HomeMy WebLinkAbout04-11-2022 Regular Meeting
MEDINA CITY COUNCIL
Monday, April 11, 2022
4:00 PM – REGULAR MEETING
AGENDA
VISION STATEMENT
Medina is a family-friendly, diverse and inclusive community on the shores
of Lake Washington. With parks and open spaces, Medina is a quiet and
safe small city, with active and highly-engaged residents. Medina honors its
heritage while preserving its natural environment and resources for current
and future generations.
MISSION STATEMENT
Ensure efficient delivery of quality public services, act as responsible
stewards of Medina's financial and natural resources, celebrate diversity,
leverage local talent, and promote the safety, health, and quality of life of
those who live, work, and play in Medina.
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MEDINA, WASHINGTON
MEDINA CITY COUNCIL
CITY COUNCIL REGULAR MEETING
Virtual/Online
Monday, April 11, 2022 – 4:00 PM
AGENDA
MAYOR | Jessica Rossman
DEPUTY MAYOR | Randy Reeves
COUNCIL MEMBERS | Cynthia F. Adkins, Jennifer Garone, Harini Gokul, Mac Johnston,
Bob Zook
INTERIM CITY MANAGER | Stephen R. Burns
CITY ATTORNEY | Scott Missall
CITY CLERK | Aimee Kellerman
Virtual Meeting Participation
With the passage of the City’s Proclamation of Local Emergency, City Hall is closed to the public.
Council participation in this meeting will be by teleconference/online only. Members of the public
may also participate by phone/online. Individuals wishing to speak live during the Virtual City
Council meeting will need to register their request with the City Clerk at 425.233.6411 or email
akellerman@medina-wa.gov and leave a message before 2PM on the day of the April 11th
Council meeting. Please reference Public Comments for April 11th Council Meeting on your
correspondence. The City Clerk will call on you by name or telephone number when it is your turn
to speak. You will be allotted 3 minutes for your comment and will be asked to stop when you
reach the 3 minute limit.
Join Zoom Meeting
Meeting ID: 832 5227 3105
Passcode: 589036
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1. REGULAR MEETING - CALL TO ORDER / ROLL CALL
Council Members Adkins, Garone, Gokul, Johnston, Reeves, Rossman and Zook
2. APPROVAL OF MEETING AGENDA
3. PUBLIC COMMENT PERIOD
Individuals wishing to speak live during the Virtual City Council meeting will need to
register their request with the City Clerk at 425.233.6411 or email akellerman@medina-
wa.gov and leave a message before 2PM on the day of the April 11th Council meeting.
Please reference Public Comments for April 11th Council Meeting on your
correspondence. The City Clerk will call on you by name or telephone number when it is
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your turn to speak. You will be allotted 3 minutes for your comment and will be asked to
stop when you reach the 3 minute limit.
4. PRESENTATIONS
4.1 Senator Kuderer, Representatives Slatter and Walen will address the Council.
4.2 Introduction of New Tree Consultant Andrea Starbird by Steve Wilcox, Development
Services Director
4.3 Introduction of New Finance/HR Director Ryan Wagner by Stephen R. Burns, Interim
City Manager
4.4 Reports and announcements from Park Board, Planning Commission, Emergency
Preparedness, and City Council.
Time Estimate: 60 minutes
5. CONSENT AGENDA
Time Estimate: 5 minutes
Consent agenda items are considered to be routine and will be considered for adoption
by one motion. There will be no separate discussion of these items unless a
Councilmember or City staff requests the Council to remove an item from the consent
agenda.
5.1 Approved February 15, 2022 Park Board Meeting Minutes
Recommendation: Receive and file.
Staff Contact: Dawn Nations, Deputy City Clerk
5.2 Approved February 22, 2022 Planning Commission Meeting Minutes
Recommendation: Receive and file.
Staff Contact: Rebecca Bennett, Development Services Coordinator
5.3 Draft City Council Meeting Minutes of:
a) March 14, 2022; and
b) March 28, 2022.
Recommendation: Adopt minutes.
Staff Contact: Aimee Kellerman, CMC, City Clerk
5.4 A Regional Coalition of Housing (ARCH) 2022 Budget, Work Plan and Trust Fund
Recommendations and Interlocal Agreement
Recommendation: Approve.
Staff Contact: Stephen R. Burns, Interim City Manager
5.5 2022 Sexual Assault Awareness Month Proclamation
Recommendation: Adopt Proclamation.
Staff Contact: Stephen R. Burns, Interim City Manager
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6. LEGISLATIVE HEARING
None.
7. PUBLIC HEARING
None.
8. CITY BUSINESS
8.1 Permanent Supportive and Transitional Housing 1000 ft. Buffer Update
Recommendation: Update.
Staff Contact: Scott Missall, City Attorney
Time Estimate: 5 minutes
9. INTERIM CITY MANAGER'S REPORT
Time Estimate: 15 minutes
Police, Development Services, Finance, Central Services, Public Works, City Attorney
9.1a ICM Monthly Report
9.1b Police Monthly Report
9.1c DS Monthly Report
9.1d Finance Monthly Report
9.1e CS Monthly Report
9.1f PW Monthly Report
10. REQUESTS FOR FUTURE AGENDA ITEMS AND COUNCIL ROUND TABLE
10.1 April 26, 2022 - City Council and Planning Commission Joint Meeting Discussion
Recommendation: Discussion item.
Staff Contact: Stephen R. Burns, Interim City Manager
11. PUBLIC COMMENT
Comment period is limited to 10 minutes. Speaker comments limited to one minute per
person.
12. EXECUTIVE SESSION
RCW 42.30.110(1)(g)
To evaluate the qualifications of an applicant for public employment or to review the
performance of a public employee. However, subject to RCW 42.30.140(4), discussion
by a governing body of salaries, wages, and other conditions of employment to be
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generally applied within the agency shall occur in a meeting open to the public, and
when a governing body elects to take final action hiring, setting the salary of an
individual employee or class of employees, or discharging or disciplining an employee,
that action shall be taken in a meeting open to the public.
13. ADJOURNMENT
Next regular City Council Meeting: April 25, 2022 at 4 PM.
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ADDITIONAL INFORMATION
Public documents related to items on the open session portion of this agenda, which are
distributed to the City Council less than 72 hours prior to the meeting, shall be available for public
inspection at the time the documents are distributed to the Council. Documents are available for
inspection at the City Clerk's office located in Medina City Hall.
The agenda items are accessible on the City’s website at www.medina-wa.gov on Thursdays or
Fridays prior to the Regular City Council Meeting.
In compliance with the Americans with Disabilities Act, if you need a disability-related modification
or accommodation, including auxiliary aids or services, to participate in this meeting, please
contact the City Clerk’s Office at (425) 233-6410 at least 48 hours prior to the meeting.
UPCOMING MEETINGS
Monday, April 25, 2022 - City Council Meeting (4:00 PM)
Tuesday, April 26, 2022 - Joint City Council and Planning Commission Meeting (4:00 PM)
Monday, May 9, 2022 - City Council Meeting (4:00 PM)
Monday, May 23, 2022 - City Council Meeting (4:00 PM)
Monday, May 30, 2022 - Memorial Day - CITY HALL CLOSED
Monday, June 13, 2022 - City Council Meeting (4:00 PM)
Monday, June 27, 2022 - City Council Meeting (4:00 PM)
Monday, July 4, 2022 - Independence Day - City Hall Closed
Monday, July 11, 2022 - City Council Meeting (4:00 PM)
Monday, July 25, 2022 - City Council Meeting (4:00 PM)
Monday, August 8, 2022 - City Council Meeting - Dark No Meeting
Monday, August 22, 2022 - City Council Meeting - Dark No Meeting
Monday, September 5, 2022 - Labor Day - City Hall Closed
Monday, September 12, 2022 - City Council Meeting (4:00 PM)
Monday, September 26, 2022 - City Council Meeting (4:00 PM)
Monday, October 10, 2022 - City Council Meeting (4:00 PM)
Monday, October 24, 2022 - City Council Meeting (4:00 PM)
Monday, November 14, 2022 - City Council Meeting (4:00 PM)
Thursday, November 24, 2022 - Thanksgiving Holiday - City Hall Closed
Friday, November 25, 2022 - Day After Thanksgiving Holiday - City Hall Closed
Monday, November 28, 2022 - City Council Meeting (4:00 PM)
Monday, December 12, 2022 - City Council Meeting (4:00 PM)
Monday, December 26, 2022 - Day After Christmas Holiday - City Hall Closed
Tuesday, December 27, 2022 - City Council Meeting (4:00 PM)
CERTIFICATION OF POSTING AGENDA
The agenda for Monday, April 11, 2022 Regular Meeting of the Medina City Council was posted
and available for review on Friday, April 8, 2022 at City Hall of the City of Medina, 501 Evergreen
Point Road, Medina, WA 98039. The agenda is also available on the city website at www.medina-
wa.gov.
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MEDINA, WASHINGTON
PARKS AND RECREATION BOARD
MEETING
Virtual/Online
Tuesday, February 15, 2022 – 5:00 PM
MINUTES
1. CALL TO ORDER / ROLL CALL
PRESENT
Chair Sarah Gray
Vice Chair Barbara Moe
Board Member Gretchen Stengel
Board Member Rebecca Johnston
Board Member Katie Surbeck
Youth Advisor Ben Johnston
ABSENT
Board Member Collette McMullen
Emeritus Member Penny Martin
STAFF PRESENT
Ryan Osada, Pat Crickmore, Steve Burns, Dawn Nations
2. ANNOUNCEMENTS
None.
3. APPROVAL OF PARK BOARD MINUTES
3.1 Park Board Meeting Minutes of January 18, 2022
Recommendation: Adopt Minutes.
Staff Contact: Dawn Nations, Deputy City Clerk
ACTION: Motion made by Board Member Stengel, Seconded by Board Member
Johnston. Carried 5-0
Voting Yea: Chair Gray, Vice Chair Moe, Board Member Stengel, Board Member
Johnston, Board Member Surbeck
4. PUBLIC COMMENT
None.
5. PARK BOARD BUSINESS
5.1 Medina Park Playground Project Update by Ryan Osada, Public Works Director
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AGENDA ITEM 5.1
Ryan Osada gave a brief update regarding the timeline of events. The playground will
close on April 25, 2022. The Public Works department will do the demo of old equipment
and removal of wood chips. A contractor will install the new playground equipment and
installation will begin on May 9, 2022. Notices will be posted at Medina Park.
5.2 Youth Advisory Position Outreach Update by Ben Johnston, Youth Advisor
No update given at this meeting. Agenda item moved to the March 21, 2022 meeting.
5.3 Fairweather Park Improvement Ideas
Sarah Gray gave a brief overview of ideas for improvements to the park. The board
discussed ideas on adding additional plants and benches with a concrete pad for the
benches. It was discussed to have the board members meet at the park to look at the
area in person. No date was chosen.
6. OTHER BUSINESS
6.1 Upcoming Park Board Event Dates
1) March 24, 2022 at 10am Easter Egg Stuffing at City Hall
2) April 2, 2022 Easter Egg Hunt at Medina Park - Time TBD
3) April 29, 2022 Arbor Day - Location/Time TBD
1) The board members discussed the March 24th egg stuffing event. Reminder wrapped
bite size candy needed.
2) The Easter Egg Hunt on April 2nd start time of 10am was chosen. Board members
meet at 8:30am to put the eggs out. Signage was discussed.
3) The Arbor day event was discussed. Public works will purchase the tree and pick
location; update the board at the March 21st meeting. Ryan Osada will order seedling
trees to hand out to the Medina Elementary 1st graders. Rebecca Johnston reported the
1st graders are very excited to attend.
7. PARK REPORTS
Fairweather & Lid - Stengel reported looks good.
Indian Trail - Stengel reported looks fine.
Lake Lane - Gray reported looks great.
Medina Beach Park - Gray and Moe reported looks good.
Medina Park - Moe asked about the muddy spots along the pathway. Public Works
department reported adding sand can lead to dogs digging. PW reported there is an
ongoing Beaver problem and are looking into a solution. Johnston reported dogs off
leash in on leash area incident. Steve Burns reported that the PD is aware of the
incident. The Police department will increase park patrols.
Viewpoint Park - Moe reported looks good.
8. ADJOURNMENT
Meeting adjourned at 5:34 PM.
Meeting Minutes taken by:
Dawn Nations
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AGENDA ITEM 5.1
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AGENDA ITEM 5.2
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AGENDA ITEM 5.2
MEDINA, WASHINGTON
MEDINA CITY COUNCIL
CITY COUNCIL MEETING
Virtual/Online
Monday, March 14, 2022 – 4:00 PM
MINUTES
1. REGULAR MEETING - CALL TO ORDER / ROLL CALL
Mayor Rossman called the regular meeting to order via Zoom at 4:00 p.m.
PRESENT
Mayor Jessica Rossman
Deputy Mayor Randy Reeves
Councilmember Cynthia Adkins
Councilmember Jennifer Garone
Councilmember Harini Gokul
Councilmember Mac Johnston (online at 4:05 p.m.)
Councilmember Bob Zook
ABSENT
None.
STAFF PRESENT
Steve Burns, Scott Missall, Ryan Osada, Steve Wilcox, Jeff Sass, Stephanie Keyser,
Dawn Nations, Aimee Kellerman
2. APPROVAL OF MEETING AGENDA
By consensus, Council approved the meeting agenda as presented.
3. PUBLIC COMMENT PERIOD
Mayor Rossman opened the public comment period. There were no speakers.
Subsequently, public comment was closed.
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AGENDA ITEM 5.3
4. PRESENTATIONS
4.1 Reports and announcements from Park Board, Planning Commission, Emergency
Preparedness, and City Council.
Planning Commission Chair Laurel Preston commented that the Planning Commission
leadership in support with the Council Personnel Committee was unanimous in
supporting the appointment of Li-Tan Hsu to the Planning Commission vacancy. She
also reported on the Planning Commission Work Plan.
Director of Public Works Ryan Osada reported that the Park Board is working on the
Easter Egg Hunt event that is scheduled for Saturday, April 2nd at 10:00 am at Medina
Park.
Interim Police Chief Jeff Sass reported that the next Emergency Preparedness meeting is
schedule for Wednesday, April 13, 2022 at 4:00 pm.
5. CONSENT AGENDA
ACTION: Motion Johnston second Reeves and carried by a 7:0 vote; Council approved
the Consent Agenda as presented.
5.1 February 2022 , Check Register
Recommendation: Approve.
Staff Contact: Anna Zhu, Acting Finance Director
5.2 Approved January 18, 2022 Park Board Meeting Minutes
Recommendation: Receive and file.
Staff Contact: Dawn Nations, Deputy City Clerk
5.3 Approved January 25, 2022 Planning Commission Meeting Minutes
Recommendation: Receive and file.
Staff Contact: Stephanie Keyser, AICP, Planning Manager
5.4 Draft February 28, 2022 City Council Meeting Minutes
Recommendation: Adopt Minutes.
Staff Contact: Aimee Kellerman, CMC, City Clerk
5.5 Interlocal Agreement with City of Bellevue for Community Advocates for Resource and
Education Services (CARES)
Recommendation: Approve.
Staff Contact: Acting Police Chief Jeffrey R. Sass
5.6 Confirmation of Appointment to the Medina Planning Commission
Recommendation: Confirm appointment.
Staff Contact: Jessica Rossman, Mayor
6. LEGISLATIVE HEARING
None.
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AGENDA ITEM 5.3
7. PUBLIC HEARING
7.1 Permanent Supportive and Transitional Housing
Recommendation: Adopt Ordinance No. 1008.
Staff Contact: Stephanie Keyser, AICP, Planning Manager
Planning Manager Stephanie Keyser gave a brief presentation on permanent supportive
housing and transitional housing code amendments. Last year the Governor signed
E2SHB 1220 (Engrossed Second Substitute House Bill), which relates to emergency
shelter and housing. These changes eliminated zoning barriers related to certain types of
affordable, transitional, supportive and emergency housing in various zoning
classifications and requires cities to plan for affordable housing in the next Comprehensive
Plan update.
Council asked questions and staff responded.
Mayor Rossman opened the public hearing period. The following individuals address the
Council:
David Yee commented on the proposed changes and asked Council to consider
buffers around schools.
Laurel Preston commented on the proposed changes and supported Council to
consider buffers around schools.
Mayor Rossman closed the public hearing period.
Council moved into Executive Session for up to 30 minutes pursuant to:
RCW 42.30.110(1)(i)
To discuss with legal counsel representing the agency matters relating to agency
enforcement actions, or to discuss with legal counsel representing the agency litigation or
potential litigation to which the agency, the governing body, or a member acting in an
official capacity is, or is likely to become, a party, when public knowledge regarding the
discussion is likely to result in an adverse legal or financial consequence to the agency.
Council extended Executive Session up to an additional 20 minutes.
Council adjourned the Executive Session back into the regular meeting at 5:58 p.m.
ACTION: Motion Johnston to approve Ordinance No. 1008 as presented and in parallel
instruct staff to do further research on the 1,000 foot buffer zone. This was seconded by
Gokul.
Council continued discussions and either spoke in favor of or in opposition of the the
proposed motion.
ACTION: Motion Johnston to approve Ordinance No. 1008 as presented and in parallel
instruct staff to do further research on the 1,000 foot buffer zone. This was seconded by
Gokul and carried by a 4:3 (Garone, Zook, and Reeves dissented) roll call vote; Council
adopted Ordinance No. 1008.
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AGENDA ITEM 5.3
8. CITY BUSINESS
None.
9. INTERIM CITY MANAGER'S REPORT
Police, Development Services, Finance, Central Services, Public Works, City Attorney
Interim Police Chief Sass gave a summary of the Police report and activities in the police
department.
Director of Public Works Ryan Osada gave an update on Public Works projects.
Director of Development Services Steve Wilcox gave a brief update in permit activities in
Development Services.
Interim City Manager Steve Burns gave a brief report on city management transition and
invited either the personnel committee or finance committee to participate in an interview.
By consensus, Council appointed Councilmembers Zook, Garone, and Adkins and
Planning Commissioner Bustamante to participate in the interviews when the time comes.
10. REQUESTS FOR FUTURE AGENDA ITEMS AND COUNCIL ROUND TABLE
Council requested a debrief and next steps from the March 10, 2022 City Council retreat.
Councilmember Zook requested a 15 to 20 summary of the Comprehensive Plan at a
future meeting.
11. PUBLIC COMMENT
Mayor Rossman opened the public comment period. There were no speakers.
Subsequently, public comment was closed.
At this point, Council took a brief 5 minute break. The full Council reconvened the meeting
at 7:29 p.m.
12. EXECUTIVE SESSION
Council moved into Executive Session for up to 10 minutes pursuant to:
RCW 42.30.140(4)(a)
Collective bargaining sessions with employee organizations, including contract
negotiations, grievance meetings, and discussions relating to the interpretation or
application of a labor agreement; or (b) that portion of a meeting during which the
governing body is planning or adopting the strategy or position to be taken by the
governing body during the course of any collective bargaining, professional negotiations,
or grievance or mediation proceedings, or reviewing the proposals made in the
negotiations or proceedings while in progress.
The City Council reconvened into the regular meeting at 7:38 p.m.
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AGENDA ITEM 5.3
ACTION: Motion Adkins to approve both Office-Clerical and Public Works Teamsters
Collective Bargaining agreements as presented. This was seconded by Johnston and
carried by a 7:0 vote.
The City Council moved back into Executive Session for up to 30 minutes pursuant to:
RCW 42.30.110(1)(g)
To evaluate the qualifications of an applicant for public employment or to review the
performance of a public employee. However, subject to RCW 42.30.140(4), discussion by
a governing body of salaries, wages, and other conditions of employment to be generally
applied within the agency shall occur in a meeting open to the public, and when a
governing body elects to take final action hiring, setting the salary of an individual
employee or class of employees, or discharging or disciplining an employee, that action
shall be taken in a meeting open to the public.
Council extended the Executive Session for an additional up to 30 minutes.
ACTION: By consensus, Council adopted the personnel committee recommendation for
the 2022 City Manager hiring process as presented. The personnel committee was
directed to work with staff on an E-Lert and postcard to provide notice of a community
forum; and the personnel committee is further directed to return to Council with additional
details surrounding what the community forum looks like and how the interview framework
will work.
ACTION: By consensus, Council set the community forum for Tuesday, April 19 from 5:30
p.m. to 7:00 p.m.
13. ADJOURNMENT
By consensus, Council adjourned the regular meeting at 8:30 p.m.
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AGENDA ITEM 5.3
MEDINA, WASHINGTON
MEDINA CITY COUNCIL
CITY COUNCIL REGULAR MEETING
Virtual/Online
Monday, March 28, 2022 – 4:00 PM
MINUTES
1. REGULAR MEETING - CALL TO ORDER / ROLL CALL
Mayor Rossman called the regular meeting to order via Zoom at 4:00 p.m.
PRESENT
Mayor Jessica Rossman
Deputy Mayor Randy Reeves
Councilmember Cynthia Adkins
Councilmember Jennifer Garone (offline at 5:00 p.m.)
Councilmember Harini Gokul
Councilmember Mac Johnston (offline at 5:00 p.m.)
Councilmember Bob Zook
ABSENT
None.
STAFF PRESENT
Steve Burns, Scott Missall, Ryan Osada, Craig Fischer, Aimee Kellerman
2. APPROVAL OF MEETING AGENDA
Without any objections, the meeting agenda was approved as presented.
3. PUBLIC COMMENT PERIOD
Mayor Rossman opened the public comment period. There were no speakers.
Subsequently, public comment was closed.
4. PRESENTATIONS
None.
5. CONSENT AGENDA
ACTION: Motion Zook second Johnston and carried by a 7:0 vote; Council approved the
Consent Agenda.
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AGENDA ITEM 5.3
5.1 Confirmation of Appointment to the Medina Parks and Recreation Board
Recommendation: Confirm appointment.
Staff Contact: Jessica Rossman, Mayor
6. LEGISLATIVE HEARING
None.
7. PUBLIC HEARING
None.
8. CITY BUSINESS
8.1 Stormwater Infrastructure Update
Recommendation: Discussion item only; no action needed.
Staff Contact: Ryan Osada, Public Works Director
Director of Public Works, Ryan Osada gave an update on the city's stormwater
infrastructure. The purpose of stormwater management is for water quality, salmon
recovery, and flood control. Issues the city is facing with the current infrastructure includes
downstream flooding, erosion, pollution of drinking water supplies, habitat damage, loss
of recreation, and oils and grease.
Council discussed and asked questions. Staff responded. Staff will also be working on
and creating a roadmap for the city with a proposed enhanced maintenance program,
capital improvement program and proposed funding options.
ACTION: Council directed staff to create a roadmap with priorities tentatively by the end
of the year that will include maintenance as well as Capital projects. Public Works will work
in tandem with Development Services on major construction projects to determine any
impact fees or any upfront requirements for approvals.
9. INTERIM CITY MANAGER'S REPORT
None.
10. REQUESTS FOR FUTURE AGENDA ITEMS AND COUNCIL ROUND TABLE
None.
11. PUBLIC COMMENT
Mayor Rossman opened the public comment period. There were no speakers.
Subsequently, public comment was closed.
12. EXECUTIVE SESSION
Council moved into Executive Session for an estimated time of one-hour.
RCW 42.30.11.(1)(i)
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AGENDA ITEM 5.3
To discuss with legal counsel representing the agency matters relating to agency
enforcement actions, or to discuss with legal counsel representing the agency litigation or
potential litigation to which the agency, the governing body, or a member acting in an
official capacity is, or is likely to become, a party, when public knowledge regarding the
discussion is likely to result in an adverse legal or financial consequence to the agency.
RCW 42.30.110(1)(g)
To evaluate the qualifications of an applicant for public employment or to review the
performance of a public employee. However, subject to RCW 42.30.140(4), discussion by
a governing body of salaries, wages, and other conditions of employment to be generally
applied within the agency shall occur in a meeting open to the public, and when a
governing body elects to take final action hiring, setting the salary of an individual
employee or class of employees, or discharging or disciplining an employee, that action
shall be taken in a meeting open to the public.
