisionandservicedeliverycomprisethegreatestpercentageofthe
Recreationbudgetwithover70percentofexpensesdedicatedtosalaries,wagesandbenefits..
Parks, Arts and Recreation | 233
Trends,Challenges,andOpportunities
• Summercampsremainanextremelypopularandimportantserviceprovidedbyour
department.RegistrationopensinearlyspringandmostweeksarefullbytheendofMarch.
Thiscreatesasenseofprideforourstaff,inthatcustomerscontinuetoextendtrustinthis
service.Atthesametime,thereareunmetneedsthatwearechallengedtomeetdueto
facility,transportation,supervisionandseasonalstaffcomplexities.
• Therecreationteamcontinuestolookforsustainablegrowthinservicesmeetingtheneeds
ofthecommunity.Themostobviousareaofgrowthisinsummeractivitiesandschoolday
childcare,withfamiliesheavilyreliantandsupportiveofthecamps,clinicsandclasseswe
offerforyouthwhileparentsandcaregiversareworking.
• Relatedtothemarketingofourprograms,databasereports,socialmediaanalytics,and
customerfeedbackhelpusstayupdatedwithhowourcommunityishearingaboutour
programs,whichavenuesformarketingandadvertisingareyieldingreturnandnew
customers,andwhichmethodsgiveusthemostbangforourbuck.
2022Accomplishments
• Campsandotherrecreationactivitiesmaintainedhighsatisfactionreportsdespitepandemic
restrictionssuchastheeliminationoffieldtrips.
• Coordinatedsuccessfuladultsportsleaguesandfitnessclasseswhilefollowingpandemic
guidelines.
• Increasedspecialtycampofferingstoaccommodatelargewaitlists,ultimatelyservingover
400specialtycampers.
PerformanceMeasures:Recreation
Type
Performance
Measure
Target
2020
Actual
2021
Actual
2022
Actual
2023Goal
Output
Measure
GrossRevenueGenerated
7%growth
over2022
$530,861 $896,051 $1,028,464 $1,102,069
Quality
Measure
Newactivityofferings 20% 13.59% 24.66% 24.66% 20%
Quality
Measure
%ofreturningregistrants 45% 21% 38% N/A 45%
Quality
Measure
RecreationCostRecovery% 75% 42% 64% 66% 75%
Quality
Measure
Activityparticipantsquality
rating(1-5scale)
4.5/5 4.42 4.45 4.47 4.5
Quality
Measure
Customerservicerating
(1-5scale)
4.5/5 4.8 4.87 4.87 4.5
2023Objectives
Therecreationprogramcontinuestoleanonbestpracticesintheindustryrelatedtomarketing,
datacollectionandanalysisandincreasingofferingsofnewprograms.
234 | Parks, Arts and Recreation
Public Works
IncludedinthisSection
DepartmentOverview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 236
OrganizationalChart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 238
Engineering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 239
DrinkingWaterUtility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 243
GeneralServices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 249
Transportation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 257
WaterResources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 262
WaterResources:StormandSurfaceWater . . . . . . . . . . . . . . . . . . . . . . . 263
WaterResources:WastewaterUtility . . . . . . . . . . . . . . . . . . . . . . . . . . . . 269
WasteReSourcesUtility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 275
Clickonsub-sectionorpagenumberforadirectlink.
Public Works |235
Department Overview
Mission
WebuildandmaintainthefoundationofourextraordinaryOlympia.
Vision
Ahealthyenvironment.Athrivingeconomy.Avibrantcommunity.
Description
ThePublicWorksDepartmentservesourcommunitybyprovidingandmaintainingfoundational
services-safewater,sewer,stormwater,solidwastecollection,transportationandsoundpublic
buildings.Inthefirstquarterof2022,PublicWorksreorganizedtheWaterResourcesLineof
Business(LOB).TheutilitiesofWastewaterandStormandSurfaceWaterremainedunderthe
WaterResourcesLOB.TheDrinkingWaterutilityisnowitsownLineofBusiness.EachLOBisled
byaDirectorthatisapartofthePublicWorksLeadershipTeam.
PublicWorksiscomprisedofsixLinesofBusiness:
• Engineering
• Transportation
• GeneralServices
• WaterResources(WastewaterandStorm&SurfaceWaterUtilities)
• DrinkingWaterUtility
• WasteReSources
WithintheseLinesofBusiness,PublicWorksprovidestheseservicesinawaythatmakesour
communityextraordinary-aplacewherepeoplelovetolive,raisefamiliesanddobusiness.We
dothisbyintegratingsustainabilityintoourworkandprovidingservicesthatbenefitourlocal
economy,environmentandcommunitymembers.
In2023,thePublicWorksDepartmentwillcontinueto:
• Providesafeandreliabledrinkingwatertomorethan60,000residents.
• Maintainandrepair16City-ownedbuildings.
• Maintainafleetofover250vehiclesandvariouspiecesofequipment.
• Providesolidwaste,recyclingandorganicsdisposalservicestoapopulationofover54,000.
• Maintain218milesofstreets,41milesofbikelanesandseveralmilesofsidewalksacross
theCity.
• EnsuresafedeliveryofmillionsofgallonsofwastewaterperdaytotheLOTTtreatment
plant.
236 | Public Works
• Reduceflooding,improvewaterqualityandprotect/enhanceouraquatichabitatineight
watershedbasins.
DepartmentFundingSummary 2021Actual 2022Actual 2023Budget Change
LicensesandPermits $3,512,940 $13,096 $0 $(13,096)
IntergovernmentalRevenues 8,244,956 1,800,937 2,982,793 1,181,856
ChargesforGoodsandServices 60,340,761 62,115,685 66,218,315 4,102,630
MiscellaneousRevenues (9,339,699) 1,504,771 2,441,967 937,196
GeneralFund/UseofFundBalance (198,217) 4,096,324 7,974,305 3,877,982
TotalFunding $67,830,150 $69,530,813 $79,617,381 $10,086,568
ProgramExpenditures 2021Actual 2022Actual 2023Budget Change
Engineering $3,647,290 $3,627,900 $4,015,344 $387,445
GeneralServices 4,055,026 3,523,067 4,489,973 966,906
CleanTeam/RapidResponse 631,296 674,100 799,311 125,211
Transportation 5,578,546 5,096,113 6,593,049 1,496,936
DrinkingWater 12,617,418 14,684,942 16,339,257 1,654,315
Storm/SurfaceWater 6,295,228 6,205,702 7,338,905 1,133,203
Wastewater 21,681,059 22,071,327 24,667,003 2,595,676
WasteReSources 13,324,287 13,647,662 15,374,538 1,726,876
TotalExpenditures $67,830,150 $69,530,813 $79,617,381 $10,086,568
CategorizedExpenditures 2021Actual 2022Actual 2023Budget Change
PersonnelServices $20,285,107 $20,349,617 $23,502,931 $3,153,315
Supplies 2,110,627 1,947,462 2,929,280 981,818
Services 8,003,633 7,704,019 9,154,827 1,450,808
IntergovernmentalPayments 28,073,271 29,879,015 31,174,825 1,295,810
CapitalOutlay 105,168 142,236 80,000 (62,236)
InterfundPayments 9,252,345 9,508,464 12,775,517 3,267,053
TotalExpenditures $67,830,150 $69,530,813 $79,617,381 $10,086,568
*InterfundtransfersincludetransfersfromtheOperatingutilityfundstothecapitalfundstosupportcapital
projects.
Public Works |237
Organizational Chart - Public Works
Director
GeneralServices Engineering
Administration ProjectManagement
ContractAdministration&ProjectSupport Design
FacilitiesMaintenance Survey/Mapping
FleetOperations Inspection
CleanTeam/RapidResponseTeam
Transportation
PublicWorksDispatch TransportationEngineering
Safety TransportationPlanning
DrinkingWaterUtility
C
StreetOperations
WaterResources
TrafficOperations
WastewaterUtility
WasteReSources
Storm&SurfaceWaterUtility Collections
WastePreventionandReduction
238 | Public Works
Engineering
Description/ServicesProvided
Engineeringprovidesprojectmanagement,professionalengineering,surveyingandinspection
servicestoPublicWorksandotherCitydepartmentstosupportCityutilities,facilities,and
transportationsystems,consistentwithourcommunity’svision.
TheEngineeringDivisionisresponsibleforimplementingthePublicWorksportionoftheCity’s
AnnualCapitalFacilitiesPlan(CFP),updatingtheEngineeringDesignandDevelopment
Standards(EDDS),providingsupporttoCommunityPlanningandDevelopmentonplattingand
privatedevelopmentprojects,enforcingerosionandsedimentcontrolregulationsfornew
construction,inspectingprivatedevelopmentconstructionintherightofway,utilitylocating,
surveying,andmappingtheCity’sinfrastructure.
SignificantProposedBudgetChanges
• Increaseinsalariesandbenefitsduetorequiredpayrolladjustments.
• Increaseininterfundpaymentsfromfleetrates,insurance,andcomputers.
Public Works |239
ProgramFundingSummary 2021Actual 2022Actual 2023Budget Change
IntergovernmentalRevenues $0 $143,225 $0 $(143,225)
ChargesforGoodsandServices
3,869,991 3,693,092 4,429,395 736,303
MiscellaneousRevenues 0 620 0 (620)
GeneralFundContribution (222,701) (209,038) (414,051) (205,013)
TotalFunding $3,647,290 $3,627,900 $4,015,344 $387,445
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $3,275,317 $3,261,809 $3,538,875 $277,066
Supplies 8,743 15,289 20,956 5,667
Services 186,931 159,430 183,710 24,280
IntergovernmentalPayments 4,380 3,047 3,047 0
InterfundPaymentsforServices 171,918 188,324 268,756 80,432
TotalExpenditures $3,647,290 $3,627,900 $4,015,344 $387,445
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
CityEngineer 1.00 1.00 0.00 -1.00
DeputyPublicWorksDirector/CityEngineer 0.00 0.00 1.00 1.00
CitySurveyor 1.00 1.00 1.00 0.00
ConstructionInspector 4.00 4.00 0.00 -4.00
ConstructionInspector-AFSCME 0.00 0.00 4.00 4.00
AssistantCityEngineer 0.00 0.00 2.00 2.00
Design&ConstrContractSpec 0.00 0.00 3.00 3.00
Eng&PlanningSupervisor 1.00 1.00 0.00 -1.00
EngineeringProgramManager 1.00 1.00 0.00 -1.00
EngineeringProjectCoord 1.00 1.00 1.00 0.00
EngineeringProjectManager 2.00 2.00 2.00 0.00
EngineeringTechnicianII 2.00 2.00 4.00 2.00
LeadConstructionInspector 1.00 1.00 0.00 -1.00
LeadConstructionInspector-AFSCME 0.00 0.00 1.00 1.00
ProgramSpecialist 0.00 0.00 1.00 1.00
MappingCoordinator 1.00 1.00 1.00 0.00
Procurement&ContractManager 0.00 1.00 1.00 0.00
ProjectEngineerI 2.00 2.00 1.00 -1.00
ProjectEngineerII 4.00 4.00 4.00 0.00
SeniorEngineer 1.00 1.00 1.00 0.00
SurveyingCoordinator 1.00 1.00 1.00 0.00
Total 23.00 24.00 29.00 5.00
FourpositionsweremovedfromtheGeneralServicesprogramtotheEngineeringprogram
240 | Public Works
BudgetOverview
ThemainbudgetdriversforEngineeringareSalariesandBenefitsaswellasInterfundPayments
forthecostofinsurance,fleetvehicles,andcomputers.Thisbudgetmaintainsexistinglevelsof
service.Therearetwo(2)additionalFTE’s,EngineeringTechnicians,addedinSurveytoaddress
growingrecorddrawing,mapping,andfieldsurveyingneeds.
Trends,ChallengesandOpportunities
• Thecurrentjobmarketcontinuestomakeitdifficulttoattractandretainemployeeswith
thedesiredleveloftechnicalexperience.
• Increasesinconstructioncostshavebeendifficulttopredictandestimate.Inflation,
contractoravailability,andmaterialaccessibilityareallfactorsandhaveresultedinwide
variationsofbidprices.
• SupplychaininterruptionsfromtheCovid-19pandemiccontinuetoimpactmaterial
availability.Excessivelylongleadtimesonsomematerialsareimpactingprojectdeliveryand
constructionschedules.
• Thelevelofprivatedevelopmenthasaddedsignificantlytostaffworkloadrelatedtoplat
reviews,fieldsurveys,planreview,responsetopublicinquiries,andtimelyupdatestothe
basicparcelinformationusedforpermitting.
2022Accomplishments
• Designedandbuiltover$10millionworthofinfrastructure.
• CompletedconstructionoftheFranklinStreetImprovementprojectdowntown,whichwasa
fullreconstructionofthreeblocksofFranklinStreettoimprovepedestrianmobility
throughoutthearea,enhancestreetscaping,andresurfacetheroadwayheavilyusedby
localtransit.
• MadeimprovementstoCityownedbuildings,aswellasupgradestowater,sewer,and
stormsystems,allwiththegoalofprovidingsafe,attractive,continuedreliabledeliveryof
waterandsewerservicestoourcustomersaswellasimprovingwaterquality.
• Fullimplementationofe-Builder,aprojectmanagementsoftware,whichhasincreased
efficienciesformanagingprojectsandimprovedprojectdeliverytransparency.
PerformanceMeasures:Engineering
Type
Performance
Measure
Target
2020
Actual
2021
Actual
2022
Actual
2023
Goal
Efficiency
Measure
On-TimeProjectDelivery 85% 91% 67% 71% 80%
Efficiency
Measure
On-BudgetProjectDelivery 90% 91% 100% TBD 80%
Public Works |241
2023Objectives
• ContinuedcollaborationthroughtheBuildingCapitalProjectsTogetherprocess,inorderto
deliverprojectsontimeandonbudget.
• WorkwiththeWashingtonStateDepartmentofTransportationtogetapprovaloftheuseof
newdigitaltoolsforprojectdocumentation.
• EvaluateandimprovePublicWorksprojectreviewandprivatedevelopmentinspectionand
documentationusingLEANmethodology.
242 | Public Works
Drinking Water Utility
Mission
Weprovideandprotecthealthydrinkingwaterforthecommunity.
Vision
TheUtilitysustainspresentandfuturewatersuppliesforourcommunitywhileprotectingthe
environment.
Description/ServicesProvided
TheDrinkingWaterUtilityprovidesthepublicwithsafeandsustainabledrinkingwaterand
reclaimedwater.Itensuresasufficientdrinkingandfirefightingwatersupplyandsystem
capacityforourgrowingcommunity.TheutilityservesasastewardofOlympia’spreciouswater
resources.
Programareasincludeoperationsandmaintenance,waterqualitymonitoring,cross-connection
control,groundwaterprotection,waterconservation,watertreatment,watersourceandother
capitalfacilitydevelopment,andreclaimedwater.A6-yearWaterSystemPlan,adoptedbythe
OlympiaCityCouncilandapprovedbytheStateDepartmentofHealth,guidestheactivitiesof
theDrinkingWaterUtility.AnupdatedWaterSystemPlanwillbeapprovedbymid-2023.
SignificantProposedBudgetChanges
DrinkingWaterutilityprogramsandcoreserviceswillremainlargelyunchangedin2023.The
2023budgetincludesincreasedexpensesrelatedtosalariesandbenefitsduetocost-of-living
adjustmentsandinflation.Otherinflationaryincreasesrelatedtofuel,electricity,chlorine,and
othermaterialsandsupplycostsarealsoreflectedintheproposedbudget.Propertyandliability
insurancecosts,aswellasotheroverheadcostsareupsignificantly.
FollowingarecentfinancialreviewbyCity’sfinancialconsultant,FCSGroup,DrinkingWater
Utilityrevenueswerereducedtoreflectrecenttrendsandeffectsfromthepandemic.Inorder
tomaintainadequatecashflowprojections,capitalfundingwasalsotemporarilyreducedfor
2023.
Thereisonestaffingrequestsintheproposedbudgettoadd0.25FTEaspartofareclassification
creatinganewDrinkingWaterUtilityDirectorposition.
Public Works |243
ProgramFundingSummary 2021Actual 2022Actual 2023Budget Change
IntergovernmentalRevenues $2,414,069 $0 $0 $0
ChargesforGoodsandServices 14,622,762 14,472,426 14,921,207 448,781
MiscellaneousRevenues 724,909 352,612 346,000 (6,612)
NetUse/(Gain)ofFundBalance (5,144,324) (140,096) 1,072,050 1,212,146
TotalFunding $12,617,418 $14,684,942 $16,339,257 $1,654,315
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $3,753,267 $3,725,449 $4,259,491 $534,042
Supplies 952,041 619,551 1,121,954 502,403
Services 1,023,793 969,464 1,248,368 278,904
IntergovernmentalPayments 4,471,659 6,982,331 6,495,207 (487,124)
CapitalOutlay 0 13,406 0 (13,406)
InterfundPayments 2,416,658 2,374,741 3,214,237 839,496
TotalExpenditures $12,617,418 $14,684,942 $16,339,257 $1,654,315
244 | Public Works
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
AMRMETERTECHNICIAN-AFSCME 2.00 2.00 2.00 0.00
INVENTORYCONTROLSPECIALIST 0.75 0.75 0.00 (0.75)
INVENTORYCONTROLSPECIALISTII 0.00 0.00 1.00 1.00
LEADWORKER-AFSCME 2.00 2.00 2.00 0.00
MAINTENANCETECHNICIAN-AFSCME 2.00 2.00 2.00 0.00
MAINTENANCEWORKERI-AFSCME 1.50 1.50 1.50 0.00
MAINTENANCEWORKERII-AFSCME 10.00 10.00 10.00 0.00
OPERATIONSSUP-DRKWTR-IUOE 1.50 1.50 1.50 0.00
REMOTESYSTEMSTECHNICIAN 1.25 1.25 1.25 0.00
CROSSCONNTCTRLSPELT-AFSCME 1.00 1.00 1.00 0.00
OPERATIONSSUP-WTRPURVEY-IUOE 1.00 1.00 1.00 0.00
PROGRAMSPECIALIST 1.00 1.00 0.00 (1.00)
PROGRAMSPECIALIST-AFSCME 0.00 0.00 1.00 1.00
SENIORPROGRAMSPECIALIST 1.00 1.00 1.00 0.00
WATERMONITORINGASSISTANT 1.00 1.00 1.00 0.00
WATERQUALITYSPECIALIST 1.00 1.00 1.00 0.00
ENG&PLANNINGSUPERVISOR 0.34 0.34 0.00 (0.34)
GISANALYST 0.25 0.00 0.00 0.00
GISSPECIALIST 0.00 0.25 0.25 0.00
LINEOFBUSINESSDIRECTOR 0.52 0.52 0.00 (0.52)
PROGRAMASSISTANT 1.04 1.04 0.00 (1.04)
PROGRAMASSISTANT-AFSCME 0.00 0.00 1.00 1.00
PROGRAMMANAGER 0.75 0.75 0.00 (0.75)
DRINKINGWATERUTILITYDIRECTOR 0.00 0.00 1.00 1.00
PROJECTENGINEERI 1.00 1.00 2.00 1.00
PROJECTENGINEERII 1.00 1.00 1.00 0.00
Total 31.90 31.90 32.50 0.60
Public Works |245
BudgetOverview
DrinkingWaterutilityprogramsandcoreserviceswillremainessentiallyunchangedin2023.
Consistentwithworkbeingperformed,onequarterInventoryControlSpecialistpositionwill
movefromWastewaterandStormandSurfaceWaterfundingtotheDrinkingWateroperating
budgetin2023.The2023budgetincludesmodestincreasedexpensesrelatedtosalaries,power
utilityrates,andotherinflationaryandoverheadcosts.
Trends,Challenges,andOpportunities
• Revenuesthroughoutthepublichealthemergencyhavebeendiminishedandunstable.We
haveseengreaterrevenuefromourresidentialaccountsanddiminishedrevenuefromour
commercialaccounts.Thiscanbeattributedtobusinessandofficeclosuresandpeople
(includingcommutersfromoutsidethecity)workingfromhome.
• Fundingforongoingpipereplacements,tankcoatings,andseismicupgradesisincreasingly
challenging.Thewatersystemhasmorethan30milesofasbestoscementpipethathas
exceededits50-yearestimatedeffectivelife.
• Depreciationfundingwillcontinuetobeanincreasingneedandchallengefortheutility.As
acomponentoftheWaterSystemPlanupdate,theUtility’sfinancialconsultant
recommendedayear2023decreaseindepreciationfundingfrom$1.4millionto$700,000
toaddressshort-termcashflowlimitations.ThisWaterSystemPlanrateanalysisincludesan
increaseindepreciationfundingthereafter.
• Federalinfrastructurestimulusfundinghasthepotentialtohelpdefraycapitalcosts.In
anticipation,theUtilityhaspositioneditselftobenefitfromthefunding.
• TheUtilityanticipatesexpandingthenumberofsmallPublicWorksprojectstobe
constructedinhouse.In-houseconstructionisfarmorecost-effectthancontractedwork.
WeanticipatethiswillhelpCIPfunding,butmayhavepotentialbudgetaryimplications
(additionalseasonalstaff)infutureyears.
• Ourrelianceondebtfinancingforprojectsimpactsoperatingbudgetsandsubsequentlythe
capitalprogram.
• TheUnitedStatesEnvironmentalProtectionAgency’s2021revisedleadandcopperrule
requirestheCitytoidentifythematerialsofbothpublicandprivatewaterservicelinesto
verifytheyarenotlead.Thiswillrequiresubstantialrecordsresearchandthenexcavationof
servicelinesforwhichthereisnorecord.
2022Accomplishments
• Maintained100percentcompliancewithallStateandFederalDrinkingwaterregulations.
• StaffcompletedthedraftWaterSystemPlanandsubmitteditforapprovaltothe
WashingtonStateDepartmentofHealth(DOH).
• Staffcontinuetomeetgoalsforvalvesandhydrantsmaintenance.Alongwithmeters
replacementsasperourWaterSystemPlan.
• Maintenanceofpressurereducingvalveshassuccessfullybeenbroughtin-house,improving
reliabilityandresponsetimes.
246 | Public Works
• WorkhasbeguntocompleteseismicupgradestotheBoulevardTanktoimprovethe
reservoirs’reliabilityintheeventofanearthquake.
• Duringashortageofchlorine,PumpStationsstaffexpedientlyrespondedtoensureall
sourcewellscouldremainoperational.
• PumpStationsstaffisworkingtoreplacecomputerserversusedforsupervisorycontroland
dataacquisition(SCADA)andupgradethesoftwaretoreducesecurityrisksandprevent
cyberattacks.
• WaterQualitystaffaccomplishedallDOHwaterqualitysamplingandreporting
requirementsthroughoutthepublichealthemergency.
• ApilotproductionwellwasinstalledattheLogCabinTanktoevaluatefeasibilityof
relocatingtheShanaParkandHoffmanwellswaterrights.
PerformanceMeasures:DrinkingWaterUtility
Type
Performance
Measure
Target
2020
Actual
2021
Actual
2022
Actual
2023
Goal
Output
Measure
WaterConservingDevices/
RebatesDistributed
1,000 720 369 400 400
Output
Measure
BackflowDevicesTested/
Inspected
3,000 3,300 3,300 3,837 3,900
Quality
Measure
Waterqualitysamples
meetingstandards
100% 100% 100% 100% 100%
Quality
Measure
Complianceofhigh-risk
connectionswithadequate
backflowprevention
100% 100% 100% 100% 100%
Efficiency
Measure
Reducewateruse
Reduceby
5%per
service
connection
N/A +4% +2% TBD
Cost
Effectiveness
Measure
Maintainwaterlossat
below10%ofproduction
(3-yearaverage)
<10% 10% 10.1% TBD <10%
Public Works |247
2023Objectives
• Maintain100percentcompliancewithallStateandFederalDrinkingwaterregulations.
• Continuewaterconservationeffortsandwaterlossreductions.
• Operationswillfulfillalltargetsforvalveexercising,hydrantinspectionsandflushingand
meterreplacement.
• ObtainasolesourcedesignationfortheMcAllisterWellfieldtohelpprotecttheaquiferfrom
contaminationandprioritizeitforfinancialassistance.
• EnterintoanewInterlocalAgreementwiththeCitiesofYelmandLaceytoaddress
establishingalong-termpropertymanagementstrategyforthejointlyownedDeschutes
RiverProperties.
• AdoptanupdatedWaterSystemPlan,aDOHregulatoryrequirement.
• AddresstheUnitedStatesEnvironmentalProtectionAgency’s2021revisedleadandcopper
rulerequirements.
248 | Public Works
General Services
Description/ServicesProvided
PublicWorksGeneralServices'budgetincludesthefollowingprograms:CleanTeam,Contract
AdministrationandProjectSupport,FacilitiesMaintenance,FleetOperations,PublicWorks
Dispatch,andtheSafetyProgram.ThisbudgetalsoincludesPublicWorksAdministration.
• TheCleanTeamhelpsensureourDowntowncommunityisavibrantandattractive
urbandestination.Theyalsohelpenhanceourcommunity’squalityoflife,aswellas
publichealthandsafety.Theteamachievesthisthroughpartnershipswithother
Downtownservicesandourcommunity,andbydeliveringworldclasscustomerservice.
• ContractAdministrationandProjectSupportprovidesleadership,policydevelopment,
oversight,andmanagementofpurchasingandcontractingprocessestoensurefairness,
equity,andtransparency,aswellascompliancewithlocal,state,andfederal
regulations.Thisgroupisalsoresponsibleforpublicrecordsrequests.
• FacilitiesMaintenanceisresponsibleformaintaining16City-ownedbuildings,totaling
over420,000squarefeet.Thisworkincludeselectrical,plumbing,HVAC,building
securityandfirealarmsystems,generalmaintenance,spaceplanning,custodial,and
othermiscellaneoustasks.Wealsomanagetheworkforcontractedlandscaping,
elevatorrepairs,pestcontrol,andjanitorialservices.
• FleetOperationsprovidesreliable,safe,well-maintained,andenvironmentallyfriendly
vehiclesandequipmenttoallCitydepartments,exceptforFire.Highlyqualifiedstaff
performpreventiveandcorrectivemaintenanceonCityvehiclesandequipment,
coordinatethepurchaseanddisposaloffleetassets,andmanagethepurchaseand
distributionoffuelandparts.
• PublicWorksDispatchisresponsiblefordispatchingservicesthatenablethepublicto
havetheirquestionsandconcernsaddressedpromptly.
• TheSafetyProgramensuresasafeandhealthyworkplaceforemployeesbypromotinga
cultureofsafetythrougheducationandtechnicalassistance.Thisprogramalsoleadsthe
PublicWorksDepartment’seffortsinEmergencyPreparednessandtheBuilding
EmergencyResponseTeam(BERT).TheSafetyProgramprovidesservicesforallCity
employees,exceptforFireandPolice.
Public Works |249
SignificantProposedBudgetChanges
• WiththehelpoftheFinanceDepartment,theFacilitiesMaintenancebudgetwillnolonger
bepartoftheGeneralFund.In2023,itwillbecomeanenterprisefund(506).Thiswillallow
unexpendedfundstobecarriedoverfromonefiscalyeartothenext.Bydoingthis,wewill
beabletocompletesomelarger,morecostlyrepair/maintenanceprojectstoCityfacilities.
• WithrevenueshortfallsinParkingServices,theCleanTeamwilllose$46,500that
CommunityPlanningandDevelopmenthistoricallycontributestothisprogram’sannual
budget.Anewfundingsourcewillneedtobeidentifiedtomakeupfortheshortfall.
• Withtheincreaseinworkload,aswellastwoofthethreecurrentMasterMechanicsbeing
closetoretirement,GeneralServicesreceivedfundingforanadditionalMasterMechanic
positionintheamountof$132,335.ThisincreasesstaffinglevelstotwoMasterMechanics
andoneSeniorMasterMechanicforFleetOperations.ThisadditionalFTEispartoftheFleet
Operations’successionplanning.
250 | Public Works
ProgramFundingSummary 2021Actual 2022Actual 2023Budget Change
IntergovernmentalRevenues $303,391 $154,828 $1,819,844 $1,665,016
ChargesforGoodsandServices 683,786 680,176 720,602 40,426
MiscellaneousRevenues 576,943 585,797 1,378,339 792,542
GeneralFundContribution 2,490,905 2,102,266 571,188 (1,531,078)
TotalFunding $4,055,026 $3,523,067 $4,489,973 $966,906
In2023,EquipmentRentalhasbeenmovedtoit'sownfund.GeneralFundcontributionsarenowtransferredandare
includedaboveinIntergovernmentalRevenues
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $2,186,751 $2,147,820 $2,447,432 $299,613
Supplies 106,462 127,869 130,156 2,287
Services 717,625 713,212 989,565 276,353
CapitalOutlay 0 0 0 0
Intergovernmental 502,263 3,711 0 (3,711)
InterfundPaymentsforServices 541,924 530,455 922,820 392,365
TotalExpenditures $4,055,026 $3,523,067 $4,489,973 $966,906
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
Finance&PolicyCoordinator 1.00 1.00 1.00 0.00
LineofBusinessDirector 1.00 1.00 1.00 0.00
ProgramAssistant 1.00 1.00 0.00 (1.00)
ProgramAssistant-AFSCME 0.00 0.00 1.00 1.00
PublicWorksDirector 1.00 1.00 1.00 0.00
Design&ConstrContractSpec 3.00 3.00 3.00 0.00
ProgramSpecialist 1.00 1.00 0.00 (1.00)
Electrician-AFSCME 1.00 1.00 1.00 0.00
FacilitiesMaintWkrI-AFSCME 2.00 2.00 2.00 0.00
FacilitiesSystemsTech-AFSCME 1.00 1.00 1.00 0.00
HVACTechnician-AFSCME 1.00 1.00 1.00 0.00
LeadWorker-AFSCME 1.00 1.00 1.00 0.00
MaintenanceWorkerII-AFSCME 2.00 2.00 2.00 0.00
OperationsSupervisor-IUOE 1.00 1.00 1.00 0.00
InventoryControlSpecialistII 1.00 1.00 1.00 0.00
MasterMechanic-AFSCME 3.00 3.00 4.00 1.00
OperationsSup-IUOE 1.00 1.00 1.00 0.00
SeniorMasterMechanic-AFSCME 1.00 1.00 1.00 0.00
FleetSpecialist-Project 0.00 0.00 0.50 0.50
CleanTeamWorker-AFSCME 4.50 6.50 6.50 0.00
OperationsSupervisor-IUOE 0.00 1.00 1.00 0.00
SupervisorIII 1.00 0.00 0.00 0.00
Total 28.50 30.50 31.00 0.50
TheContractSpecialistpositionsandProgramSpecialistpositionweremovedintotheEngineeringprogram
Public Works |251
BudgetOverview
PublicWorkscurrentlyhasadecentralized,LOBlevelapproachtomanagingthebudgetprocess.
AFinanceandPolicyCoordinatorpositionwascreatedandapprovedin2021.Thispositionwill
serveasaprimaryliaisonwithFinanceandcanprovidehigher-leveltechnicalsupporttoLOBson
utilityandfleetrates,engineeringrevenue,andothercomplexbudgetaryissues.Thisposition
willreportdirectlytothePubicWorksDirector.
Trends,ChallengesandOpportunities
• Transitioningtoelectricvehicles(EV)hasitchallenges.Theincreaseincostforvehiclesand
thefutureofhybridandEVtechnology,bringsastrongneedformoretrainingtoproperly
maintainourfleet.Additionally,furtheranalysiswillberequiredtoestablishacharging
infrastructurethatwillsupporteachdepartments'needstoaccomplishroutinedutiesand
emergencyresponse.
• Wecontinuetofacechallengesinmanagingcostsandefficiencieswithourcontracted
custodialandlandscapingservices,duetorisingcostsofprevailingwages.In2023,thecost
ofourcontractedcustodialserviceswillincrease16percent,whilelandscapingservicesis
increasingby11percent.Inthepast18months,wehaveprocessedalmost20custodial
employeesthroughourbadgeaccesssystem.Thishighlevelofturnoverimpactedourlevel
ofefficiencyandimpactedtheworkloadofFacilitiesMaintenancestaff.
• Electricitycostsareexpectedtoincreaseby6percentoverthenextyear.Thiswillputmore
focusonreducingourcarbonfootprint.Wecontinuetohitourgoalofa5percentannual
reductioninenergyuse,whichwillhopefullyoffsettherisingcostsofenergy.Wehave
partneredwiththeOlympiaFireDepartmenttoassisttheminfindingwaystoreduceenergy
consumptionintheirfacilities.
• Vehiclesandpartsaregettingmoreandmoreexpensive.AcashanalysisofFleetCapital
Ratesindicatingseveralcontributingfactorsresultedinthecapitalreservenotperformingas
originallydesigned,i.e.currentmethodfordeterminingtheleasechargeshasnotkeptpace
withvehiclereplacementcosts;andlegacydecisionstousecapitalreservesforfleet
additions,withoutcashcontributions.Adjustmentsinthechargingmethodareneededon
inflationandsalvagerates.Inaddition,theincreaseincostforvehiclesandthefutureof
hybridandelectricvehicle(EV)technology,bringsastrongneedformoretrainingto
properlymaintainourfleet.
