2021-2022 Annual Report

The OUGM exists as an Evangelical Christian Rescue Mission, serving Thurston County, to share the good news of life in Jesus Christ by meeting the physical, mental and spiritual needs of individuals in crisis.

The Olympia Union Gospel Mission began its work with the homeless and needy in 1995 through a street min istry outreach. Sandwiches and hot drinks were offered in an atmosphere of love and acceptance. Our goal was and still is to share God’s love in practical ways.

OUGM EXECUTIVE BOARD

ANDREW CHRISTENSEN, President TOM DAVIS, Vice President TIM LANGAN, Secretary JACK OLSON, Treasurer ROBIN WADSWORTH, Board

OUGM STAFF Administration

SKIP STEFFEN, Executive Director MINDY CRUMP, Director of Resource Development LEAH ROADMAN, Office Manager LENORE VINING, Office Manager

KAREN ROBBINS, Community Liaison KRINA ALLISON, Marketing & Communications CARRIE MILLER, Database Manager

Day Center

STEVEN SMITH, Day Center Supervisor & Chaplain COLIN SWANEY, Food Safety Manager JACKIE SMITH, Tiny House Coordinator

Day Room Staff

ROBERT BAKER CRAIG BUSICK DANIEL BURMESTER ROBERTO CAMACHO DANA MEADORS DIANE OLSEN BRANDY OMAN KEVIN PERRY

BROOKE PONCE JOSEPH PONCE RANDY ROWLEY KAREN SCHAEFFER LUCY TORRES TRICHELLE RAMIREZ-TORRES JOHNNY VINSON PATRICIA WYLLYS

Life Transformation Program

JODI YARBROUGH, Life Transformation Director & Women & Men’s Program Manager SHERRY CHAPMAN, Women’s Counselor COLIN SWANEY, Jeremiah House Supervisor

Short Term Women’s Shelter CARRIE MILLER, House leader

Health Resources

THERESA CARRILLO, Vision Clinic Manager SHELLEY CASE, Dental Clinic Manager TRACY CRON, Dental Assistant KAREN DONNELLY & JEANNIE HANSON, Dental Clinic Receptionist

MISSION NIGHT OUT

6:30 PM SOCIALIZING & DESSERT

7 PM WELCOME, OPENING PRAYER, BOARD INTRODUCTIONS

Andrew Christensen, Board President

INTRODUCTION OF STAFF

Skip Steffen, Executive Director

MISSION HIGHLIGHTS

COLIN SWANEY, Food Safety Manager

SKIP STEFFEN, “MISSION BITES”

MINDY CRUMP, Mission Partners

SKIP STEFFEN, JODI YARBROUGH, STEVEN SMITH

Changing Face of Homelessness

YEAR IN REVIEW FINANCIALS

SKIP STEFFEN, Executive Director

CLOSING COMMENTS

Skip Steffen & Andrew Christensen

CLOSING PRAYER

Jack Olson, Board Treasurer

OLYMPIA UNION GOSPEL MISSION ANNUAL MEETING FISCAL

YEAR SEPTEMBER 2021 – AUGUST 2022

The year presented many opportunities to serve Jesus, as well as numerous challenges.

MISSION BITES

In December of 2018, the City of Olympia responded to the rampant increase in homeless dwellers in downtown Olympia by establishing a one-hundred tent Mitigation Camp and a 30-unit Tiny House Village called Plum Street Village. The City contracted with the Low-Income Housing Institute of Seattle (LIHI) to manage the Tiny House Village. LIHI asked the Mission if we would provide dinner to the residents of Plum Street, seven days a week. The meal was to be prepared in bulk and delivered to the Village. LIHI staff would plate and serve the meal to residents. The level of effort for the Mission seemed low and we agreed to provide the meals. LIHI agreed to reimburse the Mission for the cost of the meals plus an overhead fee.

During calendar years 2020 and 2021, LIHI contracted to manage two Tiny House Villages and a Motel to Shelter conversion in Pierce County and approached the Mission about delivering meals to these sites as well. What started out as a service to the Olympia area has grown to a service to aid two counties in addressing homelessness in their jurisdic tions. LIHI has contracted to manage the motel that was purchased by the Department of Transportation in Lacey. The Mission has agreed to provide dinner meals to this site as well.

Currently, 250 dinners a day are being delivered to Pierce County in addition to 32 at Plum Street Village. Three individuals have found part time employment at the Mission either preparing or delivering the meals. This service to provide dinner has grown to benefit the Mission by lowering labor costs for meals served to Mission guests, and contrib uting $70,000 in the last twelve months to the Mission’s bottom line.

ADDRESSING HOMELESSNESS

Update on the Mission’s role in addressing homelessness in downtown Olympia

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1. Gentrification – with the new apartments and more higher income residents there is a shift towards more pride in downtown, more funding for a cleaner and safer downtown

2. Decentralization of homeless services has led to a reduction in the number of homeless people downtown, but there are unintended consequences.

a. Government at the State and local level has gone from a position of “if we just ignore the problem, it will go away” to “let’s legislate homelessness away and throw money at the problem.”

i. Laws restricting camps and clearing camps – some push back in courts (Boise Decision)

ii. Money for more shelters in (purchased) motels, tiny house villages, mitigation camps, permanent supportive housing, etc.

iii. Mission can not avail itself of the money without giving up its religious freedom.