Council extended Executive Session for an additional up to one-hour at 6:20 p.m.
Council convened back into the regular meeting at 7:09 p.m.
ACTION: No action was taken following the executive session.
13. ADJOURNMENT
By consensus, Council adjourned the regular meeting at 7:10 p.m.
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AGENDA ITEM 5.3
MEDINA, WASHINGTON
AGENDA BILL
Monday, April 11, 2022
Subject: A Regional Coalition of Housing (ARCH) 2022 Budget, Work Plan and Trust Fund
Recommendations and Interlocal Agreement
Category: Consent/Resolution
Staff Contact: Stephen R. Burns, Interim City Manager
Summary
Council is requested to act on three items relating to ARCH – A Regional Coalition for Housing.
1. ARCH Work Program and Budget: The City of Medina became a member of A Regional
Coalition for Housing (ARCH) in 1999. The City Council is required by the ARCH Interlocal
Agreement to review and approve the Annual Administrative Budget and Work Plan.
Each year, the City of Medina allocates funds in the General Fund for Affordable Housing.
These funds are used to cover Medina’s portion of ARCH’s administrative budget, and to
award funds to individual affordable housing projects through ARCH. For 2022, the City
budgeted $32,109 for dues and projects.
2. Projects funded through ARCH Trust Fund: The ARCH Executive Board has
recommended funding five projects with contributions from Medina as follows:
LifeWire – Hope Starts Here: $700.00
Life Enrichment Options – LEO at Trailhead: $1,300.00
Inland Group/Horizon Housing Alliance – Horizon at Totem Lake: $7,800.00
Friends of Youth New Ground Kirkland Redevelopment: $3,500.00
Attain Housing – Totem Six Plex - $0.00 (Grant Secured)
3. Sign an Amended and Restated Interlocal Agreement for ARCH to adopt more
contemporary and inclusive language related to the name and makeup of the advisory
board providing advice and recommendations to the ARCH Executive Board.
Attachments:
1. Resolution No. 425 including Exhibit A – Amendment 1 to Interlocal Agreement
2. Resolution No. 426 including Exhibit A – Executive Board Memo, dated December 9,
2021
3. ARCH 2022 Budget and Work Program, and Trust Parity Goals
Budget/Fiscal Impact: $32,109 (budgeted)
Recommendation: Approve.
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AGENDA ITEM 5.4
City Manager Approval:
Proposed Council Motion: “I move to approve the 2022 ARCH Budget, Annual Work Plan, and
authorize the Interim City Manager to sign amendment 1 to the amended and restated Interlocal
agreement.”
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AGENDA ITEM 5.4
ATTACHMENT 1
Resolution No. 425 Page 1 of 1
CITY OF MEDINA, WASHINGTON
RESOLUTION NO. 425
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
MEDINA, WASHINGTON, AUTHORIZING AMENDMENT NO. 1
TO THE AMENDED AND RESTATED INTERLOCAL
AGREEMENT FOR ARCH – A REGIONAL COALITION FOR
HOUSING (DATED JULY 1, 2010)
WHEREAS, ARCH wishes to change the name of the citizen advisory board; and
WHEREAS, in addition to the name change, ARCH is seeking to temporarily allow up to
four additional members to serve on the advisory board in order to enhance the diversity of and
the breadth of skills and experience on said board; and
WHEREAS, ARCH is seeking to revise language throughout the agreement consistent
with these changes.
NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF MEDINA, WASHINGTON,
RESOLVES AS FOLLOWS:
Section 1. The City Manager or his designee is hereby authorized to execute
Amendment No. 1 to the Amended and Restated Interlocal Agreement for ARCH – A Regional
Coalition for Housing (dated July 1, 2010) (Exhibit A) to (1) change the name of the Citizen
Advisory Board to the Community Advisory Board, (2) to temporarily allow up to four additional
members to serve on the advisory board in order to enhance the diversity of and the breadth of
skills and experience on said board, and (3) to revise language throughout the agreement
consistent with these changes.
Section 2. Effective Date. This Resolution shall be effective upon its adoption by
the City Council.
PASSED BY THE CITY COUNCIL OF THE CITY OF MEDINA ON APRIL 11, 2022,
AND SIGNED IN AUTHENTICATION OF ITS PASSAGE ON APRIL 11, 2022.
_________________________
Jessica Rossman, Mayor
Approved as to form: Attest:
Ogden Murphy Wallace, PLLC
________________________________ _____________________________
Scott M. Missall, City Attorney Aimee Kellerman, City Clerk
FILED WITH THE CITY CLERK: XX
PASSED BY THE CITY COUNCIL: XX
RESOLUTION NO. 425
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AGENDA ITEM 5.4
Amendment No. 1
To
Amended and Restated Interlocal Agreement for ARCH
A Regional Coalition for Housing
WHEREAS, the Cities of Bellevue, Kirkland, Redmond, Bothell, Woodinville, Issaquah, Mercer
Island, Newcastle, Beaux Arts, Clyde Hill, Hunts Point, Medina, Yarrow Point, Kenmore and Sammamish,
municipal corporations organized under the laws of the State of Washington, and King County, a
subdivision of state government (the “Parties”), entered into an Amended and Restated Interlocal
Agreement for ARCH, a Regional Coalition for Housing, pursuant to the Interlocal Cooperation Act,
chapter 39.34 RCW, and effective as of July 1, 2010 (“Amended and Restated Agreement”); and
WHEREAS, the Parties wish to amend the Amended and Restated Agreement to adopt more
contemporary and inclusive language related to the name and makeup of the advisory board providing
advice and recommendations to the ARCH Executive Board while also helping increase the diversity and
breadth of skills and experience serving on such advisory board over time.
NOW, THEREFORE, the Parties to the Amended and Restated Agreement do hereby agree to this
Amendment No. 1 as follows:
Section 1 is amended to read as follows:
1. PURPOSE. All Parties to this Agreement have responsibility for local and regional
planning for the provision of housing affordable to people that work and/or live in East King
County. The Parties desire to act cooperatively to formulate affordable housing goals and
policies and to foster efforts to provide affordable housing by combining public funding with
private-sector resources. The Parties further intend that this interlocal agreement serve as a
legal framework for all communities within the ARCH sphere of influence (See Exhibit A) to
cooperate in planning for and providing affordable housing; the Parties therefore encourage
other cities in East King County to join the Parties in this endeavor.
Section 2 is amended to read as follows:
2. STRUCTURE. To accomplish the purposes of this Agreement, the Parties hereby create a
joint and cooperative undertaking responsible for administering the activities described herein,
to be called A Regional Coalition for Housing (“ARCH”). ARCH shall be governed by an Executive
Board composed of members as provided for in section 4.a of this Agreement. The Executive
Board shall constitute a “joint board” as that term is used in RCW 39.34.030(4). The Executive
Board shall be assisted by an administrative staff and by a Community Advisory Board.
Section 4.d(10) is amended to read as follows:
(10) appoint Community Advisory Board Members;
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AGENDA ITEM 5.4
Section 7 is amended to read as follows:
7. COMMUNITY ADVISORY BOARD. A Community Advisory Board is hereby created to
provide advice and recommendations to the Executive Board on land and/or money resource
allocation for affordable housing projects and to provide public relations and educational
outreach services. The Community Advisory Board shall consist of not more than fifteen (15)
and not less than twelve (12) community members; provided, however that the size of such
board may be temporarily increased by the Executive Board through the appointment of up to
an additional four (4) members in order to enhance such board diversity and breadth of skills
and experience; provided further, that such additional temporary appointments may continue
to serve on such board as standing members over time through attrition, thereby eventually
reducing the size of the board back to not more than fifteen (15) and not less than twelve (12)
members. The Executive Board shall appoint members to the Community Advisory Board.
Community members appointed to the Community Advisory Board must have a knowledge and
understanding of affordable housing and be committed to the furtherance of affordable housing
on the Eastside. Appointments shall be for a four-year term with service limited to a total of
two consecutive terms. The Executive Board shall adopt procedures for the convening and
administration of the Community Advisory Board. A community member may be removed
from the Community Advisory Board by the Executive Board with or without cause upon a
majority vote of membership of the Executive Board.
Section 8 is amended to read as follows:
8. MEETINGS OF THE COMMUNITY ADVISORY BOARD.
a. Frequency. The Community Advisory Board shall meet as often as it deems
necessary, but not less than quarterly.
b. Quorum. A quorum at any meeting of the Community Advisory Board shall consist
of the Board members who represent a simple majority of the Board’s membership,
including any temporary appointments made pursuant to Section 7.
c. Action. No action may be taken except at a meeting where a quorum exists. Action
by the Community Advisory Board requires an affirmative vote by a majority of
those members attending a Board meeting where a quorum exists. No action shall
be taken except at a meeting open to the public.
This Amendment No. 1 to the Amended and Restated Interlocal Agreement for ARCH shall be effective
when approved in accordance with Section 16 of the Agreement and may be executed in counterparts in
accordance with Section 28 of the Agreement.
*****
[Signature Pages Follow]
23
AGENDA ITEM 5.4
Approved and executed this ___ day of __________, 202_.
Name of Party: ____________________ Approved as to form
_________________________________ _______________________
By: __________________________ City Attorney
Its: __________________________
24
AGENDA ITEM 5.4
ATTACHMENT 2
Resolution No. 426 Page 1 of 2
CITY OF MEDINA, WASHINGTON
RESOLUTION NO. 426
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
MEDINA, WASHINGTON, AUTHORIZING THE DULY
APPOINTED ADMINISTERING AGENCY FOR ARCH TO
EXECUTE ALL DOCUMENTS NECESSARY TO ENTER INTO
AGREEMENTS FOR THE FUNDING OF AFFORDABLE
HOUSING PROJECTS, AS RECOMMENDED BY THE ARCH
EXECUTIVE BOARD, UTILIZING FUNDS FROM THE CITY’S
HOUSING TRUST FUND
WHEREAS, A Regional Coalition for Housing (ARCH) was created by interlocal
agreement to help coordinate the efforts of Eastside cities to provide affordable housing; and
WHEREAS, the ARCH Executive Board has recommended that the City of Medina
participate in the funding of certain affordable housing projects and programs hereinafter
described; and
WHEREAS, the ARCH Executive Board has developed a number of recommended
conditions to ensure that the City’s affordable housing funds are used for their intended purpose
and that projects maintain their affordability over time; and
WHEREAS, the City Council has approved Resolution No. 425 approving the Amended
and Restated Interlocal Agreement for ARCH; and
WHEREAS, the City Council desires to use $13,300 from City funds as designated
below to finance the projects recommended by the ARCH Executive Board.
NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF MEDINA, WASHINGTON,
RESOLVES AS FOLLOWS:
Section 1. The City Council authorizes the duly-appointed administering agency of
ARCH pursuant to the Amended and Restated Interlocal Agreement for ARCH to execute
all documents and take all necessary actions to enter into Agreements on behalf of the
City to fund Lifewire Hope Starts Here Project, Life Enrichment Options LEO at Trailhead,
Friends of Youth New Ground Kirkland, as well as to increase funding to Inland Housing
Group/Horizon Housing Totem Lake Project, in a combined total amount not to exceed
$13,300.
Section2. The Agreements entered into pursuant to Section 1 of this resolution shall
include terms and conditions to ensure that the City’s funds are used for their intended
purpose and that the projects maintain affordability over time. In determining what
conditions should be included in the Agreements, the duly-appointed administering
agency of ARCH shall be guided by the recommendations set forth in the ARCH
Executive Board’s memorandum of December 9, 2021, a copy of which is attached
hereto as Exhibit A.
25
AGENDA ITEM 5.4
ATTACHMENT 2
Resolution No. 426 Page 2 of 2
Section 3. Effective Date. This Resolution shall be effective upon its adoption by
the City Council.
PASSED BY THE CITY COUNCIL OF THE CITY OF MEDINA ON APRIL 11, 2022
AND SIGNED IN AUTHENTICATION OF ITS PASSAGE ON APRIL 11, 2022.
_________________________
Jessica Rossman, Mayor
Approved as to form: Attest:
Ogden Murphy Wallace, PLLC
________________________________ _____________________________
Scott M. Missall, City Attorney Aimee Kellerman, City Clerk
FILED WITH THE CITY CLERK: XX
PASSED BY THE CITY COUNCIL: XX
RESOLUTION NO. 426
26
AGENDA ITEM 5.4
BEAUX ARTS VILLAGE♦BELLEVUE♦BOTHELL♦CLYDE HILL♦HUNTS
POINT♦ISSAQUAH♦KENMORE♦KIRKLAND♦MEDINA♦MERCER
ISLAND♦NEWCASTLE♦REDMOND♦SAMMAMISH♦WOODINVILLE♦YARROW
POINT♦KING COUNTY
A Regional Coalition for Housing
Together Center Campus
16307 NE 83rd St, Suite 201
Redmond, WA 98052
425-861-3677
ARCH MEMBERS
MEMORANDUM
TO: City of Bellevue Council Members City of Bothell Council Members
City of Clyde Hill Council Members Town of Hunts Point Council Members
City of Issaquah Council Members City of Kenmore Council Members
City of Kirkland Council Members City of Medina Council Members
City of Mercer Island Council Members City of Newcastle Council Members
City of Redmond Council Members City of Sammamish Council Members
City of Woodinville Council Members Town of Yarrow Point Council Members
FROM: Kurt Triplett, Chair, ARCH Executive Board
DATE: December 9, 2021
RE: Fall 2021 Housing Trust Fund (HTF) Recommendation
The 2021 ARCH Housing Trust Fund round confirmed the increasing demand for funding to support
affordable housing development in East King County. ARCH received five applications representing
requests for just over $3.8 million dollars in local funds to develop 344 units of affordable housing. After
careful deliberation, the ARCH Executive Board concurred with the recommendations of the ARCH
Citizen Advisory Board (CAB), and is recommending funding of $3,175,000 for four projects, including
supplemental funding of $1.5 million to cover cost increases to a project that received an award in 2020.
These recommendations advance projects that meet urgent local priorities, including mixed income
workforce housing, transitional and emergency housing for victims of domestic violence, affordable
housing for youth seeking to further their career and education, and much needed affordable housing
for individuals with developmental disabilities to be integrated into a transit-oriented development.
In the last three decades, the ARCH Trust Fund has supported nearly 4,500 units of affordable housing
and shelter beds, more than any other program in East King County, notably creating housing for those
with the greatest needs and the fewest opportunities to live in our community. As rents continue to rise
in our region, so does the need for affordable housing. Your investment in the ARCH Housing Trust
Fund, leveraged with millions of dollars from other sources, will provide this much needed housing to
hundreds of underserved members of our community.
EXHIBIT A
27
AGENDA ITEM 5.4
ARCH Trust Fund Exec Board Memo
December 2021
Page | 2
2
Below is a description of the applications received, the Executive Board recommendation and rationale,
and proposed contract conditions for the proposals recommended for funding at this time. Also
enclosed is the proposed funding sources and an economic summary of the projects recommended for
funding.
Attachments:
1. Proposed Funding Sources
2. Project Economic Summaries
Note that bolded text in proposed conditions shows unique conditions in otherwise standard text.
1. LifeWire – Hope Starts Here
Funding Request: $750,000 (Secured Grant)
25 Affordable Units
Executive Board Recommendation: $750,000 (Secured Grant)
See attached Proposed Funding Sources for distribution of City
Funds
Project Summary:
The proposed project is the rehabilitation of an existing three building site in Bellevue currently owned
by LifeWire into 25 one and two-bedrooms units of affordable housing plus the new construction of a
building for providing services to domestic violence (DV) survivors. The project is the culmination of
several years of planning by LifeWire to consolidate two existing programs located in less-than-ideal
facilities, plus add capacity with five additional units to serve the overwhelming need among DV
survivors.
The project will serve single women and women with children impacted by domestic violence who do
not have other options for housing. The project will contain 15 emergency housing units and 10
transitional housing units. The ten transitional units will serve survivors who are also recovering from
substance abuse and are parenting. Nine apartments will be renovated to accommodate survivors with
mobility issues. The project will serve residents earning 0-50% AMI.
The scope of the rehabilitation includes system and finish upgrades, new roofs, new secure entry door
systems, sewer lines, flooring, and where needed, new cabinets, countertops, appliances, and fixtures.
Due to the nature of the population the exact location of the project must be kept confidential.
Funding Rationale:
The Executive Board supports the intent of this application for the following reasons:
• The project aligns with the local Affordable Housing Strategy and would further the City of
Bellevue’s goals to achieve 2,500 affordable units over 10 years.
• The project serves a special needs population (domestic violence survivors).
EXHIBIT A
28
AGENDA ITEM 5.4
ARCH Trust Fund Exec Board Memo
December 2021
Page | 3
3
• The project will prioritize survivors with the greatest safety risks and highest barriers to housing
and services.
• The project will allow a dependable, long standing non-profit service provider the ability to
consolidate its resources and provide more efficient services to residents.
• The project provides significant financial leverage of other resources.
• Site has convenient access to transit, shopping, and services.
Proposed Conditions:
Standard Conditions: Refer to list of standard conditions found at end of this memo.
Special Conditions:
1. The funding commitment continue for twelve (12) months from the date of Council approval and
shall expire thereafter if all conditions are not satisfied. An extension may be requested to ARCH
staff no later than sixty (60) days prior to the expiration date. At that time, the Agency will provide a
status report on progress to date and expected schedule for start of construction and project
completion. ARCH staff will consider a twelve-month extension only on the basis of documented,
meaningful progress in bringing the project to readiness or completion. At a minimum, the Agency
will demonstrate that all capital funding has been secured or is likely to be secured within a
reasonable period of time.
2. Funds shall be used by Agency toward soft costs, design, permits and construction. Funds may not
be used for any other purpose unless ARCH staff has given written authorization for the alternate
use. If after the completion of the project there are budget line items with unexpended balances,
ARCH and other public funders shall approve adjustments to the project capital sources, including
potentially reductions in public fund loan balances.
3. Funds will be in the form of a secured grant with no repayment, so long as affordability and target
population is maintained, and the service funds necessary to provide services to this population are
available.
4. The net developer fee shall be established at the time of finalizing the Contract Budget and will
follow ARCH Net Developer Fee Schedule. Net developer fee is defined as that portion of the
developer fee paid out of capital funding sources and does not include the deferred portion which is
paid out of cash flow from operations after being placed in service.
5. A covenant is recorded ensuring affordability for at least 50 years, with size and affordability
distribution per the following table. Limited changes to the matrix may be considered based on
reasonable justification as approved by ARCH staff.
Affordability 1-bedroom 2-bedroom Total
30% 14 6 20
50% 3 2 5
Total 17 8 25
EXHIBIT A
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ARCH Trust Fund Exec Board Memo
December 2021
Page | 4
4
6. Based on the availability of adequate support services, the project will contain 15 emergency
housing units and 10 transitional housing units, unless otherwise approved by ARCH. LifeWire will
work with the DV Coordinated Entry system, known as the Domestic Violence Coordinated Housing
Access Point (DVCHAP) for referrals, or other referral system as approved by ARCH.
7. ARCH shall review and approve the services budget and services plan for consistency with
application.
2. Life Enrichment Options – LEO at Trailhead
Funding Request: $250,000 (Secured Grant)
5 affordable rental units; 1 manager unit
Executive Board Recommendation: $250,000 (Secured Grant)
See attached Proposed Funding Sources for distribution of City
Funds
Project Summary:
The LEO at Trailhead project will provide 5 units of affordable housing for individuals with
developmental disabilities (DD units) with an additional studio unit for a 24/7 live-in care provider, fully
integrated into a mixed-income, mixed-use Transit Oriented Development (TOD) in Central Issaquah. All
of the DD units are single room occupancy (SRO), and all will serve residents at or below 30% of area
median income (AMI). LEO is partnering with King County Housing Authority (KCHA), Spectrum
Development Solutions and the City of Issaquah to accomplish this project.
LEO will be situated on the first residential floor within the Trailhead building, above two levels of
commercial and parking, and will be integrated into the rest of the affordable housing units operated by
KCHA. KCHA is serving as LEO’s development consultant and will sell the completed units to LEO upon
completion. In addition, the Central Issaquah TOD Project will have spaces for other supportive services
like a health center (Health Point), a behavioral health clinic (Valley City), and an Opportunity Center,
which will be owned and operated by the city.
The project will include shared amenities dedicated to LEO including a living room, laundry, lounge /
entertainment space, and kitchen. LEO tenants will have access to rest of the amenity spaces offered in
the Trailhead building.
LEO’s model is based on contracting with licensed long-term care professionals who live on-site in
homes owned and managed by LEO. Care providers must adhere to minimum standards of care and
provide 24- hour care to our residents, under the supervision of Department of Social and Health
Services (DSHS) and the Developmental Disabilities Administration (DDA). LEO will serve as the landlord
for the project and will enter into an agreement signed by a care provider chosen by LEO.
Funding Rationale:
The Executive Board recommends funding with conditions listed below for the following reasons:
EXHIBIT A
30
AGENDA ITEM 5.4
ARCH Trust Fund Exec Board Memo
December 2021
Page | 5
5
• The project aligns with the City of Issaquah Housing Strategy and fulfills a key component of a
larger project that has been a longstanding City priority.
• The project is part of a larger partnership with King County Housing Authority, Spectrum
Development Solutions and the City of Issaquah which will create significant affordable housing.
• The TOD project is expected to act as a catalyst for the whole neighborhood economic
development in an area within the City’s Regional Growth Center.
• The project is sited at an excellent location, across the street to Tibbetts Valley Park, a thirty-
acre active recreational community park, directly next to a light rail site is planned to open in
2041, and next to the Issaquah Transit Center which offers frequent, all-day transit service.
• The project serves a special needs population (developmentally disabled individuals).
Proposed Conditions:
Standard Conditions: Refer to list of standard conditions found at end of this memo.
Special Conditions:
1. Funds shall be used by the Agency for the acquisition of the completed units.
2. ARCH’s funding commitment shall continue for thirty-six (36) months from the date of Council
approval and shall expire thereafter if all conditions are not satisfied. An extension may be
requested to ARCH staff no later than sixty (60) days prior to the expiration date. At that time, the
Agency will provide a status report on progress to date. ARCH staff will consider up to a 12-month
extension only on the basis of documented, meaningful progress in bringing the project to readiness
or completion. At a minimum, the Agency will demonstrate all capital funding is likely to be secured
within a reasonable period of time.
3. Funds will be in the form of a secured grant with no repayment, so long as affordability and target
population is maintained, and the service funds necessary to provide services to this population are
available.
4. A covenant is recorded ensuring affordability for at least 50 years, with affordability generally as
shown in the following table. Limited changes to the matrix may be considered based on reasonable
justification as approved by ARCH staff.
Affordability Beds Total
30% AMI 5 5
manager unit 1 1
TOTAL 6 6
5. The net developer fee shall be established at the time of finalizing the Contract Budget and will
follow the schedule established by ARCH. Net developer fee is defined as that portion of the
developer fee paid out of capital funding sources and does not include the deferred portion which is
paid out of cash flow from operations after being placed in service.
EXHIBIT A
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AGENDA ITEM 5.4
ARCH Trust Fund Exec Board Memo
December 2021
Page | 6
6
6. Based on the availability of adequate support services, the project will contain 5 units or beds for
residents with Developmental Disabilities, unless otherwise approved by ARCH. LEO will work with
Medicaid for referrals, or other referral method as approved by ARCH.
3. Inland Group/Horizon Housing Alliance – Horizon at Totem Lake
Initial Funding Request: $1,500,000 (Deferred, Contingent Loan) in addition to
$4,000,000 awarded from the 2020 funding round.