• TheCOVID-19pandemicpresentsuniqueongoingchallengestoouroperations.The
transitiontoteleworkinghasacceleratedadoptionofinnovationssuchaselectronic
signatures,digitalforms,documentsharing,videoconferences,etc.Theseinnovationshave
contributedtoContractAdministrationandProjectSupport'scontinuedsuccess.Through
bidsubmissionsandevaluationstocontractawards,wehavethetechnologytoquickly
adapttoapaperlessprocurementprocess.
• WiththeintegrationofWorkdayande-Builderin2023,theContractandProcurementteam
willbecollaboratingwiththee-BuilderAdministratorandWorkdayProcurementgroupto
refinebusinessprocessesforprocessingconstructionprojectpaymentsandmanagingon-
calltaskorders.
252 | Public Works
• TheContractsteamwillbereadytomeetnewchallengeswithpotentialLegislativechanges
relatedtoprevailingwage,bidcriteria,andchangestoprocurementopportunitiesforsmall
anddisadvantagedbusinesses.
• WorkdaywillcontinuetoimpacttheworkoftheContractAdministrationandProject
Supportteamastheycollaboratewithe-BuilderandWorkdayadministratorstointegrate
thePublicWorksContractManagementSystem(e-Builder)withWorkdayforCapital
Facilitiesprojects,smallworksprojects,on-callcontracts,andotherprocurement.
2022Accomplishments
• TheCleanTeamcontinuestoreceivepositivefeedbackfromDowntownbusinessesand
communitymembersfortheircustomerserviceandquickresponsetorequests.In2022,the
teamreceivedaPublicWorksAwardinthe"Respect"category.Theywerealsorecognized
andcelebratedbytheCityCouncilforbeingpartofthecommunityfor10years.
• ContractAdministrationandProjectSupportcontinuestoprocessahighvolumeof
contractsofalltypes.Staffprocessedover150contractsvaryinginvalue,sizeand
complexityandmanagedCapitalFacilitiesprojectsbiddingandcontractsworth$3.4million
andsmallworksprojectsworknearly$840K.Severalprojects,includingemergencyhousing
projects,arefundedbystateandfederalgrantsandloans,whichhaveveryspecific
complianceconditionsandrequireahigherlevelofsupporttosuccessfullyexecutethe
requirements,inordertoclearauditsandmaintaineligibilityforfuturefunding.
• TheContractAdministrationandProjectSupportteamsupportedthedevelopmentof
Workdayprocurementbusinessprocessesin2022.AtlaunchinJanuary2023,theteam
providedCity-widetraininginprocurementandinvoiceprocessingandprovidedCity-wide
supportforrequisitions,purchaseorder,invoices,andP-Cards.Theteamalsoprovided
supportforsignatureauthorityandapprovalroutinginWorkday.
• TheContractAdministrationandProjectSupportteamworkedwiththeEngineeringLineof
BusinesstorevisetheBuildCapitalProjectsTogether(BCPT)processandcreatedavirtual
boardtoaccommodateavirtualworkingenvironment.Thisupdateallowstheteamto
streamlinetheprocessofmovingprojectsfromdesigntoconstruction,andincreases
efficiencyandaccuracyinstatusupdatesandfinancialtrackingCitywide..
• UpdatestoPublicWorks'onlineintranetpageswillprovideaguidetobidthresholds,
regulationsrelatedtoPublicWorkscontractsandsmallworksprojects.Theupdatewill
includetemplatesandresourcematerials.
• TheContractAdministrationandProjectSupportteamprovidedkeysupportindeveloping
newprocessesine-Buildertostreamlineonlinebidding,contractcommitments,submittals,
anddocumentation,creatingefficienciesforstaffandcontractors,andallowingforbetter
documentationforauditsandprojectcloseouts.
• TheContractAdministrationandProjectSupportteampartneredwithPublicWorksWater
Resourcestodevelopapilotprogramforcontractadministrationandprocurement
requests.Thisprocesswillimprovecommunicationrelatedtoprocurementandcontract
needsandcreateefficienciesinbidding,contractprocessingandtracking.
Public Works |253
• TheContractAdministrationandProjectSupportteamcontinuestomanagethePublic
Works’responsestoannualstateandfederalprojectmanagementreviewaudits.Staff
providesmanualandelectronicprocessdocumentationinaccordancewithcity,stateand
federalpoliciesandguidelines.For11consecutiveyears,wesuccessfullypassedauditswith
nofindingsfromtheStateAuditor’sOffice.Staffcontinuestoworktowardsavirtualaudit
process.
• FleetOperationsisproudoftheessentialservicesweprovidedduring2022.They
maintainedahighlevelofcommunicationwitheachother,aswellaswithourcustomers,in
organizinganddispatchingspeedyandappropriaterepairs.TheteamreceivedaPublic
Worksawardinthe"Innovation"category.
• TheCity’sfuelcenterwasupgradedwithnewelectronicfueldispensersandanewfuel
managementsystem.Thisallowstheflexibilitytocontroldistributionandmonitorfuellevels
fromonecentralpointtomaximizefleetefficiencyandminimizefuelingexpenses.With
theseupgrades,FleetOperationsnowhaveafast,highlyreliable,andaccuratefuel
managementsystem.
• FleetOperationsworkedcollaborativelywithotherdepartmentstodetermineoperational
needsandlookforopportunitiestoreplaceexistingfuelvehiclesandequipmentwith
electricoptions.Asaresult,sixFordF-150Lightningtrucksandoneelectricforkliftwere
orderedthroughourWashingtonStateDepartmentofEnterpriseServicescooperative
contractin2022.
• FleetOperationspilotedanewreportingsystemtoreduceexcessiveidling,createfairness,
andhelpdepartments/programsdefinetheirownsuccess.Eachdepartment/programhas
uniqueoperationalneedsandsuccessshouldbemeasuredagainsttheirowncapability.
• TheFacilitiesOperationSupervisorpassedtheCertifiedFacilityManager(CFM)examand
receivedaCFMcertificationfromtheInternationalFacilityManagementAssociation(IFMA).
Therearelessthan3,000facilitymanagersinUnitedStateandCanadawhohavethis
prestigiouscertification.PublicWorkscontinuestoinvestinouremployeesthroughtraining
andothermentorshipprograms.
• FacilitiesMaintenanceisprovidingsupporttotheCity’sADAtransitionplanandcontinues
tomakeourfacilitiesmoreaccessible.
• FacilitiesMaintenancecontinuestoprovidesupporttotheClimateProgram’sclimateaction
goalsandworkingtowardthetransitionofallCity-ownedfacilitiesto100percentLED
lighting.
• FacilitiesMaintenanceisassistingintheefforttoelectrifyCity-ownedfacilities.Thisincludes
agas-to-electricstudyandeventualcostmodelimplementationplan.
• FacilitiesMaintenanceprovidedsupporttothethreeCPFprojectsattheWashingtonCenter
forthePerformingArtsthatreplacedthegenerator,updatedtheauditoriumflooring,and
refurbishedtheelevator.ThisteamalsoprovidedsupporttotheFireDepartmentinseveral
repairandreplacementprojectsthatrepairedfloors,remodeledbathrooms,and
reconditionedtheHVACsystems.
254 | Public Works
• TheSafetyProgramcoordinatedwithaconsultingfirmtoconductafacilitysafetyinspection
attheMaintenanceCenterwiththegoalofidentifyingareasforimprovementinoverall
safety.TheplanistodevelopasafetyinspectionprogramforallCityfacilities.
• TheSafetyProgramsupportedwiththetransitionfromthepriorsafetytrainingplatform,
SafetySkills,toWorkday.
PerformanceMeasures:GeneralServices
Type
Performance
Measure
Target
2020
Actual
2021
Actual
2022
Actual
2023
Goal
Output
Measure
Numberofreported
injuries
0 7 19 6 0
Output
Measure
Garbage,Recycle,Compost
andLargeItems
25%
Reduction
3,685 6,419 6,612 4,960
Output
Measure
Sharps,BioHazardand
HumanWaste
25%
Reduction
4,649 9,454 9,264 6,950
Output
Measure
Graffiti,Stickers/Flyersand
SidewalkSegments
25%
Reduction
10,707 12,000 13,481 10,100
Quality
Measure
FleetGreenhousegas
emissions(excludingFire)
TBD
1,959
CO2e
1,960
CO2e
1,960CO2e Reduce
Cost
Effectiveness
Measure
Annualenergy
consumption
5%annual
reduction
3%
Reduction
8%
Increase
5%
Reduction
5%
Reduction
Public Works |255
2023Objectives
• Continuedistributingmonthlyidlingreportstosupervisorstohelpreduceidlingtimes.
• Continueeffortsinadjustingvehicleandequipmentleaseratestoensureadequatefund
balance.
• ContinuetoprovidesupportinthedevelopmentofaCityfleetelectrificationplan.
• FinalizeaFacilitiesMasterPlanbasedonthe2019BuildingConditionandADAAssessments.
• ContinuetoutilizeAssetEssentials,FacilitiesMaintenance'sworkorderandcapitalplanning
system,toexecuteanaggressivepreventativemaintenanceworkplantoextendthelifeof
ourcurrentassets.
• ContinuetoprovidesupportinthetransitionefforttofullyelectrifyCity-ownedfacilities.
• FurtherPublicWorksEmergencyPreparednessInitiativewithtrainingandconductingdrills.
• Continuetoidentifyinjurytrendsandoutlinetrainingneedstopreventfurtherinjuries.
• Maintainourhighsafetytrainingandcertificationcomplianceratebyprovidingtimelyand
relevanttraining,whichwillhelpmaintainalowinjuredworkerrate.
• CollaboratewiththeCityClerk'sofficetosearchoutadditionalwaysinwhichtofurtherour
effortstoimplementaDiversity,Equity,andInclusion(DEI)strategywiththegoalto
enhanceourDEIeffortsinprocurementandcontractingforgoodsandservicesCitywide.
• Continueeffortstoenhanceouruseofe-Builderforbidding,contractmanagement,and
procurementtostreamlineourprocessesandensurecompliancewithstateandfederal
regulations.
• PartnerwithEngineeringtoupdateinternalprocessestomeetchangingrequirementsfor
localStateagencyandFederalfundingupdatesforPublicWorksprojects.
• SeekoutopportunitiestolearnmoreaboutJobOrderContracting(JOC)andthepotentialto
partnerwithotherlocalagenciestodevelopamoreefficientandequitableprocurement
programforCity-wideandPublicWorkscontracting.
• PartnerwiththeCityClerk'sofficetopursueopportunitiesforanonlinebidding
managementsystemtocreateefficienciesinobtaininggoodsandservices.
• Continuetousedatacollectedtodetermineareasofsignificantimpacttofocusclean-up
effortsandhowtheCleanTeamwillrespond.
256 | Public Works
Transportation
Description/ServicesProvided
TherearefourprogramsinTransportation–TrafficOperations,StreetOperations,Engineering,
andPlanning.Togethertheybuildandmaintainamulti-modalstreetnetworkthatsupport
peoplewalking,biking,drivingorridingthebus.
SignificantProposedBudgetChanges
• Increaseinsalariesandbenefitsduetorequiredpayrolladjustments.
• Increaseininterfundpaymentsfrominsuranceandcomputers.
• Increaseininterfundpaymentsfromfleetrates,especiallyduetonewsnowequipmentand
dumptrucks.
• Increaseinmaterialsforpaintstriping.
• IncreaseinlaborforpaintstripingduetoincreaseincontractwithCounty.
• Increaseinlaborforright-of-waylandscapemaintenance.
• IncreaseinlaboranddisposalfeesforTransportation’sshareofcitywidestreetsweeping.
• IncreaseinpowercostsfromPSE,assumed2percent.
• Increaseinprojectrevenueby$50,000forTransportationstaff.
Public Works |257
ProgramFundingSummary 2021Actual 2022Actual 2023Budget Change
IntergovernmentalRevenues 1,363,661 1,329,025 1,113,354 (215,671)
ChargesforGoodsandServices 472,178 387,524 379,695 (7,829)
MiscellaneousRevenues 174,585 214,868 185,000 (29,868)
GeneralFundContribution 3,568,122 3,164,697 4,915,000 1,750,303
TotalFunding $5,578,546 $5,096,113 $6,593,049 $1,496,936
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $3,139,500 $3,006,937 $3,821,581 $814,644
Supplies 338,955 338,017 515,609 177,592
Services 627,610 592,798 679,059 86,261
CapitalOutlay 0 0 0 0
Intergovernmental 556,903 254,933 417,349 162,416
InterfundPaymentsforServices 915,579 903,428 1,159,451 256,023
TotalExpenditures $5,578,546 $5,096,113 $6,593,049 $1,496,936
258 | Public Works
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
AssociatePlanner 1.00 1.00 1.00 0.00
DeputyPublicWorkerDirector 1.00 1.00 1.00 0.00
Program&PlanningSupervisor 1.00 1.00 1.00 0.00
ProgramAssistant 1.00 1.00 1.00 0.00
ProgramSpecialist 1.00 1.00 1.00 0.00
ProjectEngineerI 1.00 1.00 1.00 0.00
ProjectEngineerII 1.00 1.00 1.00 0.00
TransportationDataCoord 1.00 1.00 1.00 0.00
TransportationEngringSupvisr 1.00 1.00 1.00 0.00
DataControlSpecialist-AFSCME 0.50 0.50 0.50 0.00
LeadWorker-AFSCME 1.00 1.00 1.00 0.00
SignTechnician-AFSCME 3.00 3.00 3.00 0.00
DataControlSpecialist-AFSCME 0.50 0.50 0.50 0.00
FieldCrewLeader-AFSCME 1.00 1.00 1.00 0.00
LeadWorker-AFSCME 1.00 1.00 1.00 0.00
MaintenanceWorkerII-AFSCME 9.00 8.00 8.00 0.00
OperationsSupervisor-IUOE 1.00 1.00 1.00 0.00
OperationsSupervisor-IUOE 1.00 1.00 1.00 0.00
SeniorTrafficSignalTechnicn 1.00 1.00 1.00 0.00
TrafficSignalTechnician 2.00 2.00 2.00 0.00
Total 30.00 29.00 29.00 0.00
BudgetOverview
The2023budgetmaintainscurrentlevelsofservicewithnonewprograms.
Public Works |259
Trends,Challenges,andOpportunities
• Transportation’sexpensebudgetwilllikelyneedtoincreaseinthefutureasmaterialsand
servicecostscontinuetorisewithinflation,economicandpopulationgrowth.
• TheTransportationMasterPlan(TMP)articulateshowmuchworkcanbedonetoimprove
ourstreetsinthenext20yearsandhighlightsfundingshortfalls.Longtermfundingofthe
TMPwillbediscussedwiththeCityCouncilin2023.
• Transportationstaffcontinuetodevelopassetmanagementprogramsformaintainingour
infrastructureandimprovingtheconditionofourtransportationsystem.
• Allprogramareasarecollaboratingtorespondtocommunitymemberrequestsinatimely
mannerwithmoremeaningfulinformation.Weareusingasoftwaresystemthatimproves
theefficiencyofourresponseandallowsustosummarizeandlearnmoreaboutthenature
oftransportation-relatedrequestsfromthecommunity
• WeareincreasingouruseoftheCity’swebsiteandsocialmediaaccountstoshare
informationwiththepublic.Weshareinformationaboutstreetimprovementprojectsas
wellastimelyinformationaboutsnowandiceevents.
• Weworkedwithlanduseplanningstaffontwoimportantprojectsthatintegratelanduse
andtransportation:TheCapitalMallTriangleprojectandtheNeighborhoodCentersproject.
BothprojectsimplementtheComprehensivePlan.
• WecontinuetoupdatetheEngineeringDesignandDevelopmentStandards(EDDS)to
integratenewbestpracticesinstreetdesign.Oneexampleistheadditionofdesign
standardsforprotectedbikelanes.Thesestandardswereaddedin2022.
2022Accomplishments
• Staffweresuccessfulinsecuringatotalof$4.4millioningrantfundsfortransportation
projectsasofJuly2021.
• WebeganscopingoftheMottmanRoadimprovementproject,agrantfundedprojectthat
willimprovemulti-modalaccessalongthatstreet.
• Operationscrewscontinuetocompletecriticalinfrastructuremaintenanceandrepairswhile
beingshort-handedduetostaffingvacancies.
• OperationscrewssupportedtheworkoftheHousingandHomelessnessProgramwith
severaleffortsrelatedtosafetyinthepublicrightofway.
• ConstructionstartedontheStateAvenueandEastBayDrive/PlumStreetsafetyproject.
Thisprojectimprovestheintersectionforallmodesoftravel,butparticularlyaddressesbike
andpedestriansafety.Theprojectwillbecompleteinearly2023.
260 | Public Works
PerformanceMeasures:Transportation
Type
Performance
Measure
Target
2020
Actual
2021
Actual
2022
Actual
2023
Goal
Quality
Measure
SidewalkandBikeLane
(Percentofmajorstreets
havesidewalkonesideand
100% 46% 46% 47% 47%
Quality
Measure
#ofcyclingandpedestrian
collisions
Reduction 69 50 TBD Reduce
Cost
Effectiveness
Measure
PavementConditionRating 75 67 67 68 Increase
2023Objectives
• UpdatetheStreetSafetyPlan.Thisevaluationofcollisionshelpsustoidentify
improvementstoourstreetsandothermeasurestoincreasesafetyforallusers.
• SeekgrantfundsforplannedcapitalprojectsasidentifiedintheTransportationMasterPlan.
• ContinuetheupdateoftheComprehensivePlan,amulti-yearprocessrequiredbystatelaw.
• CompleteamajorupdateofthePavementManagementSystemincludingratingthe
conditionofallourstreetsandupdatingthelistofprioritizedprojects.
• ContinuetoimplementtrafficsignalpriorityfortransitonMartinWayandPacificAvenue.
• Explorepolicyoptionsrelatedtosidewalkrepairandmaintenance.
• CompletetheMartinWayStudy,amulti-jurisdictionallanduseandtransportationstudy.
• CompleteanannualreportontheAmericanswithDisabilitiesAct(ADA)TransitionPlan,
capturingprogressinimplementingtheplanthroughphysicalandprogrammatic
improvementsacrossallCitydepartments.
Public Works |261
Water Resources
Mission
Weprovideourcustomerswithsafe,reliable,andcost-effectiveservices.
Vision
Wearecustomer-focused,innovative,proactive,andenvironmentallyresponsibleinsustaining
andcontinuouslyimprovingourservices.
Description
TheWaterResourcesLineofBusinessincludesOlympia’sWastewaterandStormandSurface
Waterutilities.Throughamanagementstructurefocusedonalong-termholisticviewofwater,
weprovideservicesinacomprehensiveandintegratedway.Protectionofbothenvironmental
andhumanhealthisanimportantoutcomeofourwork.
Keyservicesincludeoperationsandmaintenanceofinfrastructure,long-termplanning,technical
assistance,capitalfacilitydevelopment,habitatrestoration,inspectionsofpublicandprivate
facilities,publicinvolvement,andeducation.Residents,businesses,andinstitutionsprovide
fundingthroughmonthlyorbi-monthlyutilityrates.
Thefollowingsectionsprovidemoredetailonthebudgets,trends,2022accomplishments,
performancemeasurementsand2023objectivesforeachutility.
262 | Public Works
Water Resources: Storm and Surface Water Utility
Description/ServicesProvided
TheStormandSurfaceWaterUtility’smissionistoprovideservicesthatminimizeflooding,
improvewaterqualityandprotectorenhanceaquatichabitat.
Inits30-yearhistory,theutilityhasplayedanimportantroleinhelpingtheCityunderstandand
reduceitsimpactonthelocalenvironmentandadvanceitssustainabilitygoals.Utilityactivities
includeoperationandmaintenanceofpipe,pondandtreatmentfacilityinfrastructure;long-
termplanning,infrastructureanalysis,capitalfacilitydevelopment,andtechnicalassistanceand
restorationactivitiestoprotectandimprovewaterqualityandaquatichabitats.The2018Storm
andSurfaceWaterPlanguidestheactivitiesoftheStormandSurfaceWaterutility.
StaffhasshiftedtoimplementingthenewPlan,withanincreasedfocusonprotectingand
improvingwaterquality,aswellasaquatichabitats.Evaluatingtheconditionofagingpipe
systemsandinvestingcapitalfundsonnecessaryreplacementprojectsisalsounderway.Public
educationandoutreachforlocalenvironmentalconcernscontinuesonadailybasis.Overthe
pastseveralyears,implementationofanaquatichabitatenhancementandprotectionstrategy
hasshiftedsomeresourceswithintheutility.
SignificantProposedBudgetChanges
• StormandSurfaceWaterutilityprogramsandcoreserviceswillremainessentially
unchangedin2023.
• Staffinglevelsremainessentiallythesameas2022.The2023budgetincludesmodest
increasedexpensesrelatedtosalaries,andotherinflationaryandoverheadcosts.
• Depreciationfundingwillcontinuetobeanincreasingneedandchallengefortheutility.
Depreciationfundingisproposedtobeincreasedby$35,568(9percent)in2023.
• Indirectcosts(CityAdministration,PublicWorksAdministration,InformationServices,Utility
Billing,rentandfleet)haveincreased$378,400(27.2percent).
• Streetsweepingwastetransportationanddisposalcostshaveincreased$82,900(225
percent).
Public Works |263
ProgramFundingSummary 2021Actual 2022Actual 2023Budget Change
IntergovernmentalRevenues $1,075,759 $141,512 $49,595 $(91,917)
ChargesforGoodsandServices
6,346,298 6,543,215 7,022,000 478,785
MiscellaneousRevenues (1,198,739) 10,681 12,500 1,819
NetUse/(Gain)ofFundBalance (876,840) (489,706) 254,810 744,516
TotalFunding $6,295,228 $6,205,702 $7,338,905 $1,133,203
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $2,626,113 $2,544,114 $3,064,481 $520,367
Supplies 164,327 191,513 270,909 79,396
Services 395,157 363,583 475,718 112,136
IntergovernmentalPayments 1,753,289 1,499,557 1,589,547 89,990
CapitalOutlay 0 41,911 0 (41,911)
InterfundPayments 1,356,344 1,565,025 1,938,250 373,225
TotalExpenditures $6,295,228 $6,205,702 $7,338,905 $1,133,203
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
DataControlSpecialist-AFSCME 0.38 0.38 0.00 (0.38)
InventoryControlSpecialistII 0.00 0.00 0.50 0.50
LeadWorker-AFSCME 1.00 1.00 1.00 0.00
MaintenanceWorkerI-AFSCME 1.00 1.00 1.00 0.00
MaintenanceWorkerII-AFSCME 4.50 4.50 3.50 (1.00)
OperationsSupervisor-IUOE 0.50 0.50 0.50 0.00
AssociatePlanner 2.00 2.00 2.00 0.00
Engineering&PlanningSupervisor 0.33 0.33 0.33 0.00
GISAnalyst 0.50 0.00 0.00 0.00
GISSpecialist 0.00 0.50 0.50 0.00
LineofBusinessDirector 0.24 0.24 0.50 0.26
MaintenanceWorkerII-AFSCME 2.00 2.00 2.00 0.00
OperationsSupervisorVegetationMgmt.IUOE 1.00 1.00 1.00 0.00
Program&PlanningSupervisor 1.00 1.00 1.00 0.00
ProgramAssistant 0.48 0.48 0.00 (0.48)
AdministrativeSpecialist-AFSCME 0.00 0.00 0.50 0.50
ProgramSpecialist 2.00 2.00 0.00 (2.00)
ProjectEngineerI 0.50 0.50 1.50 1.00
ProjectEngineerII 1.00 1.00 1.00 0.00
SeniorProgramSpecialist 3.00 3.00 5.00 2.00
Total 21.43 21.43 21.83 0.40
264 | Public Works
BudgetOverview
StormandSurfaceWaterutilityprogramsandcoreserviceswillremainessentiallyunchangedin
2023.Staffinglevelsremainessentiallythesameas2022.The2023budgetincludesmodest
increasedexpensesrelatedtosalaries,andotherinflationaryandoverheadcosts.Depreciation
fundingwillcontinuetobeanincreasingneedandchallengefortheutility.Depreciationfunding
isproposedtobeincreasedby$35,568in2023.
Trends,Challenges,andOpportunities
• TheUtilityimplementedanewratestructurein2022forcommercialcustomers.Therate
structureisdesignedtoberevenueneutral.
• WeexpecttheStormandSurfaceWaterutilitytoremainstableandpredictableintheyears
tocome.Itsneedsareandwilllikelystaymodest.
• Depreciationfundingwillcontinuetobeanincreasingneedandchallengefortheutility.
Depreciationfundingisproposedtobe$486,000.Ourfinancialconsultantssuggestthatwe
shouldprovideatleast$1.4millionincashfunding.Withoutanincreaseinfunding,planned
futureworkwillneedtobedeferred.
• Wefacechallengesinmanagingstreamandwetlandhealthduetoincreasingurbanization.
Whileacknowledgingtheseimpacts,streamqualityinOlympiaisrelativelygoodforan
urbanarea.Stormwatermanagementplanningoverthenextfewyearswilldirectfuture
workeffortstobetterprotectwaterqualityinlocalstreams,wetlands,andBuddInlet.
• StateandFederalmandatesthroughthenew2019-24NationalPollutantDischarge
EliminationSystem(NPDES)MunicipalStormwaterPermitforstormandsurfacewater
managementcontinuetoincrease.Additionalfundingwillnotbenecessaryin2023,but
requiredstudies,increasedinspections,andeducationaloutreachmayhavefunding
implicationsinfutureyears.Theutilityalsoregularlytakesonnewandemerging
environmentalissuesfortheCity.Wearelendingnaturalresourcetechnicalassistanceto
variousotherdepartmentsincludingCP&D,Parks,andExecutive.
• Worktoenhancehigh-priorityaquatichabitatsisunderwayandfocusesonbetterland
stewardshipincollaborationwithParks,communitygroups,andprivatecommunity
members.
• RapidurbangrowthinOlympiaispushingdevelopmentintoareaswithchallenging
stormwaterandenvironmentalconstraints.Carefulanalysisandregulationareneededto
minimizeimpacts.
• StateandregionaleffortstoimprovewaterqualityintheSalishSeaandBuddInletare
underwaywiththeStormandSurfaceWaterutilityplayinganimportantrole.
• RecentTotalMaximumDailyLoadwaterqualityimprovementplansfromtheDepartmentof
EcologyandEnvironmentalProtectionAgencymayrequireadditionalwork,monitoring,and
analysistoimprovedegradedconditionsinlocalwaters.
• Pipeandmaintenanceholeconditionratingofthestormwaterpipesystemindicatesthat
manyminorstructuralrepairsareneeded,buttheoverallintegrityofthesystemisgood.
Approximately80percentofthepubliclyownedpipesystemhasbeentelevised.
Public Works |265
• TheUtilityanticipatesexpandingthenumberofsmallPublicWorksprojectstobe
constructedinhouse.In-houseconstructionisfarmorecost-effectivethancontractedwork.
WeanticipatethiswillhelpCIPfundingbutmayhavepotentialbudgetaryimplications
(additionalseasonalstaff)infutureyears.
• TheVegetationandHabitatManagementworksectionwascreatedwithintheUtilityin
2021.TheUtilityisevaluatingplayingagreaterroleinvegetationmanagementthroughout
theCity.Budgetimplicationsareplannedtobekeptneutralfortheutility,butpotentially
fundedthroughinterfundtransfers.
2022Accomplishments
• AchievedallNPDESMunicipalStormwaterPermitrequirements.
• CreationoftheVegetationandHabitatManagementworksectionwithintheUtilityin2021
hasbeensuccessfuladdingthecapabilitytosupportothercityworkgroups.
• TheUtilityhasmaintainedcompliancewiththeMunicipalStormwaterPermit,meetingor
exceedingallmandatedrequirements.
• Implementedthedumpsterbehaviorchangestrategyandplan.
• IncollaborationwiththeUniversityofWashingtonTacoma,completedananalysisof
outreachprograms.
• Continuedimplementationofthehabitatandstewardshipprogram.Planted3,000native
treesandshrubsonCitypropertyincollaborationwithParksStewardship,localschoolsand
othercommunitygroups.
• UpdatedtheDrainageDesignandErosionControlManual(DDECM)tobeequivalenttothe
WesternWashingtonStormwaterManual.
• RespondedtorecordhightidesinlateDecember.
• Developedanddeliveredrobusteducationandpublicoutreachprogramming.
◦ Theprogramwasadaptedtoweb-based/virtualeducationalstructurewith
informationprovidedonplanktonsampling,salmonmigration,marinecreatures
(underwatervideos),purplemartins,bats,andclimateconversationslectures.
◦ Developedsocialmarketingstrategiesandplansforbusinessdumpsterand
restaurantgreasebehaviorchangecampaigns.
266 | Public Works
PerformanceMeasures:Storm&SurfaceWaterUtility
Type
Performance
Measure
Target
2020
Actual
2021
Actual
2022
Actual
2023
Goal
Output
Measure
Percentofprivate
stormwaterfacilitiesin
compliance(2005and
newer)
80% 100% 100% 95% 95%
Output
Measure
Numberofcatchbasins
inspected
3,500 3,500 3,500 3,500 3,500
Output
Measure
Numberofparticipants
attendingeduc./outreach
events
3,500 3,500 3,500 >3500 3,500
Output
Measure
Numberofprivatestorm
systemsinspected
150 140 150 150 150
Output
Measure
Acresofvegetation
managed
150 150 150 300 300
Output
Measure
AcresinHabitat
StewardshipProgram
300 350 350 350 350
Quality
Measure
Tonsofpollutant-laden
sedimentpreventedfrom
reachingsurfacewater
bodies
1,000 1,000 1,000 1,100 1,600
Quality
Measure
Floodproblemsresolvedin
atimelymanner
90%
(minor-1
year;
major-3
years)
100% 95% 95% 95%
2023Objectives
• Completeallscheduledpreventativemaintenance.
• FulfillallNPDESMunicipalStormwaterPermitrequirements
• Implementanewpollutionpreventioninspectionprogram.
• Refineandimplementthehabitatandstewardshipprogramandcontinuecollaboratingwith
Parksandothercommunitygroups.
• Continueplanningworktoimplementthe2018StormandSurfaceWaterPlanstrategies
acrossutilityprograms.
• Developanddeliverrobusteducationandpublicoutreachprogramming.
• Completethestormwatermanagementactionbasinplanningprocess.
• Televiseandconditionrateatleast60,000linearfeetofstormdrainagepipe.
• StartoperationofasecondstreetsweeperusingDepartmentofEcologygrant-funding.
• ApplyforandreceivegrantfundingfromtheDepartmentofEcologyforanadditionalwater
qualityretrofitproject.
Public Works |267
• FullyimplementtheCityworkssoftwareworkorder,inventoryandassetmanagement
systemsinOperations.
268 | Public Works
Water Resources: Wastewater Utility
Description/ServicesProvided
TheWastewaterUtility’smissionistocollectandconveywastewatertotreatmentfacilitiesina
mannerthatprotectsthehealthofboththepublicandourenvironment.
AllwastewatercollectedbytheutilityisconveyeddowntowntoLOTTCleanWaterAlliance’s
(LOTT)BuddInlettreatmentfacility.TheCitycontractswithLOTTforthisservice.Olympia
Wastewaterutilityactivitiesincludeoperationandmaintenanceofpipeandpumping
infrastructure,long-termplanning,infrastructureanalysis,capitalfacilitydevelopment,odor
control,technicalassistanceandon-sitesewagesystem(septicsystem)conversionstopublic
sewer.TheactivitiesoftheWastewaterutilityareguidedbythe2020-2025Wastewater
ManagementPlanwhichwasadoptedbytheCityCouncilinOctober2020.
SignificantProposedBudgetChanges
• Wastewaterutilityprogramsandcoreserviceswillremainessentiallyunchangedin
2023.Staffinglevelsremainessentiallythesameas2022.
• The2023budgetincludesmodestincreasedexpensesrelatedtosalaries,benefits,and
otherinflationaryandoverheadcosts.
• Depreciationfundingisproposedtobeincreasedby$66,717(9percent)in2023.
• Indirectcosts(CityAdministration,PublicWorksAdministration,InformationServices,
UtilityBilling,rentandfleet)haveincreased$413,100(36.7percent).