3. Unintended consequences – In general, the higher functioning and more adaptable among the homeless population have opted to take advantage of the “free” services leading to an increased percentage of the chronically homeless population on the streets who are mentally ill.

a. Addiction and Mental illness on the Street.

i. Up to half of chronically homeless have affective disorders: depression, anxiety, bipolar disorder, schizophrenia. Most self-medicate with drugs and alcohol. The majority of chronically homeless without a mental illness diagnosis are addicted to drugs and / or alcohol.

b. The Mission is now the only full service (sit down meals, shelter, showers / laundry, clothing bank, spiritual activities) provider remaining in downtown Olympia.

c. The Day Drop-In Center is seeing fewer clients, but of those who do seek services there are more with co-morbid conditions – addiction and mental illness.

i. More behaviors, emotional and sometimes violent outbursts, that do not always respond to reason. More prefer to be outside but stay on campus for safety.

ii. Staff carry Narcan anticipating overdoses – Fentanyl is common.

iii. The need for more police support, which currently seems to be there.

d. More mental illness in the clients seeking Life Transformation.

4. The Short and Long Term Mission Response: For 27 years the Mission has shown the light of Jesus into a very dark world. That will not change, the light will continue to shine. But constant adaption to the current environment is required.

a. Day Center and Life Transformation staff training in recognizing and disease categorizing clients with mental illness.

b. Decision making about which clients we are equipped to help, and which require a higher-level facility.

c. Partnering with other mental health providers for expertise in medication management and counseling.

d. Adjusting budget and fundraising for increased staffing and facility costs.

COMMUNITY FOOD PARTNERS

Three hundred sixty-five days of the year, the Mission’s VegOut truck can be seen around Olympia, Lacey, and Tumwater, picking up generous food donations from several local partners. These include Safeway, Fred Meyer, Target, Haggen’s, Grocery Outlet, Chick-fil-A, KFC, and 7-Eleven. These donations from the last 12 months are valued at $430,265.75 and make up 70% of the food utilized for meals at the Mission.

Upon arrival at the Mission, all items are weighed, categorized, and sorted. Peppers, romaine, and mangoes are just a few of the items made into a salad that is served at the Mission and beyond. Any items left over and in good condition are boxed up and set aside to be delivered to one of the 12 VegOut locations where children receive food to take home to their families.

Between the Mission and the catered meals through Mission Bites, over 137,234 meals were provided during the course of a year, with the help of donations from our community partners. Over 500 children were also blessed throughout the year allowing them to provide much needed food for their families. We are so grateful for the ongoing support that allows us to meet the ever-growing needs of those we serve.

FISCAL YEAR 2021 – 2022 NARRATIVE AND THE 2022-2023 BUDGET

INCOME: East Street is the name we applied to the new Five-Plex in Lacey. There was no place holder in the budget since the purchase was an unplanned gift from God. The budgeted income for the next fiscal year reflects twelve months of rent. The Mission held two major fundraisers for the Dental Clinic in 2021 and 2022. This was a one-time event so only one fundraiser is budgeted for 2023. COVID had a significant negative impact on the Vision Clinic in terms of financial support from the Lions’ Clubs. Donations from the Lions’ Clubs had provided the majority of financial support prior to COVID. While we are hopeful that membership in the Clubs will rebound post-COVID, increased income is not anticipated in the budget. Fundraising income in 2021 – 2022 was significantly above budget. This was primarily due to estate gifts. These gifts are unan nounced, and we do not plan for them in the budgeting process.

EXPENSES: There are no new initiatives planned for 2022 – 2023. Significant growth in the operating budget is not anticipated. The budget year projects some operational savings over fiscal year 2021-2022.

NET INCOME: Our pattern has been to budget income and expenses conservatively. Invariably, God will present opportunities and the funding.

OLYMPIA UNION GOSPEL MISSION

TOTALS - SUMMARY 2021 - 2022 % of Budget 2022 - 2023 % Change

INCOME

Women and Family Programs 77,374 $ 0.9% 74,564 $ -4%

Men's Program 37,942 $ 15.7% 37,730 $ -1% East Street 60,928 $ 78,000 $ 28% Street Ministry 50,996 $ -26.0% 51,136 $ 0%

VEG OUT $ $ Annex

Dental Clinic 133,252 $ 15.6% 63,039 $ -53% Vision Clinic 27,663 $ -50.1% 26,821 $ -3% Management and Fundraising 2,044,738 $ 33.5% 1,569,560 $ -23%

GRAND TOTAL INCOME 2,432,893 $ 29.4% 1,900,850 $ -22%

EXPENSES

Women and Family 177,575 $ -3.0% 182,439 $ 3%

Men's Program 39,374 $ 10.6% 37,669 $ -4% East Street 40,231 $ 39,057 $ -3%

Street Ministry Expenses 743,192 $ -2.4% 757,869 $ 2%

VEG OUT 25,790 $ 7.7% 33,478 $ 30%

Annex 44,979 $ -22.8% 58,533 $ 30%

Dental Clinic 111,874 $ -9.8% 112,209 $ 0%

Vision 51,860 $ 6.5% 56,426 $ 9%

Support Services 294,282 $ 4.3% 278,630 $ -5% Management & Fund Raising 322,974 $ -9.2% 321,981 $ 0%

GRAND TOTAL EXPENSES 1,852,131 $ -1.1% 1,878,292 $ 1%

CASH FLOW 580,762 $ 22,558 $ -96%

DUPLEX AND CASH RESERVES (510,000) $ NET CASHFLOW 70,762 $