Executive Board Recommendation: $1,500,000 (Deferred, Contingent Loan) See attached Proposed
Funding Sources for distribution of City Funds
Project Summary:
Based on their successful proposal for the Together Center redevelopment, Inland/Horizon seek to
create a similarly configured affordable development comprising 300 income-restricted units
supplemented by an additional 168 workforce rental units in the redeveloping Totem Lake
neighborhood of Kirkland.
The proposed project is located at the site of a former new car dealership will consist of three residential
towers with level 1 of sub-grade parking and 2 levels of above grade parking. The first floor will consist
of common areas/commercial space and the majority of the residential units will be on the third floor
and above. The project proposes to utilize 9% tax credits in 40 units affordable at 30% and 50% AMI, of
which 30 would be set aside for those exiting homelessness. Another 260 units is proposed at 50% and
60% AMI, which will be funded through 4% tax credits and tax-exempt bond financing. The project
includes a partnership with Hopelink to provide services to the formerly homeless households.
In the most recent ARCH funding round, $4 million was approved for the project, which applied for but
was unsuccessful in its first effort to obtain Low Income Housing Tax Credits. To ensure the project is
able to move forward and compete again for tax credits, additional funding is needed to meet cost
increases that have occurred in the last year. Separately, the City of Kirkland has already provided an
early commitment to release $2.5 million for site acquisition, and Microsoft has provided $18 million in
initial funding through the ELAP program which is administered by the Washington State Finance
Commission for the acquisition of the property. The property acquisition will be completed in December
2021.
Funding Rationale:
The Executive Board recommends funding with conditions listed below for the following reasons:
• The project has the opportunity to deliver mixed income housing on a significant scale in a
location with access to transit and other amenities.
• The project leverages a significant amount of tax credit and other public and private financing.
• If successful in obtaining a 9% allocation, the project would provide housing for homeless
families as well as other low-income families and individuals.
• If unsuccessful in obtaining a 9% allocation, the project would still deliver a significant amount of
housing affordable to a range of incomes.
• The project will deliver a large amount of family-sized, 3-bedroom units.
EXHIBIT A
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ARCH Trust Fund Exec Board Memo
December 2021
Page | 7
7
• The developer is vertically integrated and able to bring cost efficiencies to the development.
The project will be co-located with workforce housing creating a project of around 470 units
built simultaneously, bringing an economy of scale.
• The project would allow timely investment of in lieu fees collected from a downtown Kirkland
development to invest in another redeveloping neighborhood.
• The project maximizes utilization of the site per zoning.
Proposed Conditions:
Standard Conditions: Refer to list of standard conditions found at end of this memo.
Special Conditions:
1. The funding commitment shall continue for twelve (12) months from the date of Council approval
and shall expire thereafter if all conditions are not satisfied. An extension may be requested to
ARCH staff no later than sixty (60) days prior to the expiration date. ARCH staff will grant up to a 12-
month extension.
2. Funds shall be used by the Agency towards acquisition, soft costs, and construction. Funds may not
be used for any other purpose unless ARCH staff has given written authorization for the alternate
use.
3. Funds will be in the form of a deferred, contingent loan. Loan terms will account for various factors,
including loan terms from other fund sources and available cash flow. Final loan terms shall be
determined prior to release of funds and must be approved by ARCH Staff. It is anticipated that
loan payments will be based on a set repayment schedule and begin after repayment of deferred
developer fee with 1% interest. The terms will also include a provision for the Agency to a defer
payment if certain conditions are met (e.g. low cash flow due to unexpected costs). Any requested
deferment of loan payment is subject to approval by ARCH Staff, and any deferred payment would
be repaid from future cash flow or at the end of the amortization period.
5. The net developer fee shall be established at the time of finalizing the Contract Budget and will
follow the ARCH Net Developer Fee Schedule. Net developer fee is defined as that portion of the
developer fee paid out of capital funding sources and does not include the deferred portion which is
paid out of cash flow from operations after being placed in service.
6. A covenant is recorded ensuring affordability for at least 50 years, with affordability generally as
shown in the following table. Limited changes to the unit mix may be considered based on
reasonable justification as approved by ARCH staff. If the project is unsuccessful in securing 9% tax
credits in the current round, the project may shift the allocation of units set aside at 30% AMI to
either 50% or 60% AMI. The total number of units affordable up to 60% AMI may not be
decreased by more than 10%. The total number of units affordable up to 50% AMI may also not be
decreased by more than 10%.
EXHIBIT A
33
AGENDA ITEM 5.4
ARCH Trust Fund Exec Board Memo
December 2021
Page | 8
8
Affordability Studio 1 BR 2BR 3BR Total
30% 8 8 4 20
50% 5 23 49 19 96
60% 12 38 97 47 184
Total 17 69 154 60 300
7. The combined final loan amount shall be up to $5.5 million, subject to approval by ARCH staff based
on a documented funding gap. ARCH reserves the right to reduce its total loan amount based on
changes to the project sources and uses, and unit mix.
8. The Agency shall submit evidence of private funding commitments for all components of the
project, including the workforce housing. In the event commitment of funds cannot be secured
consistent with the timeframe identified in the application, the Agency shall immediately notify
ARCH, and describe the actions it will undertake to secure alternative funding and the timing of
those actions subject to ARCH review and approval.
9. Agency must submit for ARCH staff approval a management and services plan which includes
coordination of services with outside providers and parking management.
10. Agency shall submit a marketing plan for approval by ARCH staff. The plan should include how the
Agency will do local targeted marketing outreach to local, media business and community
organizations.
11. The Agency shall work with the city to minimize required parking and to provide alternative
transportation options for the residents that reduce reliance on private automobiles, such as
provision of public transit passes, bike storage, car sharing programs and other incentives. The
Agency may charge for parking, subject to approval by ARCH staff, provided that the Agency has
minimized the overall cost burden on residents with the lowest incomes.
12. In the interest of discouraging segregation of residents by income within the project, the Agency
shall look for ways to integrate the population across the project with shared amenities, unifying
esthetics and other programmatic features to build community within the project.
13. The Agency will establish a services reserve account in the amount of no less than $1.6M to be used
for services expenses to fill gaps in operating income, unless other ongoing resources for supportive
services is identified, as approved by ARCH. A services reserve budget must be approved by ARCH at
the close of permanent finance and will be monitored on an annual basis for consistency with the
services plan. Any deviation from the services budget must be pre-approved by ARCH.
EXHIBIT A
34
AGENDA ITEM 5.4
ARCH Trust Fund Exec Board Memo
December 2021
Page | 9
9
4. Friends of Youth New Ground Kirkland Redevelopment
Funding Request: $675,000 additional to previously invested $250,000 awarded in
2005 (Secured Grant)
14 total affordable bedrooms/suites replacing existing 8 units
Executive Board Recommendation: $675,000 (Secured Grant)
Project Summary:
Friends of Youth (FOY) proposes to redevelop a site currently in their portfolio in the Houghton
neighborhood of Kirkland into 14 bedrooms/suites of affordable housing at 30% AMI for youth between
the ages of 18 to 24. The existing building would be extensively rehabbed including an alteration to
accommodate four additional bedrooms. The target population would be clients who are ready for
independent living, likely pursuing education or entry level employment, including young adults who are
not current clients of the agency. The renovation supports FOY goals to diversify housing options across
its portfolio and create projects that are economically sustainable and not dependent on annual
fundraising.
Funding Rationale:
The Executive Board supports the intent of this application for the following reasons:
• This project represents an opportunity to rehab and extend the useful life of a vacant building
within an agency current portfolio.
• The project would increase the number of young adults that it can serve at this property by
adding two more bedrooms/suites.
• The project is well located in a neighborhood with transit, amenities and access to educational
and job opportunities for young adults.
• The project leverages a significant amount of other public funding.
• The project helps to advance the City of Kirkland’s recently adopted affordable housing targets,
which aim to achieve over 12,000 affordable units by 2044.
• The project serves a special needs population (young adults).
Special Conditions:
1. The funding commitment continue for twelve (12) months from the date of Council approval and
shall expire thereafter if all conditions are not satisfied. An extension may be requested to ARCH
staff no later than sixty (60) days prior to the expiration date. At that time, the Agency will provide a
status report on progress to date and expected schedule for start of construction and project
completion. ARCH staff will consider a twelve-month extension only on the basis of documented,
meaningful progress in bringing the project to readiness or completion. At a minimum, the Agency
will demonstrate that all capital funding has been secured or is likely to be secured within a
reasonable period of time.
2. Funds shall be used by Agency toward soft costs, design, permits and construction. Funds may not
be used for any other purpose unless ARCH staff has given written authorization for the alternate
use. Spending of construction contingency must be approved in advance by ARCH. If after the
EXHIBIT A
35
AGENDA ITEM 5.4
ARCH Trust Fund Exec Board Memo
December 2021
Page | 10
10
completion of the project there are budget line items with unexpended balances, ARCH and other
public funders shall approve adjustments to the project capital sources, including potentially
reductions in public fund loan balances.
3. Funds will be in the form of a secured grant with no repayment, so long as affordability and target
population is maintained, and the service funds necessary to provide services to this population are
available.
4. The net developer fee shall be established at the time of finalizing the Contract Budget and will
follow ARCH Net Developer Fee Schedule. Net developer fee is defined as that portion of the
developer fee paid out of capital funding sources and does not include the deferred portion which is
paid out of cash flow from operations after being placed in service.
5. A covenant is recorded ensuring affordability for at least 50 years, with size and affordability
distribution per the following table. Limited changes to the matrix may be considered based on
reasonable justification as approved by ARCH staff.
Affordability 1-bedroom/suite Total
30% 14 14
Total 14 14
6. ARCH shall review and approve the services budget and services plan for consistency with
application.
7. Agency must provide a parking plan which will encourage minimal parking and include within the
project design bike facilities to inspire less vehicle use.
8. Agency must review the project design in an effort to maximize private space and security of private
space and minimize common space. Design must propose security measures to encourage privacy
such as locks in private areas.
9. If not included within the proposed design, Agency shall evaluate and consider permanent mini
fridge/mini kitchen in each room to improve privacy and independence.
10. Agency shall evaluate and consider the maximization of sustainability features such as in efficient
building envelope, heat pumps and propose a plan for the maximization of sustainability.
11. Agency shall present a plan to ARCH for managing the leasing and use of the common space that will
explain how Agency will match residents, delineate the responsibilities for the lease/sub-lease, and
handle management of each suite and common spaces.
12. Agency shall provide to ARCH for review a Capital Needs Assessment for all buildings in ARCH’s
portfolio.
EXHIBIT A
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AGENDA ITEM 5.4
ARCH Trust Fund Exec Board Memo
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Page | 11
11
5. Attain Housing – Totem Six Plex
Funding Request: $650,000 (Secured Grant)
6 new housing units
Executive Board Recommendation: $0
Project Summary:
The proposed project is the new construction of a three-story structure with six two-bedroom units of
transitional housing for homeless families earning up to 30% of area median income (AMI). The property
currently contains of an existing four plex building owned and managed by Attain Housing. Attain also
manages the four plex on the lot next to the proposed construction site. The proposed new building will
sit in what is currently a lawn between the two four plex buildings. The project represents an expansion
of existing programs operated by Attain, with overall capacity growing from 8 to 14 units across the
three buildings.
Funding Rationale:
The Executive Board potentially supports the concept of the Attain Housing proposal but does not
recommend funding at this time. The Executive Board would welcome an application in the next round.
This would provide an opportunity for Attain Housing to address the issues identified below:
• Further development of building design, siting and parking and conformance with zoning
requirements.
• Identification of other public funding sources included in the development budget.
• Identification of adequate project management capacity, including recommended engagement
of a development consultant who will assist with the financing and project management of the
project through construction completion.
• Definition of agency priorities including a rehab which the agency has indicated is its other top
priority.
• Development of an updated development budget and operating budget which addresses in
increases in construction costs based on and updated cost estimate and funding to address the
additional cost increases.
• Development of a project schedule consistent with the proposed funding and local permitting
requirements.
• Further discussion of long-term strategy for funding supportive services for transitional housing.
Standard Conditions (Apply to all projects):
1. The Agency shall provide revised development and operating budgets based upon actual funding
commitments, which must be approved by ARCH staff. If the Agency is unable to adhere to the
budgets, ARCH must be immediately notified and (a) new budget(s) shall be submitted by the
Agency for ARCH’s approval. ARCH shall not unreasonably withhold its approval to (a) revised
budget(s), so long as such new budget(s) does not materially adversely change the Project. This
shall be a continuing obligation of the Agency. Failure to adhere to the budgets, either original or as
amended may result in withdrawal of ARCH’s commitment of funds.
EXHIBIT A
37
AGENDA ITEM 5.4
ARCH Trust Fund Exec Board Memo
December 2021
Page | 12
12
2. The Agency shall submit evidence of funding commitments from all proposed public sources. In the
event commitment of funds identified in the application cannot be secured in the time frame
identified in the application, the Agency shall immediately notify ARCH, and describe the actions it
will undertake to secure alternative funding and the timing of those actions subject to ARCH review
and approval.
3. In the event federal funds are used, and to the extent applicable, federal guidelines must be met,
including but not limited to: contractor solicitation, bidding and selection; wage rates; and
Endangered Species Act (ESA) requirements. CDBG funds may not be used to repay (bridge)
acquisition finance costs.
4. The Agency shall maintain documentation of any necessary land use approvals and permits required
by the city in which the project is located.
5. The Agency shall submit monitoring quarterly reports through completion of the project, and
annually thereafter, and shall submit a final budget upon project completion. If applicable, Agency
shall submit initial tenant information as required by ARCH.
6. Agency shall maintain the project in good and habitable condition for the duration of period of
affordability.
EXHIBIT A
38
AGENDA ITEM 5.4
Attachment 1: Proposed Funding Sources
Recommended Projects
Horizon at Totem
Lake
Hope Starts
Here
LEO at
Trailhead
New Ground
Kirkland
Total 2021
Recommended
Funding
Total Recommended
Award $1,500,000 $750,000 $250,000 $675,000 $3,175,000
Bellevue $192,900 $16,100 $32,200 $86,800 $328,000
Bothell $54,900 $4,600 $9,200 $24,700 $93,400
Clyde Hill $10,000 $800 $1,700 $4,500 $17,000
Hunts Point $1,000 $100 $200 $400 $1,700
Issaquah $66,200 $5,500 $11,000 $29,800 $112,500
Kenmore $36,200 $3,000 $6,000 $16,300 $61,500
Kirkland $635,200 $53,000 $105,900 $285,900 $1,080,000
Medina $7,800 $700 $1,300 $3,500 $13,300
Mercer Island $19,700 $1,600 $3,300 $8,900 $33,500
Newcastle $17,200 $1,400 $2,900 $7,700 $29,200
Redmond $337,000 $28,100 $56,000 $151,600 $572,700
Sammamish $71,200 $5,900 $11,900 $32,000 $121,000
Woodinville $47,000 $3,900 $7,800 $21,200 $79,900
Yarrow Point $3,700 $300 $600 $1,700 $6,300
Total Local Funds $1,500,000 $125,000 $250,000 $675,000 $2,550,000
CDBG Funds $627,869* $627,869
Prior Award $4,000,000 Total Award $5,500,000
*Final CDBG award to be finalized based on actual HUD grant numbers
EXHIBIT A
39
AGENDA ITEM 5.4
Attachment 2: Project Economic Summaries
Applicant: LifeWire
Project Name: Hope Starts Here
Location: Bellevue (confidential)
Project Description: Acquisition rehab with 25 units for domestic violence survivors
Financing Sources:
Source Name
Proposed
Amount
Status
ARCH $750,000
KC Housing Finance Program $2,000,000 $4,300,000 committed
WA State Commerce HTF $3,500,000
Estimated up to
$1,000,000 award
City of Bellevue $2,000,000
Up to $3,200,000
recommended
Capital Campaign/LifeWire
Equity $4,133,733
Total Sources $12,383,733
Bridge Financing:
King County Bridge Loan $4,000,000 Committed
REDI Fund $5,000,000 Committed
Development Budget:
Proposed Use Estimated
Amount
Acquisition: $8,848,194
Construction: $2,293,396
Soft Costs: $445,869
Permanent Financing $135,048
Capitalized Reserves $260,525
Other Development Costs $400,701
Total Uses $12,383,733
EXHIBIT A
40
AGENDA ITEM 5.4
Applicant: Life Enrichment Options (LEO)
Project Name: LEO at Trailhead
Location: 1515 NW Maple St, Issaquah WA
Project Description: Acquisition of 5 units/beds for persons with developmental disabilities plus 1
caregiver unit within the new construction Trailhead TOD development
Financing Sources
Source Name
Proposed
Amount
Status
ARCH $250,000
KC Housing Finance Program $250,000
Proposed – anticipate
State funds may cover
WA State Commerce HTF $299,694
Application anticipated
spring 2022
Total Sources $799,694
Development Budget
Proposed Use Estimated
Amount
Acquisition: $799,694
Total Uses $799,694
EXHIBIT A
41
AGENDA ITEM 5.4
Applicant: Inland Group/Horizon Housing Alliance
Project Name: Horizon at Totem Lake
Location: 12335 120th Ave NE, Kirkland, WA
Project Description: New construction of mixed use affordable and workforce housing project with
300 affordable units and 178 workforce units
Financing Sources
Source Name
Proposed
Amount
Status
ARCH $5,500,000 $4 million committed in 2020 funding
round; $2.5 million approved for
December 2021 acquisition
KC Housing Finance Program $6,222,808 Committed
9% LIHTC Equity $9,992,576 Application submitted
4% LIHTC Equity $42,220,944 Application March 2022
Tax Exempt Bonds $49,220,000 Application March 2022
Deferred Developer Fee $10,476,847 Committed
Total Sources $123,633,175
Development Budget
Proposed Use Estimated
Amount
Acquisition: $14,436,693
Construction: $75,915,129
Soft Costs: $16,014,352
Permanent Financing $8,237,423
Capitalized Reserves $2,982,281
Other Development Costs $6,047,297
Total Uses $123,633,175
EXHIBIT A
42
AGENDA ITEM 5.4
Applicant: Friends of Youth
Project Name: New Ground Kirkland Redevelopment
Location: 11005 NE 68th Street, Kirkland WA
Project Description: Redevelopment of existing structure for 14 affordable beds for young adults
Financing Sources
Source Name
Proposed
Amount
Status
ARCH $675,000
KC Housing Finance Program $1,171,800
Recommended
$1,806,800
WA State Commerce HTF $635,000
Not anticipating any
HTF award
2021 State Leg. Appropriation $258,000 Committed
Capital Campaign $27,500
Friends of Youth $15,000
Total Sources $2,782,300
Development Budget
Proposed Use Estimated
Amount
Acquisition: $0
Construction: $1,939,813
Soft Costs: $632,500
Permanent Financing $36,236
Capitalized Reserves $42,000
Other Development Costs $131,751
Total Uses $2,782,300
EXHIBIT A
43
AGENDA ITEM 5.4
BEAUX ARTS VILLAGE ♦ BELLEVUE ♦ BOTHELL ♦ CLYDE HILL ♦
HUNTS POINT ♦ ISSAQUAH ♦ KENMORE ♦ KIRKLAND ♦ MEDINA ♦ MERCER ISLAND
♦NEWCASTLE ♦ REDMOND ♦ SAMMAMISH ♦ WOODINVILLE ♦ YARROW POINT ♦
KING COUNTY
Together Center Campus
16307 NE 83rd St., Suite 201
Redmond, WA 98052
425-861-3677
A
Regional
Coalition for
Housing
ARCH MEMBERS
MEMORANDUM Date: September 7, 2021 From: Lindsay Masters, ARCH Executive Manager To: ARCH Member Councils Subject: ARCH 2022 Budget and Work Program, and Trust Fund Parity Goals Please find attached the 2022 ARCH Budget and Work Program, which was adopted by a unanimous vote of the ARCH Executive Board in June of 2021. This memo provides an overview of the final budget and work program, including a description of the assessment conducted by Cedar River Group to inform the Board’s decision-making. The memo also shares the Board’s recent discussion regarding regional Parity Goals for local investment in affordable housing.
Review of ARCH Capacity and Work Program Growth Early in 2021, ARCH engaged consulting firm Cedar River Group to help the Executive Board through an in-depth assessment of ARCH’s current organizational capacity, and growth in the organization’s work program over time. This opportunity was made possible through a grant intended to explore options for other north and east King County cities to join ARCH, or form new types of housing partnerships. Cedar River Group has since prepared a detailed report, which is attached to this memo. Their report offers the following conclusions:
•There is a dramatic need for more housing – specifically affordable housing – andthe need is growing.
•ARCH has a proven record of building affordable housing, helping cities implementbest policies, and maintaining those assets over time.
•ARCH is well-regarded by member cities, outside stakeholders and developers.
•Staff capacity has not grown sufficiently to keep up with member’s needs andrequests.
•New staff capacity recommended by the ARCH Board is essential to help catch upwith longstanding shortages and meet members’ most pressing existing and near-term needs. However, even with this capacity, the need for ARCH’s services willlikely continue to outstrip capacity, given the anticipated growth in the workprogram, and potential requests from other north and east King County cities.
ATTACHMENT 3
44
AGENDA ITEM 5.4
2
Eastside cities are increasingly taking actions to respond to the growing need for affordable housing, and ARCH expects that momentum to continue building. Recent actions taken by ARCH members include: Kirkland’s zoning changes to reduce barriers to building ADUs, duplexes and triplexes in single family zones; Bothell’s adoption of a Multifamily Tax Exemption (MFTE) program; Bellevue’s expansion of its existing MFTE program; thirteen member cities’ adoption of a local affordable housing sales tax; and Redmond and Kirkland’s use of fee in lieu funds to support major local affordable housing developments. In the next two to three years, cities will also undertake Comprehensive Plan Updates that present pivotal opportunities to accommodate and shape new housing.
2022 Administrative Budget and Work Program The final recommended 2022 ARCH Administrative Budget and Work Program are shown in Attachments 1 and 2. Following are highlights from each document.
Administrative Budget Highlights
• Two new staff positions are included to address gaps in current staff capacity. These positions will focus on administration of local incentive programs, monitoring the expanding portfolio of Housing Trust Fund investments, and assisting with administration of a new funding sources, including new affordable housing sales tax resources.
o Revenue from new administrative fees are used to free up funds for one new position.
o A new tier of member dues is created to cover the second new position. These dues are allocated to the member cities that utilize ARCH for incentive program administration.
• Board members agreed a third new staff position is warranted, but given current fiscal constraints, this position will not be included in ARCH’s budget until 2023.
• King County will contribute an additional $50,000 in dues intended to support activities that advance the Regional Affordable Housing Task Force Action Plan.
• The Board will continue to evaluate ARCH’s monitoring and stewardship workload to ensure sufficient staff capacity to keep up with growth.
Work Program Highlights ARCH’s Work Program continues to maintain core services in five key areas: affordable housing investment, housing policy and planning, housing program administration, education and outreach, and general administration. The Board established the following priorities for ARCH’s Work Program in 2022:
• Provide a housing needs analysis for all member cities in support of Comprehensive Plan Updates
• Report on measurable goals for production and preservation of affordable
housing in the ARCH region
• Continue to support proposals for dedicated revenue sources for affordable housing
ATTACHMENT 3
45
AGENDA ITEM 5.4
3
• Expand ARCH’s capacity to accomplish its broader mission
• Continue to provide excellent stewardship of affordable housing assets, and develop new compliance tools to meet evolving program, property and tenant needs
• Seek opportunities to advance projects and programs with high potential
impact and facilitate projects in the pipeline to the greatest extent possible
• Develop a strategic planning process to guide the ARCH coalition into 2023 and beyond While ARCH is continuing to expand its services and capacity to meet members’ needs, our organization also remains committed to efficient and effective administration made possible by the pooling of local resources.
Housing Trust Fund Contributions / Parity Goals Each year, ARCH member cities are encouraged to contribute on a voluntary basis toward the ARCH Housing Trust Fund, a foundational program in East King County that has produced more affordable housing than any other program. ARCH members have utilized “Parity Goals” to establish a set of investment goals for each member cities’ voluntary contribution, allocating a total goal across communities based on local population, housing and job targets. The last set of 2020 goals ranged from a collective total of $1.9 to $3.9 million.