Public Works |269
ProgramFundingSummary 2021Actual 2022Actual 2023Budget Change
LicensesandPermits $3,133,440 $13,096 $0 $(13,096)
IntergovernmentalRevenues 3,065,763 0 0 0
ChargesforGoodsandServices
20,915,781 22,182,117 24,550,850 2,368,733
MiscellaneousRevenues (9,934,632) (51,124) 28,500 79,624
NetUse/(Gain)ofFundBalance (199,453) (72,762) 87,653 160,415
TotalFunding $21,681,059 $22,071,327 $24,667,003 $2,595,676
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $1,679,575 $1,770,762 $2,110,061 $339,299
Supplies 220,976 202,133 370,580 168,447
Services 382,250 370,081 534,829 164,749
IntergovernmentalPayments 4,334,155 5,230,554 4,425,630 (804,924)
LOTTServices 13,809,759 13,234,253 15,525,510 2,291,257
CapitalOutlay 8,800 4,469 0 (4,469)
InterfundPayments 1,245,545 1,259,076 1,700,393 441,317
TotalExpenditures $21,681,059 $22,071,327 $24,667,003 $2,595,676
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
DataControlSpecilist-AFSCME 0.38 0.38 0.00 0.00
InventoryControlSpecialist 0.25 0.25 0.00 0.00
InventoryControlSpecialistII 0.00 0.00 0.50 0.00
LeadWorker-AFSCME 1.00 1.00 1.00 0.00
MaintenanceTechnician-AFSCME 2.00 2.00 2.00 0.00
MaintenanceWorkerI-AFSCME 1.50 1.50 1.50 0.00
MaintenanceWorkerII-AFSCME 5.50 4.50 4.50 (1.00)
MaintenanceWorkerIII-AFSCME 0.00 1.00 2.00 1.00
OperationsSup-DrkWtr-IUOE 0.50 0.50 0.50 0.00
OperationsSupervisor-IUOE 0.50 0.50 0.50 0.00
RemoteSystemsTechnician 0.75 0.75 0.75 0.00
Engineering&PlanningSupervisor 0.33 0.33 0.50 0.17
GISAnalyst 0.25 0.00 0.00 0.00
GISSpecialist 0.00 0.25 0.25 0.25
LineofBusinessDirector 0.24 0.24 0.50 0.00
270 | Public Works
ProgramAssistant 0.48 0.48 0.00 (0.48)
AdministrativeSpecialist-AFSCME 0.00 0.00 0.50 0.50
ProjectEngineerI 0.50 0.50 0.50 0.00
ProjectEngineerII 1.00 1.00 1.00 0.00
Total 15.180 15.180 16.50 0.44
Public Works |271
BudgetOverview
Wastewaterutilityprogramsandcoreserviceswillremainessentiallyunchangedin2023.
Staffinglevelsremainessentiallythesameas2021.The2023budgetincludesmodestincreased
expensesrelatedtosalaries,benefits,andotherinflationaryandoverheadcosts.Refinancing
bondsdecreaseddebtservicecosts.
Trends,Challenges,andOpportunities
• WeexpecttheWastewaterutilitytoremainstableandpredictableintheyearstocome.Its
needsareandwilllikelystaymodest.
• TheWastewaterUtilitycontinuestoworkonsewersystemcleaningandoperations,
conditionrating,preventivemaintenance,longrangeplanning,andcapitalimprovements—
withfewchangesinthelastseveralyears.
• TheWastewaterutilitywillimplementrefinementsoutlinedinthe2020-2025Wastewater
ManagementPlan.GoalsofthePlansupportvariouscommunitywideeffortsincluding
reconstructionofagingpipesystems,pumpstationretrofits,capacityimprovements,system
extensions,andon-sitesewagesystem(OSS)conversions.
• Conditionratingofsewerpipeandmaintenanceholesiscompleteandhighlightstheneed
fornumerousrepairsandreplacements.32percentoftheutilityinfrastructurewasinstalled
priorto1960.Repairsarebeingcompletedinatimelymannerbeforeacutepipefailures
occur.
• Depreciationfundingwillcontinuetobeanincreasingneedandchallengefortheutility.
Depreciationfundingis$800,000in2022.Ourfinancialconsultantssuggestthatweshould
provide$2.55millionincashfunding.Withoutanincreaseinfunding,plannedfuturework
willneedtobedeferred.
• Inresponsetoneededpiperepairs,theCityismaximizingtheuseofnewtrenchlessrepair
technologiestolineexistingpipeswithoutcostlyexcavationofthestreet.
• Approximately4,150on-sitesewagesystems(OSS)areinusewithintheCitylimitsandUGA.
OSSarebeinglinkedtowaterqualityimpactsinBuddandHendersonInletsandother
sensitiveareasintheCityanditsUrbanGrowthArea(UGA).Importantly,theCity’s
NeighborhoodSewerExtensionProgramprioritizesareasoftheCityknownforwaterquality
problemsandhelpshomeownersconvertfromOSStotheCitysewer.
• Thenumberofsewerspillsandoverflowsassociatedwithcloggedpipescontinuestodecline
duetoincreasedpreventativemaintenancebyCitycrewsandincreasedattentiontothe
Fats,Oils,andGrease(FOG)preventionprogram.
• TheUtilityanticipatesexpandingthenumberofsmallPublicWorksprojectstobe
constructedinhouse.In-houseconstructionisfarmorecost-effectthancontractedwork.
WeanticipatethiswillhelpCIPfundingbutmayhavepotentialbudgetaryimplications
(additionalseasonalstaff)infutureyears.
272 | Public Works
2022Accomplishments
• Throughoutthecoronaviruspublichealthemergency,theutilityhasmaintainedworkflow.
Fieldstaffhavemodifiedtheirschedulesandoperationsinordertomaintain100percent
workcapacity.
• Continuedimplementationofthe2022WastewaterManagementPlan.
• Completedallscheduledpreventativemaintenance.
• Completedyearfiveofthesix-yearresidentialSTEPretrofitproject.
• WastewaterOperationsandEngineeringandPlanningstaffaddressedfloodingintheKen
Lakeneighborhoodincludingconductingsmoketesting.
• Twenty-oneon-sitesewagesystem(OSSconversions).
• ContinuedrefinementusingtheCityWorksassetmanagementsoftware.
• MadesignificantprogressonthefollowingWastewatercapitalprojects:
• CompletedtheMillerandCentralLiftStationupgrade.
◦ CompletedtheWaterStreetLiftStationgeneratorreplacement.
◦ ConstructedanewaccessroadtotheKenLakeliftstationwithaminhouse
constructioncrew.
PerformanceMeasures:WastewaterUtility
Type
Performance
Measure
Target
2020
Actual
2021
Actual
2022
Actual
2023
Goal
Output
Measure
Numberofon-sitesewage
systems(OSS)convertedto
Citysewer
20 59 23 28 20
Quality
Measure
Sewerpipesratedinfairor
bettercondition
90% 94% 94% 95% 95%
Quality
Measure
CityandUrbanGrowthArea
(UGA)residentswithgravity
sewerservice(excludesOSS
andSTEPsystems)
100% 71% 71% 72% 72%
2023Objectives
• ImplementtheupdatedWastewaterManagementPlan.
• Completeallscheduledpreventativemaintenance.
• Completeyearsixofthesix-yearresidentialSTEPretrofitproject.
• Continuetelevisingourpipestoconfirmthatoursystemcontinuestobeingoodshape.
Public Works |273
◦ TofacilitatetheconversionofOSStopublicsewerservice,selectandconstructtwo
neighborhoodsewerextensionprojectsbasedonenvironmentalpriorities.
◦ CompletelyreplacetheOldPortIsewerliftstation.
◦ ContinuetoimplementCityworkssoftwareworkorder,inventoryandassetmanagement
systemsinOperations.
274 | Public Works
Waste ReSources Utility
Mission
Leadandinspireourcommunitytowardawaste-freefuture.Thestrategicroleoftheutilityisto
createopportunitiestoeliminatewaste.
Description/ServicesProvided
WasteReSourcesaccomplishestheirmissionbyprovidingmunicipallyoperatedsolidwaste
collection,disposalanddiversionservicesincludingeducationandoutreachtoresidents,
businessesandvisitors.
TheUtilityhastwomainprograms:theCollectionsProgramandtheWastePreventionand
ReductionPrograms.
SignificantProposedBudgetChanges
TheWasteUtilityprograms,andcoreserviceswillremainlargelyunchangedin2023.The2023
budgetincludesincreasedexpensesrelatedtosalariesandbenefitsduetocost-of-living
adjustmentsandinflation.Otherinflationaryincreasesarerelatedtofuel,materialsandsupply
costs,andrecyclehauling/processingcontractstiedtoConsumerPriceIndex(CPI).Overall,the
Utilityrevenueisnotpacingwithexpensebudgetswhichiswhyrateincreaseswere
recommendedandadoptedbyCityCouncilinthreeofourfoursolidwasteprograms.That
includes:
• 4percentDropBox
• 4percentResidential
• 4percentCommercial
• NoincreaseinOrganics
Additionally,theUtilityrecommendedaddingaRefuseCollectortosupportstaffinglevelneeds
withinouroperationsprogram.Thisrequestisadirectresultofincreasedcollectionin
Commercial,Residential,andDropBoxCollectionprogramsoverthelast10years.Thelasttime
aRefuseCollectorpositionwasaddedhappenedin2010.AccordingtotheThurstonCounty
PlanningCommission,since2010theoverallpopulationofOlympiahasincreasedby21percent.
Otherkeyfactorsforthepositionrequestincludebutarenotlimitedto:
• ResidentialOrganicscustomershaveincreasedby32percentsince2010.
• Throughannexations,infillandgeneralgrowth,residentialcustomershaveincreasedby17
percentpercentsince2010.
• Growthinmulti-familyandmixed-usebuildingshasaddedtodropboxhauls,additional
garbageandcardboarddumpsters,andmulti-familyrecyclecollection.
Public Works |275
Overthelasttenyears,theUtilityhasexperiencedincreasesinmaterialvolumes,increasesin
vehiculartraffic,andanincreaseincustomers
In2010,theUtilityhad18FTE’stocollectwaste,recycling,andorganics.Inordertoadaptto
changingneeds,onecollectorpositionwasmadeintoamuch-neededmaintenanceworker,to
managecartandcontainerdeliveriesandmaintenance.Asecondcollectorwaspermanently
reclassifiedasadispatchcoordinatortomeetthegrowingneedforadispatcher.Todaythe
Utilityhasonly16FTE’stocollectrecycling,organics,andgarbage.Asaresult,theFTE
complimenthasincreasedto17collectors.
276 | Public Works
ProgramFundingSummary 2021Actual 2022Actual 2023Budget Change
IntergovernmentalRevenues $22,312 $32,348 $0 $(32,348)
ChargesforGoodsandServices
13,429,965 14,157,134 14,194,566 37,432
MiscellaneousRevenues 317,234 391,317 491,628 100,311
NetUse/(Gain)ofFundBalance (445,223) (933,137) 688,344 1,621,480
TotalFunding $13,324,287 $13,647,662 $15,374,538 $1,726,876
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $3,054,590 $3,265,632 $3,547,350 $281,718
Supplies 303,706 444,095 474,321 30,226
Services 4,663,132 4,526,541 5,031,177 504,636
IntergovernmentalPayments 2,640,864 2,670,630 2,718,535 47,905
CapitalOutlay 96,367 82,449 80,000 (2,449)
InterfundPayments 2,565,627 2,658,315 3,523,155 864,840
TotalExpenditures $13,324,287 $13,647,662 $15,374,538 $1,726,876
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
AssociateLineofBusinessDirector 1.00 1.00 1.00 0.00
BillingSpecialist 1.00 1.00 1.00 0.00
DispatchServiceCoordinator 0.00 0.00 1.00 1.00
LeadWorker-AFSCME 2.00 2.00 2.00 0.00
MaintenanceWorkerI-AFSCME 2.00 2.00 2.00 0.00
MaintenanceWorkerII-AFSCME 1.00 1.00 1.00 0.00
OperationsSupervisor-IUOE 1.00 1.00 1.00 0.00
ProgramAssistant 1.00 1.00 0.00 -1.00
ProgramAssistant-AFSCME 0.00 0.00 1.00 1.00
RefuseCollector-AFSCME 17.00 17.00 17.00 0.00
SeniorProgramSpecialist 2.00 2.00 2.00 0.00
SeniorPlanner 1.00 1.00 1.00 0.00
Total 29.00 29.00 30.00 1.00
Public Works |277
BudgetOverview
ThetopfourexpenditurecategoriesintheCollectionsProgramare:
• Labor(wages,salariesandbenefits)
• Disposal(pertoncostofdisposing)forgarbage,recyclingandorganicmaterials
• Taxes(Business&OccupationMunicipalUtilityTax,LiabilityInsurance)
• Equipment(maintenance,fuel,replacement)
ThePreventionandReductionProgram’smainexpensesare:
• Salariesandbenefits
Trends,ChallengesandOpportunities
Recyclingmarketscontinuetobeunsettledandattimes,volatile.Theextremelowvalues
experiencedwithChina'simportbanandCovid-19beganrecoveringin2021.Inthelasthalfof
2022marketvaluesdippeddramaticallyagain.Wecontinuetoprocesslesstonswithglass
removedfromcommingled,howeverthefluctuatingmarketvaluesalongwithhighinflation
impactsthecostofrecycling.WiththeWasteReSourcesManagementPlannearingadoptionin
early2023,staffwillbeginworkingontheplannedstrategiesandactions.
ThefollowingtrendsaremajorfocusareasfortheCollectionsProgram:
• Reducingrecyclingcontaminationremainsapriority,ascontaminationimpactsmaterial
qualityandaddstothetotalcostofrecycle.Throughelectronicrouting,Collectionstaff
continuestoidentifyandlogwhenandwherethatcontaminationistakingplace,so
Planningstaffcanprovidenecessaryoutreachtoresolvetheissues.Futureinnovationsmay
includeautomaticcustomernotificationstofurtherexpeditetheoutreachprocess.
• Collectingeveryotherweek,alongwithourpracticeofone-sideroadcollection,stillproves
tobeleadingedgeincollectionefficiencies.Wecollectallthreestreamsofmaterials
(garbage,recycle,andorganics)withthesametruckanddriverinevery-other-week
collection(fourroutes,fourtrucks,andfourdrivers.)However,we’veseenincreasedtraffic
volumesthroughoutOlympia.Duetoheavytraffic,certainareasrequiremoretimeto
navigateforcollection.Throughelectronicrouting,WasteReSourcesiscontinuallychanging
theirroutestoaccommodatepeaktraffictimesinordertocollectwhentrafficislighter.
• Wearecontinuallyworkingwithcustomers,thathaveexistingservicecollectedbytwo-
personroutes,tofindnewplacementfortheircontainersthatcanbeservicedbyone-
personroutes.Thiswill,inherently,drivedowncostofservicebyservicingwithless
collectors.
• Growthinmulti-familyandmixed-usehousinginthedowntownrequiresworkingclosely
withtheCommunityPlanningandDevelopmentDepartmentanddeveloperstodesign
efficientandeffectivewastecollectionareas.
• Growthinthecommercialsectorispushingthecapacitylimitsforthecommercialfront-load
collectiontrucks.
278 | Public Works
• Commercialorganicstonscollectedroseforthefirsttimeintwoyearsduetoandeasingof
thepandemicrestrictions.Weexpecttonnageandcustomerstograduallyincrease.
Businessesareslowlyexpandinghoursandseating.Increasedbuildingwillleadtoan
increaseinfoodrelatedbusinessesandorganicscollection.
• Anaginginventoryofrollcarts(garbage,recycleandorganics)isresultinginincreasedcart
failures.Mostcartsthatbreakareoutofwarrantyandreplacementsneedtobepurchased.
• Growthintheresidentialsectorcontinuestorangeintheonetothreepercentrange,while
commercialisremainingrelativelyflatwhenlookingatthenumberofcontainersserviced.
ThefollowingtrendsaremajorfocusareasforthePreventionandReductionProgram:
• TheWasteReSourcesManagementPlanisexpectedtobeadoptedbythefirstquarterof
2023.Strategiesandactionsincludeexpandingwastepreventionmessaging,translatingand
transcreatingoutreachmaterialstoreachmorecustomers,andafocusonimproving
recyclingcaptureandmulti-familyandmixed-use,toincludefurtherrefinementofthe
engineeringdesignanddevelopmentsstandardsforsolidwaste.
• Recyclingmarketsreboundedin2021andearly2022,butfelldramaticallyagaininlatter
2022andremainunsettled.Theamountofglasscollectedatdrop-offsitesislevelingoffand
isinmoreofamaintenancephase.Thetransload/hauling,andrecycleprocessingcontracts
wererenewedforthreeyearsinearly2022.Recycleprocessingandtransloadingcontracts
aretiedtoCPI,sothecostwillcontinuetoincreaseovertime,andwillneedtobe
monitoredagainstrecyclemarketvalues.
• Stepstofurtherreducecontaminationintherecyclingstreambeganin2019withagrant
awardedbytheDepartmentofEcology(i.e.LocalSolidWasteFinancialAssistance)witha25
percentmatch.TheUtilityexpandedits“lidlift”inspectionprogramtoimprovedata
collection,educatethepublicandimprovetherecyclestream.TheimpactsofCOVID-19in
2020putapauseonusinginternsandsomeofthemoredirectin-personoutreach.
However,informationgainedfromtheoriginalprogramhasresultedinacoordinatedand
effectiveapproachofworkingwithoperationsstafftorecordcontamination,andthen
contactingcustomersdirectly.Thisincludescarttags,in-personorphoneconversations,and
letters.Reducedcontaminationmakesrecyclingmaterialsmoremarketableandsaves
moneyinbothhaulingandprocessingcosts.Contaminationreduction,includingfurther
reducingglassinrecyclewillcontinuetobeanemphasisin2023andbeyond.
• COVID-19hasimpactedthewayinwhichcertaineducationprogramsaredelivered.Staffis
adaptinghowtobringwastereductionandrecyclingeducationtocustomersinasafeand
effectivemanner.Currently,staffworkswithdirectmailandphonetoinformresidentsof
contaminationissuesandtoconductwasteassessments,within-personmeetingsleftto
thosetimeswhenabsolutelynecessary.
• Staffencouragesandhelpspermittedandnon-permittedeventsreducetheirwasteby
recyclingandcompostingmore.Duetotheeasingofpandemicrestrictionsthenumberof
eventsisbackuptoapproximatelyhalfpre-pandemiclevels.Weexpectthenumberand
assistanceneededtocontinuetoincrease.
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• TheCommercialOrganicsprogramcustomerbasehasfluctuatedoverthepastfewyears,
duetochangesinacceptableitemslistandCOVID-19.However,mostbusinessesthat
stoppedorganicscollectionduringthepandemic,anddidnotclose,haverestarted
collection.Staffhasbeenworkingtoincreaseorganicscustomersandvolumeofbusinesses,
whomaynothavealotoffoodwaste,buthavecleanwoodandyardwaste.Printed
materialshavebeenupdatedtoimproveoutreachandeducationandincreasecustomer
base.
2022Accomplishments
• WorkcontinuedontheWasteReSourcesManagementPlanandadraftplanwaspresented
toUACinDecember2022,staffpublishedthepublicdraftandpreparedSEPA.ThePlan
honorspriorcommitmentsandexpandsonopportunitieswithstrategiesandactionsaround
threemainthemes;climateandenvironmentalgoals,diversity,equityandinclusion,and
operationalsafetyandfinancialsustainability.
• SincethebeginningoftheCOVID-19pandemic,staffcontinuestoprovidepaperpacketsfor
the3rdgradeWastePreventionandReductionEducationProgram.Topicsincludethe3R's-
reduce,reuse,recycle,naturalresources,andwormcomposting.Thereareover7003rd
gradestudentsinthe2021-2022schoolyear.
• Asarequirementofthe2020DirtWorksCompostingandGardenDemonstrationSiteLease
Agreement,theUtilityreplacedthemaingazeboroof.
• FollowingtheremovalofglassfromtheCity'srecycleacceptancelistin2020,theamountof
glassfoundincomingledrecyclecontinuestogodown,reducedfrom22percentpre-
change,to7.4percentin2020,and6.8percentin2021and2022.
• Increasedcommercialwasteassessmentstonearpre-pandemicnumbers.
• Collectionstaffisnowrequiredtobetrainedoneachstyleofcollectionvehiclefora
minimumof80hoursbeforebeingsignedoffbytheSupervisortodrivealone.
• Reducedriskofinjuryandimprovedcollectionefficiencybychangingeightcommercial
customers'containersfrommanualmanipulation("pullout")tostationary.
• ImprovedroutingefficiencywithanupdatedGISDataCollectorAppforResidentialand
CommercialPrograms,andcreatedamoreuserfriendlyexperience.
• Developednewtabletinterfacetoincludestreamlineddriverloggingprocedures,improving
customereducationandoutreachfollowingeachloggedincident.
• StaffcontinuestotrackandanalyzetheLidLift/CartTaggingprograminresidentialrecycling
streamstoreducecontamination.
• Throughcontinuedmonitoringandoutreachwithbusinesses,theUtilityhasachievedvery
goodqualityofcommercialorganicandrecyclablematerials,collectedwithminimal
contaminationandnocomplianceissueswithThurstonCountySolidWaste.
• WorkcontinuedonthedesignanddevelopmentofCarpenterRoadpropertyforWaste
ReSources.
• TheUtilitycontinuestoimprovecustomercommunicationusingRecycleCoachWebApp.
Currentlyserving6,200subscribers.
280 | Public Works
PerformanceMeasures:WasteReSourcesUtility
Type
Performance
Measure
Target
2020
Actual
2021
Actual
2022
Actual
2023
Goal
Output
Measure
Residentialsingle-family
recyclingrate.
70% 55% 46% 49% 50%
Efficiency
Measure
Tonsofsolidwastegoingto
landfill(lbs/capita/day)
3.83 3.23 3.10 3.04 3.14
2023Objectives
TheCollectionsProgramwillfocusonthefollowingobjectives:
• Reviewanddevelopancillarychargesforextraservices(i.e.Saturdayservices,emergency
services,latecustomercancellations,etc.)Reviewexistingancillarycharges(i.e.extrabags,
locks/access,latesetouts.)
• Continuetomaximizeourcartinventorybyrefurbishingrepairableusedgarbage,recycle
andorganicscarts,toberedeliveredtocustomers.Thiswillresultincostsavingsonnew
cartordersaswellasreducewaste.
• Reviewdrivertrainingprogramsandidentifyaprogramthatbestsuitsourneedswhile
reducingaccidentsandincreasingcollectionefficiency.
• ContinuetoreviewexistingoperationalprocessesanddevelopStandardOperating
Procedures(SOP's)toidentifywaystoimproveefficiencies.
• ExpandGISDataCollectorAppforResidentialandCommercialroutingpurposes,including
addingCommercialOrganicsroutesandtheabilityfordriverstoenterorganicsinformation
ondedicatediPadsversuspaperforms.
• ContinuedevelopmentofnewroutesinCommercialCollectionandidentifytwo-person
rear-loadcollectionthatcanbechangedtoamoreefficientone-personfront-loadcollection
route.
ThePreventionandReductionProgramwillbefocusingonthefollowingobjectives:
• WearecontinuingworkonupdatingtheWasteReSourcesMasterPlanandpreparefor
Counciladoptioninearly2023followingUACandLUECinFebruary.
• ContinuetodesignforafuturemaintenancefacilityontheCity’sCarpenterRoadProperty.
• BeginprojectscopingtoupdateChapter13.12MunicipalCodetomatchourcurrentwork
programtodate.Lastupdatewasin1988andispastdue.Edits,otherlanguage
considerationsincludebutarenotlimitedto:
– Languageregardingone-sideofroadcollection.
– Considersharedcompactormandatoryuseandevaluateraterequirements.
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– Considerdevelopmentofcommercialrecyclingrates.
• Continuetoprovidesiteplanreviewforprivatedevelopmentwithspecialattentiontoward
theincreasednumberofmulti-familyandmixed-useprojectsinthedowntowncorewith
limitedcollectionvehicleaccess.
• Staffwillcontinuetomonitorrecyclemarketsandassociatedimpactstoinclude;monitoring
ofrecyclingprogramandsourceseparatedglasscollectionatdrop-offsites;maintainopen
communicationwithitsprocessorregardingourrecyclablesandrecyclemarketforces;
educatethepubliconratesandcontaminationreduction;continue“LidLift”carttagging
programandcollectdatainordertoreducecontamination;andcontinuetoworkonissues
withmulti-familyrecyclingcontamination.
• CommercialProgramstaffwillcontinuetocoordinatewithCityofOlympiaFacilities
MaintenancetoexplorenewopportunitiesinrecyclingandcompostingineachCity
department.
• Continuetomonitor/managethesharedcompactorsandgrowcustomerbasebeyondinitial
blocks.
• Continuetoprovideover30wasteassessmentsperyeartobusinesseswithgoalsof
improvedandincreasedrecycleandcompostactivitiesforthebusinesses.
• Continuetoincreasethenumberofcommercialorganicscustomersandvolumeoforganics
collectedbyexpandingbusinesstypesbeyondtraditionalfoodwasteproducers,(i.e.
restaurants,grocerystoresandschools),toincludelandscapers,andhousesofworshipwith
largepropertiestomaintain.
• Increasenumberofbusinesseswehaulcommercialrecyclinginroll-offcontainersor
compactors.
282 | Public Works
Public Health & Safety
IncludedinthisSection
SectionOverview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 284
Housing&Homelessness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 287
Fire . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 299
Police . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 317
Clickonsub-sectionorpagenumberforadirectlink.

Public Health & Safety | 283
Section Overview
Mission
Workingtogethertomakeadifference
Vision
Protectthehealthandsafetyofallcommunitymemberswithcompassion,integrityand
effectiveness
Description
The2023Budgetseekstobetteralignourpublichealthandsafetyfunctionsbybringingour
Police,FireandHousingandHomelessnessbudgetsintoonechapter.Webelievethatthese
functionsformthecoreofourpublichealthandsafetyresponseandarecriticaltomeetingthe
basicneedsforsafety,healthandshelterparticularlyforourmostvulnerablepopulations.We
alsorecognizethattheydonotrepresenttheentirespectrumofpublicsafetyservicesprovided
bytheCity.Departments,programsandfunctionssuchasourMunicipalCourt,PublicWorks,
BuildingInspection,CodeEnforcement,ParkingandevensomeaspectsofParks,Artsand
Recreationcontributetoandarepartofourpublicsafetysystem.Theseservicesmaybeadded
tothissectionasadditionalclarityaroundthefullmeaningofpublicsafetyinourcommunity
emerges.
AstheCityhasengagedintheprocessofreimaginingitspublicsafetysystemthroughtheAd
HocPublicSafetyCommitteeduring2021thePoliceDepartment,FireDepartmentandthe
HousingandHomelessnessServicesProgramhaveemergedastheprimarywayinwhichpublic
safetyisconsideredandaddressedinourcommunity.Italsobecameclearthatthereisa
tremendousamountofoverlapbetweenthesedepartmentsandprogramsandthatimproved
coordinationandcollaborationwillbenecessarytomeetthechangingpublicsafetyneedsofour
community.Theyalsoarethemostimpactedbyourhomelessnesscrisis.
ThePoliceDepartmentprovidesawidevarietyofservicesrangingfrompatroltodetective
services.MorerecentlythePoliceDepartmenthasbeguntoevolveitsmissiontoaddnew
servicesrespondingtopeopleincrisisthroughtheadditionofmentalhealthrespondersand
peercounselors.InitiallytheCitycontractedfortheseservices,however,in2020themajorityof
thecrisisresponseserviceswerebroughtinhouse.The2021budgetproposesexpandingthose
servicestooffernearlyroundtheclockcrisisresponsecoverage.
TheFireDepartmentalsoprovidesawidevarietyofservicesincludingfireprevention,fire
suppressionandmedicalfirstresponderservices.TheFireDepartment’sroleinthecommunity
continuestoevolveandgrowinresponsetotheneedsofcommunitymembers.TheFire
Departmentrecognizestheneedtorespondtothesechangesandisexploringcreatinganew
programthatwouldbeknownasOFDCARES.Thisprogramfocusesonprovidingemergency
roomdiversionandsupportforcommunitymemberswhoareexperiencingmentaland
behavioralhealthissues.
284 | Public Health & Safety
Accesstosafeandaffordablehousingisacriticalcomponentofpublichealthandsafetyandis
theworkofHousingandHomelessnessServicesProgram.Thisprogramworksacross
departmentandprogramboundariestofindimmediatesolutionstocommunityimpactsof
unshelteredhomelessnessandtocreateopportunitiestoexpandaccesstoaffordableand
supportivehousing.
Public Health & Safety | 285
286 | Public Health & Safety
Public Health and Safety
Housing and Homelessness
IncludedinthisSection
DepartmentOverview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 288
OrganizationalChart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 290
HomelessResponseServices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 291
LowIncomeSupportServices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 295
Clickonsub-sectionorpagenumberforadirectlink.
Public Health & Safety | 287
Department Overview
Description
TheHousingandHomelessnessprogramsarelocatedinthreeplaceswithintheCity'sbudget
basedontheirfundingsource.ThereisaGeneralFundsupportedHomelessResponseprogram
aswellasaHomelessResponseprogramsupportedbytheCity'sHomeFund.LowIncome
SupportServicesarefundedbyCommunityDevelopmentBlockGrant(CDBG)fromthe
DepartmentofHousingandUrbanDevelopment(HUD).BelowaretheprimaryHomeFund
revenuesources.TheHomeFundhasalsobeenverysuccessfulinbeingawardedavarietyof
StateandFederalGrants.
HomeFund1/10of1PercentSalesTaxResource
AspermittedbyRCW.82.14.530,in2017,Olympiavotersapprovedameasuretoimposean
additionalsalestaxof0.1percent.TheproceedsarecommittedfortheOlympiaHomeFundto
constructaffordableandsupportivehouseandhousing-relatedpurposes,includingmentaland
behavioralhealth-relatedfacilities,andcostsforoperations,maintenancedelivery,and
evaluationofmentalhealthprogramsandservices,orhousing-relatedservices.In2023,the
salestaxisprojectedtogenerate$3.1million;65percentofHomeFunddollarsarededicatedto
constructionofaffordablehousingandshelter(HomeFundCapitalFund).Theremaining35
percentsupportsoperationsofhomelessandhousingprograms(HomeFundOperatingFund).
MunicipalUtilityTax
Startingin2019,theOlympiaCityCouncilimposedanadditionalutilitytaxontheCity’s
municipalutilities;DrinkingWater,Wastewater,Storm&SurfaceWater,andWasteResources.
For2023,thistaxisprojectedtogenerate$302,500.
HomeFundSalesTax–HouseBill1406
In2019,theWashingtonStateLegislaturepassedHouseBill1406;asalestaxrevenuesharing
programallowingcitiesandcountiestoaccessaportionofStatesalestaxtomakelocal
investmentsinaffordablehouse.NonewtaxesarebeingassessedonWashingtonresidents.For
Olympia,thenewtaxwasexpectedtogenerateapproximately$330,000peryearoverthenext
20years.
288 | Public Health & Safety
ProgramFundingSummary 2021Actual 2022Actual 2023Budget Change
Taxes $1,647,664 $1,663,428 $1,661,991 $-1,437
IntergovernmentalRevenues 1,704,671 3,184,198 2,859,684 (324,514)
MiscellaneousRevenues 149,765 228,562 300,000 71,438
GeneralFundContribution 713,087 (708,120) 823,056 1,531,176
TotalFunding $4,215,186 $4,368,067 $5,644,731 $1,276,664
DepartmentRecap 2021Budget 2022Budget 2023Budget Change
HomelessResponse $2,964,104 $3,459,609 $4,682,786 $1,223,178
CDBGProgram 1,251,082 908,459 961,945 53,486
TotalExpenditures $4,215,186 $4,368,067 $5,644,731 $1,276,664
RecapofExpenditures 2021Budget 2022Budget 2023Budget Change
PersonnelServices $1,018,834 $860,593 $1,331,497 $470,904
Supplies 33,892 13,162 13,791 629
Services 3,071,042 3,103,354 4,258,403 1,155,049
IntergovernmentalPayments 63,562 0 0 0
InterfundPayments 27,857 390,959 41,040 (349,919)
TotalExpenditures $4,215,186 $4,368,067 $5,644,731 $1,276,664
Public Health & Safety | 289
Organizational Chart - Housing & Homelessness
Housing & Homelessness
HomelessResponseServices
LowIncomeSupportServices
290 | Public Health & Safety
Homeless Response Services
Description/ServicesProvided
HomelessResponsecomprisesstaffwhoworkinthecommunityonimmediatehomeless
responseeffortsandoverseethecity’simplementationoftheOneCommunityPlan:Healthy,
Safe&Housed.ProgramareasincludetheScatteredSiteTeam,FaithPartnerships,managing
city-hostedemergencyshelters,theDepartmentofCommerce’srights-of-wayproject,Tiny
HomeVillagesandthecity’sparticipationinthenationalPointinTimeHomelessCensus.
Homelessresponsestaffalsoreceiveandrespondtomultiplecommunityconcernseachday
relatedtounshelteredhomelessnessandmakecontactwithpeoplewhoarehomeless
downtown,inneighborhoodsandinencampments.Theyhelpcoordinateothercity
departmentsandworktosupportandgrowthesuccessofnonprofitandfaithbasedsocial
servicesandworkwithpoliceandotherstoensuresafetyandcompliancewithlaws.
TheHomelessResponseCoordinatorleadsthisworkandisthecity’sprimarycontacton
homelessservicesthatarecoordinatedthroughThurstonCounty’sHomelessCrisisResponse
Plan.
SignificantProposedBudgetChanges
• InJune2022,OlympiaCityCouncilapprovedanInterlocalAgreementwiththe
WashingtonStateDepartmentofCommercetoestablishatinyhomevillageonthe
Franz-AndersonsitepurchasedjointlywiththeThurstonCountyinearly2022.
Commerceispayingforsitedevelopment,right-of-wayimprovements,alongwiththree
yearsofsiteoperationsandadministrativecoststotaling$6.2million.
• InJuly2022,OlympiaCityCouncilapprovedanInterlocalAgreementwiththe
WashingtonStateDepartmentofTransportationtoaddressstate-ownedrights-of-way
encampmentsalongI-5.Theagreementcoverscostsassociatedwithcleans,homeless
responseteamoutreach,andsuppliestotaling$340,000untilDecember2023.
• InSeptember2022,thedowntownMitigationSitewasrelocatedtothenewlycreated
QuinceStreetVillage–anew,significantlyimprovedtinyhomevillagemanagedby
CatholicCommunityServicesunderacontractwiththeCity.QuinceStreetVillage
expandsservicesandcapacitysupportingupto100residents.Theyearlyoperatingcost
at$1.2millionwillbecoveredbyonetimeARPAfundingfromtheCityandtheCounty
alongwithHomeFundoperatingfunds.
• TheScatteredSiteprogram,whichincludedportabletoiletsandgarbagecostsatseveral
encampmentsthroughoutthecity,hadbeenfundedbyThurstonCounty’sCOVID
responsefunding.Thatgranthasbeenexpendedandthosecostsarenowthe
responsibilityofthecityandaverage$20,000permonth.
Public Health & Safety | 291
• TheHomelessResponseteamconsistsoffourteammembers:HomelessResponse
Coordinator,HomelessResponseSpecialist,andtwoHomelessResponseOutreach
members.TheCoordinatoriscurrentlyfundedwithCDBGCVfundswhichwillbe
expendedbytheendof2022andthenfundedbythegeneralfund.TheSpecialistisa
permanent,generalfundedpositionaswell.ThetwoOutreachpositionsareproject
positionsfundedthroughtheagreementwithDepartmentofCommerce.
•
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $327,663 $461,278 $963,986 $502,708
Supplies 17,443 11,072 12,391 1,319
Services 2,531,635 2,598,573 3,669,803 1,071,230
Intergovernmental 63,562 0 0 0
InterfundPaymentsforServices 23,801 388,686 36,606 (352,080)
TotalExpenditures $2,964,104 $3,459,609 $4,682,786 $1,223,178
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
HomeFundProgramManager 0.00 1.00 1.00 0.00
HomelessResponseCoordinator 1.00 1.00 1.00 0.00
DirectorofHousingand
HomelessnessPrograms
0.00 0.00 1.00 1.00
ProgramAide 0.00 1.00 0.00 -1.00
ProgramAide-Project 0.00 1.00 2.00 1.00
ProgramAssistant 0.00 0.50 0.00 -0.50
ProgramSpecialist 0.00 0.00 2.00 2.00
SeniorProgramSpecialist 0.00 1.00 0.00 -1.00
Total 1.00 5.50 7.00 1.50
BudgetOverview
InJanuary2019,OlympiaCityCouncilapprovedtheauthorityfortheHomelessResponsetouse
aninterfundloannottoexceed$1,485,000toaugmentprogramfunding.Theauthority
extendedforthreeyears,through2021.Someofthecontractsforhomelessresponsestaff,
MitigationoperationsandotherinvestmentswillbecoveredwithGeneralFundin2023.
Startingin2019,theOlympiaCityCouncilimposedanadditionalMunicipalUtilityTaxonthe
City’smunicipalutilities;DrinkingWater,Wastewater,Storm&SurfaceWater,andWaste
Resources.For2023thetaxisprojectedtogenerate$302,500.
HomeFundLevysalestaxrevenueisalsousedforHomelessResponseeffortsincluding
operationsofPlumStreetVillageandQuinceStreetVillage.
292 | Public Health & Safety
Trends,ChallengesandOpportunities
• Fundingforfuturehomelessresponseeffortsareuncertain.Thelargestrevenuesourcefor
theseactivitiesforthelastthreeyearshasbeenanInterfundLoanapprovedbycouncilin
2018.Thatresourceisnowexhausted.TheCityisnowrelyingontheHomeFundtosupport
ongoinghomelessresponseefforts.However,the30percentset-asideallowedbythe
fundingordinancedoesnotcoverthefullneedandwillberemittedtotheCountyinthree
yearstosupportafullyintegratedcounty-wideHomeFund.
• TheHomelessResponseoutreachstaffaretemporaryprojectemployees.Thelackof
permanencyisacauseofconcernforthecurrentstaff.TheARPAfundingforthepositions
wasexhaustedin2022andthetwopositionsarecurrentlybeingfundedbytheright-of-way
contractwiththeDepartmentofCommerce.Permanentgeneralfundingwillberequested
forthesepositionsin2024.
• Thenumberofindividualscampingincarsandinunsanctionedencampmentshascontinued
togrowrapidlyinthelastthreeyearsandrequiresaregionalresponseandregional
resourcestoaddressRVcampingandliveaboardsthroughouttheCity.
• Themorehomelessnessincreasesinourcommunity,themorewespendonimmediate
responseeffortslikeencampmentgarbageandsanitation,andresponsetoneighbor
conflicts.Thoseimmediateneedsdrawstafftimeandfundingawayfrominvestmentsin
long-termsolutions(affordableandsupportivehousing,wraparoundservices,planningfor
futuresites,etc.).
2022Accomplishments
• OurHousingandHomelessResponseprogramsuccessfullyrelocatedthedowntown
mitigationsitetoQuinceStreetVillage–anew,significantlyupgraded100-unittinyhome
villagelaunchedinthefallof2022.Thesitewasdrasticallyimprovedincludingimproved
sitelayouttoincreasesecurityandvisibility,addinghygienefacilities,andaddedcase
managementofficesandotherfacilitiestosupport24-hourservices
• TheprogramalsoconductedacompassionateclearingofRVParkingonEnsignRoad,
addressingasignificantpublicsafetyconcernandofferinghousingtothoseresidingthere.
Ofthe75peopleresidingonEnsignRoad,53chosetomovetoQuinceStreetVillage.
• TheCityandneighboringjurisdictionsdevelopedanagreementwiththeStateof
Washingtontodevelopandofferhousingtothoseresidinginstateright-of-wayareas,
particularlyalongI-5.Thisinitiativeisfundingthecreationand3yearsofoperationfornew
shelterhousinginThurstonCounty,alongwithfundingtosupporthomelessoutreach
services.Theseresourcesarefundingacompassionateapproachtotheultimateremovalof
largeencampmentsonstateproperty.
• TheCityandThurstonCountyreachedagreementonthecreationofaCountywideHome
Fundtosupportlowincomeandaffordablehousingacrossourregion.Sinceitsinception,
theCity’sHomeFundhasdedicatedapproximately$10milliontopermanentsupportive
housingandhomelessresponseinOlympia.Olympia’sHomeFundCapitaldollarswillnow
bepooledinaCountywideHomeFundthattogetherwillgenerate$5-7millionannuallyfor
low-incomehousingdevelopment.
Public Health & Safety | 293
• StaffcontinuetoworkcloselywithThurstonCountytoalignCityprogramoutcomeswith
theCounty5-YearPlantoEndHomelessness.
PerformanceMeasures:HomelessResponseServices
Type
Performance
Measure
Target
2020
Actual
2021
Actual
2022
Actual
2023
Goal
Output
Measure
Shelterhouseholdsexiting
tohousing(Plum/
Mitigation)
50% N/A 57%/18% 57%/18% 50%
2023Objectives
• CollaboratewithThurstonCountyandothernonprofitpartnerstoreducesafetyandother
impactsofunshelteredhomelessnessthrougheffortsliketheRightofWayInitiativewith
theDepartmentofCommerce.
• CommunicatewiththepublicandcitystaffaboutourprogressinimplementingtheOne
CommunityPlan,includingthelaunchoftheOneCommunityStrategicPlanthatoutlinesthe
accomplishmentsoftheresponseeffortsofarandfuturegoalsforthecommunity.
• ContractwithWashingtonStateDepartmentofTransportationtosupporttheirinterestto
cleanupandcloseencampmentsalongWheelerRoad.Ensurefairnoticetocampersand
communicationwithcasemanagementpartnerslikeOlyMAP.
• Continuetoworktobuildpermanentsupportivehousingtoserveourmostvulnerable
communitymembers.Thisincludesarequestforproposals(RFP)processforapermanent
supportivehousingprojectonCitypropertyonFranzAndersonRoad,providingfinancial
supportforUnityCommonsPhaseII,andothervitalhousingprojects.
• ContinuetopartnerwiththeStateofWashingtonandregionaljurisdictionstodevelop
shelterandhousingoptionsforthoseresidinginstateright-of-wayareas.Thisincludes
completionofanew50-unittinyhomevillageonFranzAndersonRoad.
• ImplementthefindingsfromtheMulti-FamilyTaxExemptionstudyincludingrezoningneeds
andprogramupdatestomaketheprogrammoreeffectiveandenticingtodevelopers.And
startthePhase2study,examininglow-incomehomeownershipopportunitiestomore
holisticallyaddressthehousingcrisis.
294 | Public Health & Safety
Low Income Support Services: Community Development
Block Grant
Description/ServicesProvided
Olympia’sCommunityDevelopmentBlockGrantProgram(CDBG)fundssocialservices,
economicdevelopmentandaffordablehousingforeffortsbenefitinglowandmoderate-income
householdsinOlympia.HistoricallyCDBGhasfocusedprimarilyondowntownOlympiabecause
itisthelowestincomecensusareaintheCityaccordingtotheAmericanCommunitySurvey
(Tract101,Block1).TheCDBGprogramisalsofocusingonaffordablehousingpreservationand
fundingacriticalhomerepairprogramtoofferhealthandsafetyrepairgrantstolow-income
residents.
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $691,171 $399,315 $367,511 $(31,804)
Supplies 16,449 2,090 1,400 (690)
Services 539,407 504,781 588,600 83,819
InterfundPayments 4,056 2,273 4,434 2,161
TotalExpenditures $1,251,083 $908,459 $961,945 $53,486
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
ProgramSpecialist 0.00 1.50 1.50 0.00
Total 0.00 1.50 1.50 0.00
BudgetOverview
• OlympiareceivesadirectCDBGentitlementfromtheU.S.DepartmentofHousingand
UrbanDevelopment(HUD)thatCouncilhasgenerallydedicatedtoaffordablehousingand
economicdevelopment.
• In2020and2021HUDprovidedadditionalCOVIDrelieffundstoOlympia,asof202396
percentofthisfundinghasbeenexpended.
• TheCDBGprogramhasalsoreceivedadditionalCOVIDrelieffundsfromtheDepartmentof
Commerce(CV-2).
• TheCDBGprogramwillhavereducedstaffingforthePY2023startinginSeptember2023.
Thebudgetwillreflect1.0FTEinthe2024calendaryear.
Trends,ChallengesandOpportunities
• TheCityhasachallengethisprogramyearwithHUDtimelinessandspenddownof
entitlementfunds.TheCityhasapproximately$500,000ofentitlementfundsthatare
requiredtobespentdownbyJuly3,2023inordertoremaincompliantwithtimeliness
requirements.
• CityCDBGstaffareparticipatinginmultiplelivetrainingcoursestoensurecompliancewith
federalregulations.
Public Health & Safety | 295
• TheCityeffectivelyspentdownnearlyitsentireCDBG-CVawardandwillbecompliantwith
HUDtimelinessfortheCVaward.
• In2022staffparticipatedinanationalconferenceleadbytheNationalCommunity
DevelopmentAssociation,whichgavetheopportunityforCitystafftoformconnections
withotherentitlementcommunitiesandtoadoptbestpracticesforprogram
implementation.
• TheCityhasclosedoneofthefindingsfoundinthePY2021audit,andoneremainsopen
withtheopportunityforstafftodemonstrateanationalobjectivebeingmetfortheactivity
thatreceivedthefinding.Staffisworkingwiththenonprofittoensurethenationalobjective
ismet.
2022Accomplishments
• TheCityfundedauniqueprojectwithCDBGfunds,thesolarinstallationatQuixoteVillage.
30tinyhomesthathouseformerlyhomelessindividualsinourcommunityreceivedsolar
power,makingmassiveenergyefficiencyimprovementsandreducedutilitycostforthe
nonprofitthatprovidesthepermanentsupportivehousing.
• TheCitydesignedandisintheimplementationprocessoftheheatpumpandenergy
efficiencycampaignwithHabitatForHumanity,whichwillprovideenergyefficientheat
pumpinstallationandweatherizationimprovementsthatarefullysubsidizedforlowincome
familiesinourcommunity.
• CDBGalsocontinuedtofundpartoftheDowntownAmbassadorsprogramwhichprovides
supporttobusinessesandconductsstreetoutreachandhospitalityservicestopeople
downtown.Thatprogramalsosupportsdowntownbusinessownersandsupportsvisitorsin
theDowntowncore.
• ProvidedcriticalmoniestoRebuildingTogetherThurstonCounty,thesub-recipientthat
providescriticalhomerepairtolowincomehomeownersinOlympia.WiththeCity’sCDBG
funding,RebuildingTogetherwasabletodoubletheamountofpropertiestheyprovide
rehabilitationservicesto.
• SecuredaCommerceCDBGgrantthatwillprovidemoniestomaintaintheHomeless
ResponseCoordinatorandtheHomelessResponseProgramAidefor2022,aswellastwo
newpublicserviceactivitiestosupportservicesforhomelessadultsinOlympia.
PerformanceMeasures:LowIncome
Type
Performance
Measure
Target
2020
Actual
2021
Actual
2022
Actual
2023
Goal
Output
Measure
UnitsRehabilitated N/A 0 0 65 20
2023Objectives
296 | Public Health & Safety
• TransitiontheCDBGprogramawayfromCoronavirusresponsebacktoaffordablehousing
productiontoensureitisbackontrackwiththeCity'sFiveYearConsolidatedPlanrequired
byHUD.
• Investinginaffordablehousingpreservationtosupportlow-incomeresidentslivinginsafe
andhealthyhomes.
• ReinstatetheRevolvingLoanFundtoaddressfederaltimelinessspenddownandoffer
incentivestoincreaseaffordablehousingopportunities.
• ContinuetosupporthomelessnessresponsebyfundingtheHomelessResponseCoordinator
andDowntownAmbassadorspositions.
Public Health & Safety | 297
298 | Public Health & Safety
Public Health and Safety
Fire
IncludedinthisSection
DepartmentOverview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 300
OrganizationalChart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 303
Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 304
Fleet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 307
FirePrevention . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 310
Operations/Training/EmergencyManagement . . . . . . . . . . . . . . . . . . . . . 313
Clickonsub-sectionorpagenumberforadirectlink.
Public Health & Safety | 299
Department Overview
Mission
Respondrapidly,withhighlytrainedprofessionalstomitigateemergenciesforourcommunity.
Wearededicatedtoreducingriskthroughprevention,fireandmedicaleducationanddisaster
preparedness.
Vision
• Tobegoodstewardsoftheresourcesentrustedtous
• Tocontinuallyinvestinsafetyandlongtermwell-beingofourFirefighters
• Toprovidevitalinformation,educationandtraining
• Toleverageequipmentandtechnologyforincreasedefficiency
• Tocriticallyreviewandimproveourservicedelivery
Description
TheCityofOlympiaearnedaClass2FireProtection(insurance)ratingasevaluatedbythe
WashingtonSurveyandRatingBureau(WSRB).ThissuperiorratingallowsOlympiatojoin
Bellevue,theCityofSpokaneValleyandFederalWayasoneofthebest-protectedcommunities
inthestate.
PlanningandProcessImprovement
TheRegionalFireandEmergencyServicesstudyofficiallybeganattheendof2018andwas
completedinAugust2019.Thestudyincludedseveralareafireagenciesanddeveloped
recommendationsthatincludedconsiderationofformingaRegionalFireAuthority(RFA).The
citiesofTumwaterandOlympiachosetomoveforwardwiththeplanningprocess.Throughthis
process,bothCityCouncilshaveapprovedtheplanandmovedtheissuetogobeforethevoters
oftheproposedOlympia-TumwaterFireAuthorityonApril25,2023.Ifapproved,theAuthority
wouldbelegallyformedonOctober1,2023,andwouldlaunchoperationallyonJanuary1,2024.
EvenaftertheRFAisformed,therewillbeseveralyearsofworktostandupthenew
organizationanddevelopplansanddirectiontoaddressthegrowingneeds.
OlympiaFireDepartment’sStrategicPlanexpiredattheendof2022.TheDepartmentwillawait
theresultofthespecialelectiontodetermineifourDepartmentbecomesanRFAorremainsa
MunicipalFireDepartment.Ineithercase,anewStrategicPlanwillbedevelopedforthe
organization.
ServingaCommunityDuringCrisis
TheOlympiaFireDepartment’s(OFD)missionistoservethepeopleintheirtimeofneed.The
FireDepartmentiscalleduponforassistanceinavarietyofemergencyandnon-emergency
situations.Whensomeone’slifeisindangerduetofireoracutemedicalconcerns,theycallthe
FireDepartment.Such911callsarerespondedtowithcompassionandprofessionalism.
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Evenwhentheemergencyisdeterminednottobelife-threatening,FireDepartmentmembers
continueprovidingcareandreassurancetohelpthecommunitymember.
Alongwithhiringandretainingtalentedanddedicatedmembers,severalotherfactorsare
criticalwhenourmembersrespondtocommunitymembersindistress.Qualitytrainingand
reliableequipmentaretwovitalelementsinasuccessfuloutcomeforallemergencyevents.
QualityTraining
TrainingforFirefightersandFireOfficersiscriticalastheyoperateincomplex,dangerous,
dynamic,andemotionallychargedenvironments.TheMarkNobleRegionalFireTrainingCenter
(MNRFTC)preparesourFirefightersforthehazardsofthejob.Propertrainingmakesthe
differencebetweenlifeanddeathduringemergencyoperations.
OlympiaFireDepartment’sMNRFTCissituatedonaneight-acreparceloflandlocatedinthe
southeastareaoftheCity.Thistrainingfacilityisastate-of-the-arttrainingcomplexthat
featurestechnologicaladvancementsandinnovativedesigntobetteraddresstheneedsofthe
fireservice.Morethan25fireagencieshavebeentrainedoverthelastseveralyearsandwe
anticipatecontinuedgrowth.
ReliableEquipment
TheDepartmentmaintainsandreplacesequipmentasneededtosupportourmissiontoprevent
harmtopeopleandproperty.Forapparatusor“rollingstock,”theDepartmenthasthefollowing
fleetreplacementscheduled:fireenginesare30years,15yearsinfrontline,and15yearsin
reserveandladdertrucksare25years,15yearsfrontline,and10yearsreserve.
Fleetmaintenanceisthekeytoreliabilityandlongevityinourfleet.TheFireDepartment’sFleet
Programhasbecomeamodelforourfireserviceandemergencyresponseneighbors.TheFleet
MaintenanceTeamiscomprisedofoneChiefFireMasterMechanicandfiveMasterMechanics,
alongwithoneInventoryControlSpecialist.Allsixmechanicsarecertifiedinrepairingfire
apparatusandemergencyvehicles.Fireandemergencymedicalresponsevehiclesmustperform
ataveryhighlevelofreliabilitywithcomplexelectricalandmechanicalsystemsworking
together.CertifiedEmergencyVehicleTechnicians(EVTs)aretheonlylevelofmechanicsthat
canprovidethislevelofexpertise.Thisspecializedteamofhighlyskilledmechanicshasgivenus
theabilitytoperformapparatusrepairsforregionalfireservicecustomerswhilecollecting
adequaterevenuetoprovidefull-timemechanics,rentabuildingcapableofworkingonmultiple
fireapparatusessimultaneouslyandgenerateadditionalrevenuetopayforincreasing
Departmentfleetmaintenanceexpenses.
2023Objectives
• AnewRFAwillbedeterminedbyOlympiaandTumwatervotersonApril25,2023’sspecial
election.
• TheprimaryobjectiveoftheOlympiaFireDepartmentistocontinueexemplaryemergency
servicedelivery,reduceriskanddevelopsystemefficiencies.
• Inpartnershipwiththecommunity,theOlympiaFireDepartmentwillcontinuetoadopt
codechangesthatreducecommunityriskandpromotesaferbuildings.
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• DevelopandimplementBasicLifeSupport(BLS)AmbulanceTransportandFDCARES(Fire
Department'sCommunityAssistance,Referrals,andEducationServices)Programsto
increaseservicesandcapabilities.
ProgramFundingSummary 2021Actual 2022Actual 2023Budget Change
LicensesandPermits $104,974 $135,740 $125,000 $-10,740
IntergovernmentalRevenues 32,528 30,603 33,463 2,860
ChargesforGoodsandServices 4,763,494 5,085,538 4,603,392 (482,146)
MiscellaneousRevenues 389,241 330,304 193,830 (136,474)
GeneralFundContribution 13,643,159 15,033,308 15,155,149 121,841
TotalFunding $18,933,395 $20,615,494 $20,110,834 $(504,660)
DepartmentRecap 2021Actual 2022Actual 2023Budget Change
Administration $985,791 $873,905 $956,026 $82,121
Fleet 1,474,886 1,574,135 1,804,759 230,624
Operations 15,558,357 15,513,569 16,325,990 812,420
FirePrevention 914,360 767,595 1,024,059 256,464
TotalExpenditures $18,933,395 $18,729,205 $20,110,834 $1,381,629
RecapofExpenditures 2021Actual 2022Actual 2023Budget Change
PersonnelServices $16,666,618 $16,105,019 $17,541,550 $1,436,531
Supplies 879,340 1,017,035 804,075 (212,960)
Services 767,092 862,447 743,875 (118,572)
CapitalOutlay 18,268 40,194 79,311 39,117
IntergovernmentalPayments 12,547 4,561 9,400 4,839
InterfundPayments 589,530 699,950 932,623 232,673
TotalExpenditures $18,933,395 $18,729,205 $20,110,834 $1,381,629
302 | Public Health & Safety
Organizational Chart - Fire
Fire Chief
Administration Operations
AdministrativeSupport FireOperations
Finance EmergencyMedicalServices
Records Training
Facilities EmergencyManagement
Fleet
FirePrevention
InternalRepair&Maintenance NewConstruction
Fire&EmergencyMedicalServices
Customers
BusinessInspections
FireInvestigation
PublicEducation
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Administration
TheAdministrationProgramoftheOlympiaFireDepartment(OFD)providesallthe
administrativeandsupportfunctionsfortheDepartment.ThisProgramisresponsibleforthe
coordinationandmanagementofthebudget,projectmanagement,recordsmanagement,
publicrecordsrequests,andbillingservicesforMedicOneandtheMarkNobleRegionalFire
TrainingCenter(MNRFTC).
ThemajorareasofresponsibilitymanagedbytheAdministrationinclude:
• FiscalSystems:ExtendstheCity’sfiscalaccountingandreportingsystemtotheFire
DepartmentandcoordinatesbillingforMedicOne,StateFireProjectionContract,Fire
Fleet,FirePrevention,andtherentaloftheMNRFTC.Revenuesbilledtotalover
$6,000,000.
• BusinessAdministrationSystems:Providespersonnel,records,publicrecordsrequests,
andtechnologymanagementservicestoDepartmentmembers,thecommunity,and
otherCityDepartments.
• FacilitiesSystems:Providesand/orcoordinatesmaintenancetoalltheFireDepartment
buildings,grounds,andsystemstomaintainasafeandhealthyworkingenvironmentfor
membersandthecommunity.
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $625,664 $623,240 $684,986 $61,746
Supplies 37,394 31,124 37,262 6,138
Services 296,223 230,124 190,008 (40,116)
CapitalOutlay 1,099 1,635 1,400 (235)
InterfundPayments 25,411 48,644 42,370 (6,274)
TotalExpenditures $985,791 $934,768 $956,026 $21,258
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
AdministrativeSecretary 2.00 2.00 1.00 -1.00
FireCaptain 0.50 0.00 0.00 0.00
FireChief 1.00 1.00 1.00 0.00
BusinessOperationsSpecialist 0.00 0.50 1.00 0.50
SupervisorIII 1.00 1.00 1.00 0.00
Total 4.50 4.50 4.00 -0.50
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BudgetOverview
The2023budgetreflectsanincreaseinthecostoflaborandbenefits,aswellasincreasesin
utilitychargesandrepairservicesforthefirestationfacilities.AnewlyreclassifiedBusiness
OperationsSpecialistpositionisincludedinthe2023budgetandwillshareworkdutieswiththe
FirePreventionDivision.
Trends,ChallengesandOpportunities
• Expandingrequestsforservicenotonlyimpactsapparatusandmembers,butplaces
additionaldemandsontheFireDepartmentAdministrationsystemsandstructuresthat
supporttheresponse.Requestsforfinancialdataandpublicrecordscontinuetoincreasefor
ourlimitedadministrativestaff,aswellasadditionalrequestsfromDepartment
managementformoredataanalyticsandgeographicinformationsystem(GIS)mapping.
• Maintainingthefirestationfacilitiesisachallengeeveryyearwithoutadedicated
MaintenanceWorkerandlimitedbudgetcapacity(partsandsupplies)forscheduled
maintenance,repairs,andupgrades.TheFireDepartmentcontinuestopartnerwiththe
PublicWorksDepartmentandoutsidecontractorstoprovidefacilitymaintenancetothe
City'sfirestations.
• ThecostofsuppliesandservicesnecessarytosupportthemissionoftheDepartment
continuestoincreaseduetohigherdemandsandinflation.Additionalbudgetarysupport
willberequiredtoaddresstheneeds.
• Findingnewrevenuestreamsischallengingintoday’seconomy.Anynewrevenue-
producingendeavorsmustprovidehigh-qualityservice,enhancedsafety,andsustainability.
TheAdministrativeProgramcontinuestolookforopportunitiestomaximizetheuseof
personnelandpropertyinawaythatgeneratesfundsfortheCity.
2022Accomplishments
• ThemissionoftheDepartmentcouldnotbeachievedwithoutstrongAdministrative
support.WhentheFireOperationsortheFirePreventionProgramcelebratean
accomplishment,theAdministrativeProgramplayedacriticalpartinthataccomplishment.
• TheDepartmentimplementednewESOsoftwareforFire&EMSincidentrecords.Thenew
softwareexpandscapabilitiesindatacollectionandreporting.
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PerformanceMeasures:Administration
Type
Performance
Measure
Target
2020
Actual
2021
Actual
2022Actual 2023Goal
Output
Measure
#ofPublic
Records
Requests
NA 178 208 149 130
Efficiency
Measure
%ofRecords
Requests
Completed
within5days
85% 89% 90% 88% 90%
2023Objectives
• TheAdministrativeProgramintendstocontinuetoprovidethehighlevelofservicethatour
membersandthecommunityexpectfromtheirFireDepartment.
• TheAdministrativeProgramwillcontinuetomanageandsupportthefiscalandpersonnel
needsoftheDepartment.
• IfvotersapprovetheOlympiaTumwaterRFAballotmeasure,thiswouldsignificantlychange
ouradministrativestructure.
306 | Public Health & Safety
Fleet
Description/ServicesProvided
TheOlympiaFireDepartmentFleetProgrammaintainsapparatusandvehiclesforOFD,Thurston
CountyMedicOne,TumwaterFireDepartment,LaceyFireDistrict3,andsixotherThurstonand
MasonCountyFireDistricts.TheFleetProgramexcelsinprovidingmaintenanceandsafe
operationsfortheDepartments'andCounty’semergencyresponseapparatus,equipment,staff
cars,medicunits,andothermajormechanicaloperatingequipment.
• TheFleetProgrammobilizesdayornighttosupportresponseactivitieswheneverthere
isaneed,includinggreateralarmfiresanddisastersituations.Emergentapparatus
repairsforOFDandourregionalfleetmaintenancecustomersareprovided24hoursa
day,sevendaysaweek,and365daysperyear.
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $809,947 $900,405 $1,053,869 $153,464
Supplies 491,922 630,851 483,800 (147,051)
Services 126,746 127,859 147,584 19,725
IntergovernmentalPayments 10,724 5,490 79,311 73,821
CapitalOutlay 4,340 176 5,000 4,824
InterfundPayments 31,206 41,998 35,195 (6,803)
TotalExpenditures $1,474,886 $1,706,778 $1,804,759 $97,981
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
InventoryControlSpecialistII 1.00 1.00 1.00 0.00
MasterMechanic-FireDept 4.00 4.00 5.00 1.00
OperationsSupervisor-Fire 1.00 1.00 1.00 0.00
Total 6.00 6.00 7.00 1.00
BudgetOverview
The2023budgetreflectsanincreaseinthecostoflaborandbenefits,aswellasincreasesinthe
fleetmanagementsoftwarecontractandutilitychargesfortheleasedVehicleRepairFacility
(VRF)building.The2023budgetincludesaMasterMechanicpositionthatisdirectlysupported
bycustomerfeesforservice.
Public Health & Safety | 307
Trends,ChallengesandOpportunities
• CurrentFleetfireagencycustomerscontinuetoexpandtheirprogramstobringadded
servicecapacitytotheircommunities.Theincreasedservicesbringadditionalvehiclesand
equipmenttotheFleetProgramtomaintainwhichincreasestheworkloadfortheFleet
staff.
• Fleetcontinuestoseeadditionalrequestsforservicebyotherfireagencies.Thereappears
tobeasmuchworkavailableastheFleetteamchoosestotakeonandhasthecapacityto
manage.
• Callvolumecontinuestoincreaseacrossallfireagencies.Asaresult,theVRFcontinuesto
seeincreaseddemandforservices.
• TheVRFcontinuestoexperiencesupplychainchallengesforbothpartsandvehicles,which
increasesvehicleout-of-servicetimes.Asaresultoflimitedsupplies,thecostofpartsand
equipmentcontinuestoriseduetoinflation.
2022Accomplishments
• Onenewfireengine,onewatertenderandfourcommandvehicleshavebeenup-fitted
andputintoservicebytheFleetProgramthisyearforourexternalcustomers.
• FleetMechanicscompletedalltrainingassignmentsin2022,andoneMechanicachieved
aClassACommercialDriver'sLicensecertification.
• FleetMechanicscontinuetoshowtheirprofessionalismanddedicationwithcontinued
educationandacquisitionofEmergencyVehicleTechnician(EVT)certifications.All
MechanicshaveattainedatleastalevelonecertificationandmultipleMechanicshave
achievedMasterCertificationintwoormorespecialtyareas,whichistheresultof
passingaminimumoftwenty-oneNationalcertificationtests.
308 | Public Health & Safety
PerformanceMeasures:Fleet
Type
Performance
Measure
Target
2020
Actual
2021
Actual
2022Actual 2023Goal
Output
Measure
Preventative
Maintenance
Services
Completed
280 NA 268 273 300
Output
Measure
Customer
Locationor
Roadside
ServiceCalls
Completed
140 NA 132 137 150
Quality
Measure
Mechanical
Failures
Requiring
AnotherUnit
toRespond
0 NA 1 0 0
2023Objectives
• ToaccommodatetheVRF'sgrowingserviceneeds,ThurstonCountyFireDistrict3is
constructinganadditionalbuildingtoleasetotheDepartment.TheVRFwillrealize
increasedefficienciesinservicefromthisadditionalworkspace.
• Inthenextstrategicplanningprocess,theVRFwillcontinuetorefineanddeveloptheirkey
performanceindicators.
Public Health & Safety | 309
Fire Prevention
Description/ServicesProvided
TheOlympiaFireDepartment’sFirePreventionDivisionsupportstheDepartment’smissionby
leadingcommunityriskreductionthroughprevention,fireeducationandfireinspections.
• TheFirePreventionDivisioncollaborateswithotherCityDepartmentsinconducting
landusedevelopmentplanreview,newconstructionplanreview,firesprinklerandfire
alarmconstructionpermits,specialpermitinspections,fireinvestigationandhazardous
materialscompliance.
• TheFirePreventionDivisionconductsfiresafetytrainingthroughfireextinguisher
trainingandevacuationplanningforspecificoccupancy(assemblies,highrises,etc.).
TheDivisionalsoprovidesfireeducationclassesforprimaryandsecondaryschools
withintheCityofOlympia.
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $853,747 $776,889 $914,197 $137,308
Supplies 3,555 6,218 29,160 22,942
Services 26,664 24,637 33,456 8,819
InterfundPayments 30,394 38,437 47,246 8,809
TotalExpenditures $914,360 $846,182 $1,024,059 $177,877
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
AssistantFireChief 1.00 1.00 1.00 0.00
BusinessOperationsSpecialist 0.00 0.00 0.50 0.50
FireCaptain 1.00 1.00 1.00 0.00
FirePreventionOfficer 3.00 3.00 3.00 0.00
Total 5.00 5.00 5.50 0.50
BudgetOverview
The2023budgetreflectsanincreaseinthecostoflaborandbenefits,butotherwiseholdsthe
lineforotherexpenditures.AnewlyreclassifiedBusinessOperationsSpecialistpositionis
includedinthe2023budget,andwillshareworkdutieswiththeAdministrationDivision.