City 2020 Parity Goals 2020 Contributions 2020 Total 2016 - 2020 Low Goal High Goal CDBG General Fund Other* Annual Average Beaux Arts Village $53 $1,816 $135 $135 $137 Bellevue $681,807 $1,054,164 $413,213 $603,718 $1,016,931 $1,288,273 Bothell $173,394 $314,235 $34,983 $78,000 $31,845 $144,828 $93,616 Clyde Hill $0 $18,431 $826 $15,000 $1,977 $17,803 $23,521 Hunts Point $0 $2,542 $197 $2,500 $58 $2,755 $2,886 Issaquah $170,941 $348,067 $23,970 $65,156 $2,092 $91,218 $142,749 Kenmore $53,297 $179,420 $19,090 $40,000 $26,103 $85,193 $72,466 Kirkland $343,916 $528,052 $139,322 $415,000 $3,861,072 $4,415,394 $2,309,630 Medina $0 $19,642 $1,349 $12,340 $13,689 $14,650 Mercer Island $17,766 $146,903 $14,048 $33,768 $47,816 $79,469 Newcastle $13,058 $75,116 $6,889 $27,000 $33,889 $59,892 Redmond $296,200 $613,357 $126,244 $500,000 $4,256,672 $4,882,916 $2,138,603 Sammamish $31,978 $384,176 $15,559 $100,000 $43,186 $158,745 $174,212 Woodinville $56,589 $151,633 $9,163 $51,500 $33,263 $93,926 $44,948 Yarrow Point $0 $6,446 $378 $378 $5,063 Total $1,839,000 $3,844,000 $392,153 $1,753,477 $8,859,986 $11,005,616 $6,450,115 *Includes Fee in Lieu funds, 1406 sales tax funds, loan repayments, etc. In recent years, ARCH cities have collectively exceeded these goals, with an average annual contribution of $6.4 million in the last five years. Contributions in 2020 reached an all-time high, with significant one-time funding coming from Kirkland and Redmond. At the same
ATTACHMENT 3
46
AGENDA ITEM 5.4
4
time, the cost of acquiring land and developing housing in East King County has also increased rapidly, while competition for housing resources at the state and local level has been increasing. In June, the ARCH Executive Board discussed a potential change in the method of calculating parity goals to reflect the significant real estate appreciation occurring in East King County. This change would have the effect of raising the collective goal closer to recent contribution levels. However, the Board did not come to a consensus on a final set of
parity goals for 2021, committing to engage ARCH members on the topic more deeply at a later date. Currently, ARCH is preparing to receive applications for our current $5 million funding round, which for the first time includes pooled contributions of most members’ affordable housing sales tax revenues authorized under HB 1406. In addition, we are assisting the City of Bellevue with a Request for Proposals offering $6 million in sales tax funds for projects located in Bellevue. We are excited to continue building on our track record of carefully vetting local proposals, leveraging local resources ten to one, and successfully executing on financing that results in meaningful new housing opportunities on the Eastside.
Conclusion As the disparate impacts of the pandemic continue to ripple deeply through the community, our work to provide safe, decent and affordable housing has become only more urgent. The coming year will be another important step for ARCH to continue growing our capacity to serve the community, and finding ways to magnify our impact. We look forward to opportunities to engage with you, as the ARCH Board prepares for a broader strategic planning process. Thank you for your continued support and commitment to affordable housing.
Attachments: 1. 2022 ARCH Administrative Budget 2. 2022 ARCH Work Program 3. Analysis of ARCH Staff Capacity and Options for Meeting Members Affordable Housing Needs (Cedar River Group, September 2021)
ATTACHMENT 3
47
AGENDA ITEM 5.4
2022 ARCH Administrative Budget
Final Recommended Budget June 2021
2021 Budget Final 2022 Recommended Budget
2021 Approved
Budget
%
Change
I. TOTAL EXPENSES 1,155,261$ 1,490,462$ 29%
A. Personnel 1,039,302$ 1,307,088$ 26%
Salary and Benefits - Existing Staff 1,039,302$ 1,047,088$ 0.7%
Salary and Benefits - Potential New Staff 260,000$
Incentive Programs Administrator 130,000$
HTF/Loan Program Officer 130,000$
B. Operating 76,456$ 86,394$ 13.0%
Rent & Utilities 24,780$ 24,780$
Telephone 5,500$ 6,145$
Travel/Training 2,730$ 2,600$
Auto Mileage 3,605$ 3,000$
Postage/Printing Costs 3,468$ 2,500$
Office Supplies/Furnishing 3,255$ 4,353$
Internet/Website Fees 2,326$ 3,090$
Periodical/Membership 4,317$ 11,400$
Misc. (events,etc.)2,100$ 2,000$
Equipment Replacement 3,000$ 7,000$
Database/software licensing 18,375$ 19,526$
Relocation Costs 3,000$ -$
C. In-Kind Admin/Services 19,503$ 26,980$ 38%
Insurance 9,660$ 15,000$
IT Services 9,843$ 11,980$
D. Grants and Consultant Contracts 20,000$ 70,000$ 250%
Consultant Contracts 20,000$ 20,000$
Special Projects/Programs - RAHTF Support 50,000$
2022 Recommended Budget
Page 1 of 2
ATTACHMENT 3
48
AGENDA ITEM 5.4
2021 Approved
Budget
%
Change
2022 Recommended Budget
City Per Capita
$1.98
KC Per Capita
$0.93
City Per Capita
$2.04
KC Per Capita
$1.70
Add'l $0.32
Per Capita
II. TOTAL INCOME 1,155,261$ $1,490,462 29%
TOTAL BASE ADD'L
A. Member Contributions 1,103,897$ $1,334,162 $1,204,162 $130,000 21%
Beaux Arts Village 2,000$ $2,060 $2,060 3%
Bellevue 281,876$ $344,457 $293,949 $50,508 22%
Bothell 89,384$ $93,127 $93,127 $0 4%
Clyde Hill 6,551$ $6,777 $6,777 3%
Hunts Point 2,000$ $2,060 $2,060 3%
Issaquah 72,244$ $90,561 $77,282 $13,279 25%
Kenmore 44,921$ $49,257 $46,257 $3,000 10%
Kirkland 175,946$ $213,344 $182,061 $31,283 21%
Medina 6,523$ $6,650 $6,650 2%
Mercer Island 50,222$ $55,264 $52,264 $3,000 10%
Newcastle 23,006$ $26,918 $23,918 $3,000 17%
Redmond 123,104$ $156,381 $133,451 $22,930 27%
Sammamish 127,494$ $134,651 $131,651 $3,000 6%
Woodinville 23,673$ $25,207 $25,207 $0 6%
Yarrow Point 2,401$ $2,447 $2,447 2%
King County 75,000$ $125,000 $125,000 67%
Bellevue Detail 281,876$ 344,457$ 22%
Cash Contributions 86,173$ 141,353$
In-Kind Contributions 195,703$ 203,103$
Personnel 176,200$ 176,123$
Insurance 9,660$ 15,000$
IT Services 9,843$ 11,980$
B. Other Income 51,364$ 156,300$ 204%
Homeownership Program Fees 45,064$ 150,000$
Existing Administrative Fees 4,200$ 4,200$
Interest Earned 2,100$ 2,100$
III. RESERVES, CONTINGENT INCOME AND EXPENSES
Note: This section expresses intended use of any excess revenues above levels needed to cover basic operating costs.
A. Contingent Expenses
Replenish operating reserves -$ -$
Staffing/Administrative Expenses 150,000$ 150,000$ 0%
Other Staffing/Services 150,000$ 150,000$ 0%
B. Contingent Revenue
Excess Administrative Fees 150,000$ 150,000$ 0%
Service Fees 150,000$ 150,000$ 0%
Page 2 of 2
ATTACHMENT 3
49
AGENDA ITEM 5.4
1
ARCH WORK PROGRAM: 2022
2022 Priorities
In 2022, ARCH will elevate the following priorities in its Work Program:
• Provide a housing needs analysis for all member cities in support of Comprehensive Plan Updates
• Report on measurable goals for production and preservation of affordable housing in the ARCH region
• Continue to support proposals for dedicated revenue sources for affordable housing
• Expand ARCH’s capacity to accomplish its broader mission
• Continue to provide excellent stewardship of affordable housing assets, and develop new compliance
tools to meet evolving program, property and tenant needs
• Seek opportunities to advance projects and programs with high potential impact and facilitate
projects in the pipeline to the greatest extent possible
• Develop a strategic planning process to guide the ARCH coalition into 2023 and beyond
I. AFFORDABLE HOUSING INVESTMENT
A. ARCH Housing Trust Fund
Parity Goals. Develop updated goals for member investments through the ARCH HTF.
Annual Funding Round. Develop funding priorities and evaluation criteria for the annual funding round.
Advertise available funds and manage a competitive process on behalf of member cities. Review funding
applications and develop recommendations through the Citizen Advisory Board (CAB), with input from
member staff. Develop final recommendations by the ARCH Executive Board and facilitate final funding
allocations through member councils.
Public Funding Coordination. Work collaboratively with public funders at the State and local levels to
promote shared affordable housing goals and equitable geographic distribution of resources. Review and
provide input to other funders for Eastside projects that apply for County (HOF, RAHP, HOME, TOD, etc.) and
State (Tax Credit, State Housing Trust Fund) resources. Provide input to the King County Joint
Recommendations Committee (JRC) on behalf of participating Eastside jurisdictions. Assist N/E consortium
members with evaluating and making a recommendation to the County regarding CDBG allocations to
affordable housing.
Private Funding Coordination. Work with private investors and lenders to maximize leverage of public
investment into affordable housing. Negotiate maximum public benefits from investment of housing funds
into private projects.
Project Pipeline Management. Work with member cities and project sponsors to develop a robust pipeline of
projects to be funded over the next five years (see related work on Transit Center sites, below). Actively vet
potential HTF projects, and lead funding policy and prioritization discussions with the ARCH Executive Board
to facilitate planning and decision-making.
Contract Development and Administration. Prepare contract documents in consultation with legal counsel,
and facilitate approval of contracts with the Administering Agency. Review and approve disbursement of
funds to awarded projects in accordance with executed contracts.
ATTACHMENT 3
50
AGENDA ITEM 5.4
2
Centralized Trust Fund Reporting. Work with Administering Agency (Bellevue) to maintain records and
produce regular financial reports for the ARCH Trust Fund accounts.
HB 1406 Sales Tax. Develop systems and procedures to manage contributions, commitments and
expenditures of pooled sales tax revenue authorized by HB 1406. Work with the Department of Commerce to
ensure timely and complete reporting in compliance with state requirements.
B. Special Projects
Transit-Oriented Development Sites. Assist cities with advancing and coordinating affordable housing
projects near transit. Partner with Sound Transit, King County Metro and other public agencies to maximize
opportunities on public property. Current opportunities include sites in Bel-Red, Overlake, Downtown
Redmond, Issaquah, Kirkland, Bothell, and Kenmore.
Surplus Property/Underdeveloped Property. Assist with evaluation of public surplus or underutilized private
property (e.g. faith community properties) for suitability of affordable housing. Provide technical assistance
to property owners interested in supporting affordable housing. Develop an inventory of promising public
and nonprofit property and begin to engage owners to gauge interest in disposition for housing.
Eastside Shelter Capacity. Support efforts by Eastside shelter providers, Eastside Human Services Forum, and
member cities to implement an East King County sub-regional strategic approach to shelter and related
services for homeless adults and families. Support the construction of a permanent year-round men’s shelter,
and support efforts by member jurisdictions to fund long-term operations of shelter for men, women,
families, youth and young adults.
Preservation of At Risk Affordable Housing. Work with member cities to facilitate acquisitions or other
strategies to preserve existing housing where affordability is at risk of being lost, including at-risk
manufactured housing communities. As needed, assist with responding to notices of sale of HUD assisted
properties received by member cities, or other information indicating an impending loss of existing
affordable housing.
Strategic Predevelopment Investment. With approval of the Executive Board, invest in predevelopment
studies to investigate feasibility and financial efficiency of special projects.
ATTACHMENT 3
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AGENDA ITEM 5.4
3
II. HOUSING POLICY AND PLANNING
A. Local Policy, Planning and Code Development
ARCH provides assistance directly to member cities on a range of local planning efforts. Local planning efforts
with individual member cities may be found in Attachment A. These efforts may take different forms, such as:
• Housing Element Updates. Work with members to update comprehensive plan housing elements.
o Assist with understanding and complying with new housing-related requirements under the
Growth Management Act and Countywide Planning Policies.
o Prepare an east King County housing needs analysis with focused analyses for each city—
including projected affordable housing needs—to fulfill GMA requirements.
o Coordinate local and ARCH affordable housing goals with King County Affordable Housing
Committee and Countywide Planning Policies.
o Assist with policy writing, outreach, presentations, etc. as needed.
• Housing Strategy Plans. Assist members to prepare housing strategies to implement housing
elements and create council work plans. Cities with recently completed strategy plans include
Bellevue, Issaquah, Kenmore, Bothell, Kirkland, Redmond, and Sammamish.
• Incentive Program Design. Provide economic analysis and policy and program development support
to design housing incentive programs, including land use, property tax, impact fee waivers and other
incentives.
• Land Use Code Amendments. Assist city staff on land use and other code amendments in order to
implement comprehensive plan policies.
• Other Support. Other areas in which ARCH could provide support to member cities include
preservation of valuable community housing assets, assistance to households displaced by
development activity, or negotiation of agreements for specific development proposals. ARCH views
this as a valuable service to its members and will continue to accommodate such requests to the
extent they do not jeopardize active work program items.
B. Inter-Local / Eastside Planning Activities
Interlocal planning activities are coordinated by ARCH for the benefit of multiple members.
ARCH Regional Affordable Housing Goals and Reporting. Work with member staff and the ARCH Executive
Board to report on adopted goals for production and preservation of affordable housing across ARCH
member communities.
Eastside Equitable Transit-Oriented Development Plan. Partner with transit agencies and other stakeholders
to plan for equitable transit-oriented development on the Eastside. Define shared policy goals and strategies,
establish numerical goals for affordable unit production, advance specific site opportunities and manage the
affordable housing funding pipeline.
Long-Term Funding/Dedicated Revenue Strategy. Continue work on a long-term funding strategy for the
ARCH Trust Fund. Facilitate conversations with member cities on identifying and exploring dedicated sources
of revenue for affordable housing at the local and regional level (e.g., REET, property tax levy, 0.1% sales tax,
etc.). Provide relevant data and develop options for joint or individual revenue approaches across ARCH
member cities and determine any shared state legislative priorities to authorize local options for funding.
ATTACHMENT 3
52
AGENDA ITEM 5.4
4
Eastside Housing Data Analysis. On an annual basis, provide local housing and demographic data as available.
Make information available to members for planning efforts and incorporate into ARCH educational
materials.
Housing Diversity/Accessory Dwelling Units (ADUs). Continue to support a diversity of housing options among
member cities:
• “Missing Middle” Housing: Facilitate sharing of best practices for encouraging a greater diversity of
housing types in single family/low density neighborhoods, including duplexes, triplexes, etc.
• Accessory Dwelling Units (ADUs): Explore outreach and other ways to promote ADU development
(e.g., improve online resources, provide connections to financing options, adopt pre-approved plans,
etc.). Explore partnership with eCityGov Alliance to increase accessibility of ADU permitting (e.g.,
update tip sheets and create streamlined portal through MyBuildingPermit.com). Explore a
centralized system for tracking ADU production.
• Help jurisdictions develop strategies and codes to address emerging housing types, like micro-
housing, small efficiency dwelling units, and others.
C. State Legislative Activities
The ARCH Executive Board will discuss and explore shared legislative priorities for advancing affordable
housing in the region. ARCH staff will track relevant state (and, where feasible, federal) legislation. As
needed, staff will report to the Executive Board and members, and coordinate with relevant organizations
(e.g., AWC, SCA, WLIHA, HDC) to advance shared legislative priorities.
D. Regional/Countywide Planning Activities
ARCH participates in regional planning efforts to advance Eastside priorities and ensure that perspectives of
communities in East King County are voiced in regional housing and homelessness planning.
King County GMPC Affordable Housing Committee / Housing Inter-Jurisdictional Team (HIJT). Support efforts
to advance the five-year action plan developed by the Regional Affordable Housing Task Force (RAHTF) in
2018. ARCH will help staff the HIJT, which provides support to the Growth Management Planning Council’s
Affordable Housing Committee (AHC).
Regional Affordable Housing Task Force Action Plan. In addition to staffing the GMPC committee, pursue
other opportunities to advance strategies called for in the RAHTF Action Plan. Facilitate discussions as needed
with members and the Executive Board to consider actions recommended in the five-year plan.
King County Regional Homelessness Authority / Eastside Homeless Advisory Committee (EHAC). Play a role in
regional homelessness efforts, as appropriate and as resources allow. Collaborate with KCRHA, EHAC and
other relevant organizations and initiatives to advance shared work on homelessness. Coordinate allocation
of resources, and work on specific initiatives (e.g., coordinated entry and assessment for all populations).
Explore Collaboration with Cities in North and East King County. As requested, engage cities interested in
supporting affordable housing in north and east King County that are not currently members of ARCH.
Explore collaboration that provides benefits for additional cities and current ARCH member cities.
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III. HOUSING PROGRAM IMPLEMENTATION
A. Administration of Housing Incentive and Inclusionary Programs
ARCH partners with member cities to administer local housing incentive and inclusionary programs, including
mandatory inclusionary, voluntary density bonus, multifamily tax exemption (MFTE) and other programs.
Specific programs administered by ARCH include:
Jurisdiction Incentive/Inclusionary Programs
Bellevue Voluntary density bonuses, MFTE, impact fee
waivers.
Bothell Inclusionary housing.
Issaquah Development agreements, voluntary and
inclusionary programs, impact and permit fee
waivers.
Kenmore Voluntary density bonuses, MFTE, impact fee
waivers.
Kirkland Inclusionary program, MFTE.
Mercer Island Voluntary density bonus.
Newcastle Inclusionary program, impact fee waivers.
Redmond Inclusionary program, MFTE.
Sammamish Inclusionary and voluntary density bonuses, impact
fee waivers.
Woodinville MFTE.
King County Development agreements.
ARCH roles and responsibilities will typically include:
• Communicate with developers/applicants and city staff to establish applicability of codes and policies
to proposed developments
• Review and approve proposed affordable housing (unit count, location/distribution, bedroom mix,
and quality)
• Review and recommend approval of MFTE applications.
• Review and recommend approval of alternative compliance proposals
o For fee in lieu projects, provide invoices and receipts for developer payments
• Develop contracts and covenants containing affordable housing requirements
• Ensure implementation of affordable housing requirements during sale/lease-up
• Register MFTE certificates with County Assessor and file annual MFTE reports with state Commerce.
• On-going compliance monitoring (see Stewardship, below).
Coordinate Shared Policy, Program and Procedure Improvements. Work with member city staff and legal
counsel to align incentive and inclusionary programs with a unified set of policies, practices and templates for
legal agreements. Coordinate changes across member jurisdictions to adapt programs to new knowledge and
best practices (for example, implementing fee strategies to create sustainable revenue for monitoring).
MyBuildingPermit.com. Explore feasibility of using MyBuildingPermit.com to take in, review, and process
projects (covenants) using land use and/or MFTE programs.
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B. Stewardship of Affordable Housing Assets
ARCH provides long-term oversight of affordable housing created through city policies and investment to
ensure stewardship of these critical public assets for residents, owners and the broader community.
ARCH Rental Program (Incentive and Inclusionary Projects). Monitor and enforce compliance in rental
housing projects with incentive and inclusionary housing agreements. Administer a robust compliance
monitoring program, including:
• Ensure compliance with rent and income restrictions through timely annual report reviews and
supplemental on-site file audits
• Provide training and technical assistance for property managers
• Maintain written standards for eligibility, leasing and other program requirements
• Implement standard remedies for non-compliance
• Respond to tenant issues and questions
ARCH Trust Fund Projects. Oversee contracts and regulatory agreements with owners of projects supported
through the direct assistance from members, including:
• Monitor project income and expenses to determine cash flow payments
• Conduct long-term sustainability monitoring of projects and owners
• Proactively problem-solve financial and/or organizational challenges in partnership with project
owners and other funders
• Work with legal counsel to review and approve requests for contract amendments, subordination
and other agreements
• Pursue formal MOUs with other funders to govern shared monitoring responsibilities that streamline
processes for owners and funders.
• Collect annual compliance data and evaluate program beneficiaries
ARCH Homeownership Program. Provide effective administration to ensure strong stewardship of resale
restricted homes in the ARCH Homeownership Program. Ensure ongoing compliance with affordability and
other requirements, including enforcement of resale restrictions, buyer income requirements, and owner
occupancy requirements. Implement adopted policies and procedures for monitoring and work with cities to
address non-compliance.
Continue to implement long-term recommendations in the 2019 Program Assessment from Street Level
Advisors and make other program improvements that support the program objective of creating and
preserving long-term affordability, including:
• Work with member planning and legal staff to make improvements to boilerplate legal documents,
in consultation with key stakeholders and outside counsel, as needed
• Develop strategies to preserve homes at risk of foreclosure
• Preserve expiring units and pursue strategies to re-capture lost affordability
• Pursue offering brokerage services or developing partnerships with realtors to provide cost-savings
to homebuyers and sellers, diversify program revenue, and expand ARCH’s marketing reach
• Plan for additional staff capacity as the number of ARCH homes continues to grow.
• Implement program fees to ensure program financial sustainability
Database/Systems Development. Continue to utilize the new ARCH Homeownership Program database to
collect critical program data and evaluation, compliance monitoring, communication with program
participants, and other key functions. Continue to improve and streamline data systems for ARCH Rental
Program and Trust Fund Program.
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IV. EDUCATION AND OUTREACH
A. Housing 101/Education Efforts
Housing 101. Develop educational tools and conduct or support events to inform councils, member staff and
the broader community of current housing conditions, and of successful housing programs. Build connections
with community groups, faith communities, developers, nonprofits and others interested in housing issues.
Plan and conduct a Housing 101 event to occur no later than the end of 2021.
Private Sector Engagement. Support efforts by ARCH member cities to engage employers and private sector
entities in discussions around the need for more affordable housing and identifying options for public-private
partnerships.
B. Information and Assistance for the Public
ARCH Website. Update information on the ARCH website on a regular basis, including information related to
senior housing opportunities. Maintain the ARCH web site and update the community outreach portion by
incorporating information from Housing 101 East King County, as well as updated annual information, and
links to other sites with relevant housing information (e.g. All Home, HDC). Add information to the website on
ARCH member affordable incentive programs and fair housing.
Assist Community Members Seeking Affordable Housing. Maintain up-to-date information on affordable
housing in East King County (rental and ownership) and distribute to people looking for affordable housing.
Continue to maintain a list of households interested in affordable ownership and rental housing and
advertise newly available housing opportunities.
Work with other community organizations and public agencies to develop appropriate referrals for different
types of inquiries received by ARCH (e.g., rapid re-housing, eviction prevention, landlord tenant issues,
building code violations, fair housing complaints, etc.).
C. Equitable Access to Affordable Housing in East King County
Collect and analyze data on existing programs to determine potential gaps in access by different populations,
such as communities of color, immigrant and refugee communities, homeless individuals and families, and
workers in EKC commuting from other communities. Pursue strategies to increase access to affordable
housing in EKC by underserved communities. Develop outreach and marketing efforts to maximize awareness
of affordable housing opportunities in East King County, and build partnerships with diverse community
organizations.
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V. ADMINISTRATION
A. Administrative Procedures
Maintain administrative procedures that efficiently and transparently provide services to both members of
ARCH and community organizations utilizing programs administered through ARCH. Activities include:
• Prepare the Annual Budget and Work Program and ensure equitable allocation of administrative
costs among ARCH members.