310 | Public Health & Safety
Trends,Challenges,andOpportunities
• AstheDepartmentawaitstheresultoftheRFA'sspecialelection,thedecisionhasbeen
madetoplaceanInterimFireChief,InterimDeputyChief,andInterimFireMarshal,andto
operatewithoutanAssistantFireMarshal.Thisstaffingmodelhaslimitedtheabilityto
accomplishallFirePreventionDivisionneeds.
• AsCOVID-19becomesarealityinourday-to-daylife,theFirePreventionDivisionhas
improveditsabilitytoprovidefiresafetyeducationtoourcommunity.AstheDepartment
awaitstheresultoftheRFA'sspecialelection,thedecisionhasbeenmadetoplacean
InterimFireChief,InterimDeputyChief,andInterimFireMarshal,andtooperatewithout
anAssistantFireMarshal.ThisstaffingmodelhaslimitedtheabilitytoaccomplishallFire
PreventionDivisionneeds.
• TheCitycontinuestoreceiveahighdemandfornewconstructionpermits,associatedplan
reviews,andfollow-upinspections.ThisworkloadcontinuestochallengetheInterimFire
Marshal,whoisresponsiblefortheseworkfunctionswithouttheassistanceoftheAssistant
FireMarshal.
• TosupportminimumstaffingintheOperationsDivision,FirePreventionPersonnelwere
askedtosplittheirtimebetweenDivisionstoensurestaffingrequirementsweremet.This
reassignmentaffectedtheDivision'sabilitytoaccomplishmorefiresafetyinspections.
2022Accomplishments
• FirePreventioncontinuestosupportOperationsbystaffinganadditionalemergency
responseunitasneeded.
• TheFirePreventionOfficersinspectapproximately2,400commercialpropertiesannually.
Theseeffortsidentifyandmitigatehazardsthatwouldhaveresultedinmultiplefires.
• TheFirePreventionDivisioncontinuestomeetthedemandofrisingfireplanreviews
associatedwithnewconstruction.
• TheInterimFireMarshalsuccessfullyacquiredtheCertifiedBuildingOfficialcredential.The
InterimFireMarshalnowholdsboththeCertifiedFireMarshalandBuildingOfficial
credentialsfromInternationalCodeCouncil.
Public Health & Safety | 311
PerformanceMeasures:FirePrevention
Type
Performance
Measure
Target
2020
Actual
2021
Actual
2022Actual 2023Goal
Output
Measure
#ofBusinesses
Inspectedto
EnsureaFire
Safe
Community
3300
inspections,
500plan
reviews
2,331
inspections,
710plan
reviews
2417
inspections,
709plan
reviews
2400
inspections,
729plan
reviews
3000
inspections,
600plan
reviews
Output
Measure
#ofFire
Preventionand
Safety
Community
Outreach
Events
100 5 9 24 50
Quality
Measure
WSRBFire
Protection
Rating
Class2 Class2 Class2 Class2 Class2
Efficiency
Measure
%ofTotal
AssessedValue
LosttoFire
0% 0% 0.08% 0.02% 0%

2023Objectives
• Continuetoincreasefiresafetyeducationinourpublicschoolsandcommunity.
• ContinuetosupporttheOperationsDivisionbyfurtherdevelopingourESOdigitalpre-
incidentplanningsystem.
• Instituteahazardidentificationsystemtoalertemergencyrespondersofdangerous
buildingsorprocesses.
312 | Public Health & Safety
Operations
Description/ServicesProvided
TheFireDepartment’sMissionistorespondrapidly,withhighlytrainedprofessionalsto
mitigateemergenciesforourcommunity.Wearededicatedtoreducingriskthroughprevention,
fireandmedicaleducation,anddisasterpreparedness.
FireandEmergencyMedicalServices(EMS)Operationsstrivetoprovidethehighestlevelof
protectionandpatientcareforthecommunity.Theemergencyresponseincludesfire
suppression,EMS,hazardousmaterials,andtechnicalrescueservices.
• TheOperationsDivisionisresponsibleforallcommunityinteractionsoftheuniformed
FireDepartmentmemberswiththepublicinbothemergencyandnon-emergency
situations.
• TheTrainingProgramfulfillstheimportantfunctionofensuringourmembersreceive
thetrainingrequiredtoperformtheirdutiessafelyandeffectively.
Public Health & Safety | 313
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $14,377,260 $15,605,569 $14,888,498 $(717,071)
Supplies 346,469 425,245 253,853 (171,392)
Services 317,458 504,203 372,827 (131,376)
IntergovernmentalPayments 7,543 7,532 0 (7,532)
CapitalOutlay 7,108 3,000 3,000 0
InterfundPayments 502,519 582,217 807,812 225,595
TotalExpenditures $15,558,357 $17,127,765 $16,325,990 $(801,776)
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
AssistantFireChief 1.00 1.00 1.00 0.00
BattalionChief 3.00 3.00 3.00 0.00
DeputyFireChief 1.00 1.00 1.00 0.00
FireLieutenant 21.00 21.00 21.00 0.00
Firefighter 37.00 37.00 37.00 0.00
FireCaptain-MedicalServOffr 1.00 1.00 1.00 0.00
FireParamedicLieutenant 3.00 3.00 3.00 0.00
FirefighterParamedic 14.00 15.00 16.00 1.00
SeniorProgramSpecialist 1.00 1.00 1.00 0.00
BattalionChief-DayShift 1.00 1.00 1.00 0.00
BusinessOperationsSpecialist 0.50 0.50 0.50 0.00
FireLieutenant-DayShift 1.00 1.00 1.00 0.00
Total 84.50 85.50 86.50 1.00
BudgetOverview
The2023budgetreflectsanincreaseinthecostoflaborandbenefits,aswellasutilitycharges
andrepairserviceattheMarkNobleRegionalFireTrainingCenter.AnadditionalFirefighter
Paramedicpositionhasbeenaddedfor2023with80percentoftheposition'scostbeing
reimbursedbyThurstonCountyMedicOne.
314 | Public Health & Safety
Trends,Challenges,andOpportunities
• TheOlympiaFireDepartmentcontinuestoexperienceasteeprisein911calls.This
increaseddemandisincreasingourresponsetimesandlimitingourabilitytocomplete
hands-ontraining.
• TheDepartmentcontinuestoexperienceextendedon-scenewaittimesduetodelayedor
unavailableprivateambulancetransportresources.
• TheOlympiaFireDepartmenthasbeendirectlysupportedinthe2023Budgettodevelopa
BasicLifeSupport(BLS)ambulancetransportationprogram.Thisenhancementalsoexpands
ourcurrentFireDepartmentCommunityAssistanceReferralsandEducationServices(FD
CARES)program.
• TheDepartmenthasbeenworkingwithoutaSeniorProgramSpecialistforEmergency
ManagementCoordinatorpositionforoverayear.Thesedutieshavebeentransferredto
theInterimDeputyChief,however,competingDepartmentdemandshavereducedthe
program'sefficacy.
2022Accomplishments
• TheFireDepartmentachievedaUtsteinCPRsaverateof50percentaverageoverthelast5
years.
• TheFDCARESprogramcontinuestoseesuccesswithadocumented78percentdecreasein
911callsbypersonscontactedbytheCareCoordinator.Thisprogramresultsinfewer911
calls,furtherincreasingourDepartment’semergencyresponsecapacity.
• TheFireDepartmentmaintainedtheWSRBClass2FireProtection(insurance)rating;oneof
onlyfivesuchdepartmentsintheState.
• EmergencyManagementcompletedtheComprehensiveEmergencyManagementPlan
(CEMP)updateprocess.
PerformanceMeasures:FireOperations
Type
Performance
Measure
Target
2020
Actual
2021
Actual
2022Actual 2023Goal
Output
Measure
#ofEmergency
Preparedness
community
outreach
events
25 0 5 0 0
Quality
Measure
%ofcardiac
arrestpatients
resuscitated
>65% 65% 50% 50% >65%
Efficiency
Measure
Timetoreach
thesceneofan
emergency,9
outof10times
6:00orless 8:43orless 8:57orless 8:59orless 6:00orless
Public Health & Safety | 315
2023Objectives
• ImplementthenewBLSAmbulanceTransportprogram.Thisprogramwillbringadditional
emergencyresponseunitstothesystemwhileincreasingourabilitytotransportpatientsto
medicalfacilities.
• TheDepartmentwillbehiring,onboarding,andtraining18newFirefighterstofilltheBLS
Transportpositions.Thisisasignificantundertakingthatwilllikelyextendinto2024and
requireassistancefromtheentireDepartment.
• ImplementtheexpandedFDCARESprogram.Thisprogramwillhelptoreducelow
acuitycallsbyconnecting911callerstoothermore
• In2022theTrainingDivisionbegantheinitiativeofachievingnationalstandardsfor
professionaldevelopmentforourresponsepersonnel.Thisinitiativewillcontinueinto
thefuture.
316 | Public Health & Safety
Public Safety
Police
IncludedinthisSection
DepartmentOverview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 318
OrganizationalChart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 321
Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 322
Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 325
CrisisResponseUnit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 328
FamiliarFaces . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 330
Corrections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 332
ProfessionalStandards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 334
Clickonsub-sectionorpagenumberforadirectlink.
Public Health & Safety | 317
Department Overview
Mission
ThemissionoftheOlympiaPoliceDepartmentistoconsistentlyearnthetrustoftheresidents
andvisitorsinourcommunity.Weaccomplishourmissionthroughateamapproachto
proactivepolicing,corrections,communityeducationandsupportservices.
Wearerecognizedascompassionate,respectful,highly-trained,innovativepeoplewhoare
dedicatedtomakingapositivedifferenceintheCityofOlympia.
Vision
Weareaprofessionallawenforcementagencyrespectedandtrustedbyourcommunity.Our
employeesareempoweredandchallengedtosolveproblemsatthelowestlevelinthe
organization.Wehonorandrespecteachotherasvaluedmembersofthedepartment.Weare
constantlylearningthroughprofessionaltrainingandtheopportunitytopursueawiderangeof
uniquespecialtyassignments.Weoperateinamodelofexcellence,andourcommunityshows
prideinoureffortsbyprovidingthesupportandresourcestodeliverthebestpolicingservices
totheCity.
Description
TheOlympiaPoliceDepartment(OPD)iscomprisedoftwolinesofbusiness-Operationsand
Administration.TheOfficeoftheChiefoverseestheentireDepartmentandisresponsiblefor
theDepartment’sProfessionalStandardsprogram.TheOPDhastwodeputychiefs,five
lieutenants,12sergeants,and58commissionedofficers.
TheOPDisdirectedandledbythepolicechiefwhoprovidesstrategicprioritiesandfuturevision
fortheDepartment,ensuringstaffupholdsthevaluesandmissionoftheDepartmentto
consistentlyearnthetrustofthecommunity.ThepolicechiefworkscloselywithotherCity
executivesandtheCityCounciltodevelopcollaborationandsharedgoalsCity-wide.TheOPD
hastwodeputychiefswhoprovidedirectionandleadershipforday-to-dayDepartment
operations.Thechiefanddeputychiefsparticipateinavarietyofcommunityengagementand
outreachevents.
ThedepartmentbeganoperatingwithinterimchiefsfollowingChiefRoberts’retirementin
December2019.In2022thecitymanagerofficiallypromotedRichAllentopolicechief.This
promotioncreatedavacancyatthedeputychiefleveland,thus,providedadditional
advancementopportunitiesthroughouttheranks.Bytheendof2022,thedepartment’s
commandstructurewasestablished.
Currently,OPDhas58commissionedofficersand12sergeants.Officersaredividedintotwo
patrolteamsthatworkoppositedays.Eachteamisgivenonedaypermonthasatrainingday
(seetheTrainingSectionforspecificinformation).Therearesixpatrolsergeants,threeforeach
team,whoprovideleadershipanddirectionforeachshift.Patrolhasfourshifts-days,swings,
lateswings,and,graveyard.Patrol’sprimaryresponsibilityishandlingdispatchedandon-viewed
callsforservice.
318 | Public Health & Safety
Patrolhandled52,127callsforservicein2022withinOlympiacitylimits.
FoursergeantsprovideleadershipanddirectionforspecialtyunitssuchasTraffic,Walking
Patrol,Detectives,andNeighborhoodPolice.Onesergeantoverseesadministrativeduties
relatedtoscheduling,equipmentprocurementandinventory,andonesergeanthandlesthe
operationaldemandsofhiringandtraining.
Therearefivelieutenants.TwoareassignedtotherespectivePatrolteams,oneisassignedto
Detectives,andoneisassignedtoCommunityPolicing.Lieutenantsfunctionasabridge
betweencommandstaffandline-levelemployees.Lieutenantsoftenworkonprojectsoutside
thescopeandtimeboundariesavailabletosergeants.Onelieutenantisassignedtotheofficeof
professionalstandardsandworksclosely,oftendaily,withthenewlyappointedpoliceauditor.
Thislieutenantpositionisadirectreporttothepolicechief.
Additionally,OPDemploys10correctionsofficers,twocorrectionssergeants,andone
correctionslieutenant,aswellas28civilianpositionscoveringRecords,Evidence,IT,support
staff,theCrisisResponseUnit,FamiliarFaces,andvolunteers.
Public Health & Safety | 319
ProgramFundingSummary 2021Actual 2022Actual 2023Budget Change
LicensesandPermits $(11,109) $7,542 $8,000 $458
IntergovernmentalRevenues 392,441 190,327 156,704 (33,623)
ChargesforGoodsandServices 301,699 138,130 86,500 -51,630
MiscellaneousRevenues 52,696 4,350 9,198 4,848
GeneralFundContribution 19,851,602 20,766,189 25,929,292 5,163,103
TotalFunding $20,587,330 $21,106,538 $26,189,694 $5,083,155
DepartmentRecap 2021Actual 2022Actual 2023Budget Change
Administration $3,398,559 $4,125,770 $4,911,074 $785,304
Corrections 2,371,652 2,391,589 3,015,234 623,645
Operations 14,283,590 14,062,657 17,549,699 3,487,042
ProfessionalStandards 533,530 526,522 713,687 187,165
TotalExpenditures $20,587,330 $21,106,538 $26,189,694 $5,083,155
RecapofExpenditures 2021Actual 2022Actual 2023Budget Change
PersonnelServices $17,005,214 $17,249,358 $21,481,281 $4,231,922
Supplies 716,726 785,271 503,129 (282,142)
Services 1,274,853 1,281,237 1,681,251 400,014
IntergovernmentalPayments 78,830 0 0 0
CapitalOutlay 289,774 321,147 483,562 162,415
InterfundPayments 1,221,932 1,469,526 2,040,471 570,945
TotalExpenditures $20,587,330 $21,106,538 $26,189,694 $5,083,155
320 | Public Health & Safety
Organizational Chart - Police
Police Chief
Administration Operations
InformationTechnology Patrol
CrisisResponse&FamiliarFaces InvestigativeServices
BudgetandFinance EvidenceManagement
Policy PublicInformation&Engagement
Records
ProfessionalStandards
Fleet InternalInvestigations
Corrections
ReviewBoard
Jail HiringandTraining
Warrants
Public Health & Safety | 321
Administration
Description/ServicesProvided
TheAdministrativeServicesprovidesdepartmentleadershipincreatingaworkplacethat
promotesproductivity,accountabilityandtransparency.Coreservicesincludecommandstaff,
customerservice,evidencemanagement,firearmtransfers,records,budgetandfinance,policy
coordination,fleetmanagement,andinformationtechnology.
SignificantProposedBudgetChanges
• ThemajorcomponentsoftheAdministrativeServicesbudgetarestaffing,contracts,
operatingsupplies,andtraining.
• In2023,theLERMSITMangerpositionwillbefilledbyanemployeeofoneoftheother
LERMSagencies,sothatreimbursement/revenueofsalaryandbenefitswillstop.Money
previouslyallocatedfortheBudgetandPolicyAnalystpositionisbeingreallocatedtothe
PoliceAdministrativeManagerpositiontocoverthelossofLERMScontributionsandto
provideadequatecompensationforthenewclassification.
322 | Public Health & Safety
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $1,895,371 $2,231,756 $2,668,323 $436,567
Supplies 142,850 92,143 63,260 (28,883)
Services 264,064 471,537 630,502 158,965
IntergovernmentalPayments 0 0 0 0
CapitalOutlay 234,844 302,656 177,802 (124,854)
InterfundPayments 861,430 1,027,679 1,371,187 343,508
TotalExpenditures $3,398,559 $4,125,770 $4,911,074 $785,304
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
AdministrativeSecretary 1.00 1.00 1.00 0.00
DeputyPoliceChief 0.00 1.00 2.00 1.00
PoliceChief 1.00 1.00 1.00 0.00
PoliceLieutenant 0.00 1.00 0.00 -1.00
PoliceSupportAdministrator 1.00 1.00 0.00 -1.00
PoliceAdminManager 0.00 0.00 1.00 1.00
Program&PlanningSupervisor 0.00 1.00 0.00 -1.00
EvidenceCustodian(Teamster) 1.00 1.00 1.00 0.00
PoliceRecordsSupervisor-TMST 0.00 0.00 2.00 2.00
LeadWorker-Teamsters 1.00 1.00 0.00 -1.00
ProgramAssistant-Teamsters 5.00 8.00 6.00 -2.00
ProgramSpecialist-Teamster 0.00 1.00 1.00 0.00
Secretary(Teamster) 0.00 0.00 1.00 1.00
SupervisorIV 1.00 1.00 0.00 -1.00
Total 11.00 18.00 17.00 -1.00
Public Health & Safety | 323
BudgetOverview
• ThemajorcomponentsoftheAdministrativeServicesbudgetarestaffing,contracts,
operatingsupplies,andtraining.
• Salaryincreaseswerenegotiatedinthelaboragreementsfor2023.
Trends,Challenges,andOpportunities
• OPDhasthechallengeofkeepingupwiththecostofchangingtechnologiesandequipment
replacementtomeettheevolvingneedsoftheworkforceandthecommunity.Technology
supportisachallengeasthenumberanduseoftechnologyresourcesincrease;the
departmentispartneringwiththeCity'sInformationServicestoappropriatelymanagethe
implementationoftechnologyservicesinOPD.
• AnincreaseintheintakeofevidenceforcriminalcasesintheCityofOlympiaisresultingin
anincreasedworkload(intake,retrieval,returnanddestruction).
• NewlawsforfirearmsincreasedtheworkloadforRecordsstaff.
• Implementationofpolicyandtrainingassociatedtonewpolicereformlegislationhasbeen
challengingforthePolicyReviewTeamtoexecuteduetoexcelledtimeforimplementation.
• ContinuetoparticipateintheAdHoc.
• EvaluateandimplementsuggestionsmadethroughtheReimaginePublicSafetyprocess.
2022Accomplishments
• Staffcontinuetoteleworkeffectivelyandaretransitingtoamoremodernwork
environment.
• OPDpolicymanualcontinuestobeupdatedtoreflectnewlegislativerequirements.
• Implementingbody-worncamerasandpublicrecordsrequestworkflowrelatedtothe
associatedfootage.
2023Objectives
• Continuetoseekgrantfundingopportunities.
• DevelopDepartment’sstrategicplantoestablishcurrentandfuturegoals.
• Continuegrowingcommunityawarenessofnewprograms.
324 | Public Health & Safety
Operations
Description/ServicesProvided
TheOperationsLineofBusinessstructureconsistsoftheCommunityPolicing,Patrol,Detectives,
HiringandTraining,andspecialtyunitssuchasWalkingPatrol,NeighborhoodProgram,K9,and
theTrafficsection.
SignificantProposedBudgetChanges
• ThemajorcomponentsoftheOperationsbudgetarestaffing,training,operatingsupplies,
andtools.
• Withstaffingincreases,potentialrestaffingoftheMetroUnitandfullystaffingtheDetective
Unit.
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $12,838,173 $12,682,635 $16,013,639 $3,331,005
Supplies 438,000 595,486 300,539 (294,947)
Services 609,085 390,810 638,637 247,827
IntergovernmentalPayments 78,830 0 0 0
InterfundPayments 319,502 393,727 596,884 203,157
TotalExpenditures $14,283,590 $14,062,657 $17,549,699 $3,487,042
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
PoliceCadet 0.50 0.50 0.50 0.00
CommissionedOfficers 74.00 73.00 73.00 0.00
Secretary-Teamsters 2.00 2.00 2.00 0.00
ProgramAssistant-Teamsters 2.00 3.00 3.00 0.00
SeniorPrgrmSplst-Teamsters 1.00 1.00 1.00 0.00
Total 79.50 79.50 79.50 0.00
Public Health & Safety | 325
BudgetOverview
• ThemajorcomponentsoftheOperationsbudgetarestaffing,training,operatingsupplies,
andtools.
• Attrition–largenumberofofficersintrainingprogram.
• Enhancedde-escalationandcontemporarytraining.
Trends,Challenges,andOpportunities
• Varietyofoptionsforthoseexperiencinghomelessness,mentalillness,andaddiction.OPD
workswithavarietyofsocialserviceproviderstoservevulnerableandat-riskpopulations.
• Rapidchangesintechnology,statelaw,andnationalpolicingstandardsareimpacting
servicedeliveryandtoolsusedinpolicing.
• Significantdelayinpoliceacademyenrollmentfornewrecruitofficershiredtoreplace
policeofficervacancies.
• Generationalemploymenttrendsandchangesinpolicinghavesignificantlyreducedthe
numberofpeoplepursuingthepoliceprofession.Thedepartmentcontinuestofind
innovativeandcreativewaystorecruitandhireadiversepoolofapplicants.
• Responseto,andplanningandstaffingfor,unplannedeventsinOlympia,especiallyinthe
downtowncore,impactsregularstaffinglevels,overtimeexpenses,employeewellness,and
theoverallrelationshipwiththecommunity.
• Thenationalpublichealthcrisisrelatedtofentanylusageandoverdoseisplacingsignificant
pressuresonemergencyresponsesystems,toincludepoliceandfire.
• Legislativechangesandexpectationsresultinginrapidupdateswithdepartment
technologies.
• TheDepartmentstruggleswithagingandinadequatefacilitiesincludingthejail;thebuilding
continuestoexperiencephysicaldeficienciesandrequiresregularrepairsimpactingthe
City'sFacilitiesstaff.TheCityjailalsolackssufficientindividualcellsforoffenderswhoneed
tobeseparatedfromthegeneralpopulationtoensuresafetyandpropershort-termcare.
TheCityneedstoaddressthecriticalissueofhowitwillmeetitsobligationtohouse
misdemeanorprisonersincomingyears.
• OfficeofIndependentInvestigation(O.I.I.)–Theadditionofstateresourcestoinvestigate
usesofdeadlyforcebyofficers.
2022Accomplishments
• OfficerKoryPiercereceivedtheDepartment’sOfficeroftheYearandwasnominatedforthe
DepartmentofJusticeNationalOfficeroftheYearAward(therecipienthasnotyetbeen
selected).
• Continuedpolicyupdatesguidedbybestpracticesandstatelaw.
326 | Public Health & Safety
2023Objectives
• Createnewstrategicplanthataddressesourcurrentandfuturegoals.
• Continuegrowingawarenessofnewprograms.
• StrategicprioritiessetthatsupporttheDepartment’smissionandtheCity’sComprehensive
Plan.
• Contemporarytrainingcontinuestobeafocusandincludesde-escalation,crisisresponse
andleadershipskills.
• ContinueimplementingcontemporaryHiring&Recruitingstrategies.
• Integratein-housecrisisresponseresourcesintodeliveryofpoliceservices.
Public Health & Safety | 327
Crisis Response Unit
Description/ServicesProvided
TheCrisisResponseUnit(CRU)isoneofthree"communityresponder"programsinthecountry,
alongsideEugene,OR,andDenver,CO.Olympia'sCRUispaidbythe2017publicsafetylevyand
hasbeenrespondingtocallsforserviceinOlympiasinceApril1,2019.Itismadeupof10civilian
firstrespondersthatreplytocallsforservicewithinCitylimits.Employeesworkinpairs,seven
daysperweek,365daysperyear.
SignificantProposedBudgetChanges
• Noproposedchangesfor2023.
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $461,720 $557,066 $1,297,897 $740,831
Supplies 36,715 34,134 0 (34,134)
Services 16,013 40,098 100,000 59,902
InterfundPaymentsforServices 9,895 16,896 15,086 (1,810)
TotalExpenditures $524,343 $648,194 $1,412,983 $764,789
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
ProgramManager 1.00 1.00 1.00 0.00
CrisisResponseLeadWorker 1.00 2.00 2.00 0.00
CrisisResponseSpecialist 5.00 9.00 9.00 0.00
ProgramAssistant-Teamsters 1.00 1.00 0.00 -1.00
ProgramSpecialist-Teamster 1.00 1.00 1.00 0.00
Total 9.00 14.00 13.00 -1.00
BudgetOverview
ThemajorcomponentsoftheCRUbudgetarestaffing,operatingsupplies,andtraining.CRUhas
hadlevelfundingforthelasttwoyears.
328 | Public Health & Safety
Trends,ChallengesandOpportunities
• ChangesinStatelegislationsurroundingsubstanceuse(BlakeBill)andotherpolice
accountabilityinitiatives(HB1310)willimpacttheworkloadoftheCRUteam.Removing
traditionalfirstrespondersfromcallsforservicethattypicallyrequiredorrequestedalaw
enforcementresponsemaynowbetransitionedovertotheCRUteam.Citypartnersinthe
firedepartmentarealsoseeinganupwardtrendincallsforserviceregardingbehavioral
health,poverty,andsubstanceuse.
• Thenationalpublichealthcrisisrelatedtofentanylusageandoverdoseisplacingsignificant
pressuresonemergencyresponsesystemsincludingcrisisresponse,police,andfire.
2022Accomplishments
• TheCrisisResponseUnit(CRU)teamhasbeenoperatingasanunarmedcivilianalternative
firstresponseinOlympiasinceApril1,2019.
• Four-yearanniversaryofCRUworkinginOlympia,makingitthelongest-lastingcivilian
responderprograminthenation,afterCAHOOTS.
• Nationalandstatewiderecognitionasbeingacommunityrespondermodeltoreplicate.
HighlightedintheMarshalProject,VeraInstituteofJustice,LawEnforcementAction
Partnership,CITInternational,NationalCo-ResponderConference,AccesstoJustice
Conference,WashingtonBehavioralHealthConference,andmanymore.
• SixnewCRUstaffwerehiredin2022increasingstaffstability.
• TheCRUteamhasrespondedtothousandsofcrisescallsduetobehavioralhealth,poverty,
andsubstanceuse.In2022,theCRUteamrespondedto1,699callsforservice,transported
435individualstoservicesorshelter,andmade399referralstocommunityandcity
partners.
2023Objectives
• TheabilityofCitystafftoeasilycommunicateandcoordinatewiththeCRUteamhasledto
bettercoordinationbetweenCP&D,PublicWorks,andOFD,especiallyrespondingtothe
City’shouselesspopulation.
• BySpringof2023,CRUwillhaveincreasedhoursofoperationfrom6:20amto3:00pm,
sevendaysaweek.
• COVIDandthelackofaccesstomentalhealth,medicalcareandsubstanceuseresources
createdanenvironmentwherecommunitymembersincrisisbecamemoreacutelyilldueto
abreakdowninconsistentandin-personcare.TheCRUteamsawanuptickinmoreacutely
mentallyillindividualsthatwereadangertothemselves,others,orgravelydisabled.Using
thisdata,OPDpartneredwithOlympicHealthandRecoveryServicestoembedaDesignated
CrisisResponder(DCR)withinthepolicedepartment40hoursperweek.In2022,theDCR
respondedtoatotalof442engagements(166InvoluntaryTreatmentAssessments(ITA)and
60detentions).
Public Health & Safety | 329
Familiar Faces
Description/ServicesProvided
In2018OPDandCatholicCommunityServices(CCS)ofOlympiacollaboratedonWashington
AssociationofSheriffandPoliceChiefsMentalHealthFieldResponsegrantproposalforthe
FamiliarFaces(FF)program.LaunchinginNovember2018,theFFprogramwasawardedthe
AssociationofCitiesMunicipalExcellenceAwardanddemonstratedsuccessinthelivesof
Olympia’smostvulnerable.TheOPDandCCSexpandedthissuccessfulprogramin2020by
addingfiveadditionalpeernavigators,onementalhealthprofessionalandaprogrammanager
totheteam.ClientsarereferredtoFFprimarilybyOPDofficersandCRUteammembers.
Byengagingasmallernumberofindividualswithintensive,intentional,coordinatedwrap-
aroundcare,OPDandCCShavemadenoticeableimpactsonthelivesofcommunitymembers
andhavehelpedcreateadowntownandcityenvironmentthatissafe,healthyandvibrantfor
allwholive,visitandworkinOlympia.Peernavigatorssharetheirlivedexperiencewith
individualstocreatesupportiverelationshipsbasedontrustandrespectinanefforttoincrease
empowermentandhope,improvepersonalsuccess,provideopportunityforintegrationintothe
community,buildlinkagestoneededcommunityresourcesandbegintoestablishnatural
communitysupport.
SignificantProposedBudgetChanges
• TwooftheOutreachSpecialistsareemployedbytheCity,whiletheothersarefunded
throughagrantpartnershipwithCatholicCommunityServices.
• Noproposedchangesfor2023.
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $92,995 $191,325 $211,185 $19,860
Supplies 1,190 12,127 60,000 47,873
Services 2,016 4,891 40,000 35,109
InterfundPaymentsforServices 833 2,550 6,032 3,482
TotalExpenditures $97,033 $210,893 $317,217 $106,324
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
OutreachSpecialist 2.00 2.00 2.00 0.00
Total 2.00 2.00 2.00 0.00
330 | Public Health & Safety
BudgetOverview
Thisprogramwaspreviouslysupportedbygrantfundsandserviceswerecontracted.The
programisnowmanagedbythecity.
Trends,ChallengesandOpportunities
• ChangesinStateLegislationaroundsubstanceuse(BlakeBill)andtherequirementthat
individualsbeconnectedtoTreatmentNavigatorsmayprovideafuturegrantfunding
opportunityforFamiliarFaces.
• Thelackofhousingandsafetyserviceswillresultinmore“highutilizers”ofemergency
services.
• Thenationalpublichealthcrisisrelatedtofentanylusageandoverdoseisplacingsignificant
pressuresonemergencyresponsesystemsincludingcrisisresponse,police,andfire.
2022Accomplishments
• FamiliarFaceOutreachSpecialistKeithWhitemanwasnamedEmployeeoftheYearforhis
outstandingdedicationandservicetohisclients.FamiliarFacePeerSupportSpecialist
MelissaMcKeereceivedacommendationawardforherdedicationandservicetothe
community.
• FamiliarFaceOutreachSpecialistsKeithandMelissapresentedattheInternationalCo-
ResponderConferenceinNorthCarolinaaboutOlympia’sFamiliarFaceprogram.
• Assistedover75communitymembersobtainstateidentificationcardsandsotheycan
accessvitalservices.
2023Objectives
• WorkingincollaborationwithOPDofficers,FamiliarFacesstaffareabletoaddressspecific
andcomplexneedstotheCityofOlympia’s“highestutilizers”ofemergencyservices,and
provideconcretesupports(housing,employment,primaryhealthcareorlegalservices);
connectionstoinformationorreferralstocommunityresources,andconnectionsto
recoverysupports,activitiesandevents.
• RecruitandonboardanOutreachServiceCoordinator
• Identifyadditionalfundingsourcesthroughavailablegrantsforpossibleprogramexpansion.
Public Health & Safety | 331
Corrections
Description/ServicesProvided
TheCityofOlympiaJail,underthegeneralsupervisionofthedeputychiefofoperationsand
correctionslieutenant,overseeafull-service,28-bedfacility.Thefacilityemployeestwo
sergeants,10correctionsofficers,onesecretaryandoneprogramassistantwhooverseesallthe
municipalcourtwarrants.Correctionsofficersaredirectlyresponsibleforthecare,custody,and
safetyofincarceratedadultoffendersbeingchargedwithamisdemeanorcrime,andthosewith
asentenceuptoayear.Theirdutiesincludebookingandclassification,movementofoffenders
betweenjailandcourts,transportationtoandfromalternateholdingfacilities,supervisionof
laundry,mealpreparation,monitoringvisitations,accountingofoffenderpropertyandfunds,
andtrackingtimeserved.
SignificantProposedBudgetChanges
• ShiftfundshistoricallyallocatedtotheYakimaCountyJailcontracttotheNisquallyJail
contractandaddanadditional5percent.
• ContractualincreaseforLewisCounty5percent.
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $1,877,771 $2,007,419 $2,235,853 $228,434
Supplies 117,386 81,939 94,280 12,341
Services 282,738 237,796 306,941 69,145
IntergovernmentalPayments 0 0 0 0
CapitalOutlay 52,756 16,315 305,760 289,445
InterfundPayments 41,000 48,120 72,400 24,280
TotalExpenditures $2,371,652 $2,391,589 $3,015,234 $623,645
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
CorrectionsLieutenant 1.00 1.00 1.00 0.00
CorrectionsOfficer(Teamster) 10.00 9.00 9.00 0.00
JailSergeant(Teamster) 2.00 3.00 3.00 0.00
ProgramAssistant-Teamsters 1.00 1.00 1.00 0.00
Secretary(Teamster) 1.00 1.00 1.00 0.00
Total 15.00 15.00 15.00 0.00
332 | Public Health & Safety
BudgetOverview
• Noproposedchangesfor2023.
Trends,ChallengesandOpportunities
• TheJailhascontractbedswiththeNisquallyJailandLewisCountyJailsforadditionalbed
spaceforindividualswithsentenceslongerthan30days.
• Enhancementofourcommunity-basedcrisisresponseprogramstomeettheindividual
needsofouruniquecommunity.
• Agingandinadequatefacilities,includingthejail.TheCityJailcontinuestoexperience
physicaldeficienciesandrequiresregularrepair,whichimpactsFacilitiesstaff.TheCityJail
alsolackssufficientindividualcellsforoffenderswhoneedtobeseparatedfromgeneral
populationtoensuresafetyandpropershort-termcare.TheCityneedstoaddressthe
criticalissueofhowitwillmeetitsobligationtohousemisdemeanorprisonersincoming
years.
2022Accomplishments
• ContinuedinvolvementinFamiliarFacesandpartneringwithCitydepartmentstoenhance
communityre-entry.
• PartneredwithCatholicCommunityServices,ArrestandJailAlternativesprogram,toassist
withreentryandotherservicesasneeded.
• JailLieutenantattendedtheNationalConferenceonCorrectionalHealthCare.
• Continuedimplementationofindustrystandardhygienepracticesandreducedpopulation
toensureaCOVID-freefacility.
• OfficerNielsenreceivedCorrectionsOfficeroftheYear.
• ServiceshavebeenreinstatedafterCOVIDrestrictionsfollowingCDCguidelinessuchasA.A.
andChurchservices.
2023Objectives
• WewillcontinuetofocusonstrategicprioritiesthatsupporttheDepartment’smissionand
theCity’scomprehensiveplan.
• Contemporarytrainingcontinuestobeafocusandincludesde-escalation,crisisresponse,
andleadershipskills.
• Integrationofin-housecrisisresponseresourcesintodeliveryofpoliceservices.
• Mentalhealthservicestorespondtotheneedsofthepopulationandenhanceoffenderre-
entryintothecommunity.
Public Health & Safety | 333
Professional Standards
Description/ServicesProvided
TheProfessionalStandardsUnitiscomprisedofoneLieutenantwhoreportsdirectlytotheChief
ofPolice.TheLieutenantistaskedwithinvestigatingcomplaintsofallegedmisconduct,aswell
asmonitoringourmembers'useofforceincidents.TheLieutenantworksdirectlywiththepolice
auditor,whoisemployedbytheCityCouncil.
SignificantProposedBudgetChanges
• Noproposedchangein2023.
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $393,899 $327,549 $563,466 $235,917
Supplies 18,490 15,703 45,050 29,347
Services 118,966 181,095 105,171 (75,924)
CapitalOutlay 2,175 2,175 0 (2,175)
TotalExpenditures $533,530 $526,522 $713,687 $187,165
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
CRIMEANALYST(TEAMSTERS) 1.00 1.00 1.00 0.00
POLICELIEUTENANT 1.00 1.00 2.00 1.00
POLICEOFFICER 6.00 6.00 6.00 0.00
POLICESERGEANT 2.00 2.00 2.00 0.00
PROGRAMASSISTANT-TEAMSTERS 1.00 1.00 1.00 0.00
SECRETARY(TEAMSTER) 1.00 1.00 1.00 0.00
Total 13.00 12.00 13.00 1.00
BudgetOverview
• Levelfundingforthepasttwoyears.
334 | Public Health & Safety
Trends,ChallengesandOpportunities
• Rapidchangesintechnologyandnationalpolicingstandardsareimpactingservicedelivery
andtoolsusedinpolicing.
• TheDepartmentstruggleswithanagingandinadequatetrainingfacilityandfiringrange.
• Generationalemploymenttrendsandchangesinpolicinghavesignificantlyreducedthe
numberofpeoplepursuingthepoliceprofession.Thedepartmentcontinuestofind
innovativeandcreativewaystorecruitadiversepoolofapplicantstohirefrom.
• ResponsetounplannedeventsinOlympia,especiallyinthedowntowncore,impactsregular
staffinglevels,overtimeexpenses,employeewellness,andtheoverallrelationshipwiththe
community.
• Respondingtocommunityconcernsandcomplaintsimpactedbythechangingperceptionof
policingnation-wide.
• Adequatestaffingtofulfillenhancedtransparencyandaccountabilityrequirements.
2022Accomplishments
• Trainingcompleted:
◦ De-escalationandminimizinguseofforce
◦ BestpracticesinK9encounters
◦ Culturalawareness
◦ Environmentalcrimes
◦ Hatecrimestrainingforlawenforcement
◦ Fairandimpartialpolicing
◦ Crowdcontrolmanagement
◦ Exciteddeliriumcare
◦ Patroltacticsandde-escalation
◦ Naloxone(Narcan)administration
2023Objectives
• StrategicprioritiesestablishedtosupporttheDepartment’smissionandtheCity’s
comprehensiveplan.
• Contemporarytrainingcontinuestobeafocusandincludesde-escalation,crisisresponse,
andleadershipskills.
• Trackingelectronicmessagesfromthepublicandourresponsetothosemessages.
Public Health & Safety | 335
• Maintainingastrong,collaborativepartnershipwiththepoliceauditor.
336 | Public Health & Safety
Strategic Communications
CityManager'sOffice

IncludedinthisSection
DepartmentOverview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 338
OrganizationalChart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 340
StrategicCommunications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 341
VisualDesign&Production . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 344
Clickonsub-sectionorpagenumberforadirectlink.

Strategic Communications |337
Department Overview - Strategic Communications
Mission
Workingtogethertomakeadifference
Vision
Avibrant,healthy,beautifulcapitalcity
Description
StrategicCommunicationssupportstheCityCouncil,ExecutiveTeamandCitystaffwith
messagingandcommunicationstrategiesaroundsignificantissuesfacingtheCity.The
departmentoverseescitywideexternalandinternalcommunications,disseminatingtimely
informationaboutcityservicesandprogramstothepublic,businesses,media,employees,and
otherstakeholders.
TheStrategicCommunicationsDirectorservesastheCity’sliaisontocommunityevents,
coordinatesadvisorycommitteerecruitmentandappointments,andadministerstheCity’scable
televisionfranchise..
TheDepartmentprovidesstrategiccommunications,mediarelations,digitalcommunications
andengagementservicesincludingwebsite,socialmedia,andcommunications/marketing
strategies.TheDepartmentalsoincludeVisualDesignandProductionservicesincluding
providingprofessionalwriting,graphicdesign,photography,andvideographyservices.
338 |Strategic Communications
ProgramFundingSummary 2021Actual 2022Actual 2023Budget Change
ChargesforGoodsandServices
$0 $0 $355,265 $355,265
GeneralFundContribution
519,889 1,074,251 835,743 (238,508)
TotalFunding
$519,889 $1,074,251 $1,191,008 $116,757
DepartmentRecap 2021Actual 2022Actual 2023Budget Change
StrategicCommunications
$0 $730,463 $633,499 $-96,965
VisualDesignandProduction
519,889 343,788 557,509 213,721
TotalExpenditures
$519,889 $1,074,251 $1,191,008 $116,757
RecapofExpenditures 2021Actual 2022Actual 2023Budget Change
PersonnelServices
483,929 840,852 938,855 98,003
Supplies
4,124 7,286 0 (7,286)
Services
31,836 220,222 212,230 (7,992)
InterfundPayments
0 5,892 39,923 34,031
TotalExpenditures
$519,889 $1,074,251 $1,191,008 $116,757
Strategic Communications |339
Organizational Chart - Strategic Communications
CityManager
StrategicCommunicationsDirector
StrategicCommunications
VisualDesign&Production
340 |Strategic Communications
Strategic Communications
Description/ServicesProvided
TheStrategicCommunicationsDepartment(StratComm)ischargedwithleadingtheCityof
Olympia’sexternalandinternalcommunications.Thisenablesthecity’sstrategic
communicationsleadershiptobothleadcommunicationstrategyanddelivercontentand
advisoryservicesfortheorganization.
Inthiswork,StrategicCommunicationsfocusesoneightmainareas,withthegoaloftheCity
supportingandmanagingitsownnarrativeatthecenter.
• Narrativebuilding:thisworkentailsactivitiessuchasmakinguseofourvirtualtownhall
modeltodomoreengagingwithandlisteningtothecommunityonimportantissues
andcreatingablog.
• MediaRelations:thisincludesproactivemediahandling,reactivemediahandling,press
relationshipmanagement,contentcreation,andmediamonitoringandanalysis.
• Website:StrategicCommunicationsmanagesandmaintainstheCity’snew,well
receivedCitywebsite.StratCommstaffdevelopandmaintainwebsiteguidelinesand
trainandsupportcontenteditors.
• DigitalEngagement:StrategicCommunicationsmanagesandoperatestheCity’sonline
publicengagementplatform,EngageOlympia.
• CrisisCommunication:StratCommleadscitywidecrisiscommunicationsandretainsa
crisiscommunicationconsultingfirmtoincreasecapacitytorespondandseekadvice
andconsultationduringtimesofcrisisattheCity.
• SocialMedia:StratCommdevelopsandamplifiestheCity’svoiceacrossanumberof
socialmediaplatformsandsupportsidentifiedstaffinselectdepartmentsaround
department-levelsocialmediapresence.
• PublicEngagement:StratCommisaleaderonengagingourcommunityonCitydirection
andpolicy.PublicengagementopportunitieshelptoshapeandsupporttheCity’s
narrativeandtellourstory.
• EmployeeCommunications:StratCommisbuildingandwillmaintaintheCity’snew
employeecommunicationprogramandthecreationandimplementationofaninternal
communicationplanthatalignswithourexternalcommunicationefforts.
SignificantProposedBudgetChanges
• AnenhancementrequesttosupportthecreationofaCitywideWayfindingMasterPlan
• ReclassificationoftheProgramSpecialistpositiontoaWebmaster/DigitalEngagement
Specialist(unsurewherethatclasswilllandintermsofbudget)
Strategic Communications |341
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $0 $554,580 $556,990 $2,410
Supplies 0 1,908 0 (1,908)
Services 0 169,558 54,250 (115,308)
IntergovernmentalPayments 0 0 0 0
InterfundPayments 0 4,417 22,259 17,842
TotalExpenditures $0 $730,463 $633,499 $(96,965)
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
DeputyPublicInformationOfficer 0.00 1.00 1.00 0.00
ProgramSpecialist 0.00 1.00 1.00 0.00
SocialMedia/ContentStrategist 0.00 1.00 1.00 0.00
StrategicCommunicationDirector 0.00 1.00 1.00 0.00
Total 0.00 4.00 4.00 0.00
Trends,ChallengesandOpportunities
• ThecommunicationdemandsofthecityandcitygovernmentofOlympiaarecomplexand
oftenurgent,requiringtheStrategicCommunicationsDepartmenttotakeonthefollowing
challengesandleveragethefollowingopportunities:
– ContinuingtoexpandingandenhancingexternalcommunicationsfortheCity.
– ContinuingtobuildingtheCity’sinternalcommunicationsprogram.
– Developingsocialmediapoliciesandprocedures
– CreatingconsistencyanddirectionfortheCity’spublicengagementpractices.
2022Accomplishments
• EstablishedanAnnualEditorialCalendar.
• LaunchedActuallyOlympia:TheBlog.
• RevisioningandlaunchofnewIntranetsite.
• IncreasednumberofSocialMediaposts,impressionslinkclicksandengagements.
342 |Strategic Communications
PerformanceMeasures:CommunicationServices
Type PerformanceMeasure Target
2020
Actual
2021
Actual
2022
Actual
2023Goal
Quality
Measure
Staffhaveagood
understandingofCity
priority
TBD NA NA NA
Majorityofstaff
agreeorstrongly
agreeoninternal
survey
Quality
Measure
ResidentsfeeltheCity
listenstothefeedback
itreceivesfromthem.
TBD NA NA NA
25percentof
residentsagreeor
stronglyagreeon
communitysurvey
Quality
Measure
ResidentsseetheCity
asopenandtransparent
TBD NA NA NA 40percentof
residentsagreeor
stronglyagreeon
communitysurvey
2023Objectives
• LaunchaCityManagerpodcast
• Formalizebestpracticesandguidelinesforengagement
• LaunchPhase2ofInternetupgrades–creatingstandardizeddepartment-levelpages
Strategic Communications |343
Visual Design & Production
Description/ServicesProvided
TheVisualDesignandProduction(VDP)TeamcollaboratesandcoordinateswithallCity
departmentstodevelop,design,anddelivercommunicationmaterials/collateralthatsupport
Cityinitiatives.Thisteamiscomprisedofthreefull-timeFTEswhoprovideprofessionalwriting,
graphicdesign,photography,andvideographyservices.
TheteamisledbytheVisualDesignandProductionManager/SeniorWriterwhooverseesa
BrandManager/SeniorDesignerandGraphicDesigner.VDPisalsoresponsibleforensuringthe
qualityandprofessionalismoftheCity’scommunicationsandbrandalignment/stewardship
acrossalldepartments.
SignificantProposedBudgetChanges
Therearenosignificantchangestothe2023budget.
ProgramCostSummary 2021Actual 2022Actual 2023Budget Change
PersonnelServices $483,929 $286,272 $381,865 $95,593
Supplies $4,124 $5,377 $0 $(5,377)
Services $31,836 $50,664 $157,980 $107,316
IntergovernmentalPayments $0 $0 $0 $0
InterfundPayments $0 $1,475 $17,664 $16,189
TotalExpenditures $519,889 $343,788 $557,509 $213,721
ProgramStaffing 2021Budget 2022Budget 2023Budget Change
BrandManager/GraphicDesigner 0.00 1.00 0.00 (1.00)
GraphicDesigner 0.00 1.00 1.00 0.00
ProductionMgr&SeniorWriter 0.00 1.00 0.00 (1.00)
ProgramSpecialist 3.00 0.00 0.00 0.00
SeniorDesigner&BrandManager 0.00 0.00 1.00 1.00
VisualDesign&ProductionManager 0.00 0.00 1.00 1.00
Total 3.00 3.00 3.00 0.00
344 |Strategic Communications
BudgetOverview
Inlate2021,theCityManagercreatedtheVisualDesign&ProductionTeamwithintheOfficeof
StrategicInitiatives.Thebudgetincludesthreefull-timeFTEs.TwoofthethreeFTEswere
transferredfromStrategicCommunications.CouncilapprovedanadditionalFTEandfundingfor
on-callcontracts.Theon-callcontractsareincludedinGeneralProfessionalServicesandwillbe
usedforphotography,videography,graphicdesign,andwritingservices.
In2022,theentireVisualDesign&ProductionTeam(threefull-timeFTE’s)weretransferredto
StrategicCommunications.
Trends,ChallengesandOpportunities
• Resourcingadditionalstaffandfundingtofocusexclusivelyondesignandproductionof
communicationmaterialsandcollateralwillenhancetheCity’sabilitytoprovideconsistent,
high-qualitymaterials.
• Accesstoon-callcontractorsallowstheCitytomeetthecommunicationdemandswhile
assessingwhetheritismorecost-efficienttobringadditionalresourcesin-house.
2022Accomplishments
• CompletedhiringoffullVisualDesignandProductionTeam
• Buildingmorerobustcontractualrelationshipswithdiverselocalvideographers
PerformanceMeasures:VisualDesign&Production
Type
Performance
Measure
Target
2019
Actual
2020
Actual
2021
Actual
2023
Goal
PerformanceMeasures
Comingin2023
TBD NA NA NA TBD
2023Objectives
• Reviewandupdatebrandstandards
• Establishanddocumentprocessesandproceduresforin-takingandresourcingwork
Strategic Communications |345
346 |Strategic Communications
Non-Departmental
IncludedinthisSection
GeneralFundSub-Funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 348
SpecialFunds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 351
Clickonsub-sectionorpagenumberaboveforadirectlink.
Non-Departmental | 347
Non-Departmental
General Fund Sub-Funds
TheGovernmentalAccountingStandardsBoard(GASB),Statement54,re-definedwhatfunds
qualifyasSpecialRevenueFunds.ThefundsbelowwerepreviouslyaccountedforasSpecial
RevenueFundsandarenowcategorizedasGeneralFundSub-Funds.Forfinancialreporting
purposes,thesefundsarereportedaspartoftheGeneralFund.TheCitycontinuestoaccount
fortheseactivitiesseparatelyfromtheregularGeneralFundoperations.Forbudgetpurposes,
theseSub-FundsarepresentedseparatelyfromtheregularoperationsoftheGeneralFund.The
WashingtonCenterforthePerformingArtsSub-Fundisappropriatedonanannualbasisandits
appropriationslapseatyearend.TheremainingSub-Fundsareprojectinnatureandtheir
appropriationsdonotlapseatyearend.
2023BUDGET
EXPENSES REVENUE FUNDEQUITY
Use/(Gain)
SpecialAccountsControlFund--SeeBelowforDetail $ 1,468,784 $ 1,314,891 $ 153,893
DevelopmentFeeRevenueFund 8,180,437 8,180,437 0
ParkingFund 1,759,413 1,816,540  (57,127)
PostEmploymentBenefits,LEOFF1Retirees 1,020,000 1,020,000 0
WashingtonCenterforPerformingArts-EndowmentFund 5,000  5,000  0
WashingtonCenterforPerformingArts-OperatingFund 378,606 496,000 (117,394)
MunicipalArtsFund 161,600  60,660  100,940
EquipmentandFacilitiesReplacementFund 3,024,982 3,320,017 (295,035)
PublicWorksEquipmentRentalReplacementFund 5,279,933  2,695,957  2,583,976
TotalGeneralFund-SubFunds $ 15,998,822 $ 16,213,545 $ (214,723)
SpecialAccountsControlFund--Detail
EconomicRecoveryAccount $ 90,960 $ 0 $ 90,960
SharedLeave 0 0 0
PublicEducationandGovernment/AccessTelevision 328,008 335,000 (6,992)
HealthandWellnessProgram 50,000  43,200 6,800
Wellness-IAFF 5,500 8,500 (3,000)
DerelictVessels 15,000  15,000 0
TechnologyPlanImplementationandPCandPINetworkEquipment 825,000 754,352 70,648
BuildingDemolitionandNuisanceAbatement 7,316  0  7,316
TreeAccount 45,000 45,000 0
HistoricPreservation 0  0 0
HousingandCommunityDevelopment 50,000 50,000 0
HUDandRentalRehab 30,000  30,000  0
SeizureandForfeiture 0  0 0
RecreationScholarship 22,000 12,000 10,000
ArtsProgram 0  0 0
AerialMapping 0 21,839 (21,839)
TotalSpecialAccountControlFund $ 1,468,784 $ 1,314,891 $ 153,893
Allactivitieswithfundbalanceareshownaboveregardlessofwhethertheyarebudgeted.
348 | Non-Departmental
SpecialAccountsFund-Sub-Fund
SpecialAccountsControlFundisusedtoaccountforspecialaccountstheCityhasdeemed
necessarytobesegregatedfromotherdepartmentnon-operatingoroperatingfunds.Thefunds
aredescribedinthetableabove.
DevelopmentFeeRevenueFund-Sub-Fund
TheDevelopmentFeeRevenueFundisusedtoaccountforfeescollectedfromvariousbuilding-
typepermits,zoningandsubdivisionfees,inspectionandplancheckfees,fireandsprinkler
permitsandfeestoreviewbuildingplans.FeescollectedintheDevelopmentFeeRevenueFund
alongwithGeneralFundsupportareusedtofundtheCommunityPlanning&Development
Departmentformanagingdevelopmentservices.RCW19.27andOMC4.04,4.36and4.38
DEVELOPMENTRELATEDFEES
YEAR
BUILDING
PERMITS*
FIREPERMITS
DEVELOPMENT
FEES*
ZONING&
SUBDIVISIONS*
Est.2023 3,011,034 125,000 1,157,859 289,232
2022 2,468,312 135,740 1,194,803 238,866
2021 2,349,937 104,974 803,018 196,835
2020 2,384,475 110,340 916,689 180,611
2019 2,625,803 91,229 1,158,976 224,929
2018 2,199,775 112,994 949,721 295,391
2017 2,379,338 138,417 954,172 192,658
2016 2,462,411 147,728 305,000 319,637
2015 2,542,172 127,641 498,214 236,198
2014 689,709 99,315 547,472 207,852
2013 2,556,924 61,572 477,611 196,542
2012 1,913,762 42,871 349,379 146,392
2011 2,663,268 75,479 339,483 275,598
2010 2,571,411 8,828 473,178 192,784
*SeeStatisticalInformation(pg383)formoreinformationrelatingtobuildingpermits.
ParkingFund-Sub-Fund
TheParkingFundisusedtoaccountforfeescollectedfromvariousparkingrevenuesuchas
streetparking,permitsandfines.Parkingfundsareusedfortheoperationsandmanagementof
theCity'sParkingProgram.
PostEmployeeBenefits-LEOFF1RetireeFund-Sub-Fund
ThePostEmployeeBenefitFundisusedtoaccountforfundsusedtopaybenefitsoftheCity
RetireesoftheLawEnforcementOfficers'andFirefighters'RetirementSystemPlan1(LEOFF1)
aswellascostsrelatedtotheactuarialanalysisandadministrationofthefund.
Non-Departmental | 349
WashingtonCenterforthePerformingArtsFunds-Sub-Funds
TheCityhastwofundsestablishedforCity-ownedWashingtonCenterforthePerformingArts
(Center):
1. Anendowmentfundand
2. Anoperatingfund.
TheEndowmentfundaccountsforproceedsfromthesaleofvariousrealestateparcelsowned
bytheCity.Therealestateproceeds,andassociatedinvestmentinterest,areusedfor
maintenance,operations,repairoftheCenter.Theoperatingfundaccountsforfundsfromthe
lodgingtaxfundanddonationsforthepurposeofsupportingtheoperationsandmanagerofthe
Center.
MunicipalArtsFund-Sub-Fund
TheMunicipalArtsFundaccountsforfundsusedforthepurposeofselecting,acquiringand
installingartworksinpublicplaces.TheprogramisfundedbytheCity'sdesignationofone
dollarperpersonandonepercentofmajorCityconstructionprojectsbesetasideforpublicart.
Equipment&FacilitiesReplacementFund-Sub-Fund
TheEquipment&FacilitiesReplacementFundaccountsforfundsreservedforthepurposeof
majorreplacementand/orrepairofcityequipmentandfacilitiesotherthanequipmentand
facilitiesaccountedforinotherfunds.
350 | Non-Departmental
Special Funds - Non-Operating
TheCityhasestablishedseveralSpecialPurposeAccountsandFundswhicharenotincludedin
theoperatingbudget.Appropriationsoftheseaccountsandfundsdonotlapseatyearend,but
continue.
2023BUDGET
SPECIALFUNDS:NON-OPERATING EXPENSES REVENUE
FUNDEQUITY
Use/(Gain)
HUDFunds $460,197 $695,684 $(235,487)
LodgingTaxFund $496,653 $1,040,000 $(543,347)
ParkingBusinessImprovementAreaFund $150,065 $97,700 $52,365
FarmersMarketRepair&ReplacementFund $0 $0 $0
HandsonChildrensMuseumFund $943,808 $720,000 $223,808
TransportationBenefitDistrict $2,001,985 $1,940,359 $61,626
OlympiaMetropolitanParksDistrict $5,296,573 $5,383,916 $(87,343)
HomeFund $4,009,070 $4,125,991 $(116,921)
CulturalAccessFund $2,997,325 $2,945,000 $52,325
FireEquipmentReserveFund $148,469 $200,000 $(51,531)
CapitalReplacementEquipmentRental $5,279,933 $2,695,957 $2,583,976
UnemploymentCompensationFund $85,054 $112,500 $(27,446)
InsuranceTrustFund $3,812,671 $3,776,311 $36,360
WorkersCompensationFund $1,669,495 $1,447,875 $221,620
TotalSpecialFunds:Non-Operating $27,351,298 $25,181,293 $2,170,005
HUDFund-Non-OperatingFund
TheHUDFundaccountsforfundsreceivedfromtheUSDepartmentofHousingandUrban
DevelopmentandtheloanrepaymentsandinterestassociatedwiththeCity'sprogramthat
supports:1)economicdevelopment;2)housingrehabilitation;3)landacquisition;4)public
facilityandimprovements;4)publicservices.
Non-Departmental | 351
LodgingTaxFund-Non-Operating
TheLodgingTaxisanexciseorsalestaxauthorizedbyStatelawinRCW67.28forPublic
Stadium,Convention,Arts,andTourismfacilities.IntheCityofOlympia,thetotaltaxonlodging
is10.4percent.Onlyaportionofthe10.4percentcomestotheCityofOlympia.Olympia'sshare
isequaltoa4percenttaxwith2percentallocatedtoTheWashingtonCenterforthePerforming
Arts.PerRCW67.28.1815,theLodgingTaxcanonlybeusedforspecificpurposes:
• Tourismpromotion
• Acquisitionoftourism-relatedfacilities
• Operationoftourism-relatedfacilities,eventsandfestivals
ProjectedRecipientsofLodgingTaxFunding* 2022Budget 2023Budget
ArbutusFolkSchool $10,000 $18,000
AmericanLungAssociation $0 $5,000
CapitalLakefair $25,000 $0
CityofOlympia $0 $38,000
ExperienceOlympiaandBeyond $0 $148,676
GatewayRotaryClub $5,000 $0
HandsonChildren'sMuseum $73,991 $79,814
HarborDays $64,000 $81,000
HarlequinProductions $50,000 $50,000
HeritageCommission $0 $23,000
LakeRunOrganization $5,000 $3,000
MissWashingtonScholarship $0 $50,000
OlympiaDowntownAssociation $57,500 $52,500
OlympiaFilmSociety $40,000 $40,000
Olympia/Thurston,VisitorandConventionBureau $100,000 $0
Olympia&BeyondSportsCommission $15,000 $0
OlympiaParks,ArtsandRecreation $20,000 $20,000
OlympiaSoccerFoundation $0 $22,000
OlympiaSymphonyOrchestra $25,000 $20,000
OlympicFlightMuseum $20,000 $20,000
SouthSoundReadingFoundation $8,500 $10,000
SouthSoundBlockParty $45,000 $0
SeniorGames $20,000 $0
TeamTomorrow $0 $58,500
ThurstonClimateActionTeam $0 $16,000
ThurstonCountyChamber $0 $5,000
WashingtonStateSeniorGames $0 $20,000
WashingtonStateUniversityMasterGardenerFoundation $2,500 $0
Total $586,491 $780,490
LTACAwardswereapprovedafterthe2023budgetwasfinalizedandwillbeaddedwitha1st
quarterbudgetamendment.
352 | Non-Departmental
LodgingTaxCollections*
$467,641
$473,187
$490,938
$467,182
$490,938
$655,451
$722,863
$966,787
$1,038,392
$1,126,042
$657,664
$893,951
$1,053,971
$1,040,000
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Est.
2023
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
*ThedifferencebetweenwhatiscollectedinLodgingTaxesandwhatisallocatedtoprograms,
remainsintheLodgingTaxaccountbalance.
Parking&BusinessImprovementAreaFund-Non-Operating
TheParking&BusinessImprovementArea(PBIA)isabusinessimprovementdistrictin
downtownOlympiawithoversightbythePBIAAdvisoryBoard.ThePBIABoardisnotan
independentbusinessassociation,insteaditisaCityofOlympiaadvisorycommitteewithboard
memberselectedannuallybythePBIAratepayers.ThepurposeoftheAdvisoryBoardisto
developanannualrecommendationfortheCityCouncilabouthowtoinvestPBIAfunds
collectedfromtheAssociationmembersandtoserveasacommunicationlinkbetween
downtownbusinesses(ratepayers)andtheCityofOlympiagovernment.
ThemissionofthePBIAistoassistincreatingavibrant,dynamicbusinessenvironmentand
enhancingtherealityandperceptionofdowntownbyvisitors,residentsandbusinessowners.
PBIA'sactivitiesfitwithinthesixprogramareas:
• CleanandSafe
• BeautifulStreetscapes
• DowntownMarketing
• Parking
• SmallBusinessSupportandResources
Non-Departmental | 353
• Communications
ParkingandBusinessImprovementArea(P.B.I.A.) 2022Budget 2023Budget
Administration $2,000 $2,000
CleanandSafe $46,200 $46,200
StreetscapeBeautification $33,900 $38,900
Marketing $13,000 $58,000
Contingency $4,350 $4,900
TotalParkingandBusinessImprovementArea $99,450 $150,000
FarmersMarketFund-Non-Operating
TheFarmersMarketFundisusedtoaccountformajorrepairsandmaintenanceoftheCity-
ownedFarmersMarketfacility.LeasepaymentsfromtheMarketareusedtohelpfundthese
repairs.Thisfundisnotbudgetedaspartoftheannualbudgetprocess.Abudgetamendmentis
madeonlyiffundsarereceivedandpaymentispassedthroughtothePortofOlympia.
HandsonChildren'sMuseumFund-Non-Operating
TheHandsonChildren'sMuseum(HOCM)Fundisusedtoaccountforfundsreceivedfromthe
CapitalAreaRegionalPublicFacilitiesDistrict.FundsareusedforpurposesrelatedtotheCity-
ownedHOCM;debtservices,capitalandcertainoperationalcosts.
FireEquipmentReserveFund-Non-Operating
TheFireEquipmentReserveFundisusedforthepurchaseofemergencyresponseequipmentby
theFireDepartmentincludingcertainvehiclesandequipmentandmajorrepairsand
improvements.
CapitalReplacementEquipmentRentalFund-Non-Operating
TheCapitalReplacementEquipmentRentalFundisusedtoaccountforfundsreservedforthe
replacementormajorrepairstotheCity'sfuturerollingvehiclesandequipment,otherthanfire
responsevehiclesandequipment.
HomeFund-Non-Operating
TheHomeFundisusedtoaccountforfundsreceivedfromavoter-approvedsalestax,taxon
municipalutilities,andpropertytaxesreceivedfromtheStateoverthenext20years.Fundsare
usedfortheCity'sresponsetohomelessness,i.e.operations,deliveryandevaluationofmental
andbehavioralhealthtreatment.AdditionalinformationabouttheHomeFundislocatedinthe
CityManager'ssectionundertheOfficeofCommunityVitality.Additionalinformationonthe
HousingCapitalbudgetisincludedinthe2023CapitalFacilitiesPlan.
354 | Non-Departmental
OlympiaMetropolitanParksFund-Non-Operating
TheOlympiaMetropolitanParksDistrictFundisusedtoaccountforthepropertytaxfunds
receivedfromtheOlympiaMetropolitanParksDistrict(OMPD),aseparatetaxingauthority.For
accountingpurposes,OMPDisablendedcomponentunit.PropertytaxesreceivedbytheOMPD
areusedtoprovidecapitalacquisitionanddevelopmentofCityparksandtheiroperations.
TransportationImprovementDistrictFund-Non-Operating
TheTransportationBenefitDistrict(TBD)Fundisusedtoaccountforthefundsreceivedfrom
theTransportationImprovementDistrict,aseparatetaxingauthority.Foraccountingpurposes,
TBDisablendedcomponentunit.Fundcollectedviaa$40pervehicleregistrationfeeareused
tosupportthepreservation,maintenance,capacity,safetyandoperationoftheCitystreets.
UnemploymentCompensationFund-Non-Operating
TheUnemploymentCompensationFundisusedtoaccountforfundingtheCity'sunemployment
compensation.TheCityisonareimbursableplanwiththeStateofWashington.TheState
determinesandpaysthebenefits,thenisreimbursedbytheCity.Thefundissupportedby
interestearningsandchargestoCitydepartments.
InsuranceTrustFund-Non-Operating
TheInsuranceTrustFundistopayforpurchasesofinsurancerelatedtotheriskmanagement
plan,payclaimsagainsttheCityordamagetoCitypropertythatfallsundermajorinsurance
policydeductiblesorthatareself-insuredandforstudiesrelatedtoriskmanagementandloss
prevention.
WorkersCompensationFund-Non-Operating
TheWorkersCompensationFundistopayforworker'scompensationclaims,forobligationsdue
toWashingtonStateforworkerscompensation,forpremiumsforinsuranceorsuretybonds,
andtopaythirdpartyadministercostsnecessarytomanagetheprogram.
Non-Departmental | 355
356 | Non-Departmental
Debt
IncludedinthisSection
DebtAdministration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 358
DebtTypesTerminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 359
GeneralObligationDebtandRevenueDebt . . . . . . . . . . . . . . . . . . . . . . . 361
ScheduleofDebtObligations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 365
Clickonsub-sectionorpagenumberaboveforadirectlink.