• Prepare quarterly budget performance and work program progress reports, Trust Fund monitoring
reports, and monitor expenses to stay within budget.
• Manage the ARCH Citizen Advisory Board, including recruiting and maintaining membership that
includes broad geographic representation and a wide range of housing and community perspectives.
• Staff the Executive Board.
• Work with Administering Agency to streamline financial systems.
• Review and update bylaws and ensure timely renewal of the ARCH Interlocal Agreement.
B. Organizational Assessment and Planning
The ARCH Executive Board will continue to evaluate ARCH’s organizational capacity to accomplish its Work
Program and broader mission. The Board will review ARCH’s organizational structure, staffing resources,
capital resources and other foundational aspects of the organization to determine any gaps, and assess
options for expanding organizational capacity. The assessment will inform recommendations for the
following year’s work program and budget. In 2022, ARCH will outline a strategic planning process to be
initiated by 2023 that will establish a shared framework for the organization’s mission, values and work
program going forward.
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Attachment A
Local Planning Efforts by City
ARCH staff will assist members’ staff, planning commissions, and elected councils with local policy, planning
and special projects and initiatives, as described below. Member city staff may make adjustments to the
proposed actions identified below as individual city work plans are updated.
Bellevue
Support 3-4 actions to implement Bellevue’s Affordable Housing Strategy, such as:
• Facilitate development on affordable housing on suitable land owned by public agencies, faith-
based groups, and non-profits housing entities.
• Analysis of affordable housing density incentives in the Wilburton and East Main neighborhood
plans.
• Developing funding strategy for affordable housing on suitable public lands in proximity to
transit hubs including 130th TOD parcels.
Provide initial and ongoing support to implement investment of funds authorized by HB 1590, or other
city funds as directed.
Implement newly authorized affordable housing incentives; develop boilerplate agreements and
procedures for ongoing monitoring.
Provide advice on a Housing Needs Assessment, including coordination on scope/methodology, and
potentially provide supplemental data.
Assist City with implementation of affordable housing agreements at the TOD project adjacent to Sound
Transit’s Operating and Maintenance Facility East (OMFE).
Bothell
Support actions to implement the city’s Housing Strategy Plan.
Complete implementation of an MFTE program; develop boilerplate agreements and procedures for
ongoing monitoring.
Support affordable housing opportunities in the Downtown/Canyon Park GDC overlay areas, such as any
proposals for affordable housing on the Civic Center property or other city-owned property.
Evaluate affordable housing incentives such as parking reductions, and implement those adopted.
Assist with compliance with new requirements under HB 1220.
Support updates to policies and codes for affordable housing options, including ADUs, micro-housing,
small efficiency dwelling units, and “missing middle” housing.
Issaquah
Assist with preparing the annual Affordable Housing Report Card/Analysis.
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Support updates and consolidation of Title 18 and Central Issaquah Development and Design Standards.
Review the affordable housing chapter to evaluate the efficacy of existing policies, and potentially revisit
density bonus provisions.
Support reporting on the current Housing Strategy, and potentially further updates to the Housing
Strategy.
Help to evaluate and, as needed, implement development standards and regulations related to the
housing policies adopted in the Central Issaquah Plan and Central Issaquah Standards, including
inclusionary zoning.
Help to evaluate potential projects/opportunities that arise under current or amended Development
Agreements.
Coordinate marketing efforts to maximize awareness of affordable housing opportunities in Issaquah.
Support implementation and funding of the city’s TOD project.
Kenmore
Assist with implementing a high priority item identified in the Housing Strategy Plan, as requested.
Continue support of the Preservation of Affordable Housing/Mobile Home Park project started in 2018.
Assist with the Comprehensive Plan Housing Element update, including help with a housing
assessment/background information and statistics.
Provide technical support, data and best practices to assist with potential code changes, such as for
“missing middle” housing.
Advance opportunities to site affordable housing in Kenmore, such as near ST3 transit investments, or on
other public, nonprofit and faith-based community property. Help evaluate and identify potential
partners and financing strategies.
Evaluate potential expansion of TOD overlay and refinement of affordable housing requirements in the
overlay zone.
Kirkland
Continue to support efforts to create affordable housing within a transit-oriented development at the
Kingsgate Park and Ride.
Support development of housing policies in connection with the I-405/NE 85th Street Station Area Plan,
such as evaluation of a commercial linkage fee, and inclusionary housing requirements.
Assist with scoping and stakeholder discussions of a potential affordable housing levy.
Assist with implementing programs to encourage construction of more ADUs, such as pre-approved ADU
plans.
Evaluate housing-related issues in ongoing neighborhood plan updates, such as Moss Bay and Everest.
Help review the effectiveness and value of the current MFTE program.
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Mercer Island
Assist with data and scoping for a housing needs analysis and review draft housing policies and goals for
the City’s Comprehensive Plan update.
Newcastle
Assist with potential investment of fee-in-lieu payments, first exploring opportunities to site affordable
housing within Newcastle.
Assist with updating the City’s Housing Strategy Plan.
Redmond
Provide advice and technical support to evaluate and refine existing inclusionary and incentive programs,
and impact fee waiver provisions.
Assist with scoping and stakeholder discussions regarding potential opportunities to increase revenue
options to support affordable housing, and help with advocacy for expanded funding options.
Help evaluate programmatic approaches to support greater affordable homeownership opportunities.
Support partnerships with transit agencies to advance affordable housing within transit-oriented
developments, including at Overlake and Southeast Redmond.
Support City efforts to identify suitable projects for preservation as a mechanism to advance affordable
housing objectives.
Sammamish
Assist with data and scoping for a housing needs analysis, and review draft housing policies and goals for
the City’s Comprehensive Plan Update.
Assist with development of incentives within Phase 3 development regulations to encourage greater
housing diversity.
Help explore development of educational or promotional materials to encourage developers and
property owners to consider more diverse housing types, such as duplexes.
As opportunities arise, support development of affordable homeownership options like the Sammamish
Cottages developed by Habitat for Humanity.
Woodinville
Provide advice on scope and data collection in support of the City’s efforts to adopt a Housing Strategy
Plan.
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King County
Provide monitoring and stewardship services for affordable housing in the Northridge/Blakely Ridge and
Redmond Ridge Phase II affordable housing development agreements.
Help advance the King County Regional Affordable Housing Task Force Action Plan.
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Analysis of ARCH Staff Capacity and
Options for Meeting Members
Affordable Housing Needs
September 2, 2021
Prepared by: Cedar River Group
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Table of Contents
Executive Summary ....................................................................................................................................... 1
Conclusions and Recommendations ......................................................................................................... 4
Introduction .................................................................................................................................................. 6
Purpose of Study ....................................................................................................................................... 6
Landscape Analysis ....................................................................................................................................... 8
Rapid Regional and Local Growth in Population and Jobs ........................................................................ 8
Changes in Housing ................................................................................................................................... 9
New Growth, New Funds, New Opportunities ....................................................................................... 10
ARCH Accomplishments .............................................................................................................................. 12
Affordable Housing Investment .............................................................................................................. 12
Policy and Planning Support ................................................................................................................... 13
Incentive Program Administration .......................................................................................................... 13
Stewardship of Affordable Units ............................................................................................................. 13
Outreach and Education ......................................................................................................................... 14
Administration ........................................................................................................................................ 14
Summary of Interviews with ARCH Staff, Members, and Stakeholders ..................................................... 15
Overall Assessment ................................................................................................................................. 15
Trust Fund Program Opportunities and Challenges................................................................................ 15
Work on Policy/Planning/Regulatory Recommendations ...................................................................... 16
Additional Staff-Identified Capacity Shortages ....................................................................................... 16
Internal Organizational Capacities .......................................................................................................... 16
Adding a New ARCH Member ................................................................................................................. 17
Interviews with Eastside Developers for ARCH Capacity Assessment - Spring 2021 .................................. 18
ARCH Work and Staffing Trends ................................................................................................................. 22
History and Background .......................................................................................................................... 22
Growth in Program Activity .................................................................................................................... 22
Staff Capacity and Staffing Trends .......................................................................................................... 23
What’s Not Getting Done ........................................................................................................................ 24
Conclusions ............................................................................................................................................. 25
Staff Capacity Options ................................................................................................................................. 26
Funding Models ...................................................................................................................................... 26
Other Revenue Factors ........................................................................................................................... 26
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Staffing/Budget Options ......................................................................................................................... 27
Conclusions and Recommendation ............................................................................................................ 29
Overall Assessment ................................................................................................................................. 29
ARCH Work Plan Needs ........................................................................................................................... 29
Staff Capacity and Staffing Trends .......................................................................................................... 30
Revenue Opportunities ........................................................................................................................... 31
Conclusion ............................................................................................................................................... 34
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Executive Summary
Building more housing – and specifically more
affordable housing – is an urgent and growing
challenge for cities. To address this challenge,
East King County cities have worked together for
nearly 30 years through A Regional Coalition for
Housing (ARCH) and have a proven track record
of building and preserving affordable housing
across the eastside. Other cities in north and east
King County are exploring how to increase
affordable housing capacity, including the
possibility of joining ARCH. However, before that option can be evaluated, the ARCH Board
wanted to know: What is ARCH’s existing capacity to meet the current and near-term
affordable housing needs of its current members? This study provides that analysis by
reviewing data and regional growth trends, ARCH’s accomplishments, its current work plan,
trends in ARCH workload and staffing capacity, and interviewing ARCH members, ARCH staff
and housing developers.
The study concludes with options, conclusions and recommendations for ARCH staffing to
effectively meet the needs of its current members.
There is a dramatic need for more housing – specifically affordable housing – and
the need is growing.
The Puget Sound area has gone through tremendous recent population and economic growth. In
the past decade, King County with a net increase of 321,000 people was the third fastest growing
county in the country, and jobs – particularly high-paying jobs – have grown even faster. The
Puget Sound Regional Council (PSRC) predicts another 1.8 million residents and 1.2 million
jobs coming to the Puget Sound region by 2050.
Fundamentally, housing production – especially of affordable housing – has not kept up with the
area’s growing economy and population. While adding 12 percent more population and 21
percent more jobs, King County has only added 8 percent more houses. In addition, a study
found that over the past 10 years, as King County added 67,000 new rental units, it lost more
than 112,000 units of housing affordable to those living below 80 percent Area Median Income
(AMI).
These factors have combined to leave an estimated 124,000 households severely cost-burdened
in King County (paying over 50% of income on housing), with the vast-majority being
households at 0 to 30% AMI, and close to 60% renters. Not surprisingly, the burden falls
disproportionately upon Black, Indigenous, and People of Color. Households that are American
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Indian and Alaskan Native, or Black are roughly twice as likely to be severely cost burdened as
White households.
There are new resources and opportunities to face these growing challenges. Local cities have
used new authority to create dedicated funding for affordable housing. Local employers have
committed new funding resources to affordable housing and local light rail expansion creates
new transit-oriented development opportunities. The new State budget includes almost $300
million for the Housing Trust Fund. And the American Rescue Plan includes billions to help
create affordable housing, with more funds possibly available in the pending infrastructure bill.
ARCH has a proven record of building affordable housing, helping cities
implement best policies, and maintaining those assets over time.
In the nearly thirty years ARCH has been in existence, its members have achieved a lengthy list
of accomplishments. The following provides a brief description of just some of the ARCH’s
accomplishments:
• Produce or preserve 5,166 units of affordable housing by raising nearly $80 million for
the Housing Trust Fund and leveraging more than $880 million in other funding.
• Helped ten member cities adopt local incentive or inclusionary programs for developers,
including six cities who have offered property tax exemptions. These programs and
incentives have yielded more than 2,800 additional affordable units built or in
development.
• Established monitoring systems and procedures to ensure continued affordability of units,
and compliance with loan terms and conditions.
• Worked on more than 50 policies, plans, code amendments, or regulations for cities,
geared toward creating more affordable housing units.
• Created a single point of contact for developers interested in creating affordable units in
eastside cities and serves as a central portal for homebuyers and renters looking for
affordable homes.
• Supported hundreds of low and moderate income households to achieve homeownership,
with ARCH homes creating over $90 million in appreciation for owners.
• Regularly provides information, education and updates for elected and appointed
officials.
ARCH is well-regarded by member cities, outside stakeholders and developers.
In interviews with member cities, stakeholders, and staff, there was widespread agreement that
ARCH is doing well at leveraging member resources to achieve results, administering existing
programs (with some known gaps), and raising awareness about the need for affordable housing.
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Developers echoed these sentiments – viewing ARCH as a good partner that helps developers
navigate local processes and work effectively with city staff where projects are located. ARCH
was also viewed as an important funder who is comparatively easy to work with and whose
initial money helps bring other dollars to projects. Most concerns expressed by developers were
structural: ARCH’s limited resources limit their impact, and their governance by multiple cities
limits their flexibility and their ability to advocate.
Staff capacity has not grown sufficiently to keep up with member’s needs and
requests.
While there has been some recent growth in staff to address the monitoring of affordable units,
interviews and analysis of ARCH’s staffing trends and workload show that staff capacity has not
grown with the increase in demands from member cities.
Overall staffing: When ARCH was created, 2.5 FTE were hired to provide support to the original
4 member jurisdictions and to manage the Housing Trust Fund. As ARCH membership increased
to 16 cities, the number of FTE’s increased to 5 FTE by 2008, where it remained until 2019.
Monitoring & reporting: In 2019, two FTE were added to address the needs of monitoring rental
and home ownership units. These hires help meet current obligations for compliance and
monitoring, but new units are being added quickly. Keeping a proper staff to unit ratio may
ultimately require additional FTE.
Housing Trust Fund: Since 1993 the number of projects funded by the Trust Fund has averaged
4 per year, but the trust fund’s ever-growing portfolio (over 100 contracts) requires more active
monitoring than the current one FTE can provide. In addition, the trust fund work is facing
increasing demands from both growing opportunity (new funding sources, new TOD sites, more
special projects) and growing complexity (higher loan amounts, use of multiple funding sources.)
Planning and programs: In ARCH’s first twenty years (through 2011), ARCH staff completed
26 planning activities for member. There were 91 development projects with city affordable
housing incentives or requirements. In the past 9 years, ARCH staff have completed 56 planning
activities and there were 111 projects created through local incentives or requirements. Despite
this growth, ARCH has not added additional planning capacity since one FTE was created in
2002. Upcoming requested work will place still greater demands on the staff capacity for ARCH.
Additional work items: In conversations with ARCH members and staff and after a review of the
ARCH workplan, a number of items were identified that are not getting completed, including:
• Proactive monitoring of project financial sustainability (cash flow, vacancy rates,
maintenance needs) for developments created using ARCH funds
• More support implementing cities Housing Strategies / Housing Action Plans
• Providing proactive policy development, planning, research and best practices work
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• Conducting Housing 101 and educational/outreach work with elected and appointed
officials
• Making affordable housing accessible to diverse communities.
• Updating administration and systems, including implementing new monitoring fees,
revising rental covenant documents, and updating internal tracking technology.
Conclusions and Recommendations
Overall Assessment: Member cities clearly value ARCH for the affordable units created and the
range of services and supports provided. However, there is demand among ARCH members for
creating more affordable units and for additional technical assistance in creating affordable
housing policies and programs.
ARCH Work Plan Needs: Based on the interviews with member cities, and discussions with the
ARCH Board, the following themes emerged regarding ARCH’s annual work plan, and the
needs and interests of members.
• All ARCH cities will rely on ARCH staff for support with Comp Plan Updates and
tracking data to comply with Countywide Planning Policies (CPP) reporting
requirements.
• Several cities are counting on ARCH support to implement actions from their housing
strategy, to facilitate TOD projects or other special projects.
• Some cities had aspirational ideas about expansion of ARCH’s services/role: e.g.
facilitating collaboration on homelessness policy/practice, proactive encouragement of
best practices.
• In general, smaller jurisdictions with little or no planned growth will not use ARCH for
planning services.
Staff Capacity and Staffing Trends: Staff from member cities agreed that ARCH staff are fully
utilized and have no additional capacity for new work requests. ARCH staffing has stayed
relatively flat, even as the workload has grown.
Revenue Opportunities: There is an opportunity to utilize some existing revenue sources to
increase staff capacity. ARCH now has a sustainable source of income from home ownership
program fees to support 1 FTE. In addition, King County has expressed a willingness to increase
its contribution to ARCH annual operations.
Executive Board Recommendations
Phased Approach to Adding New Staff Capacity: Balancing the different needs expressed by
member cities, and the budget challenges facing many cities, the Executive Board recommended
a phased approach to increasing staffing.
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In 2022, current member dues from all jurisdictions should be used to support the 2021 base
staffing level, and new revenue should be used to support two new full time ARCH staff
positions:
• A Program Officer working on the Housing Trust fund (paid for from membership dues
which would be offset by home ownership fees), and
• An Incentives Program Administrator (paid for by a new tiered-dues structure – see
below)
In 2023 one additional position should be added:
• A Housing Programs, Special Projects Manager
Use New Revenues and Create a New Tiered Dues Structure Based on the Level of Program
Activity: The Program Officer can be paid for with existing fee revenues that have been collected
by ARCH. The Incentive Program Officer presents an opportunity for ARCH to implement a
tiered dues structure based on the number of projects each city has in their incentive program.
(See Chapter 8 for further details about the tiered structure.)
Conclusion
The changes proposed by the Board are essential actions to help ARCH staff capacity catch-up
with long-standing shortages in staffing and meet member’s most pressing existing and near-
term needs.
This new capacity will make a significant difference, but the need for ARCH’s services will
likely continue to outstrip capacity, given the anticipated growth of the work program, and
potential future requests from other cities in north or east King County to join ARCH.
Finally, there are structural tensions within the organization that were not possible to address in
this evaluation (such as the desire from external stakeholders for us to be stronger advocates, or
the disparate level of commitment to housing across our member councils). A strategic planning
process is needed in 2022 that can address these and other pressing issues outside the normal
course of operations and budget cycles.
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Introduction
In east King County and across the entire Puget
Sound region, building more housing – and
specifically more affordable housing – is an
urgent and growing challenge for cities. Housing
costs in the central Puget Sound region are some
of the highest in the country – for both renters and
home buyers. Even through the pandemic,
housing costs remained at historic highs.
In the face of these challenges, many cities in
King County (and elsewhere) have found value in
sharing staff and funding resources in an
organized collaboration. For nearly 30 years, East King County cities have worked together
through A Regional Coalition for Housing (ARCH) and have a proven track record of building
and preserving affordable housing across the eastside. The ARCH model has been so successful
that it is now being replicated in South King County and Pierce County.
Over the years, ARCH member cities have found that there are challenges both for developers
hoping to construct more affordable homes and for the cities that want more affordable units in
their community. In recent years one of the challenges that everyone faces is rapidly escalating
costs – the rising costs of land, construction materials, labor, planning. Developers must also
navigate the individual zoning restrictions, building codes, permitting processes, and affordable
housing incentives or requirements for each city to find a suitable location to efficiently build a
project that meets both the future tenants’ needs and is supported by the community. At the
same time, cities have been exploring, and adopting, strategies to increase affordable
development and preservation, including expedited permitting, local zoning or other land use
incentives or requirements, and new funding sources for the ARCH Housing Trust Fund.
To successfully build affordable housing requires willing and supportive elected leadership; a
suitable site with the right zoning and location; a variety of funders; and skilled technical
knowledge to help cities facilitate both the building and financing of affordable units. This
combination asks a lot of local cities and their staff. ARCH staff have provided housing-specific
technical assistance and support for its members, that many cities do not have the capacity to
create on their own.
Purpose of Study
As the need for more affordable housing increases in every community, those cities that are part
of the ARCH collaboration are exploring how they can create more affordable housing, and
those cities who are not ARCH members are considering their options for strengthening their
work on affordable housing.
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In the King County 2019-2020 biennial budget, funding was approved to examine how cities that
are not currently ARCH members may collaborate more effectively with one another. There are
currently two cities – Shoreline and Lake Forest Park – in north King County that are outside of
the ARCH service area (referred to as the “ARCH Sphere of Influence”). There are also several
cities in east King County that are located within the ARCH service area that are not ARCH
members – Carnation, Duvall, North Bend, and Snoqualmie.
One of the options being considered by several of those cities in north and east King County is
the possibility of joining ARCH. However, before that option can be evaluated, the ARCH
Board requested an analysis of ARCH’s existing capacity to meet the affordable housing needs
of its current members. This study provides that analysis by reviewing data and regional growth
trends, ARCH’s accomplishments, its current work plan, trends in ARCH workload and staffing
capacity, and interviewing ARCH members, ARCH staff and housing developers.
The study concludes with recommendations for ARCH staffing to effectively meet the needs of
its current members.
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Landscape Analysis
A number of factors influence both the need and
opportunities for affordable housing units in
ARCH member cities. The following provides a
description of several of the strongest influencing
factors.
Rapid Regional and Local Growth in
Population and Jobs
Rapid Population Growth: The Puget Sound area
has gone through tremendous recent growth. In
the past decade (2011- 2020), King County had a net increase of 321,000 people, and was the
third fastest growing county in the country – increasing in population by 12 percent. 1 2 And
much of that growth was centered in the Eastside. Looking at either absolute population growth
or growth rate, 7 of the top 25 fastest growing cities in the Puget Sound region were Eastside
cities (although annexation accounted for some of that growth).3 And with this growth, the
Eastside has become more diverse – both Bellevue and Redmond have become over 50% people
of color – including significant increase in Asian, Hispanic and multiracial populations.4 This
growth is projected to continue – with Puget Sound Regional Council (PSRC) predicting another
1.8 million residents coming to the four-county region by 2050.5 The population growth has
created unprecedent demand for available housing units.
Even Faster Economic Growth: This growth in population has been matched with tremendous
economic growth. Large employers, particularly those focused in technology, along with smaller
companies, have helped drive the local growing economy, and fueled a growth in high-paying
jobs. In fact, jobs grew even faster than population – in the past decade, the number of jobs in
King County grew by 21 percent.6 The result has been a steady growth in income – from 2000 to
2018, King County’s median household income increased from $53,157 in 2000 to $95,009 in
2018, an increase of over 78%.7 Some significant portion of that rise in income is driven by the
information and technology sector in two ways. First – the new jobs and new households were
11 https://www.seattletimes.com/seattle-news/data/king-county-had-decades-third-largest-population-growth-
among-u-s-counties
2 https://www.mckinsey.com/industries/public-and-social-sector/our-insights/why-does-prosperous-king-county-
have-a-homelessness-crisis#
3 https://www.psrc.org/sites/default/files/trend-population-202010.pdf
4 https://www.heraldnet.com/northwest/decade-in-demographics-top-5-changes-in-the-seattle-area/
5 https://www.psrc.org/sites/default/files/2050_macro_forecast_web.pdf
6 https://www.mckinsey.com/industries/public-and-social-sector/our-insights/why-does-prosperous-king-county-
have-a-homelessness-crisis#
7
https://kingcounty.gov/independent/forecasting/King%20County%20Economic%20Indicators/Household%20Inco
me.aspx
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disproportionately higher-income: “Sixty percent of the new households in King County between
2006 and 2016 earned $125,000 or more per year, while 18 percent earned less than $50,000,”
Second - the wages for these new information jobs grew at a faster rate: “[between 2005 and
2018], average annual wages for an information worker increased 127%.”8 As with population,
the growth in jobs is projected to continue – with average annual predicted 1.3 percent growth
leading to another 1.2 million jobs coming to the Puget Sound region by 2050.9
Changes in Housing
Falling Behind on Housing: Fundamentally, housing production – especially of affordable
housing – has not kept up with the area’s growing economy and population. While adding 12
percent more population and 21 percent more jobs, King County has only added 8 percent more
houses. Looking at the Puget Sound region: for every 1 new housing unit, the region added 3
new residents (2010 to 2019) and 4 new jobs (2010 to 2016). 10 The types of housing has
changed to try and meet the new demands. While production of single-family homes has
remained relatively steady at 6,000 – 8,000 per year, multi-family housing has shown
tremendous growth in the Puget Sound. In 2010, less than 5,000 homes were in multi-family
developments; in 2019, almost 20,000 new homes were built in multi-family developments.11
And in addition to the challenges stemming from new production failing to keep pace with the
new demand, the region is also losing previously affordable housing units. McKinsey &
Company found that over the past 10 years, as King County added 67,000 new rental units, it lost
more than 112,000 units of housing affordable to those living below 80 percent Area Median
Income (AMI). The McKinsey study cited the two largest drivers as: rents on units rising faster
than incomes and lower-cost units being demolished to make way for more expensive units.12
The Net Result – A Squeeze on Housing: As a result of these factors, the cost of homeownership
and rental have risen dramatically in the area. Just recently, the Seattle Times reported that for
November, the year over year price for Seattle-area homes grew by 12.7 percent, the second
highest growth in home prices in the nation.13 And this is not new – the King County Regional
Affordable Housing Task Force Final Report cites that in King County “from 2012 to 2017,
median home sale prices increased 53 percent and average rents increased 43 percent.14” For
east King County, the average cost of either homeownership or renting an apartment now
exceeds the cost-burden thresholds for even a family earning 100 percent of area median
8
https://kingcounty.gov/independent/forecasting/King%20County%20Economic%20Indicators/Household%20Inco
me.aspx
9 https://www.psrc.org/sites/default/files/rhna_early_findings_20201009_stakeholder_event.pdf
10 https://www.psrc.org/sites/default/files/rhna_early_findings_20201009_stakeholder_event.pdf
11 https://www.psrc.org/sites/default/files/rhna_early_findings_20201009_stakeholder_event.pdf
12 https://www.mckinsey.com/industries/public-and-social-sector/our-insights/why-does-prosperous-king-county-
have-a-homelessness-crisis#
13 https://www.seattletimes.com/business/real-estate/seattle-home-prices-still-climbing-at-second-fastest-rate-in-
nation/#
14
https://www.kingcounty.gov/~/media/initiatives/affordablehousing/documents/report/RAH_Report_Final.ashx ?
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income.15 As of 2018, the median purchase price of a home in East King County was $813,000,
16 corresponding to an income of over $125,000 needed. As of October 2020, the average rent
for most Eastside cities was over $2,000 a month, requiring a median income of over $80,000 to
avoid being cost-burdened.17
A Growing and Inequitable Number of Cost-burdened Families: Households that spend more
than 30% of their income on housing are considered “cost-burdened,” and “severely cost-
burdened” if spending more than 50% of their income on housing. In King County, it is
estimated that over 124,000 households are severely cost-burdened, with the vast-majority
focused at 0 to 30% AMI, and close to 60% of those being renters. Not surprisingly, the burden
falls disproportionately upon Black, Indigenous, People of Color (BIPOC) communities:
households with head of households who are American Indian and Alaskan Native or Black are
roughly twice as likely to be severely cost burdened as White households.18 Across the county
(as of 2015), 45% of renters and 29% of homeowners were cost-burdened (including severely-
cost burdened). On the Eastside, 36% of renters and 29% of homeowners were cost-burdened or
severely cost-burdened.19
New Growth, New Funds, New Opportunities
The Eastside has new resources and opportunities for Affordable Housing: As the issue of
affordable housing has exploded into a local, regional, statewide and even national issue, more
resources are emerging to support affordable housing. Two recent state measures (HB 1406 &
HB 1590) have created dedicate funding streams for cities and counties to work on affordable
housing. Large local employers, most notably Microsoft and Amazon, have both made recent
national news with commitments to funding more affordable and middle-income housing.
Regionally, the new expansion of light rail to the Eastside creates new, important locations for
equitable transit-oriented development. At the State level, the 2021- 2023 budget includes $175
million for the Housing Trust Fund and an additional $120.9 million in investments in housing
and shelters. And nationally, this spring’s American Rescue Plan includes an allocation of
nearly $5 billion in funds to help communities across the country create affordable housing, and
more funds may be available in the pending infrastructure bill.
In the face of all the challenges outlined above, all of these new resources (and more) will be
needed., Based on what ARCH has learned administering the Housing Trust Fund, it will take
15
https://www.kingcounty.gov/~/media/initiatives/affordablehousing/documents/report/RAH_Report_Final.ashx?la
=en
16
https://www.kingcounty.gov/~/media/initiatives/affordablehousing/documents/report/RAH_Report_Final.ashx?la
=en
17 Source: Rent Café Market Trends, October 2020 (From HDC presentation)
18 https://www.kingcounty.gov/~/media/initiatives/affordablehousing/documents /Meetings/rah-posters-FINAL-
PRINT.ashx?
19 https://www.kingcounty.gov/~/media/initiatives/affordablehousing/documents/Meetings/CAI-RAH-
Deck1031.ashx?la=en
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dedicated and skilled staff with capacity to help ensure these new resources best meet the ever-
growing affordable housing needs.
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ARCH Accomplishments
The ARCH collaborative structure was created in
1992, with four initial members. Since that time
ARCH has grown to include 16 member
jurisdictions. Its staff conduct work in six broad
areas:
• Affordable housing investment using the
ARCH Housing Trust Fund
• Policy and Planning support for member
jurisdictions
• Incentive Program Administration for
cities that have adopted affordable housing incentives
• Stewardship of affordable housing units created via new development, rehabilitation
• Outreach and education to member cities and the public
• Program Administration
The following provides a brief summary of ARCH’s major accomplishments to date.
Affordable Housing Investment
Units Created Using the ARCH Housing Trust Fund
Between 1993 – 2020 the Trust Fund was used to create 5,166 units of affordable housing. The
majority of those units were for families (nearly 3500 units), but housing was also created for
homeless, seniors and special needs populations. Projects funded with the Trust Fund are located
in 10 ARCH-member cities. ARCH staff work with municipal officials, developers and other
funders to create these units.
ARCH Funds Raised and Other Sources Leveraged
ARCH members have raised nearly $80 million for the Housing Trust Fund since its inception.
That includes financial contributions from members, land donated and fee waivers for affordable
housing projects. Those ARCH funds are used to leverage a variety of other sources to build or
preserve affordable units, including:
• Low Income Housing Tax Credits ($310 million)
• Tax Exempt Bonds ($244 million)
• State of Washington Funds ($61 million)
• King County Funds ($80 million)
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• Other Funding ($186 million)
In total ARCH has leveraged more than $880 million in other funding sources for affordable
housing projects in East King County cities. In other words, for every $1 dollar contributed by
ARCH, more than $10 is leveraged from other sources for creation of affordable units.
Policy and Planning Support
ARCH staff provide support as requested by member jurisdictions. The level of support varies
from member to member. In some cases, the support may include research on best practices,
data analysis, financial modeling, and technical advice. For other members it may include
drafting policies or code/regulatory proposals. ARCH staff have worked on more than 50
policies, plans, code amendments, or regulations for member cities, geared toward creating more
affordable housing units in those local communities.
Between 2015 – 2020 seven cities asked for assistance from ARCH in creating housing elements
for their comprehensive plans, and/or local housing action strategies. In addition, three more
cities will soon be developing housing action strategies that will utilize some level of assistance
from ARCH staff.
Incentive Program Administration
Cities may offer a variety of land use incentives to help reduce the cost of housing development,
and in return a developer commits to providing a certain number of units at affordable rates.
Incentives could include offering increased height or density in return for including affordable
units in a development, zoning that allows for smaller lot sizes, smaller unit sizes, use of
alternative housing types, or waiving or reducing permit/impact fees. ARCH staff work with
local cities to create the incentive programs.
In addition, ARCH staff have provided technical support and assistance to cities that adopt the
Multi-Family Property Tax Exemption (MFTE) program as allowed by state law. Developers
can receive a tax exemption in exchange for creation of income- and rent-restricted units. This
has become an important tool for many developers building affordable housing.
Between 1992 – 2021 more than 2800 affordable units have been created or are in development.
Ten (10) ARCH-member cities now offer different types of incentive programs for developers.
Historically incentives have been used by ARCH member cities to create units for moderate
income households making 80 – 120% of Area Median Income (AMI). More than half of all
incentive units created or in development (1515) are for households making 80% of AMI. In
more recent years cities have begun to use the incentives to create units for lower income
households, those making between 50 – 70% of AMI.
Stewardship of Affordable Units
There are now nearly 8,000 income- or rent-restricted units created through the Housing Trust
Fund and the various incentive programs across ARCH-member jurisdictions. Roughly 7,000 of
these are rental units and 1,000 are homeownership units. Once developers commit to creating
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affordable units, ARCH staff ensure the creation of those units and monitor and report on the
continued affordability of those units over time.
Outreach and Education
ARCH staff regularly provide information, education, and updates for elected and appointed
officials in member jurisdictions. Staff provide updates about ARCH activities, state and federal
program/funding opportunities, information about local and Eastside affordable housing needs,
goals and strategies, and generally serve as a resource for City Councils, Planning Commissions,
city staff, and local residents interested in affordable housing issues.
Administration
ARCH has done a great deal to share resources across jurisdictions, create consistency in
practices and procedures, and create efficient processes. Their work includes:
• Creating a single point of contact for all developers interested in creating affordable units
in eastside communities, which greatly increases efficiencies for developers
• Using standard guidelines for income verification for all ARCH-funded projects, across
all cities
• Create and use common rent/income/pricing guidelines for all ARCH-funded projects
• Serve as a central portal for homebuyers looking for affordable homes
• Create a centralized affordable housing data base that all member jurisdictions can use
• Conduct routine project audits
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Summary of Interviews with ARCH Staff, Members, and
Stakeholders
In February and March 2021 ten interviews with
ARCH members and outside stakeholders were
conducted, along with a group discussion with
ARCH staff. The following provides a summary
of the discussion about ARCH staff capacity and
how ARCH staff are meeting the needs of
member jurisdictions.
Overall Assessment
• There was widespread agreement that ARCH is generally doing well at
administering existing programs (with some known staffing gaps), but that staff seem
to be fully utilized.
• The organization doesn’t currently have capacity at the staff or board level to
become a driver for more proactive strategies (increasing funding, advocating for new
policies, expanding partnerships, etc.), or to expand its services to new
members/geographic areas.
• There was a sense from outside stakeholders that ARCH should be scaling up its
activities to meet the dramatic growth and need for affordable housing in east King
County. It was not clear that member cities feel the same way.
Trust Fund Program Opportunities and Challenges
• ARCH has been highly successful in administering and leveraging local funds with
minimal staff resources (1 staff position).
• The trust fund’s large portfolio requires active monitoring to collect loan repayments
and restructure agreements as projects age program, as it now encompasses over 100
contracts and tens of millions of dollars in funding – and growing. Other public funder
agencies have shifted to creating dedicated asset management staff.
• Significant opportunities lie ahead as ARCH members have begun to increase their
level of investment and adopt new funding sources, plus new TOD opportunities and
other special projects.
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Work on Policy/Planning/Regulatory Recommendations
• Planning activity has been steadily increasing in recent years, even as ARCH role in
policy/planning work varies from year to year and city to city, and a lack of clarity in
ARCH’s ongoing role makes it difficult to plan for needed capacity/skillsets.
➢ Between 1992 – 2014 ARCH staff supported approximately 1.5 housing strategy
plans, housing comp plan elements or code amendments per year for member
cities.
➢ Between 2015 – 2020 ARCH staff completed 8.0 strategies, plans or code
amendments per year.
• ARCH hired one Planner in 2002 and has added no additional planning capacity
since.
• Some member cities are doing their own work on affordable housing policies or
plans, and ARCH staff have a sense this may be because the members don’t believe
ARCH has the capacity to complete high priority policy development in a timely manner.
• ARCH’s primary planner is also responsible for administering city incentive
programs (preparing developer agreements and covenants for MFTE, inclusionary and
bonus programs). This increasingly competes with ARCH’s role in supporting new
policy/program development.
• The upcoming work will place greater demands on the planning staff capacity for
ARCH, including on TOD, station area planning, and comp plan revisions.
Additional Staff-Identified Capacity Shortages
• Proactive policy development, planning, research and best practices work would
require more staff capacity, to the extent ARCH members would like staff to be more
involved.
• Conducting regular Housing 101 and educational/outreach work is not being done
regularly with members and communities to create and sustain deeper understanding
about affordable housing issues and the work ARCH does.
• Making affordable housing accessible to diverse communities would require
additional capacity for marketing and outreach. This was a recent addition to ARCH’s
work program, but no new staff capacity was created for this work.
Internal Organizational Capacities
• The recent addition of 2 FTEs has provided the level of staffing needed to meet
current obligations for compliance and monitoring for the Homeownership and
Rental programs.
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• However, new units are being added quickly, and the organization needs to be mindful
of the metrics recommended in 2019 about the number of units per FTE.
• ARCH staff is getting good utilization from interns, but it is an uncertain source of
labor that comes with the internalized cost of replacing and training. They could be using
consultants to meet some of the capacity gaps but there are not resources to hire
consultants.
• ARCH can no longer use some homegrown excel sheet to track 1000s of units. There
is a need to update, but there are not the time, staff or funding resources to do so.
Adding a New ARCH Member
• Staff believe that adding a new city as an ARCH member would require additional
staff capacity in the areas where shortages already exist (policy, planning and
regulatory work, as well as trust fund project-related work).
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Interviews with Eastside Developers for ARCH Capacity
Assessment - Spring 2021
As part of the process, seven developers were
interviewed – they were deliberately chosen to
cover a variety of perspectives – smaller and
larger, nonprofit vs. for profit, those that had
received ARCH funding vs. those that had not
yet. Below are some of the highlights from the
conversations.
Developers Interviewed:
• Len Brennan (Shelter Resources)
• Allen Dauterman (Imagine Housing)
• Kim Faust (Main St. Property Group)
• John Fisher (Inland Group)
• Kim Loveall Price (DASH)
• Emily Thompson (GMD Development)
• Kevin Wallace (Wallace Properties)
1. What has been your past experience with ARCH and how would you describe that
experience? What was best about working with ARCH? What was most challenging? If
you have not worked with ARCH, why not?
• ARCH is seen by many as a good partner: “They will strategize with developers;”
“Under the new leadership the work on compliance is easier and more collaborative”
• But there is some concern about flexibility/responsiveness: “Process is cumbersome
because of the number of councils they have to report to.” “The more flexible ARCH can
be the better the chances of getting to their end goal.”
• ARCH’s limited resources limit their impact: “Their leadership is good, but there is
not enough resource available for new development or rehab.” “The amount of money
that ARCH has available is not enough to make a big difference in each project.”
• Some express concern that ARCH is doing less advocacy for Eastside than in the
past: “Don’t think ARCH acts as much of an advocate as in the past;”
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• Some developers want ARCH to be more of a partner: “For affordable housing, has
to be a collaboration between ARCH and developers.” “Need to be more of an advocate,
understanding and supportive of developers.”
2. In your experience, how does working with ARCH compare to working with other sources of
funding for affordable housing? For those working with ARCH on affordable housing
incentive programs, how does that work compare with other locations or jurisdictions?
• Compared to other partners, ARCH is seen as comparatively easy: “They are the
best of the three (between county, state and ARCH).”; “Conditions in contracts very easy
compared to other funders.”;
• Developers appreciate their insight: “Good feedback quickly on your project,” “They
are reasonable and they work in partnership.”
• ARCH is helpful navigating cities: “Staff typically take the lead in working with local
governments. That is helpful – so the developer doesn’t have to work with each individual
city.”
3. Stepping back and thinking regionally - what would you describe as the most important
accomplishments for ARCH?
• Developers value the creation of the coalition and focus on the issue: “Getting cities
to work together to solve affordable housing was a good one.” “ARCH has done a good
job raising visibility with cities on affordable housing.”
• ARCH is also an important advocate to cities: “They have also helped with
advocacy… talking with Mayors and Council members to create support for and action
around affordable housing.”
• ARCH is a valuable finance partner: “They have helped provide small amounts of gap
financing for 9% projects that have lower income targeting.”
4. What do you think of as ARCH’s most important role in helping developers build affordable
housing: funder of affordable units, technical assistance on understanding local regulations
and ordinances, helping find additional funding, helping find tenants, providing ongoing
monitoring?
• Developers value the funding, especially as an initial money that brings other
dollars: “As the first funder to commit money they showed local commitment that was
important with other funders.” “ARCH is effective at leveraging other funds and
bringing other funders along.”
• Some smaller developers value their technical assistance: “The technical assistance in
understanding local development regulations and ordinances.”
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5. What are the primary obstacles to constructing affordable housing in East King County
cities?
• There simply needs to be more dedicated funding: “More resources are needed,
particularly in the 4% pool of projects.” “There is not enough availability of state and
local resources to make projects happen.”
• Several developers pointed to costs – particularly of land, but also of permitting:
“The cost of land is out of reach;” “Permitting is starting to get bad; 1 year process is a
bit of overkill.”
• There is interest in cities streamlining permitting and easing zoning: “All cities have
extraordinarily expensive: permitting; regulations; etc. “ARCH could find a way to make
zoning/rezoning more achievable and predictable.”
• Several also mentioned need to ease parking requirements: “Parking ratio reductions
would help.” “Parking regulations are an obstacle in some jurisdictions.”
• There is also interest in a more unified voice/approach from the Eastside cities:
“Each city has its own agenda, own strategy.” “What are cities going to do
collaboratively?”
• There are concerns that requirements and funding for low-income are making
middle-income housing unaffordable: “Need to kick-in money for nonprofits to
produce less than 60% AMI housing, but don’t make it not viable to produce middle
income housing to pay for it.” “Putting the full burden on developers is not fair.”
• There are few “competitive sites”: “If you are not competitive you won’t get a resource
allocation from the state…. sites score well that have access to services and transit, but
there are minimal transit corridors on the Eastside compared to Seattle.”
6. What could ARCH do more of, less or, or do differently – either for developers or for
member cities – to support the building of more affordable housing on the Eastside? Any
other final thoughts?
• Some want more advocacy within cities for individual projects: “Advocating for
projects, funding and expending.” Maybe ARCH could hire a planner to work with all
cities to interface with cities to make sure projects are going through process efficiently.
“ARCH could have a seat at the table on behalf of developers. Lots more they could do to
help with zonings and site approvals.”
• And some want more advocacy across cities on policy: “Build the coalition and
advocacy to the cities;” “Unify voices and policy”; “Can HDC provide some capacity to
ARCH to do advocacy work?”
• A few expressed interest in ARCH using more private/public partnerships: “Why not
take advantage of profit/nonprofit joint ventures, as for profits have experience, liquidity,
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can bring capital, etc.” “The tax credits were meant to be private/public
partnerships…In WA there is a sense that private developers are not as good as
nonprofits.”
• A few had specific ideas:
➢ “ARCH could act as a clearinghouse for surplus properties across cities.”
➢ “Cities that are choosing to do parallel funding paths-- that makes no sense.
Give ARCH more money to do more work. The beauty of ARCH is the single
point of contact for East King County.”
➢ “The For Sale ARCH program is inequitable and needs to be fixed… [providing a
giant benefit to one family, but nothing to others…]
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ARCH Work and Staffing Trends
One of the foundational principles behind ARCH
is that member jurisdictions pool resources to
build or preserve affordable units across the
Eastside, and to create a shared staff resource
with specialized expertise in affordable housing
that provides support to all members. Many
member cities rely on ARCH’s expertise to help
them analyze and develop projects, interact with
developers, draft policies and regulations to
promote the development of affordable housing,
and monitor affordable units within cities that
have been created as a result of city policies and
programs. The history of ARCH has been to apply resources efficiently and to increase the
capacity of the organization incrementally as it has grown.
History and Background
ARCH began in 1992 with 4 initial member jurisdictions. Three years later there were 8
members, and by 2008 there were 16 members (which is today’s membership). Over time the
demands on staff have increased for several reasons:
1) As the number of ARCH members increased the requests for staff time and support also
increased,
2) Both the growing ARCH Housing Trust Fund and new city affordable housing programs (e.g.,
MFTE and inclusionary zoning) have created an increasing portfolio of units with more work
required to create, monitor and report on those units in the expanding portfolio,
3) Affordable housing has become a priority issue for many cities and interest in creating
developer incentives or new land use policies that promotes affordable housing has increased
dramatically, and
4) The need for affordable housing across King County and in Eastside cities has increased
significantly as housing costs and demand for units have soared.
Growth in Program Activity
Growth of Housing Trust Fund
Since 1993 the number of projects funded by the Trust Fund has averaged 4 per year. Although
annual funding (cash contributions and land donations) has fluctuated significantly from year to
year, in general the funding provided by members to the Trust Fund has been relatively flat. The
highest number of projects in any given year was 9. However, while the annual number of
projects has been relatively constant, the projects funded by ARCH have become more complex,
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with higher loan amounts and use of multiple funding sources. Many of the projects require
specialized staff expertise to analyze and evaluate project proposals.
Growth of Planning Activities
ARCH staff provide a variety of affordable housing planning activities for member jurisdictions,
including development of local housing strategy plans, housing elements of comprehensive
plans, code amendments, or regulatory proposals. In ARCH’s first twenty years (1992 – 2011)
ARCH staff completed 26 planning activities for member jurisdictions. In the past 9 years (2012
– 2020) ARCH staff have completed 56 projects for members. There has been a pronounced
increase in activity since 2015. This has been due to several factors, including the increase in
affordable housing needs across ARCH cities and the county, the heightened interest on the part
of many jurisdictions to develop strategies that will address local affordable housing needs, and
an increase in requests from member cities to assist in the creation of state-required housing
elements in local comprehensive plans. It is anticipated that there will be a number of new
requests for support as local comprehensive plans are updated between 2021 – 2024.
Growth in the Number of Affordable Units Monitored
In addition to creating affordable units through use of the Housing Trust Fund, ARCH member
cities also use a variety of land use and policy incentives and requirements to create new units.
When those units are created, the city’s programs typically place a cap on the price of units to be
sold or rented (to ensure affordability), and require that the income of renters or buyers cannot
exceed certain limits (to make sure only households with limited incomes occupy those units).
When the units are initially completed, and over time as they change hands, ARCH staff
monitors those units to make sure that the pricing and owner/renter income restrictions are being
met.
There has been a considerable increase in the number of incentive programs adopted by ARCH
member cities. Ten cities now offer incentives to create more affordable housing. In ARCH’s
first 20, years there were 91 projects that were required to meet a city’s local affordable housing
incentive of requirement. In the past 9 years, there have been 111 projects. With each new
project the total grows, and there are now more than 2800 units (owner occupied and rental) that
ARCH staff monitors to insure they are in compliance with local requirements.
Regional Affordable Housing Need
As mentioned in the Landscape Analysis earlier in this report, across east King County cities
36% of renters and 29% of homeowners were considered either cost burdened (spending more
than 30% of their household income on their housing costs) or severely cost burdened (spending
more than 50% of their income on housing). Given the trends in increasing rents and home
prices, these numbers are not likely to change soon.
Staff Capacity and Staffing Trends
When ARCH was created, 2.5 FTE were hired to provide support to the 4 member jurisdictions
and to manage the Housing Trust Fund. As ARCH membership increased the number of FTE’s
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increased to 5 FTE by 2008. Staff capacity remained at approximately 5 FTE between 2008 –
2019. In 2019 two FTE were added to address the needs of monitoring the rental and home
ownership units. At the time, the number of rental and ownership units created by ARCH
resulted in their staffing ratios (for the number of units each staff member had to track, monitor
and report on) being far below the best practices standards established by other cities around the
region and the country. The two additional FTE brought ARCH into compliance with those best
practices standards.
What’s Not Getting Done
In conversations with ARCH members, ARCH staff and after conducting a review of the annual
ARCH workplan, a number of projects and tasks were identified that are not getting completed
with the existing staff capacity. The following are some of the topics identified:
Housing Trust Fund
• Funding policy
➢ Provide options to ARCH members and conduct analysis on those options for the
potential creation of a dedicated funding source for Eastside cities.