Debt | 357
Debt Administration
Asthedemandforpublicsectorinvestmentand
infrastructurecontinuestogrow,theissuanceofdebt
hasbecomeanincreasinglyimportantcomponentof
stateandlocalgovernmentcapitalprograms.While
theissuanceofdebtisfrequentlyanappropriate
methodoffinancingcapitalprojectsatthelocallevel,
italsoentailscarefulmonitoringofsuchissuancesto
ensurethatanerosionofthegovernment’scredit
qualitydoesnotresult.TheCityofOlympiacurrently
hasan“Aa2”ratingforitsgeneralobligationdebtand
an“Aa3”ratingforitsrevenuedebtfromMoody’s
creditratingagency.FromStandard&Poor’sand
Fitch’sratingagenciestheCityhasaconsistentrating
ofAAforalldebt.
TheCity’sbondratingsreflecttheinvestment
community’sfaithinOlympia’sfinancialmanagement
anditsabilitytorepayoutstandingdebt.Higher-rated
bondsindicatelessrisktoprospectivebuyers,
translatingtolowerinterestcoststotheCity.The
City'screditforitsgeneraldebtobligationwasrated
asapartofthe2019refundingbondissue.Therating
agencystatedthattheratingsreflecttheCity’s
sustainedstablegeneralfundreservelevelandgood
liquiditylevelscoupledwithstrongfinancial
management,policies,andpractices.
Twobasictypesofmunicipaldebtareshort-termand
long-termdebt.Short-termdebtisgenerallyusedby
municipalitiestoevenoutcashflows.Twobasicforms
oflong-termdebtaregeneralobligationandrevenue
bonds.Thedifferencebetweenthesetwotypesof
bondsisthatgeneralobligationissuesarebackedby
theCity’sfullfaithandcredit;thatis,fortaxesofa
municipalityandforrevenuebonds,theincomeofa
specificutilityoractivityispledgedforrepayment.
Olympiahasutilizedbothshortandlong-termtypesof
debtinitsoperationsaswellasgeneralobligationand
revenuedebt.
Inadditiontoissuingbonds,theCityhasseveral
generalobligationandrevenueloansthroughvarious
StateofWashingtonprograms.Theloanscarryan
interestratelowerthanissuanceofrevenuebonds.

CreditRatingScale
Moody’s S&P Fitch
Rating
Description
Aaa AAA AAA Prime
Aa1 AA+ AA+ HighGrade
Aa2 AA AA
Aa3 AA- AA-
A1 A+ A+
Upper
MediumGrad
A2 A A
A3 A- A-
Baa1 BBB+ BBB+
Lower
MediumGrade
Baa2 BBB BBB
Baa3 BBB- BBB-
Ba1 BB+ BB+
Non-Investment
Grade
Ba2 BB BB
Ba3 BB- BB-
B1 B+ B+
Highly
Speculative
B2 B B
B3 B- B-
Caa1 CCC+ CCC+
Substantial
Risks
Caa2 CCC CCC
Caa3 CCC- CCC-
Ca CC CC Ext.Speculative
Ca C C
Default
imminent
C RD DDD
InDefault
— SD DD
— D D
358 | Debt
Debt Types Terminology
Localgovernmentshavethreedistincttypesofdebtthatcanbeissuedtogeneratefunding.The
debttypesareoftenreferredtowithdifferentterms,whichcanleadtoconfusion.Thechart
belowoutlinesthedebttypes.Forthepurposesofthisdocument,thetermspresentedindark
bluewillbeusedtodescribetheCity’sdebttypes.
Debt Types
GeneralObligation(GO) Revenue SpecialAssessment
LimitedGO UnlimitedGO
Non-VotedGO VotedGO
Councilmanic
1. Generalobligation(GO)debtisborrowingthatissecuredbythefullfaithandcreditofthe
localgovernmentissuingthedebt.Theentity,unconditionally,pledgesitstaxrevenuesto
paydebtservice(interestandprincipal)onthedebtasitmatures.Ifthedebtisintheform
ofabond,thebondownershavealegalclaimonallthegeneralincomeoftheentityifa
defaultoccurs.InWashingtonState,limitationsonGOindebtednessareprovidedforinthe
statestatutes;RCW39.36.Therearetwosub-categoriesofGOdebt:
– Limitedtaxgeneralobligation(LTGO)debt(alsocallednon-votedGOdebtor
“councilmanic"bonds)maybeissuedbyavoteofthelegislativebody.Becausethe
votershavenotbeenaskedtoapproveataxincreasetopayfortheprincipaland
interestonthisnon-votedtypeofdebt,generalrevenuesmustbepledgedtopay
foritsdebtservice.Itisimportanttonotethatnon-votedGOdebtdoesnotprovide
anyadditionalrevenuetofundthedebtservicepayments,soinsteadmustbepaid
fromexistingrevenuesources.
– Unlimitedtaxgeneralobligation(UTGO)bonds(alsocalledvotedGOdebt)mustbe
approvedby60percentofthevoters,withavoterturnoutequaltoatleast40
percentofthosewhovotedinthemostrecentgeneralelection.Whenthevoters
arebeingaskedtoapprovetheissuanceofthesebonds,theyaresimultaneously
askedtoapproveanexcesspropertytaxlevywhichraisestheirpropertytaxesto
coverthedebtservicepayments.VotedGOdebtbondscanbeusedonlyforcapital
purposesandreplacementofequipmentisnotapermitteduseRCW84.52.056.
 Debt | 359
2. RevenuedebtisdifferentfromGOdebtinitsmethodofrepayment.UnlikeGOdebt,which
reliesontaxation,revenuedebtisguaranteedbythespecificrevenuesgeneratedbythe
issuer.Forexample,theCity’swaterutilitycanissuerevenuedebtusingtherevenuesfrom
customerwaterbillstoguaranteetherepaymentofthedebt.CurrentlyRevenuedebt
consistsofbondsaswellasseveralloanstypes,includingdirectborrowingsfrombanksto
refundpreviouslyissuedbonds,constructionloansfromstateandfederalagenciessuchas
StateofWashingtonDepartmentofCommercePublicWorksTrustFund,Washington
DepartmentofHealthDrinkingWaterStateRevolvingFund,andStateofWashington
DepartmentofEcology.
3. Specialassessmentdebtisdebtrepaidfromassessmentsagainstthosewhodirectlybenefit
fromtheprojectthefundshavebeenusedtofinance.Forexample,ifaspecialassessment
bondisissuedtopayforsewerimprovementsthatbenefitaspecificsubsetofthe
population,theCitycandevelopanassessmentrollforthosepropertiesbenefitingfromthe
improvementtorepaythedebt.Anexampleofthiswouldbealocalsewerimprovement
district(LID).TheCitydoesnothaveanyoutstandingspecialassessmentdebt.
360 | Debt
General Obligation Debt and Revenue Debt
ThetablebelowpresentsasummaryofCitydebt,bothprincipalandinterest.Itdistinguishes
betweenGeneralObligationdebtanddebtpayablefromCity-operatedutilities(revenuedebt).
GeneralObligationandRevenueDebt
DEBTSERVICETOMATURITY
(INCLUDESLOANS)
GeneralObligationDebt RevenueDebt
2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039
0
2,500,000
5,000,000
7,500,000
10,000,000
Debt | 361
FutureDebtPlanning
The2023-2027CapitalFacilitiesPlan(CFP)atthistimeiscompletedwithoutrequiringthe
issuanceofdebt.TheCitypreparestheplanusingsourcessuchaschargesforservices,taxes,
growthandgrantfundingfirst,beforeplanningonissuingdebt.Inthefuture,debtplanningmay
beneededifresourceschangeorfundingcomesinlowerthananticipated.
The2023-2027CFPprovidesforthefollowingprojects:
ProgramSections
CFPProjects2023-2027
(inmillions)
AnticipatedNewDebtFunding
(inmillions)
Parks $25.34 $0.00
Transportation 57.95 $0.00
Fire 4.25 $0.00
Gen.CapitalFacilities 8.08 $0.00
DrinkingWater 32.57 $0.00
WasteWater 25.08 $0.00
Stormwater 23.7 $0.00
WasteReSources 37.65 $0.00
Total $214.62 $0.00
TheCFPhasbeenshiftingtoanincreaseincashfundingofprojectsratherthantheissuanceof
debt,thereforetheCityisbuildinghighercashreservesandagreaterrelianceonstateand
federalgrantresourcestofundprojects.
Conclusions
CouncilandmanagementhavesetpoliciestobesuretheCitymeetsitsdebtpaymentsina
timelymanner.Thepoliciesalsostatenewdebtwillbeissuedonlyaftercarefulconsideration.
CouncilincorporatesthesepoliciesintotheFinancialandManagementPolicies.Briefly
summarized,thepoliciesinclude:
• Conservativerevenueprojections.
• Rateincreasesbasedonrelatedcostofservicesprovidedandtheimpactofinflationon
thoseservices.
• Leasepurchaseofequipmentandrealpropertywhenpracticalandprudent.
• AccumulationofadequatereservestoprotecttheCityfromuncontrollableexpendituresor
unforeseenreductionsinrevenues.
• Issuanceofdebtonlyafterrigorousreview.
TheCitytriestocommunicatewithothergovernmentalentitiestobesuretheirdebtissues,as
wellastheCity’s,remainatconservativelevels.Thiswillhelpcontroltheresultingoverlapping
debtthatmaybecomeaburdenontaxpayers.
TheCity’soverallfinancialhealthispositive.TheCouncilandmanagement,throughthefinancial
andmanagementpolicies,emphasizecontinuedefforttowardmaintainingandimprovingthe
City’sfinancialperformance.
362 | Debt
DebtLimitation
Statelawlimitsbondeddebtto2.5percentofassessedvalueoftaxableproperty.Ofthislimit,
upto1.5percentofassessedvalueoftaxablepropertymaybenon-voterapproveddebt
(Councilmanicbonds).However,theamountofnon-votedplusvoter-approvedmaynotexceed
the2.5percentofassessedvaluelimit.
TaxableAssessedValue(estimated) $11,823,228,971
GeneralIndebtednesswithoutavoteofthepeople:
LegalLimit,1.5%ofpropertyvalue: $177,348,435
Outstandingnon-voteddebt 51,035,300
Remainingnon-voteddebtcapacity $126,313,135
GeneralIndebtednesswithavoteofthepeople:
LegalLimit,2.5%ofpropertyvalue $295,580,724
Outstandingvoteddebt 6,070,000
Outstandingnon-voteddebt 51,035,300
Remainingvoteddebtcapacity $238,475,424
Note:SourceofestimatedTaxableAssessedValueisThurstonCountyAssessorasof12/31/2021.
Inadditiontotheselimits,theCityhasdebtauthoritywithavoteofthepeopleof2.5percent
eachforparksandutilitypurposes.Olympiahasnotusedthisauthority.
ThegoalofOlympia’sdebtpolicyistomaintaintheabilitytoprovidehighquality,essentialCity
servicesinacosteffectivemanner.Councilmembersweighthisgoalagainstmaintainingthe
abilitytoborrowatthelowestpossiblerates.TheCityusesthefollowingguidelinesbefore
financingprojectswithlong-termdebt:
• Management,staffandelectedofficialsconservativelyprojecttherevenuesourcestopay
offthedebt.
• Thefinancingoftheimprovementwillnotexceeditsusefullife.
• Thebenefitsoftheimprovementmustoutweighitscostsincludingtheinterestcostsof
financing.
Olympiausesdebtonlytoprovidefinancingforessentialandnecessarycapitalprojects.
ThroughdebtplanningandtheCapitalFacilitiesPlan,theCityintegratesitscapitalprojects.The
servicestheCitydeterminesnecessarytoitsresidentsandvisitorsformthebasisforallcapital
projects.
Debt | 363
AllocationofOutstandingDebtwithoutVoterApproval(asof12/31/2022)
2019CityHall&ParkRefundplusFireTruckDebt
UtilityLoans
2009CityHall
2020HOCM'10RefundedDebt
2020Street'10RefundedDebt
2013Bonds-WACenter,LED,Parks
$79,718,191
$0
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
$70,000,000
$80,000,000
$90,000,000
$100,000,000
364 | Debt
Supplementary Information
IncludedinthisSection
CityStaffing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 368
EmployeeClassification . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 370
BudgetOrdinance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 375
StatisticalInformationAboutOlympia . . . . . . . . . . . . . . . . . . . . . . . . . . . . 379
GlossaryofTerms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 387
Acronyms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 399
Clickonsub-sectionorpagenumberaboveforadirectlink.
Supplementary Information | 367
Supplementary Information
City Staffing
LaborandBenefitsmakeupjustover75percentoftheGeneralFundbudget.Thetalentofour
Cityemployeesmakeitpossibletodeliverthehighqualityprogramsandservicesour
communityhascometoexpect.
CityManagersOffice 2021Budget 2022Budget 2023Budget Change
LegislativeOffice 7.00 7.00 7.00 0.00
ExecutiveOffice 2.00 3.00 3.00 0.00
OfficeofCommunityVitality 7.65 7.65 11.65 4.00
OfficeofStrategicInitiatives 45.66 47.66 49.91 2.25
StrategicCommunications 0.00 4.00 4.00 0.00
TotalCityManagersOffice 62.31 65.31 71.56 6.25
CommunityPlanning&Development 2021Budget 2022Budget 2023Budget Change
Administration 8.00 7.00 8.25 1.25
CommunityPlanningServices 13.50 13.75 13.75 0.00
CustomerService 9.50 8.50 8.50 0.00
DevelopmentPermitServices 12.00 12.00 12.00 0.00
ParkingServices 9.00 9.00 10.00 1.00
StrategicProjects 1.00 1.50 0.00 (1.50)
TotalCPD 53.00 51.75 52.50 0.75
FinanceDepartment 2021Budget 2022Budget 2023Budget Change
BillingandCollections 5.41 5.41 6.41 1.00
AccountingandBudget 14.84 16.84 16.84 0.00
TotalFinanceDepartment 20.25 22.25 23.25 1.00
Fire 2021Budget 2022Budget 2023Budget Change
Administrative 4.50 4.50 4.00 (0.50)
Fleet 6.00 6.00 7.00 1.00
Operations 84.50 85.50 86.50 1.00
FirePrevention 5.00 5.00 5.50 0.50
TotalFireDepartment 100.00 101.00 103.00 2.00
LegalDepartment 2021Budget 2022Budget 2023Budget Change
VictimAssistance 1.00 1.00 1.00 0.00
GeneralCounsel 5.00 5.00 5.00 0.00
Prosecution 5.00 5.00 5.00 0.00
TotalLegalDepartment 10.00 10.00 10.00 10.00
368 | Supplementary Information
MunicipalCourt 2021Budget 2022Budget 2023Budget Change
CourtServices 8.00 8.00 8.00 0.00
ProbationServices/DayReportingCenter 5.75 5.75 5.75 0.00
TotalMunicipalCourt 13.75 13.75 13.75 0.00
Parks,Arts&Recreation 2021Budget 2022Budget 2023Budget Change
Administration 3.00 5.00 4.00 (1.00)
Arts&Events 1.75 2.00 4.00 2.00
FacilityOperations 10.55 10.05 11.85 1.80
ParksMaintenance 24.00 25.00 25.00 0.00
ParksPlanning&Design 4.75 5.75 5.50 (0.25)
ParksStewardship 6.00 6.00 6.00 0.00
Recreation 8.02 8.53 8.95 0.42
TotalParks,Arts&Recreation 58.07 62.33 65.30 2.97
Police 2021Budget 2022Budget 2023Budget Change
PoliceOperations 79.50 79.50 79.50 0.00
PoliceCorrections 15.00 15.00 15.00 0.00
PoliceProfessionalStandards 13.00 12.00 13.00 1.00
PoliceAdministration 11.00 18.00 17.00 (1.00)
TotalPoliceDepartment 118.50 124.50 124.50 0.00
PublicWorks 2021Budget 2022Budget 2023Budget Change
Administration 4.00 4.00 4.00 0.00
Engineering 23.00 24.00 29.00 5.00
FacilitiesOperations 9.00 9.00 9.00 0.00
FleetOperations 6.00 6.00 6.50 0.50
Transportation 29.00 29.00 29.00 0.00
WasteResources 29.00 29.00 30.00 1.00
WaterResources 68.50 68.50 70.83 2.33
CleanTeam 5.50 7.50 7.50 0.00
TotalPublicWorks 168.50 169.50 178.33 8.83
CityTotal 616 644 664 20
Supplementary Information | 369
2023 Employee Classifications
Thefollowingrepresents2023employeeclassificationat2023paygraderates.
Accountant $80,303 $88,544 6.00
Accountant,Senior
$92,248 $92,248 1.00
Accountant,SeniorProject $92,248 $92,248 1.00
AccountingManager
$107,670 $124,653 4.00
AccountingTechnician $68,717 $72,116 3.00
AccountingTechnicianII $71,364 $78,711 2.00
AMRMeterTechnician $65,678 $65,678 2.00
AssistantCityEngineer $134,332 $134,332 2.00
AssistantProsecutorI $108,225 $108,225 1.00
AssistantProsecutorII
$112,380 $112,380 1.00
AssistanttotheCityManager $101,687 $101,687 1.00
BillingSpecialist
$85,287 $85,287 2.00
BuildingandEnergyProgramManager $95,197 $95,197 1.00
BuildingOfficial $121,981 $121,981 1.00
BusinessOperationsSpecialist $89,292 $98,376 3.00
Captain.MedicalServicesOfficer(Fire)
$135,056 $135,056 1.00
ChiefAttorney,Deputy(DeputyCityAttorney) $144,314 $144,314 2.00
ChiefProsecutor $124,653 $124,653 1.00
CityAttorney $186,431 $186,431 1.00
CityClerk $111,510 $111,510 1.00
CityManager $225,000 $225,000 1.00
CityManager,Assistant $193,011 $193,011 1.00
CityManager,Assistant,Interim $193,011 $193,011 1.00
CitySurveyor
$118,065 $118,065 1.00
CleanTeamWorker $51,197 $59,275 6.00
ClimateProgramManager
$128,136 $128,136 1.00
CodeEnforcementOfficer $88,897 $88,897 2.00
CommunityandEconomicDevelopmentDirector $134,485 $134,485 1.00
CommunityCourtCaseManager $59,362 $59,362 1.00
CommunityCourtCaseManager,Project
$35,418 $35,418 1.00
ComputerSupportSpecialist(Teamsters) $98,827 $103,756 2.00
ComputerSystemsTechnician $85,005 $98,376 3.00
ConstructionInspector $75,147 $86,993 4.00
CorrectionsLieutenant
$138,257 $138,257 1.00
CorrectionsOfficer $79,035 $87,173 8.00
CouncilMember
$23,499 $23,499 5.00
CourtOperationsSupervisor $92,743 $92,743 1.00
CrimeAnalyst $98,816 $98,816 1.00
CrisisResponseLeadWorker $78,407 $78,407 1.00
CrisisResponseSpecialist
$63,625 $66,792 8.00
CrossConnectionControlSpecialist $85,626 $85,626 1.00
CulturalAccessProgramManager
$114,746 $114,746 1.00
DataControlSpecialist $72,462 $72,462 1.00
DeputyDirectorCommunityPlanning,andDevelopment $148,081 $148,081 1.00
PositionTitle LowestPay-Amount HighestPay-Amount
EmployeeCount
Budget2023
370 | Supplementary Information
DeputyDirectorofPublicWorks,Interim $185,710 $185,710 1.00
DeputyPublicInformationOfficer
$124,961 $124,961 1.00
DesignandConstructionControlContractSpecialist $81,251 $85,287 2.00
DirectorofParksPlanningandMaintenance $141,030 $141,030 1.00
DirectorofRecreation,Arts,andFacilities $141,030 $141,030 1.00
Director,CommunityPlanningandDevelopment
$176,311 $176,311 1.00
Director,Parks,Arts,andRecreation $172,288 $172,288 1.00
DispatchServiceCoordinator
$79,041 $79,041 1.00
Diversity,EquityandInclusionProgramManager $124,961 $124,961 1.00
DowntownAmbassador
$65,685 $72,462 2.00
Electrician $88,897 $88,897 2.00
EngineeringandPlanningSupervisor $123,037 $129,165 3.00
EngineeringProjectManager $118,065 $118,065 2.00
EngineeringTechnicianII $81,251 $85,287 2.00
EnterpriseApplicationAdministrator $93,501 $93,501 1.00
EnterpriseApplicationManager $134,485 $134,485 1.00
EnterpriseDataArchitect $118,065 $118,065 1.00
Equity,Inclusion,andBelongingSpecialist $102,542 $102,542 1.00
EvidenceCustodian $88,265 $88,265 1.00
ExecutiveServicesAssistant $74,372 $74,372 1.00
FacilitiesMaintenanceWorkerI $54,032 $62,547 2.00
FacilitiesSystemsTechnician $88,897 $88,897 1.00
FieldCrewLeader $72,174 $79,588 3.00
FinanceandPolicyCoordinator $95,140 $95,140 1.00
FinanceDirector $175,157 $175,157 1.00
FireCaptain $139,413 $139,413 1.00
FireChief $185,928 $185,928 1.00
FireChief,Assistant $163,601 $163,601 2.00
FireChief,Battalion $135,056 $139,414 3.00
FireChief,Battalion,DayShift $148,126 $148,126 1.00
FireLieutenant $120,730 $122,886 20.00
FireLieutenantwithParamedicCertification $129,031 $129,031 1.00
FireLieutenant,DayShift $129,354 $129,354 1.00
FirePreventionOfficer $118,575 $118,575 3.00
Firefighter $91,625 $107,795 29.00
FirefighterRecruit $71,864 $75,457 8.00
Firefighter/Paramedic $107,795 $118,575 12.00
Firefighter/ParamedicRecruit $86,236 $86,236 3.00
FleetSpecialist,Project $49,188 $49,188 1.00
GeographicInformationSystem(GIS)Analyst
$85,005 $85,005 1.00
GeographicInformationSystem(GIS)Coordinator $108,225 $108,225 1.00
GeographicInformationSystem(GIS)Specialist
$63,965 $63,965 1.00
GISManager,Project $104,081 $104,081 1.00
GraphicDesigner $74,372 $74,372 1.00
HomeFundandHousingProgramManager $115,999 $115,999 1.00
HomelessResponseCoordinator $95,197 $95,197 1.00
HumanResourcesAnalyst $96,804 $96,804 2.00
HumanResourcesAnalyst,Senior $118,725 $124,653 3.00
HumanResourcesAnalyst,Project $92,188 $92,188 1.00
PositionTitle LowestPay-Amount HighestPay-Amount
EmployeeCount
Budget2023
Supplementary Information | 371
HumanResourcesDirector
$168,747 $168,747 1.00
HVACTechnician $88,897 $88,897 1.00
InformationSpecialist $78,133 $81,999 2.00
InformationTechnologyAssetManagementSpecialist $95,140 $95,140 1.00
InformationTechnologyDirector $150,858 $150,858 1.00
InformationTechnologySupportSpecialist $91,825 $91,825 1.00
InfrastructureManager
$134,485 $134,485 1.00
Inspector,Building $88,897 $88,897 1.00
Inspector,BuildingII $87,233 $87,233 1.00
Inspector/PlansExaminer,Electrical $96,152 $96,152 1.00
Instructor
$8,320 $16,640 18.00
Intern $8,748 $8,748 2.00
InventoryControlSpecialistII $82,375 $82,375 4.00
JailSergeant $113,325 $113,325 2.00
LeadCodeEnforcementOfficer $93,343 $93,343 1.00
LeadRecreationSpecialist $21,606 $21,606 1.00
LeadWorker(AFSCME) $60,006 $88,897 14.00
LineofBusinessDirector $127,886 $141,030 2.00
MaintenanceTechnician $86,494 $86,494 4.00
MaintenanceWorkerI $51,461 $62,547 11.00
MaintenanceWorkerI(OlympiaCenter)
$54,032 $62,547 2.00
MaintenanceWorkerII $62,349 $75,798 38.00
MaintenanceWorkerIII $65,121 $79,041 3.00
MappingCoordinator $88,544 $88,544 1.00
MasterMechanic(AFSCME)
$99,999 $99,999 2.00
MasterMechanic,Senior $103,999 $103,999 1.00
MasterMechanic,Fire $82,953 $100,831 5.00
Mayor $28,200 $28,200 1.00
MayorPro-Tem $25,849 $25,849 1.00
MunicipalCourtJudge $183,775 $183,775 1.00
MunicipalCourtJudgeProTem $25,999 $51,999 12.00
NetworkAnalyst $111,510 $111,510 3.00
OfficeAssistant,Temporary $16,404 $16,404 1.00
OfficeSpecialistI $12,140 $12,140 1.00
OfficeSpecialistII $26,992
$32,799
2.00
OlympiaMunicipalCourtDirector $141,030 $141,030 1.00
OperationsSupervisor
$104,601 $115,345 6.00
OperationsSupervisor(DrinkingWater) $99,394 $115,030 2.00
OperationsSupervisor(FireFleet)
$112,508 $112,508 1.00
OperationsSupervisor(VegetationManagement) $115,345 $115,345 1.00
OperationsSupervisor(WaterPurveyor)
$124,462 $124,462 1.00
OutreachSpecialist $69,711 $73,159 2.00
ParalegalI
$81,066 $85,126 2.00
ParalegalII $95,140 $95,140 1.00
ParamedicLieutenant(Fire) $126,120 $126,120 3.00
ParkRangerII $78,423 $82,375 3.00
ParkingServicesFieldRepresentative
$54,164 $56,903 4.00
ParkingServicesFieldRepresentativeII $75,798 $75,798 1.00
ParksOperationsandMaintenanceManager
$107,670 $107,670 1.00
PositionTitle LowestPay-Amount HighestPay-Amount
EmployeeCount
Budget2023
372 | Supplementary Information
PayrollSpecialist $81,999 $81,999 1.00
PerformanceManagementSpecialist
$104,976 $104,976 1.00
PermitSpecialist(AFSCME) $78,423 $82,375 2.00
Planner,Assistant $85,287 $85,287 1.00
Planner,Associate $70,270 $98,376 8.00
Planner,Principal
$114,746 $114,746 2.00
Planner,Senior $99,930 $104,976 4.00
PlansExaminerI
$84,721 $84,721 1.00
PlansExaminer,Building $96,152 $96,152 2.00
PlansExaminer,Engineering $95,140 $95,140 1.00
PoliceAdministrativeManager $141,030 $141,030 1.00
PoliceChief
$215,250 $215,250 1.00
PoliceChief,Deputy $198,511 $198,511 2.00
PoliceLieutenant
$172,618 $172,618 5.00
PoliceOfficer $83,200 $105,070 49.00
PoliceOfficerRecruit
$76,377 $76,377 4.00
PoliceRecordsSupervisor $82,323 $90,770 2.00
PoliceSergeant
$135,557 $135,557 11.00
ProbationOfficerII $81,975 $95,140 2.00
ProbationWorkCrewLeader
$72,116 $72,116 1.00
ProcurementandContractManager $95,197 $95,197 1.00
ProcurementandContractsProgramAdministrator
$86,347 $86,347 1.00
ProgramAide,Project $53,820 $56,498 2.00
ProgramandPlanningSupervisor
$112,380 $118,065 5.00
ProgramAssistant $60,342 $75,427 6.00
ProgramAssistant(AFSCME)
$62,349 $82,375 7.00
ProgramAssistant(Teamsters) $63,625 $77,324 8.00
ProgramCoordinator,Engineering
$103,079 $103,079 1.00
ProgramManager $95,171 $104,976 5.00
ProgramSpecialist
$78,133 $81,999 9.00
ProgramSpecialist,Senior $88,304 $92,743 10.00
ProgramSpecialist,Senior,RPN
$23,186 $23,186 1.00
ProgramSpecialist,Senior-Teamster $95,051 $95,051 1.00
ProgramSpecialist,AFSCME
$67,750 $82,375 9.00
ProjectEngineerI $90,660 $104,976 4.00
ProjectEngineerII
$106,197 $111,510 8.00
PTCleanTeamWorker,part-time $14,819 $14,819 1.00
PTMaintenanceWorkerI(OlympiaCenter),part-time
$25,730 $50,038 4.00
PTProgramSpecialist,part-time $61,499 $61,499 1.00
PTPublicServiceRepresentative,part-time
$35,623 $37,856 2.00
PublicDefenseCoordinator $124,653 $124,653 1.00
PublicServiceRepresentative
$68,829 $68,829 2.00
PublicWorksAdministrativeSpecialist $67,720 $82,375 4.00
RecreationAide
$17,540 $18,418 3.00
RecreationSpecialist $1,842 $34,458 6.00
RecreationSpecialist
$9,913 $18,418 3.00
Refuse/RecycleCollector $62,349 $75,798 16.00
RemoteSystemsTechnician $93,343 $93,343 2.00
SafetyandEmergencyPreparednessOfficer $84,269 $84,269 1.00
PositionTitle LowestPay-Amount HighestPay-Amount
EmployeeCount
Budget2023
Supplementary Information | 373
Secretary(Teamsters) $69,711 $84,729 3.00
Secretary,Administrative $67,437 $81,999 2.00
SeniorBillingSpecialist $92,743 $92,743 1.00
SeniorDesigner&BrandManager $92,743 $92,743 1.00
SeniorEngineer $91,026 $121,369 3.00
SeniorPlansExaminer $94,330 $94,330 1.00
SeniorPlansExaminer,EngineeringPlanReview $101,687 $101,687 1.00
ServiceDeskAdministrator $121,369 $121,369 1.00
SignTechnician $79,041 $79,041 3.00
SocialMediaandContentStrategist/Developer $84,170 $84,170 1.00
SocialServicesWorker,ProjectFunded $16,324 $16,324 1.00
StrategicCommunicationsDirector $148,078 $148,078 1.00
StrategicPlanningandPerformanceManager $131,171 $131,171 1.00
SupervisorI(Exempt) $85,287 $85,287 2.00
SupervisorII $88,304 $92,743 3.00
SupervisorIII $104,976 $104,976 4.00
SurveyingCoordinator $88,544 $88,544 1.00
SystemsandApplicationsSpecialist $108,225 $108,225 3.00
TrafficSignalTechnician $88,897 $88,897 2.00
TrafficSignalTechnician,Senior $93,343 $93,343 1.00
TransportationDataCoordinator $88,544 $88,544 1.00
VictimAssistanceCoordinator $92,743 $92,743 1.00
VisualDesign&ProductionManager/SeniorWriter $93,693 $93,693 1.00
WaterMonitoringAssistant $72,462 $72,462 1.00
WaterQualitySpecialist $88,897 $88,897 1.00
664.00
PositionTitle LowestPay-Amount HighestPay-Amount
EmployeeCount
Budget2023
2023
CityEmployeeFullTimeEquivalents(FTE)
2010-2023
522
538
536
522
530
538
542
562
584
613
598
616
644
664
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
0
250
500
374 | Supplementary Information
Budget Ordinance 7348
Supplementary Information | 375
376 | Supplementary Information
Supplementary Information | 377
378 | Supplementary Information
Statistical Information About Olympia
Thefollowingstatisticalinformationhasbeencompiledthroughavarietyofsourcessuchasthe
U.S.CensusBureau,WashingtonStateOfficeofFinancialManagement,ThurstonRegional
PlanningCouncil,WashingtonStateSuperintendentofPublicInstruction,andCityrecords.It
providesthereaderwithmorein-depthinformationabouttheCityofOlympiaandthe
communityweserve.
Population
Year Olympia
Olympia
(%Increase)
Thurston
County
ThurstonCounty
(%Increase)
2022 56,370 2.5% 300,500 1.7%
2021 55,010 1.6% 295,300 1.5%
2020 54,150 2.6% 291,000 1.8%
2019 52,770 0.5% 285,800 1.4%
2018 52,490 0.6% 281,700 1.7%
2017 52,160 1.1% 276,900 1.5%
2016 51,600 1.1% 272,690 1.9%
2015 51,020 2.7% 267,410 1.3%
2014 49,670 2.5% 264,000 1.5%
2013 48,480 2.1% 260,100 1.3%
2012 47,500 1.5% 256,800 1.1%
Source:TRPC’sTheProfile-Population,Housing&EmploymentDataTables(2020USCensus)
OlympiaPopulationbyRace(2020)
Race Population% Population
White 74% 41,052
Black/AfricanAmerican 3% 1,759
AmericanIndian&AlaskaNative 1% 690
Asian 7% 3,745
NativeHawaiian&PacificIslander 1% 367
OtherRace 3% 1,762
TwoorMoreRaces 11% 6,230
HispanicorLatinofAnyRace 9% 5,059
Source:TRPC’sTheProfile-Population,Housing&EmploymentDataTables(2020USCensus)
Supplementary Information | 379
CityofOlympiaPopulationbyAge
AgeGroup 2013-2017Average 2018-2022Estimate
Total % Total %
Under5years 2,425 5% 2,823 5%
5to9years 2,333 5% 2,598 5%
10to17years 4,267 9% 4,713 9%
18to34years 13,577 27% 14,175 26%
35to49years 10,065 20% 11,445 21%
50to64years 9,369 19% 8,881 16%
65yearsandover 7,892 16% 9,944 18%
Totals 49,928 54,579
Source:AmericanCommunitySurvey5-YearEstimates
AverageHouseholdSize
2000 2010 2020
Avg.HouseholdSize(Olympia) 2.21 2.18 2.21
Source:TRPC’sTheProfile-Population,Housing&EmploymentDataTables(2020USCensus)
HouseholdsbyFamilyType
2017-2021Average
Olympia% ThurstonCounty%
Married-CoupleFamilies 37.4% 51.0%
OneParentFamilies 14.6% 15.1%
One-PersonFamiliesandNon-
familyHouseholds
48.0% 33.9%
Source:TRPC’sTheProfile-Population,Housing&EmploymentDataTables(2020USCensus)
380 | Supplementary Information
Employment:AnnualAverageThurstonCounty
2020 2021 2022
CivilianLaborForce 146,114 147,748 147,845
EmployedPersons 132,893 143,056 140,800
UnemployedPersons 13,221 4,692 7,045
*NotSeasonallyadjusted
*AsofNovember,2022
Source:WAStateEmploymentSecurityDepartment,LaborMarketInfo,Laborareasummaries.