➢ Revisiting parity goals (work started in 2017-2018)
• Oversight of existing investments:
➢ Be more proactive in monitoring project financial sustainability (cash flow,
vacancy rates, maintenance needs) for developments created using ARCH funds
➢ Loan monitoring (ensuring timely loan repayments)
• Conduct more proactive work and technical support to generate special projects (TOD,
preservation, surplus property, faith community property, etc.)
Policy, Planning, Incentive Programs
• Work with cities that have adopted Housing Strategies/Housing Action Plans to
implement more of the strategies identified
• Work with cities who have yet to create and adopt Housing Strategies/Housing Action
Plans
• Work with ARCH members to establish Eastside housing production and preservation
targets
• Do more work to coordinate across cities – sharing best practices, program evaluations
• Streamlining interface for developers who utilize incentive programs
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Rental Program Monitoring and Administration
• Work with member cities to establish a monitoring fee that would help defray the cost to
monitor ARCH units
• Create new rules for parking charges for ARCH rental units
• Review ARCH Rental Covenant for needed updates
• Explore centralized application portal for all properties with ARCH rental units
Education, Outreach and Administrative Procedures
• Update ARCH bylaws
• Improve and enhance data bases used to monitor ARCH-funded units
• Improve the ARCH website, making it more interactive and useful for all users
• Conduct more Housing 101/outreach events with member cities
• Building partnerships to market new housing to households in need
Conclusions
Based on the interviews with ARCH members, staff and outside partners, and review of
workload trends and the annual ARCH work plan, several conclusions were reached regarding
ARCH staff capacity.
• The existing staff are fully utilized and have no additional capacity for growth. ARCH
member cities are reluctant to ask ARCH staff to take on new projects because the staff
are fully booked.
• Gaps have begun to emerge, and elements of the work program are not being
accomplished. Some tasks have been on the work plan for several years because there is
not the capacity to move the work forward.
• Trends suggest that workload will continue to grow. This applies to the continued
growth of the Housing Trust Fund, and the continued demand for planning, research and
data analysis services.
• Deficiencies will grow as new projects and units come online. As the number of Trust
Fund units and incentive units are built, it will be difficult to update practices and policies
that are already in need of improvement.
• Additional staff are needed to catch up to current demands and to absorb the expected
near-term growth in work.
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Staff Capacity Options
After conducting the analysis described in the
earlier chapters, the ARCH board was presented
with three options for different approaches to
addressing staff capacity issues. Several
conclusions and themes were highlighted to
inform the deliberations about the
staffing/budget options.
Funding Models
Two funding models were presented to the ARCH Board for consideration:
• Per capita allocation to all members, except King County (same as the existing model)
➢ In addition, this model could add optional on-call consulting services paid based
on actual services used
• Tiered membership:
➢ Base membership: Would include administration of the Housing Trust Fund,
program administration/monitoring, and outreach activities, all allocated on a per
capita basis
➢ Optional tier for policy/planning services, and/or or incentive program support
provided by ARCH staff that would only be paid by those cities expecting to
utilize those services.
Other Revenue Factors
In addition to the two funding models, there are other revenue sources that were identified for
consideration by the board.
Fee Revenue
• Current fee revenue collected by ARCH will cover the cost of at least 1.0 FTE
• Cash reserves up to $150k as of YE2020, will continue growing as fees accumulate
• Additional revenue could be generated as cities work toward authorizing ARCH to
collect administrative fees from rental projects
• Offering fee for services to other cities not currently ARCH members (as is currently
being done with the City of Duvall) may be an opportunity in the future, but is not an
immediate factor.
King County Revenue
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• King County has expressed interest in increasing dues from $75,000 up to $125,000.
Staffing/Budget Options
Three staffing options were identified to add new staff capacity to ARCH. The first option
would add 1 FTE, the second option 2 FTE, and the third option 3 FTE. In preliminary
conversations the Board indicated that doing nothing, not adding any new capacity, was not an
option they wanted to consider.
Option 1 – Baseline budget, 1 FTE covered by fees
• Member dues continue to pay for existing staff positions (increase in combined dues no
more than 4% increase)
• City member dues are distributed on per capita basis; King County dues remain close to
$75k
• Use fee revenue to add 1.0 FTE:
➢ Incentive Program Administrator – This new position would be responsible for
working with developers and preparing agreements for projects using land use/tax
incentives
• Could use available reserve funds to hire temporary staff position or other support for
loan monitoring
• Evaluate areas of the work program that can be reduced in the future
Option 2 – Address Immediate Gaps (Add 2 FTE, 1 with fees, 1 with dues – from some or all
members)
• Base member dues continue to pay for existing staffing levels
➢ King County dues increase to $125k
• Fee revenue pays for Homeownership staffing, frees up base member dues to add 1 FTE:
➢ Trust Fund Program Officer – This new position would be responsible for
managing the ARCH loan portfolio, and would enable ARCH to absorb an
increase in transactional work (could include assisting Bellevue with allocation of
additional funds).
• Additional services above the base membership could be paid by cities that use ARCH
for incentive program administration, or by all cities:
➢ Incentive Programs Administrator – This new position would be responsible for
working with developers and preparing agreements for projects using land use/tax
incentives
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• Explore shared contract for on-call consulting services on policy/planning, financial
analysis and modeling, special project management and other services.
Options 3 – Plan for Growth (Add 3 FTE, 2 from dues, 1 from fee revenue)
• Base member dues pay for 1 additional FTE:
➢ 1 FTE: Trust Fund Program Officer (described in Option 2)
• 1 FTE paid by dues above base member dues – paid by cities actively using ARCH for
incentive program administration:
➢ 2 FTE: Incentive Program Administrator (described in Options 1 and 2)
• Fee revenue pays for 1 FTE
➢ 3 FTE: Housing Programs/Special Projects Manager – This new position would
oversee stewardship and monitoring activities, take on special policy/project work
• Explore shared contract for on-call consulting services on policy/planning, financial
analysis and modeling, special project management and other services.
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Conclusions and Recommendation
Overall Assessment
Member cities clearly value ARCH for the range
of services provided: technical and policy
support, units created from the pooled resources,
addressing the monitoring and reporting
requirements on affordable units, and for serving
as a single voice and resources on the issue of
affordable housing in the eastside. However,
given the depth of the affordable housing need in
most eastside communities, there is demand
among ARCH members for creating more
affordable units and for additional technical
assistance and support in creating affordable housing policies and programs.
The level of ARCH support needed or desired varies among member cities and generally
depends on two factors:
• The size of the city and their ability to devote internal staff resources to affordable
housing issues, and
• The level of commitment on the part of a city’s elected leadership to aggressively pursue
affordable housing strategies.
It is also important to note that when asked if there is work ARCH staff are doing that could be
eliminated in order to create additional capacity, there were no suggestions from members for
work that ARCH should do less of or drop entirely.
ARCH Work Plan Needs
Based on the interviews with member cities, and discussions with the ARCH Board, the
following themes emerged regarding ARCH’s annual work plan, and the needs and interests of
members.
• All ARCH cities will rely on some level of ARCH staff for support with Comp Plan
Updates (at a minimum - housing needs data, some would benefit from housing element
review or drafting). Some had questions/concerns about the impact of HB 1220, and
interest in ARCH capacity to assist with new requirements.
• All cities are interested in ARCH tracking data on an ongoing basis to comply with
Countywide Planning Policies (CPP) reporting requirements.
• Several cities are counting on ARCH support to implement actions from their housing
strategy (Bellevue, Bothell, Kenmore, Kirkland, Issaquah, Redmond)
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• Several cities would like help to facilitate TOD projects or other special projects in their
jurisdiction, such as finding faith-owned properties for new development.
• Many cities described a distinct set of skills/knowledge that ARCH staff provide to
members.
• Some cities had aspirational ideas about an expansion of ARCH’s services/role:
➢ Facilitating Eastside collaboration on homelessness policy/practice
➢ Providing more technical assistance/support to faith-based communities for
housing development
➢ More proactive steps to encourage best practices on housing policies, for example
on ADUs – outreach/marketing, financing, pilot programs, etc.
➢ Stronger role in legislative advocacy
• Smaller jurisdictions with little to no planned growth will not use ARCH for planning
services.
• There is interest among some members in shifting to a fee for service model when it
comes to policy/planning work, and potentially other areas where workload is growing,
such as incentive programs.
• King County is interested in investing more in ARCH capacity that will catalyze projects
or policies toward the Regional Affordable Housing Task Force Action Plan goal of
44,000 units.
Staff Capacity and Staffing Trends
Staff from member cities agreed that ARCH staff are fully utilized and have no additional
capacity for growth. Members also identified gaps that have begun to emerge, and elements of
the annual work program that are not being accomplished.
As described earlier in this report, while ARCH staffing capacity has been relatively flat,
requests for ARCH staff services have increased. As the Trust Fund loan portfolio has grown,
there is a need to increase staff capacity to actively monitor those loans and address the current
backlog of loans that have not been actively monitored.
There has also been a significant increase in the requests for planning assistance from cities that
want to adopt or amend policies, codes, and local housing programs. Currently, ARCH’s
planning assistance is provided by the same Senior Planner who also oversees member cities’
incentive programs. ARCH will need additional planning/policy staff to continue overseeing the
growing portfolio of members incentive programs while helping cities update local
comprehensive plan housing elements, respond to the County’s Countywide Planning Policies,
and respond to the growth in requests for planning and policy assistance.
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Two new positions were added in 2019 to monitor the affordability of units created by the
ARCH Trust Fund. Those positions increased the level of staffing to industry standards for the
size of the portfolio and the number of units that need to be monitored for compliance with
affordability requirements.
The growth of ARCH activities also suggests the need to create additional management
capacity, to both oversee staff stewarding the growing portfolio of affordable housing created in
the Homeownership and Rental Programs, and work on special initiatives – such as expanding
marketing efforts to diverse populations or promoting partnerships to develop affordable housing
with faith-based communities. The new capacity would both increase management oversight
and free capacity for the Executive Director.
Revenue Opportunities
There is an opportunity to utilize some existing revenue sources to increase staff capacity.
ARCH has been collecting fees from the homeownership program and now has a sustainable
source of income. Those fee revenues would support 1 FTE. In addition, King County has
expressed a willingness to increase its contribution to ARCH annual operations. This could be
part of the revenues used to increase ARCH staff capacity.
Most cities are facing budget challenges, so even for the larger and mid-sized cities a phased
approach to increasing staff capacity should be considered.
Executive Board Recommendations
Based on the review described above, and discussion with the ARCH Executive Board over
several months, the Board recommended to their respective Councils the following actions to
increase ARCH staff capacity.
Phased Approach to Adding New Staff Capacity
Balancing the different needs expressed by member cities, and the budget challenges facing
many cities, ARCH should adopt a phased approach to increasing staffing.
In 2022, current member dues from all jurisdictions should be used to support the 2021 base
staffing level, and an additional two new full time ARCH staff positions should be created:
• A Program Officer working on the Housing Trust fund – Paid for using increase in
revenues from program fees. No dues increases needed to pay for this position.
• An Incentives Program Administrator – Paid for using a new tiered dues structure (see
below)
In 2023 one additional position should be added:
• A Housing Programs, Special Projects Manager
The Board has not decided how to pay for the 2023 staff position. It will likely be some level of
new dues, but no pre-commitment was made about how the dues will be allocated.
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Create a New Tiered Dues Structure Based on the Level of Program Activity
Revenues for the two new positions can come from several sources. One FTE (the Program
Officer) can be paid for using fee revenues to pay for Homeownership staffing, which frees up
base member dues to add 1 FTE. The second position, that would focus on the administration of
local housing incentive programs, presents an opportunity for ARCH to implement a tiered dues
structure, based on the number of projects each city has in their incentive program.
• Cities with active incentive programs (either more than 10 completed projects or 3+
projects in the pipeline) pay on a per capita basis (Bellevue, Issaquah, Kirkland,
Redmond)
• Cities with less active programs (fewer than 10 completed projects, and less than 3
projects in the pipeline) pay a minimum contribution of $3,000 (Kenmore, Newcastle,
Sammamish, Mercer Island)
• Cities with adopted programs that do not yet have participating projects do not yet
contribute additional dues (Bothell, Woodinville).
• Cities without incentive programs do not contribute additional dues (Beaux Arts, Clyde
Hill, Hunts Point, Medina, Yarrow Point).
(See next page for graphic summary of Executive Board recommendations.)
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Conclusion
Based upon review of the ARCH workplan, discussion with cities about their near-term plans,
and assessment of ARCH staff responsibilities and workload, the changes proposed by the
ARCH Executive Board are essential actions to help ARCH staff capacity to catch-up with long-
standing shortages in staffing and meet member’s most pressing existing and near-term needs.
The new capacity will be particularly helpful in administering the Trust Fund, helping cities in
planning and policy work, and accommodating the growth in special projects.
Nevertheless, ARCH’s work is likely to continue to grow, and the board was unable to identify
any work that ARCH staff could eliminate. In addition, cities in north and east King County may
consider requesting membership in ARCH. In the coming years additional capacity may be
needed as the portfolio of projects increases in size and complexity, and the planning and policy
work expands.
Finally, there are structural questions and tensions within the organization regarding the capacity,
direction and services offered by ARCH that were not possible to address in this evaluation (such
as the desire from external stakeholders for ARCH to be stronger advocates, or the disparate
level of commitment to housing across member councils). Given these range of questions,
ARCH’s Executive Board committed to a strategic planning process in 2022 that can address
these and other pressing issues outside the normal course of operations and budget cycles.
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City of Medina, Washington
PROCLAMATION
2022 Sexual Assault Awareness Month
Building Safe Online Spaces Together
Whereas: In Washington State, 45% of women and 22% of men report having
experienced sexual violence in their lifetime, and 29% of the survivors who were supported
by community sexual assault organizations statewide identified as Black, Indigenous and
people of color in 2019. Of those identifying ethnicity, 21% identified as Latinx/Hispanic; and
Whereas: Rape is among the most underreported crimes for many reasons, including
victims’ fear of being disbelieved or further traumatized within the legal system. Additional
barriers, such as language, immigration status, gender bias, and systemic racism further
oppress and silence victims; and
Whereas: Individual and community impacts of sexual violence are rooted in and
compounded by racism, sexism, heterosexism, and other forms of oppression. Black,
Indigenous and other people of color, people living in poverty, LGBTQ+ people, elders, people
with disabilities, and other people targeted by oppression are disproportionately affected by
sexual violence in significant and complex ways; and
Whereas: Sexual violence exists on a continuum of behavior and includes racist, sexist,
transphobic, homophobic, ableist or other hate speech. This ranges from rape jokes to
verbal harassment to threats of rape and assault. Harassing comments and behaviors that
take place online can and do traumatize victims, and their impacts should not be minimized;
and
Whereas: 41% of Americans have been personally subjected to harassing behavior
online, and people from historically oppressed groups are more likely to experience online
harassment, mirroring inequities we see elsewhere in society; and
Whereas: Negative impacts of sexual violence trauma on adults, youth, and children
include fear, concern for safety, physical and mental health conditions, including symptoms
of post-traumatic stress disorder, injury, and missed work or school; and
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AGENDA ITEM 5.5
Whereas: Working together as a community, we can alleviate the trauma of sexual
violence by ensuring supportive resources are available to all survivors, while standing up to
and actively disrupting harmful attitudes and behaviors that contribute to sexual violence.
Now, therefore, I/WE, CITY OF MEDINA join advocates and communities throughout
King County in taking action to prevent sexual violence by standing with survivors
and proclaiming April 2022 SEXUAL ASSAULT AWARENESS MONTH.
Together, we commit to a safer future for all children, young people, adults, and
families in our community.
_____________________________
Jessica Rossman, Mayor – City of Medina
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NO ATTACHMENTS
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AGENDA ITEM 8.1
1
CITY OF MEDINA
501 EVERGREEN POINT ROAD | PO BOX 144 | MEDINA WA 98039-0144
TELEPHONE 425-233-6400 | www.medina-wa.gov
Date: April 11, 2022
To: Honorable Mayor and City Council
From: Stephen R. Burns, Interim City Manager
Subject: Interim City Manager Report – April 2022
1. City Management Transition – On January 4th, I started my role as interim city manager
and have continued to work with department directors and staff to make an efficient
transition. I continue to meet routinely with directors to ensure projects and programs
stay on track. In addition, I have met with individual staff to gain better understanding
of their roles, responsibilities, perspective, and address any concerns. The transition
continues to move in a positive direction.
2. Medina Finance Director – Ryan Wagner was hired to be the next Medina Finance and
HR Director. Ryan grew up in Bellevue, attended California Polytechnic State University.
He is excited to join our team and get involved in the community. Ryan’s first day with
the city is Monday, April 11, 2022. We are all very excited to have Ryan join the
management team.
3. Assistant Finance Director Anna Zhu resigned her position with the city, after almost 5
years with Medina. Anna’s last day was Tuesday, April 5, 2022. We appreciate her
attention to detail, dedication, and friendly demeanor. We wish Anna well in her new
endeavor.
4. State Route 520 Expansion Joint – University of Washington did a high-speed test at
the PACCAR technical center track in Mount Vernon on March 11. Initial reports are
the testing went well and the University of Washington will be providing their findings
soon. More to come at a future meeting.
In addition, the Governor signed the transportation budget bill with the SR 520 language
intact with one adjustment – DOT’s final report must be submitted by December 31,
2022, instead of June 2022.
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AGENDA ITEM 9.1a
MEDINA POLICE DEPARTMENT
DATE: April 11, 2022
TO: Interim City Manager Stephen R. Burns
FROM: Acting Chief Jeffrey R. Sass
RE: Police Department Update – March 2022
The following is a summary highlighting some of the Medina Police Department activity in March
2022.
Follow-up Items from March Meeting: A few items that have been addressed from last month’s
meeting are:
Councilmember Jennifer Garone requested that a notice be sent out to all building
development contractors in the city. Rob Kilmer with Development Services sent a letter from
the Police Department to encourage them to help keep the city’s streets safe by reducing their
speeds and to watch out for walkers, cyclists, and pets.
Councilmember Bob Zook requested that a speed limit sign be added to the digital speed
signs. We are working with Director Ryan Osada to have this completed. Below is a picture
taken of a digital speed sign in the City of Bellevue with the speed limit posted above which will
be a model for us to follow when implementing our signs shortly.
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AGENDA ITEM 9.1b
Medina Police Department
March 2022
Catalytic Converter Task Force: Interim Chief Jeff Sass represented the City of Medina at a media
presentation of the Eastside Task Force for Catalytic Converters. The event was hosted by the
Bellevue Police Department and several local news channels were in attendance. The task force,
consisting of eight Eastside law enforcement agencies as well as the King County Sheriff’s Office, will
share information and resources to address the growing and costly problem for vehicle owners who
spend thousands of dollars replacing a stolen catalytic converter.
Catalytic converters are devices that transform the toxic exhaust gases from internal combustion
engines into pollutants that are less toxic. Converters are sold for the precious metals that are inside
the muffler, including platinum, palladium, and rhodium.
Marine Patrol: Mercer Island Marine Patrol started off the month of March training ten new Marine
Patrol Officers that will be attending the Marine Patrol Academy in April and May. Officers spent time
on the vessels and were shown the jurisdictions that are patrolled and areas of direct patrolling.
Medina residents may have seen their patrols vessels practicing vessel stops just south of the 520
Bridge. They also began their yearly buoy survey and will start replacing missing buoys over the next
two months in preparation for the boating season.
The Marine Patrol had no calls for service for Medina but did hose off the floating dock twice this
month due to the geese gathering on the dock.
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AGENDA ITEM 9.1b
Medina Police Department
March 2022
Medina Emergency Radio Group: An additional emergency operations center radio antenna was
installed on the City Hall roofline, increasing the radio coverage and signal strength for the radios
used during an emergency. The existing aging radio antenna was also replaced, adding additional
signal strength to the emergency radio system.
Save the Date (s):
1. Shredder/Drug-Take-Back/E-recycle is set for April 23rd from 9A-12N at Medina Park.
2. Emergency Preparedness Committee Virtual Meeting, Wednesday, April 13, 4P-5:30P.
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AGENDA ITEM 9.1b
MEDINA POLICE DEPARTMENT
Jeff Sass, Acting Chief of Police
MONTHLY SUMMARY
MARCH 2022
FELONY CRIMES
Nothing to report.
MISDEMEANOR CRIMES
Hit and Run Collision 2022-00000912 03/01/2022
A Police Officer was notified of a city streetlight being struck by an unknown vehicle in
the 8600 Block of Lake Washington Boulevard. There is no time frame when this had
occurred.
Domestic Violence 2022-00001194 03/22/2022
A Police Officer responded to a reported domestic violence call.
OTHER
Warrant Arrest 2022-00000945 03/07/2022
A Police Officer was dispatched to the 7700 Block of NE 24th St for report of a
suspicious subject. The officer conducted a record’s check on the individual that returned
with a warrant with the Department of Corrections. The subject was placed into custody
and booked into the Score Jail.
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AGENDA ITEM 9.1b
CRIMES Current Month YTD 2022 YTD 2021 Year-End 2021
Burglary 01213
Vehicle Prowl 03413
Vehicle Theft 0302
Theft (mail & all other)01515
ID Theft/Fraud 03411
Malicious Mischief (Vandalism)0116
Domestic Violence/Violation of No Contact
Order 12110
Disturbance, Harassment & Non-DV Assault 13517
TOTAL CRIMES 2 17 22 87
COMMUNITY POLICING Current Month YTD 2022 YTD 2021 Year-End 2021
Drug Violations - Referrals to Treatment 0001
Community Assists 42725116
House Watch Checks 49 157 135 548
School Zone 24 72 51 304
Mental Health 38449
TOTAL ENFORCEMENT 80 264 215 1018
TRAFFIC Current Month YTD 2022 YTD 2021 Year-End 2021
Collisions
Injury0000
Non-Injury 1 3 6 18
Non-Reportable 0 0 N/A N/A
Traffic Stops
Citations/Infractions/Parking 48 99 23 171
Warnings 152 413 102 1808
Directed Patrol 18 49 120 488
TOTAL TRAFFIC 219 564 251 2485
CALLS FOR SERVICE Current Month YTD 2022 YTD 2021 Year-End 2021
Animal Complaints 311933
Residential Alarms 21 57 41 242
Missing Persons 0129
Suspicious Activity/Area Checks 15 49 41 304
Medical Call/Assist Fire Department 3 7 13 47
Juvenile (underage party, substance use, etc.)01411
TOTAL CALLS FOR SERVICE 42 126 110 646
*This report does not include all calls for service handled by Medina Police Officers. It is meant to be an overview of
general calls for service within the specified reporting period.
MEDINA POLICE DEPARTMENT
Jeffrey R. Sass, Chief of Police (Acting)
City of Medina
March 2022 - Monthly Report
107
AGENDA ITEM 9.1b
MEDINA POLICE DEPARTMENT
Jeff Sass, Acting Chief of Police
MONTHLY SUMMARY
MARCH 2022
FELONY CRIMES
Nothing to report.
MISDEMEANOR CRIMES
Nothing to report.
108
AGENDA ITEM 9.1b
CRIMES Current Month YTD 2022 YTD 2021 Year-End 2021
Burglary 0001
Vehicle Prowl 0001
Vehicle Theft 0002
Theft (mail & all other)0113
ID Theft/Fraud 0011
Malicious Mischief (Vandalism)0002
Domestic Violence/Violation of No Contact
Order 0022
Disturbance, Harassment & Non-DV Assault 0211
TOTAL CRIMES 0 3 5 13
COMMUNITY POLICING Current Month YTD 2022 YTD 2021 Year-End 2021
Drug Violations - Referrals to Treatment 0000
Community Assists 01111
House Watch Checks 6 212066
Mental Health 2235
TOTAL ENFORCEMENT 8 24 24 82
TRAFFIC Current Month YTD 2022 YTD 2021 Year-End 2021
Collisions
Injury0000
Non-Injury0001
Non-Reportable0000
Traffic Stops
Citations/Infractions/Parking 14 24 5 28
Warnings 27 71 17 187
Directed Patrol 3 111538
TOTAL TRAFFIC 44 106 37 254
CALLS FOR SERVICE Current Month YTD 2022 YTD 2021 Year-End 2021
Animal Complaints 0105
Residential Alarms 08424
Missing Persons 0000
Suspicious Activity/Area Checks 04533
Medical Call/Assist Fire Department 2222
Juvenile (underage party, substance use, etc.)0001
TOTAL CALLS FOR SERVICE 2 15 11 65
*This report does not include all calls for service handled by Medina Police Officers. It is meant to be an overview of
general calls for service within the specified reporting period.