Employment:UnemploymentRates
2018 2019 2020 2021
Olympia 4.9% 4.8% 6.6% 3.6%
Thurston 4.9% 4.8% 8.3% 5.2%
WAState 4.5% 4.3% 8.4% 5.2%
UnitedState 3.9% 3.7% 8.1% 5.3%
Source:U.S.BureauofLaborStatistics:LocalAreaUnemploymentStatistics
MedianHouseholdIncome-ThurstonCounty
2018 2019 2020 2021
$69,757 $77,890 $79,769 $81,693
Source:TRPC’sTheProfile-MedianHouseholdIncome
PovertyRate
2007-2011Avg 2012-2016Avg 2017-2021Avg
ThurstonCounty 10.5% 12% 9.7%
Olympia 15.8% 17.1% 14%
Source:TRPC’sTheProfile-ThurstonCountyPovertyRate
Source:USBureauofCensus,AmericanCommunitySurvey
Supplementary Information | 381
2021AverageYearlyWages(ThurstonCounty)
Industry 2020AvgYearlyWages 2021AvgYearlyWages
Accommodationandfoodservices $22,677 $25,446
Administrativeandwasteservices $43,816 $49,284
Agriculture,forestry,fishingandhunting $41,150 $45,161
Arts,entertainment,andrecreation $22,121 $24,150
Construction $65,745 $69,938
Educationalservices $36,810 $36,420
Financeandinsurance $85,814 $92,670
Government $69,820 $73,132
Healthcareandsocialassistance $56,884 $60,201
Information $89,369 $103,509
Managementofcompaniesandenterprises $85,701 $90,717
Manufacturing $60,489 $59,901
Mining $53,564 $42,641
Otherservices,exceptpublicadministration $49,758 $54,477
Professionalandtechnicalservices $81,683 $86,901
Rentalandleasingservices $46,404 $48,610
Retailtrade $36,783 $40,242
Transportationandwarehousing $49,078 $52,808
Utilities $105,108 $109,719
Wholesaletrade $82,380 $85,444
**CategorizedbyNorthAmericanIndustryClassificationSystem(NAICS)
Source:TRPC’sTheProfile-EmploymentbySector
AverageEmploymentbyIndustry**(ThurstonCounty-2021)
Industry Percentage
Government&GovernmentEnterprises 26.1%
HealthCare&SocialAssistance 11.9%
RetailTrade 10.2%
Accommodation&FoodServices 5.8%
Professional,Scientific,andTechnicalServices 6.2%
RemainingIndustries 39.8%
**CatagorizedbyNorthAmericanIndustryClassificationSystem(NAICS)
Source:TRPC’sTheProfile-EmploymentbySector
382 | Supplementary Information
HomeOwnershipOlympia
2015-2019Avg 2017-2021Avg
OwnHome 47% 49%
Rent/Other 53% 52%
Source:TRPC’sTheProfile-HousingOwnership&Tenancy
HousingAverageSalesPrice
2018 2019 2020 2021
Olympia $346,113 $367,261 $404,564 $470,000
ThurstonCounty $330,138 $354,565 $393,050 $455,000
Source:U.S.BureauofLaborStatistics:LocalAreaUnemploymentStatistics
ApartmentRentalRatesThurstonCounty
Year 1Bedroom 2Bedroom
2020 $1,124 $1,212
2021 $1,210 $1,288
2022 $1,310 $1,585
Source:WashingtonCenterforRealEstateResearch
BuildingPermitsIssued(Olympia)
2019 2020 2021 2022
Commercial 19 19 12 13
CommercialTI** 124 114 102 128
MultiFamily 16 4 1 7
SingleFamily 29 43 121 27
ADU's 10 6 7 24
Totals 198 186 243 199
Source:CityofOlympiaPermitCenter
*Numbersarebasedondateofpermitissuance(notsubmitted/createdorfinalizeddate)
**TenantImprovement
Supplementary Information | 383
CityofOlympia-ResidentialBuildingPermitActivity
Year MixedUse Multifamily Single-Family ADU's Total
2022 65 228 27 24 344
2021 127 52 130 7 316
2020 121 110 44 6 281
2019 119 149 29 10 307
2018 172 185 47 4 408
2017 4 92 92 4 142
2016 3 124 206 1 334
2015 138 172 129 NA 439
2014 0 277 154 NA 431
2013 14 317 149 NA 480
Source:CityofOlympiaPermitCenter-Reportupdatedin2021budgetdocumenttoreflectthevariousResidentialBuildingPermittypes
*Numbersarebasedondateofpermitissuance(notsubmitted/createdorfinaldate)
CityofOlympia-ResidentialBuildingPermitActivity
MixedUse Multi-Family Single-Family
AdditionalDwellingUnit
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
0
100
200
300
400
500
600
384 | Supplementary Information
EducationAttainment2017-2021
HighSchoolGraduateorHigher Bachelor'sDegreeorHigher
Olympia 95.1% 46.3%
ThurstonCounty 94.2% 36.2%
WashingtonState 91.9% 37.3%
UnitedState 88.9% 33.7%
Source:U.S.CensusBureau,QuickFacts
ThurstonCountyCollegeEnrollment
HeadCount FullTimeEquivalentStudent
Year(Fall) SPSCC SMU ESC SPSCC SMU ESC
2013 6,155 1,443 4,398 4,200 1,181 4,424
2014 6,158 1,437 4,219 4,162 1,124 4,216
2015 6,060 1,380 4,190 4,126 1,081 4,225
2016 6,041 1,355 4,089 4,199 1,163 4,094
2017 6,096 1,417 3,907 4,218 1,226 3,924
2018 5,997 1,487 3,327 4,254 1,323 3,339
2019 6,156 1,625 2,854 4,351 1,914 2,851
2020 5,296 1,644 2,281 3,979 1,917 2,209
2021 4,954 1,616 2,116 3,551 1,914 2,002
2022 4,244 1,607 2,126 3,217 1,877 2,035
SPSCC-SouthSoundCommunityCollege
SMU-StMartin'sUniversity
ESU-EvergreenStateCollege
Source:TRPC’sTheProfile-HigherEducationEnrollment
Supplementary Information | 385
TopPropertyTaxpayersforTaxYear2021
Taxpayer NatureofBusiness
Assessed
ValueAV(1)
Percentageof
TotalAV(2)
VineStreetInvestors Financial $93,995,300 1.2%
CapitalMall Retail $89,133,100 1.1%
PugetSoundEnergy Energy $80,494,959 1.0%
MulticareHealthSystem Healthcare $69,188,600 0.9%
OceanFront-CambridgeLLC Property $45,035,500 0.6%
KaiserFoundationHealthPlanofWA Healthcare $41,779,500 0.5%
BlackLakeApartments Property $36,242,949 0.5%
BreitACGMfWoodlandLLC Property $34,124,900 0.4%
HZAppleParkLLC Property $31,152,500 0.4%
Bellwether#215LLC Property $28,661,400 0.4%
Total $549,808,708 7.0%
(1)Basedonassessedvaluefortaxespayablein2021.
(2)Totalsmaynotfootduetorounding.
Source:ThurstonCountyAssessor’sOffice.
386 | Supplementary Information
Glossary of Terms | A
AccrualBasisofAccounting
Themethodofaccountingunderwhichrevenuesarerecordedwhentheyareearned(whether
ornotcashisreceivedatthattime)andexpendituresarerecordedwhengoodsandservicesare
received(whethercashdisbursementsaremadeatthattimeornot).
AmericanFederationofState,County,andMunicipalEmployees(AFSCME)
AbargainingunitcoveringParksandPublicWorksmaintenanceemployeesandParking
Enforcementemployees.
AgencyFunds
Afundusedtoaccountforassetsheldbyagovernmentasanagentforindividuals,private
organizations,othergovernments,and/orotherfunds.
Allocation
Tosetasideordesignatefundsforspecificpurposes.Anallocationdoesnotauthorizethe
expenditureoffunds.
Appropriation
Anauthorizationmadebythelegislativebodyofagovernment,whichpermitsofficialstoincur
obligationsagainst,andtomakeexpendituresof,governmentalresources.Appropriationsare
usuallymadeforfixedamountsandaretypicallygrantedforaone-yearperiod.
AssessedValue(AV)
Thefairmarketvalueofbothreal(landandbuilding),andpersonalpropertyasdeterminedby
theThurstonCountyAssessor’sOfficeforthepurposeofsettingpropertytaxes.
Assets
Propertyownedbyagovernment,whichhasmonetaryvalue.
Audit
Asystematicexaminationofresourceutilizationconcludedinawrittenreport.Itisatestof
management’sinternalaccountingcontrolsandisintendedto:ascertainwhetherfinancial
statementsfairlypresentfinancialpositionandresultsofoperations;testwhethertransactions
havebeenlegallyperformed;identifyareasforpossibleimprovementsinaccountingpractices
andprocedures;ascertainwhethertransactionshavebeenrecordedaccuratelyand
consistently;andascertainthestewardshipofofficialsresponsibleforgovernmentalresources.
Supplementary Information | 387
Glossary of Terms | B - C
BalancedBudget
Abudgetwheretherevenuesareequaltoexpenditures.Moregenerally,itreferstoabudget
thathasnobudgetdeficit,butcouldpossiblyhaveabudgetsurplus.
Baseline
Thecosttorepeatthecurrentlevelofservice.Baselineincludesinflationcosts.Baselinedoes
notreflectanincreasedlevelofservice.
Bond
Awrittenpromisetopay(debt)aspecifiedsumofmoney(calledprincipalorfacevalue)ata
specifiedfuturedate(calledthematuritydate(s)alongwithperiodicinterestataspecified
percentageoftheprincipal(Interestrate).
BondAnticipationNote(BAN)
Short-terminterestbearingnotesissuedinanticipationofbondstobeissuedatalaterdate.
Thenotesareretiredfromproceedsofthebondissuetowhichtheyarerelated.
Budget(Operating)
Aplanoffinancialoperationembodyinganestimateofproposedexpendituresforagiven
period(typicallyafiscalyear)andtheproposedmeansoffinancingthem(revenueestimates).
Thetermisalsosometimesusedtodenotetheofficiallyapprovedexpenditureceilingsunder
whichagovernmentanditsdepartmentsoperate.
BudgetCalendar
Thescheduleofkeydatesormilestoneswhichagovernmentfollowsinthepreparationand
adoptionofthebudget.
CapitalBudget
Aplanofproposedmajorcapitalimprovements,whicharebeyondtheroutineoperationofthe
City,andthemeansoffinancingthem.Thecapitalbudgetisenactedaspartofthecomplete
annualbudgetincludingbothoperatingandcapitaloutlays.Thecapitalbudgetisbasedona
CapitalFacilitiesPlan(CFP).
CapitalFacilitiesPlan
Asix-yearplanforcapitalexpendituresthatidentifiestheexpectedbeginningandendingdate
foreachproject,theamounttobeexpendedineachyearoneachproject,andthemethodof
financingthoseexpenditures.Onlyexpendituresandrevenuesproposedforthefirstyearofa
projectareincorporatedintotheannualoperatingbudgetastheCapitalBudget.
388 | Supplementary Information
Glossary of Terms | C
CapitalImprovement
Aprojecttocreate,expandormodifyacapitalfacility.Theprojectmayincludedesign,
permitting,environmentalanalysis,landacquisition,construction,landscaping,site
improvements,initialfurnishings,andequipment.Theprojectcostmustexceed$50,000.
CapitalImprovementPlan(CIP)Fund
Afundusedtopayforgeneralmunicipalprojects(excludesutilities).Themoneyisderivedfrom
therealestateexcisetax,interest,utilitytax(1percent)andtheyear-endcashsurplus.
CapitalOutlays(Expenditures)
Expendituresfortheacquisitionof,oradditionto,fixedassetsnotincludedintheCapital
FacilitiesPlan.Theusefullifeoftheseexpendituresmustbetwoyearsormorewithavalueofat
least$5,000.Examplesinclude:constructionprojects,landacquisition,majorrenovationsor
repairstoexistinggroundsoffacilities,andequipmentpurchases.
CapitalProjects
Projectswhichpurchaseorconstructcapitalassets.Typically,acapitalprojectencompassesa
purchaseoflandand/ortheconstructionofanewbuildingorfacility,withalifeexpectancyof
morethan10years.Itmayalsoincludemajormaintenanceorrenovationofacurrentasset.
CashBasis
Themethodofaccountingunderwhichrevenuesarerecordedwhenreceivedincashand
expendituresarerecordedwhenpaid.
CollectiveBargainingAgreement
Alegalcontractbetweenemployerandaverifiedrepresentativeofarecognizedbargainingunit
forspecifictermsandconditionsofemployment(e.g.,hours,workingconditions,salary,
benefits,andmattersaffectinghealthandsafetyofemployees).
ConstrainedPrioritization
Budget-settingprocesswhereprioritysettingsurveyisusedtocategorizegeneralfundservices
intofourquadrants.ThehighestpriorityservicesareassignedtoQuadrantLevel1,thenext
importantservicestoLevel2,etc.Onlyaspecificnumberofservicescanbeassignedtoeach
level,thuscreatingaconstrainedprioritizationprocess.Thenitisdecidedwhetherthegeneral
fundbudgetforthedifferentquadrantsshouldbeincreased,maintainedatthecurrentlevel,or
reduced.
Supplementary Information | 389
Glossary of Terms | C - D
ConsumerPriceIndex(CPI)
AstatisticaldescriptionofpricelevelsprovidedbytheUnitedStatesDepartmentofLabor.The
indexisusedasameasureofchangeinthecostofliving.
Contingency
Abudgetaryreservesetasideforemergenciesorunforeseenexpendituresnototherwise
budgeted.
CostofLivingAdjustment(COLA)
Anincreaseinsalariestooffsettheadverseeffectofinflationoncompensation.
CouncilPriorities
EachyeartheOlympiaCityCouncildevelopstargetissueswhichareasetofprioritytopicstobe
addressedbytheCouncilandstaffduringtheupcomingyear.Targetissuesmayextendbeyond
thecurrentoperatingbudget.AlsoreferredtoasCouncilEmphasisAreasorTargetIssues.
DebtService
Paymentofinterestandrepaymentofprincipaltoholdersofagovernment’sdebtinstruments.
Deficit
• Theexcessofanentity’sliabilitiesoveritsassets(seeFundBalance).
• Theexcessofexpendituresofexpensesoverrevenuesduringasingleaccountingperiod.
Depreciation
• Expirationintheservicelifeofcapitalassetsattributabletowearandtear,deterioration,
actionofthephysicalelements,inadequacy,orobsolescence.
• Thatportionofthecostofacapitalasset,whichischargedasanexpenseduringaparticular
period.
DoubleBudgeting
Theresultofhavingfundsordepartmentswithinagovernmentpurchaseservicesfromone
anotherratherthanfromoutsidevendors.Wheninternalpurchasingoccurs,bothfundsmust
budgettheexpenditures(onetobuytheserviceandtheothertoaddtheresourcestoits
budgetsotheyhavesomethingtosell).Thistypeoftransactionresultsininflatedbudgetvalues
becausethesameexpendituredollarisbudgetedtwice:onceineachfund’sbudget.The
revenuesideofbothfundsissimilarlyinflated.
390 | Supplementary Information
Glossary of Terms | E - F
EnterpriseFund
Fundsusedforservicesprovidedtothepubliconauserchargebasis,similartotheoperationof
acommercialenterprise.Waterandwastewaterutilitiesarecommonexamplesofgovernment
enterprises.
EquipmentRental
TheEquipmentRentalFundoperatesasaself-sufficientmotorandequipmentpool.Customer
departmentspayfortheequipmentusedthroughchargesbilledmonthly.Thesechargesinclude
aformofdepreciation,whichisaccumulatedasasinkingfundforfutureassetreplacement,a
factorformaintenanceoftheequipment,andchargesforfuel(ifapplicable).
ExpendableTrustFund
Fundwherethemoneyinthefund(principal)andtheinterestmaybespentasdesignatedby
thedonor.
Expenditures
Whereaccountsarekeptontheaccrualormodifiedbasisofaccounting,thecostofgoods
receivedorservicesrendered,whethercashpaymentshavebeenmadeornot.Whereaccounts
arekeptonacashbasis,expendituresarerecognizedonlywhencashpaymentsfortheabove
purposesaremade.
FiduciaryFunds
Fundsusedtoreportassetsheldinatrusteeoragencycapacityforothersandwhentherefore
cannotbeusedtosupportthegovernment’sownprograms.Thisincludespensiontrustfunds,
investmenttrustfunds,private-purposetrustfunds,andagencyfunds.
FiscalYear
Atwelve-monthlyperioddesignatedastheoperatingyearbyanentity.ForOlympia,thefiscal
yearisthesameasthecalendaryear(alsocalledbudgetyear).
FullFaithandCredit
Apledgeofthegeneraltaxingpowerofagovernmenttorepaydebtobligations(typicallyused
inreferencetobonds).
Fund
Aself-balancingsetofaccounts,segregatedforspecificpurposesinaccordancewithlawsand
regulationsorspecialrestrictionsandlimitations.
Supplementary Information | 391
Glossary of Terms | F - I
FundBalance
Theexcessofanentity’sassetsoveritsliabilities.TheCity’spolicyistomaintainafundbalance
ofatleast10percentofthegeneraloperatingrevenues.
GeneralFund
ThisfundisusedtopaytheexpensesandliabilitiesoftheCity’sgeneralservicesandprograms
forcommunitymembersthatarenotseparatelyaccountedforinspecialrevenuefunds.
GeneralObligationBonds
Whenagovernmentpledgesitsfullfaithandcredittotherepaymentofthebondsitissues,
thenthosebondsareGeneralObligation(GO)Bonds.Sometimesthetermisusedtoreferto
bonds,whicharetoberepaidfromtaxesandothergeneralrevenues.
GovernmentFinanceOfficersAssociation(GFOA)
Associationthatenhancesandpromotestheprofessionalmanagementofgovernmentsforthe
publicbenefitbyidentifyinganddevelopingfinancialpoliciesandbestpracticesandpromoting
theirusethrougheducation,training,facilitationofmembernetworking,andleadership.
GovernmentalFunds
Fundsgenerallyusedtoaccountfortax-supportedactivities.Therearefivedifferenttypesof
governmentalfunds:thegeneralfund,specialrevenuefunds,debtservicefunds,capital
projectsfunds,andpermanentfunds.
Grant
Acontributionofassets(usuallycash)byonegovernmentalunitorotherorganizationto
another.Typically,thesecontributionsaremadetolocalgovernmentsfromthestateand
federalgovernments.Grantsareusuallymadeforspecifiedpurposes.
Infrastructure
Theunderlyingfoundation,especiallythebasicinstallationsandfacilities,onwhichthe
continuanceandgrowthofajurisdictiondepends(e.g.,streets,roads,sewer,andwater
systems).
Insurance1
Medicalinsuranceplanofferedtonon-represented,AFSCME,IUOE,andTeamstersemployees
hiredpriortoJanuary1,2013.
392 | Supplementary Information
Glossary of Terms | I - K
Insurance2
Medicalinsuranceplanofferedtonon-represented,AFSCME,IUOE,andTeamstersemployees
hiredonorafterJanuary1,2013.
InterdepartmentalCharges
ArevenuesimilartoprogramrevenuesbypaidbyotherunitsoftheCityofOlympia.
InterfundServices/Revenue
Theterm“Interfund”referstotransactionsbetweenindividualFundsoftheCityofOlympia
(ratherthantransactionsbetweentheCityandprivatecompanies,)otherreceivermustbudget
andpayforservicereceived.Theserviceproviderwillbudgetforthecostofprovidingthe
serviceandreceivearevenueintheformofapaymentfromtheservicereceiver.Interfund
revenuescanbeeitherpaymentforintracityservicesorcontributionsofrevenuefromonCity
organizationtoanother.Primeexampleswouldbeequipmentrentalcharges,self-insurance
premiums,andcontributionsfordebtserviceobligations.Ascanbeseenfromthisdescription,
Interfundactivitiesinflatebothexpendituresandrevenues;thiscauseswhatwerefertoas
“doublebudgeting.”(ThetermInterfundisalsoreferredtoasintracity).
InternalControl
Aplanoforganizationforpurchasing,accounting,andotherfinancialactivities,thatinclude,but
isnotlimitedto:
• Employees’dutiesareassignedsothatnosingleemployeehandlesafinancialactionfrom
beginningtoend.
• Properauthorizationsfromspecificresponsibleofficialsareobtainedbeforekeystepsinthe
processingofatransactionarecompleted.
• Recordsandproceduresarearrangedappropriatelytofacilitateeffectivecontrol
InternalServiceFund
Fundsusedtoaccountforthefinancingofgoodsorservicesprovidedbyonedepartmentor
agencytootherdepartmentsoragenciesofagovernment,ortoothergovernments,onacost
reimbursementbasis.
Investment
Securitiesandrealestatepurchasedandheldfortheproductionofincomeintheformof
interest,dividends,rentalsorbasepayments.
InternationalUnionofOperatingEngineers(IUOE)
UnioncoveringPublicWorksoperatingsupervisors.
Supplementary Information | 393
Glossary of Terms | L - O
Lean
Aproductionphilosophythatconsiderstheexpenditureofresourcesinanyaspectotherthan
thedirectcreationofvaluefortheendcustomertobewasteful,andthusatargetfor
elimination.
Liability
Debtorotherlegalobligationsarisingoutoftransactionsinthepastwhichmustbeliquidated,
renewedorrefundedatsomefuturedate.
LOTTAlliance
AnonprofitcorporationestablishedbyanInterlocalcooperationagreementbythecitiesof
Lacey,Olympia,Tumwater,andThurstonCounty.TheAllianceisresponsibleforregionalsewage
treatment.
MajorFund
Fundswouldbeclassifiedasmajorifthefollowingtwoconditionsaremet:
•. Totalassets,liabilities,revenuesorexpenditures/expensesoftheindividualgovernmental
orenterprisefundareatleast10percentofthecorrespondingtotalofallfundsofthat
categoryorofthattype;AND
•. Totalassets,liabilities,revenuesorexpenditures/expensesoftheindividualgovernmental
orenterprisefundareatleast5percentofthetotalforallgovernmentalandenterprise
fundscombined.
ModifiedAccrualBasis
Thebasisofaccountingunderwhichexpendituresotherthanaccruedinterestongenerallong-
termdebtarerecordedatthetimeliabilitiesareincurred,andrevenuesarerecordedwhen
receivedIcashexceptformaterialand/oravailablerevenues,whichshouldbeaccruedtoreflect
properlythetaxesleviedandrevenueearned.
Non-expendableTrustFunds
Fundswhereonlytheinterestearnedontheprincipalmaybespentasdesignatedbythedonor.
394 | Supplementary Information
Glossary of Terms | O - P
ObjectofExpenditure
Expenditureclassificationsbaseduponthetypesorcategoriesofgoodsandservicespurchased.
Typicallyobjectsofexpenditureinclude:
1. Personnelservices(salariesandwages)
2. Contractedservices(utilities,maintenancecontracts,travel)
3. Suppliesandmaterials
4. Capitaloutlays
OlympiaMetropolitanParkDistrict(OMPD)
Ajuniortaxingdistrictestablishedbythevotersin2015forthepurposeoffundingparks
acquisition,maintenance,developmentandsafety.TheDistrictmaylevyupto$0.75per$1,000
ofassessedpropertyvalue.
OperatingBudget
TheannualappropriationtomaintaintheprovisionofCityservicestothepublic.
OperatingTransferIn
Transfer(payment)fromotherfunds,whicharenotrelatedtorenderingofservices.
Optiview
ThedocumentmanagementsoftwareusedtoimageandorganizetheCity’sdocuments.
PermanentFund
Permanentfundsarerequiredtobeusedtoreportresourcesthatarelegallyrestrictedtothe
extentthatonlyearnings(andnotprincipal)maybeusedforpursesthatsupportthereporting
governmentprograms.
PersonnelServices
Includestotalwagesandbenefits.
Program
Aspecificanddistinguishableunitofworkorserviceperformed.
ProgramEnhancement
Programs,activitiesorpersonnelrequestedtoimproveoraddtothecurrentbaselineservices.
Supplementary Information | 395
Glossary of Terms | P - S
ProgramRevenue
Thesearerevenueswhichareproducedasaresultofanactivityofaprogramandare
dependentuponthequantityofservicesprovidedtothepublicorgovernmentalunites(e.g.,
permits,chargesforfireservices,recreationalactivities),orrevenuesdedicatedtoaspecificuse
(e.g.,grants,taxesordebtfunds).
ProprietaryFunds
Recipientsofgoodsorservicespaydirectlytothesefunds.Revenuesarerecordedatthetime
servicesareprovided,andallexpensesincurredinearningtherevenuesarerecordedinthe
sameperiod.
RealEstateExciseTax(REET)
AtaxuponthesaleofallresidentialandcommercialpropertywithintheCityofOlympiaarate
of½of1percentofthepurchaseprice.ThistaxisrestrictedbystatelawtoTransportationand
Parkcapitalprojects.
ReclaimedWater
Recycledmunicipalwastewaterthathasbeencleanedandtreatedinordertoremovepollutants
andcontaminantssothatthewatercanbesafelyreusedforavarietyofapproveduses,suchas
irrigation.
Reserve
AnaccountusedtoindicatethataportionofFundEquityislegallyrestrictedforaspecific
purposeornotavailableforappropriationandsubsequentspending.
Revenue
Thetermdesignatesanincreasetoafund’sassetsthat:
• Doesnotincreasealiability(e.g.,proceedsfromaloan)
• Doesnotrepresentarepaymentofanexpenditurealreadymade
• Doesnotrepresentacancellationofcertainliabilities
• Doesnotrepresentanincreaseincontributedcapital(e.g.,taxes,grants,fines)
RevenueBonds
Bondswhoseprincipalandinterestarepayableexclusivelyfromearningsofanenterprisefund.
396 | Supplementary Information
Glossary of Terms | S - T
ServiceProfiles
Specificquantitativemeasuresofworkperformedwithinanactivityorprogram(e.g.,totalmiles
ofstreetscleaned).Also,aspecificquantitativemeasureofresultsobtainedthroughaprogram
oractivity(e.g.,reducedincidentsofvandalismduetonewstreetlightingprogram).Also
referredtoasServiceMeasures.
SpecialRevenueFunds
Fundsthatarededicatedforaspecificpurpose(e.g.,roads,surfacewater,etc.),requirean
additionallevelofaccountability,arecollectedinaseparateaccount,andarenotpartofthe
GeneralFund.
StepSewerSystem
Sewagetreatmenteffluentpumpsystemsareanalternativetothetraditionallygravityflow
sewagesystem.
SuppliesandServices
Allsuppliesandservicessuchasofficesupplies,professionalservices,andintergovernmental
services.
TaxAnticipationNote(TANs)
Notesissuedinanticipationoftaxesthatareretired,usuallyfromtaxescollected(typicallyused
byschooldistricts).
TaxRateLimit
Themaximumlegalrateatwhichamunicipalitymaylevyatax.Thelimitmayapplytotaxes
raisedforaparticularpurposeorforgeneralpurposes.
Teamsters
Chauffeurs,Teamsters,andHelpersUnioncoversPoliceSupportemployeesandjailcorrections
staff.
Transfers
Interfundactivitywithandamongthethreefundcategories(governmental,proprietary,and
fiduciary).
Supplementary Information | 397
Glossary of Terms | T - Z
TransportationBenefitDistrict(TBD)
Thisisaquasi-municipalcorporationandindependenttaxingdistrictcreatedforthesole
purposeofacquiring,constructing,improvingandfundingtransportationimprovementwithin
theCity.
Warrant
Anorderdrawnbyamunicipalofficer(s)directingthetreasurerofthemunicipalitytopaya
specifiedamounttothebearer,eitherafterthecurrentdateorsomefuturedate.
398 | Supplementary Information
ACFR AnnualComprehensiveFinancialReport
AEGIS City’sPoliceInformationSystem
AFSCME AmericanFederationofState,County&MunicipalEmployees
ARPA AmericanRescuePlanAct
AWC AssociationofWashingtonCities
BARS Budget&AccountingReportingSystem
CAMP CapitalAssetManagementProgram
CAPCOM ThurstonCountyCommunications
CDBG CommunityDevelopmentBlockGrant
CFP CapitalFacilitiesPlan
CIP CapitalImprovementPlan
CNA CoalitionofNeighborhoodAssociations
COLA CostofLivingAdjustment
CPTED CrimePreventionThroughEnvironmentalDesign
DRC DayReportingCenter
DRS DepartmentofRetirementSystems
DUI DrivingUndertheInfluence
EDC EconomicDevelopmentCouncil
EDDS EngineeringandDevelopmentDesignStandards
EHM ElectronicHomeMonitoring
EMS EmergencyMedicalServices
EOC EmergencyOperationsCenter
ERU EquivalentResidentialUnit
FDCARES FireDepartmentCommunityAssistanceReferrals&EducationService
FEMA FederalEmergencyManagementAct
FTE FullTimeEquivalent
GAAP GenerallyAcceptedAccountingPrinciples
GASB GovernmentAccountingStandardsBoard
GFC GeneralFacilityCharge
Acronyms
Supplementary Information | 399
GFOA GovernmentFinanceOfficersAssociation
GMA GrowthManagementAct
GO GeneralObligation
HUD HousingandUrbanDevelopment
HVAC Heating,Ventilation,andAirConditioning
ISP IntensiveSupervisorTraining
IT InformationTechnology
IUOE InternationalUnionofOperatingEngineers
LEED LeadershipinEnergyandEnvironmentalDesign
LED LightEmittingDiode
LEOFF LawEnforcementOfficersandFireFighters
LERMS LawEnforcementRecordsManagementSystem
LID LocalImprovementDistrict
LID LowImpactDevelopment
LOB LineofBusiness
LOS LevelofService
LOTT Lacey,Olympia,TumwaterandThurstonCounty
LTFS LongTermFinancialStrategy
LTGO LongTermGeneralObligation
MRT MoralReconationTherapy
MNRFTE MarkNobelRegionalFireTrainingCenter
MOU MemorandumofUnderstanding
MUT MunicipalUtilityTax
MVET MotorVehicleExciseTax
NLC NationalLeagueofCities
NPDES NationalPollutantDischargeEliminationSystem
O&M OperationsandMaintenance
OCV OfficeofCommunityVitality
OFD OlympiaFireDepartment
Acronyms
400 | Supplementary Information
OMC OlympiaMunicipalCode
OMPD OlympiaMetropolitanParkDistrict
OPD OlympiaPoliceDepartment
OSHA OccupationalSafetyandHealthAdministration
OSI OfficeofStrategicInitiatives
PARD Parks,Arts,andRecreationDepartment
PBIA ParkingandBusinessImprovementArea
PFD PublicFacilitiesDistrict
PRAC ParksandRecreationAdvisoryCommittee
PREA PrisonRapeEliminationAct
PSE Plans,SpecsandEstimates
PWTF PublicWorksTrustFund
RCW RevisedCodeofWashington
SAAS SoftwareAsAService
SAFER StaffingforAdequateFireandEmergencyResponse
SCBA Self-ContainedBreathingApparatus
SEPA StateEnvironmentalPolicyAct
SRP SchoolResourceOfficer
STEP SepticTankEffluentPump
TBD TransportationBenefitDistrict
TCTV ThurstonCommunityTelevision
TRPC ThurstonRegionalPlanningCouncil
UGA UrbanGrowthArea
VAC Victims’AssistanceCoordinator
VCB VisitorConventionBureau
WAC WashingtonAdministrativeCode
WARC WasteandRecoveryCenter
WCIA WashingtonCitiesInsuranceAuthority
WSDOT WashingtonStateDepartmentofTransportation
Acronyms
Supplementary Information | 401
402 | Supplementary Information
Capital Facilities Plan (CFP)
The2023-2028AdoptedCapitalFacilitiesPlan(CFP)canbefoundalongwithotherbudget
documentsatolympiawa.gov/budget.TheCFPincludeslinkstoboththeOlympiaSchool
District'sandNorthThurstonPublicSchools'CapitalFacilitiesPlan.
Capital Facilities Plan | 403