MEDINA POLICE DEPARTMENT
Jeffrey R. Sass, Chief of Police (Acting)
Town of Hunts Point
March 2022 - Monthly Report
109
AGENDA ITEM 9.1b
2022 Burglaries & Vehicle Prowls
Medina & Hunts Point
Prior Month(s) Burglaries
Current Month Vehicle Prowls
110
AGENDA ITEM 9.1b
1
CITY OF MEDINA
501 EVERGREEN POINT ROAD | PO BOX 144 | MEDINA WA 98039-0144
TELEPHONE 425-233-6400 | www.medina-wa.gov
Date: April 11, 2022
To: Honorable Mayor and City Council
Via: Stephen R. Burns, Interim City Manager
From: Steven R. Wilcox. Development Services Department Director
Subject: Development Services Department Monthly Report
Permit Activity
Permit activity in the first quarter of 2022 was very slow. However, you will see in
the March permit report that the valuation of work to date is actually higher than at
the same time in 2021. Volume does not always equate to the level of value.
Permit value translates into permit fees which is one aspect that our budget
considers.
April has started with more work coming in so the trend may be changing. In any
case 2022 has started off unusual for Development Services regarding permit
application volume.
We are closely watching our budget. Later in the second quarter there will need to
be decisions made regarding the potential for a budget amendment proposal.
However, right now it is too early to know for certain where 2022 is headed. With
two quarters of work we will then be ready to make recommendations.
Planning Commission
By Stephanie Keyser
Planning Commission continued discussing average grade during their March 22nd
meeting. The Commission has asked Staff to bring back more examples for the next
meeting.
Development Services Committee
The newly formed Development Services Committee (DSC) met for the first time in
March. The DSC is advisory to the Development Services Director. We had a really
productive and positive meeting.
At our first meeting we discussed process associated with starting the
Comprehensive Plan Update. The initial content of the update was discussed.
Knowing the content will allow us to solicit consultants to help us with this project.
With the initial content determined a Request For Proposal (RFP) can be issued.
Responses to the RFP should give us comparable costs to evaluate. We currently
111
AGENDA ITEM 9.1c
2
have three interested companies who will respond to our RFP. The RFP will also
be publicly noticed. The cost of the consultant will be brought to Council.
The DSC also discussed the work that Planning Commission performed last year
on our Tree Management Code. The DSC discussion was focused on how to move
the Planning Commission’s recommendation through to Council considering input
from residents which came late in the process last Fall. Our Planning Manager will
be discussing this in detail in May.
Tree Management Code Consultant
Our new Tree Code Consultant, Andrea Starbird began work with us in March.
Andrea works for Tree Solutions Inc. We will also be contracting separately with an
arborist.
Andrea is currently evaluating existing development sites for compliance with
existing Tree Activity Permits.
112
AGENDA ITEM 9.1c
Permit Type Submitted Date Permit Number Total Valuation Address
ADVANCE DEPOSIT 03/01/2022 DEP00165 2206 EVERGREEN POINT
RD
ADVANCE DEPOSIT 03/01/2022 DEP00166 632 EVERGREEN POINT RD
ADVANCE DEPOSIT 03/01/2022 DEP00167 2205 78TH AVE NE
ADVANCE DEPOSIT 03/01/2022 DEP00168 647 EVERGREEN POINT RD
ADVANCE DEPOSIT 03/01/2022 DEP00169 3211 EVERGREEN POINT
RD
ADVANCE DEPOSIT 03/01/2022 DEP00170 935 88TH AVE NE
ADVANCE DEPOSIT 03/03/2022 DEP00171 2841 76TH AVE NE
ADVANCE DEPOSIT 03/09/2022 DEP00172 2436 82ND AVE NE
ADVANCE DEPOSIT 03/24/2022 DEP00173 530 87TH AVE NE
TOTAL ADVANCE DEPOSIT:9 $0.00
B-ACCST 03/03/2022 B-22-009 $34,000.00 414 UPLAND RD
TOTAL B-ACCST:1 $34,000.00
B-ADD/ALT 03/10/2022 B-22-031 8206 OVERLAKE DR W
B-ADD/ALT 03/28/2022 B-22-039 7724 NE 8TH ST
TOTAL B-ADD/ALT:2 $0.00
March 2022 Permit Applications Submitted
03/01/2022 – 03/31/2022
113
AGENDA ITEM 9.1c
B-DEM 03/15/2022 D-22-004 7617 NE 24TH ST
TOTAL B-DEM:1 $0.00
B-GAS 03/10/2022 G-22-011 1617 73RD AVE NE
TOTAL B-GAS:1 $0.00
B-MECHANICAL 03/25/2022 M-21-080 1312 Evergreen Point Road
B-MECHANICAL 03/03/2022 M-22-027 3444 EVERGREEN POINT
RD
B-MECHANICAL 03/03/2022 M-22-028 2433 79TH AVE NE
B-MECHANICAL 03/08/2022 M-22-030 538 OVERLAKE DR E
B-MECHANICAL 03/15/2022 M-22-031 2611 EVERGREEN POINT
RD
B-MECHANICAL 03/10/2022 M-22-032 8206 OVERLAKE DR W
B-MECHANICAL 03/15/2022 M-22-034 8232 OVERLAKE DR W
B-MECHANICAL 03/16/2022 M-22-035 8810 NE 2ND PL
B-MECHANICAL 03/17/2022 M-22-036 2643 Evergreen Point Road
B-MECHANICAL 03/18/2022 M-22-037 841 86TH AVE NE
B-MECHANICAL 03/24/2022 M-22-040 300 OVERLAKE DR E
B-MECHANICAL 03/28/2022 M-22-041 1898 77TH AVE NE
114
AGENDA ITEM 9.1c
B-MECHANICAL 03/31/2022 M-22-042 7613 OVERLAKE DR W
TOTAL B-MECHANICAL:13 $0.00
B-PIER 03/03/2022 B-22-029 $18,000.00 3225 EVERGREEN POINT
RD
B-PIER 03/17/2022 B-22-032 $250,000.00 1447 Evergreen Point Rd
TOTAL B-PIER:2 $268,000.00
B-PLUMBING 03/09/2022 P-22-013 3436 EVERGREEN POINT
RD
B-PLUMBING 03/25/2022 P-22-014 7545 NE 28TH PL
TOTAL B-PLUMBING:2 $0.00
B-POOL/SPA 03/02/2022 B-22-022 $165,000.00 2005 EVERGREEN POINT
RD
TOTAL B-POOL/SPA:1 $165,000.00
B-ROOF 03/21/2022 B-22-036 336 OVERLAKE DR E
TOTAL B-ROOF:1 $0.00
PW-RIGHT OF WAY 03/03/2022 PW-ROW-22-027 3265 Evergreen Point Rd
PW-RIGHT OF WAY 03/11/2022 PW-ROW-22-028 2036 EVERGREEN POINT
RD
PW-RIGHT OF WAY 03/14/2022 PW-ROW-22-030 2244 77TH AVE NE
PW-RIGHT OF WAY 03/24/2022 PW-ROW-22-032 1800 77TH AVE NE
PW-RIGHT OF WAY 03/24/2022 PW-ROW-22-033 1221 Evergreen Point Rd
115
AGENDA ITEM 9.1c
PW-RIGHT OF WAY 03/24/2022 PW-ROW-22-034 425 86TH AVE NE
PW-RIGHT OF WAY 03/28/2022 PW-ROW-22-035 1686 77TH AVE NE
TOTAL PW-RIGHT OF WAY:7 $0.00
TREE-HAZARD EVALUATION 03/14/2022 TREE-22-026 8105 NE 5TH ST
TOTAL TREE-HAZARD EVALUATION:1 $0.00
TREE-PERFORMANCE 03/02/2022 TREE-22-022 2841 76TH AVE NE
TREE-PERFORMANCE 03/10/2022 TREE-22-025 7830 NE 12TH ST
TOTAL TREE-PERFORMANCE:2 $0.00
TREE-WITH BUILDING/DEVELOPMENT 03/03/2022 TREE-22-023 707 OVERLAKE DR E
TOTAL TREE-WITH
BUILDING/DEVELOPMENT:1 $0.00
Total # of Permits 44 $467,000.00
116
AGENDA ITEM 9.1c
Construction Value:March 2022 March 2021 2022 YTM 2021 YTM Difference
Accessory Structure $70,000.00 -$70,000.00 -$70,000.00
Addition / Alteration -$2,072,522.94 $895,035.00 $2,595,522.94 ($1,700,487.94)
Fence / Wall -$8,100.00 $78,500.00 $17,100.00 $61,400.00
New Construction $1,908,531.00 $2,979,916.00 $9,553,837.00 $5,344,575.00 $4,209,262.00
Repair / Replace ----$0.00
Wireless Comm. Facility $70,000.00 -$70,000.00 -$70,000.00
Total Value:$2,048,531.00 $5,060,538.94 $10,667,372.00 $7,957,197.94 $2,710,174.06
Permits Issued:March 2022 March 2021 2022 YTM 2021 YTM Difference
New Construction 1 1 4 2 2
Permit Extension 5 15 11 24 (13)
Accessory Structure 1 -1 -1
Addition / Alteration 1 3 3 8 (5)
Construction Activity
Permit 1 2 8 4 4
Demolition 2 1 5 3 2
Fence / Wall -1 3 3 0
Grading / Drainage 2 1 5 2 3
Mechanical 15 7 32 22 10
Other - Moving ----0
Plumbing / Gas 3 5 14 23 (9)
Repair / Replace ----0
Reroof ----0
Right of Way Use 11 5 23 20 3
Tree Mitigation 6 7 19 13 6
Wireless Comm. Facility 1 -1 -1
Total Permits:49 48 129 124 5
Inspections:March 2022 March 2021 2022 YTM 2021 YTM Difference
Building 91 84 263 226 37
Engineering/Other
38 21 65 54 11
6 3 17 10 7
Tree 15 4 21 5 16
Total Inspections:150 112 366 295 71
Monthly Issued Permit Report
March, 2022 Page 1 of 1
Report run on: 04/04/2022 07:11 AM
117
AGENDA ITEM 9.1c
Case Number Case Type Case Status Assigned To Address Case Text
CC-2022-031 FORMAL, WRITTEN
WARNING COMPLETED Rob Kilmer 1637 77TH AVE NE
_
Description: Construction related vehicles parked in ROW
Action Taken: Formal Warning issued to project Agent via
email, mail, and certified mail.
CC-2022-032 STOP WORK ORDER COMPLETED Rob Kilmer 8847 NE 2ND PL
_
Description: Construction of a small accessory structure
observed within property setbacks.
Action Taken: Communicated with the homeowners and
verified that the structure was not in compliance with the
setback requirements of the Medina Municipal Code.
Homeowners have now disassembled the structure.
CC-2022-033 SIGN VIOLATION COMPLETED Rob Kilmer 8398 NE 12TH ST
_
Description: Commercial sign placed in shoulder of Right
of Way.
Action Taken: Retrieved sign and notified business that
commercial advertising signs are not permitted to be
displayed in the City.
CC-2022-034 FORMAL, WRITTEN
WARNING COMPLETED Rob Kilmer 3430 EVERGREEN POINT RD
_
Description: Multiple construction-related vehicles parked
along Right of Way at Southeast Corner of 78th Place NE
& Evergreen Point Road.
Action Taken: Issued formal, written warning to the project
Agent.
CC-2022-035 GENERAL COMPLETED Rob Kilmer 2857 76TH AVE NE
_
Description: Report of Park and Ride being used by
construction related workers
Action Taken: Investigated and determined that the
construction workers are being dropped off at the park and
ride by a shuttle to comply with off-site parking agreement
of CMP permit.
CC-2022-036 GENERAL COMPLETED Rob Kilmer 2604 79TH AVE NE
_
Description: Construction related vehicle parked partially in
ROW
Action Taken: Spoke with driver to educate about
construction parking requirements. Driver moved vehicle.
Code Enforcement for March
Report run on: 04/01/2022 01:28 PM
118
AGENDA ITEM 9.1c
Case Number Case Type Case Status Assigned To Address Case Text
CC-2022-037 GENERAL COMPLETED Rob Kilmer 854 EVERGREEN POINT RD
_
Description: Report of construction being performed
without proper permits.
Action Taken: Visited site and spoke with site manager.
Activities currently being performed, cabinetry,
countertops, repainting, do not require a permit. Future
work to add skylights will require a building permit, but they
are not ready to apply for this yet.
CC-2022-038 ROW VIOLATION COMPLETED Rob Kilmer 619 84TH AVE NE
_
Description: Construction related vehicle parked in ROW
Action Taken: Warning sent to project agent that the
vehicle must be removed immediately per the conditions of
the project's revised parking agreement.
CC-2022-039 GENERAL COMPLETED Rob Kilmer 8417 NE 10TH ST
_
Description: Potential construction related vehicles parked
in ROW
Action Taken: Spoke with drivers and determined the
vehicles to be related to landscaping work exempt from
parking rules.
CC-2022-040 GENERAL COMPLETED Rob Kilmer 2450 78TH AVE NE
_
Description: Report of potential construction related
vehicles parked in ROW.
Action Taken: Investigated site. First vehicle belongs to an
AV installer working for a private homeowner across the
street. Second vehicle is a privately owned truck. All
Construction related vehicles were parked within the
private-property boundaries of the site.
CC-2022-041 GENERAL COMPLETED Rob Kilmer 8819 NE 2ND PL
_
Description: Potentially construction related vehicles
parked in ROW
Action Taken: Investigated and determined that the
vehicles belong to a landscaping crew in the process of
loading landscaping rocks onto a flat-bed hauling truck.
Workers moved two vehicles out of the ROW and stated
that the flat-bed truck would be able to leave in 15-20
minutes. The truck was gone the next time I passed by.
Code Enforcement for March
Report run on: 04/01/2022 01:28 PM
119
AGENDA ITEM 9.1c
Excise Tax
Number
Conveyance Doc Sale Date Taxable
Selling Price
CIP 1 CIP 2 CIP 1 INT CIP 2 INT COUNTY Jurisdiction Tax Amount Tax
Exempt
3175660 WARRANTY DEED 02/26/2022 4,500,000.00 11,137.50 11,137.50 0.00 0.00 1,584.15 MEDINA 127,050.00 N
3175769 WARRANTY DEED 02/08/2022 2,568,000.00 6,355.80 6,355.80 0.00 0.00 748.11 MEDINA 60,510.00 N
3177485 WARRANTY DEED 03/07/2022 10,030,000.00 24,824.25 24,824.25 0.00 0.00 4,017.35 MEDINA 320,600.00 N
3178073 WARRANTY DEED 03/16/2022 3,050,000.00 7,548.75 7,548.75 0.00 0.00 946.15 MEDINA 76,300.00 N
3178263 WARRANTY DEED 03/07/2022 6,980,000.00 17,275.50 17,275.50 0.00 0.00 2,675.35 MEDINA 213,850.00 N
67,141.80 67,141.80 0.00 0.00 9,971.11
Count:27,128,000.00 67,141.80 67,141.80 0.00 0.00 9,971.11
798,310.00
5 Report Totals:144,254.71 798,310.00
Grantor: FONTOURA, MARCUS F Grantee: WANG, SHUO Parcel ID: 3262300725 Instrument: 20220317000801
MEDINA Subtotal:27,128,000.00 144,254.71
Grantor: YOUNG, JONATHAN R Grantee: WANG, SIDA Parcel ID: 5425700085 Instrument: 20220316000867
3/17/2022 37,226.35
Grantor: WANG, TAO Grantee: COLLERAN, WILLIAM THOMAS Parcel ID: 2470100010 Instrument: 20220314000674
3/16/2022 16,043.65
Grantor: MINCIO, KEVIN Grantee: 2020 EPR LLC, Parcel ID: 3262300335 Instrument: 20220303000647
3/14/2022 53,665.85
Grantor: VAN SANT, PETER R Grantee: SEA21G LLC, Parcel ID: 5424700190 Instrument: 20220302001510
3/3/2022 13,459.71
Recorded
Date
Total Local
Jurisdiction: MEDINA
3/2/2022 23,859.15
Jurisdiction: MEDINA
Print Date: 4/4/2022 8:59 AM
From 3/1/2022 to 3/31/2022
Monthly REET Distribution ReportKing County Recorder's Office
500 Fourth Ave, Rm 430
Seattle, WA 98104
(206) 477-6620
120
AGENDA ITEM 9.1c
Finance Monthly Report
NO REPORT FOR MARCH 2022
121
AGENDA ITEM 9.1d
CITY OF MEDINA
501 EVERGREEN POINT ROAD | PO BOX 144 | MEDINA WA 98039-0144
TELEPHONE 425-233-6400 | www.medina-wa.gov
Date: April 11, 2022
To: Honorable Mayor and City Council
Via: Stephen R. Burns, Interim City Manager
From: Aimee Kellerman, City Clerk
Subject: Central Services Department Monthly Report
APRIL AND MAY PUBLIC MEETINGS AND EVENTS
Event Date Time Location
Park Board Meeting - CANCELLED Apr 18
Medina City Manager Forum/Open House – City
Manager Interview
Apr 19 5:30 pm –
7:30 pm
Medina City Hall and
Online
Shredder/Drug-Take Back/E-cycling Day Apr 23 9:00 am –
12:00 pm
Medina Park Parking
Lot
City Council Meeting Apr 25 4:00 pm Teleconference/Online
Joint CC/PC Meeting Apr26 4:00 pm Teleconference/Online
Arbor Day Tree Planting Apr 29 10:00 am Medina Park
City Council Meeting May 9 4:00 pm Teleconference/Online
Park Board Meeting May 16 5:00 pm Teleconference/Online
City Council Meeting May 23 4:00 pm Teleconference/Online
Planning Commission Meeting May 24 4:00 pm Teleconference/Online
Memorial Day – City Hall Closed May 30
Meetings are publicly noticed on the City’s three official notice boards, City website, and via GovDelivery.
Occasionally notices require publication in the City’s official newspaper, The Seattle Times. Public
meetings scheduled after publication of this report can be found on the City’s website.
COMMUNICATION TO OUR COMMUNITY
E-Notice Program: During the month of March, the City issued 21 bulletins amounting to a total of
100,766 bulletins delivered to subscribers; approximately 15.0% were opened. See Attachment 1.
As of March 31, the city had 12,623 subscribers (change in total subscribers +114), with a combined
total of 121,384 subscriptions (change in total subscriptions -828).
RECORDS REQUESTS
As of March 31, 14 public records requests have been received by Central Services. See
Attachment 2.
122
AGENDA ITEM 9.1e
Bulletins
Developed
Total
Recipients
Total
Delivered
Unique Email
Opens
Unique Email
Open Rate
Wireless
Recipients
March, 2022 21 108,426 100,766 11,437 15.00%28,354
February, 2022 17 48,354 44,691 4,260 11.80%10,350
January, 2022 25 101,589 94,429 10,651 14.20%23,288
December, 2021 32 193,448 180,037 18,165 13.10%49,149
November, 2021 27 100,179 93,226 7,593 10.20%22,569
October, 2021 37 124,366 118,068 9,230 8.60%21,579
September, 2021 25 86,280 80,364 6,546 10.10%18,846
August, 2021 21 98,271 92,022 9,193 12.40%21,013
July, 2021 17 46,230 43,222 4,020 10.80%7,435
June, 2021 23 80,050 75,120 6,629 10.40%13,924
May, 2021 31 120,746 113,370 10,176 10.70%21,364
April, 2021 35 115,716 109,081 9,571 10.10%17,510
March, 2021 37 101,291 95,540 8,119 9.50%12,522
February, 2021 26 71,737 67,738 6,927 11.50%9,355
Date Sent Top 10 Most Read Bulletins During March Emails Opened
Email Open
Rate
03/03/2022 03:30 PM PST 837 23%
03/04/2022 12:09 PM PST 1,145 15%
03/08/2022 03:26 PM PST 1,363 16%
03/11/2022 10:21 AM PST 1,033 14%
03/11/2022 01:39 PM PST 1,392 16%
03/16/2022 03:30 PM PDT 1,207 14%
03/25/2022 10:11 AM PDT 1,049 14%
03/29/2022 10:21 AM PDT 1,031 14%
03/31/2022 07:36 AM PDT 863 29%
03/31/2022 04:00 PM PDT 1,028 14%
Notice of Emergency Preparedness Committee Meeting
(Virtual) Wednesday, April 13 at 4:00 pm
Comparisons:
Community Bulletin - Spring Clean and Shred on Saturday
April 23, 2022
Medina City Council Retreat Agenda - March 10, 2022
Medina Launches New Citizen Engagement Mobile App
March 14, 2022 Medina City Council Regular Meeting (on-
line) Agenda
Save the Date! Medina Easter Egg Hunt is BACK!! - Saturday,
April 2, 2022
March 28, 2022 Medina City Council Regular Meeting (on-
line) Agenda
Reminder - 4 days until the Medina Easter Egg Hunt -
Saturday, April 2, 2022
Community E-lert® - Soliciting
Potential Quorum Notice - Medina Easter Egg Hunt - April 2,
2022
ATTACHMENT 1
123
AGENDA ITEM 9.1e
A ATTACHMENT 2
AT
501 EVERGREEN POINT ROAD • P.O. BOX 144 • MEDINA, WA 98039-0144
TELEPHONE (425) 233-6400 • FAX (425) 451-8197 • www.medina-wa.gov
DATE: April 11, 2022
TO: Mayor and City Council
From: Aimee Kellerman, City Clerk
Subject: March 2022, Public Records Request Tracking
In March 2022, Central Services staff received 14 new public records requests,
1 ongoing public records request. These requests required approximately 8.5 hours of
Central Services staff time and 0 hours of consulting time with the City Attorney. The
overall March cost, which includes staff hourly rate plus benefits and City Attorney fees
is approximately $458.
In addition, the police department receives public records requests specific to police
business that require records research and information distribution. In March 2022, the
Police Department received 14 new records requests. These requests required
approximately 4.5 hours of staff time and 0 hours of consulting time with the City
Attorney. The overall March cost, which includes staff hourly rate plus benefits is
approximately $280. The requests are from outside law enforcement agencies,
insurance carriers, the public and persons involved in the incidents.
124
AGENDA ITEM 9.1e
Assigned Dept Request
Type
Required
Completion
Date
Summary Public Record Desired Assigned Staff
Central Services Public
Records
Request
3/14/2022 Public
Records
Request
I'm looking for the full approved permit set for B-13-
087.It was issued on 6/25/15 and it expired on
12/25/16. The property address is: 3655 Evergreen
Point Rd If they're not available electronically, I can
pick up copies. Thanks
Dawn Nations
Central Services Public
Records
Request
4/15/2022 Public
Records
Request
Please provide final building plans for 1525 79th Pl
NE. Please include any emails relating to this
project. Thank you
Dawn Nations
Central Services Public
Records
Request
3/21/2022 Public
Records
Request
Requesting a report of all issued and pending
building permits for residential & commercial
properties from 02/1/2022 to 02/28/2022 Report to
include if possible: permit number, issue date, site
addresses, valuation of project, description of work,
contractor information and owner name. If a report is
unavailable, then copies of the original permits
would be more than adequate.
Dawn Nations
Central Services Public
Records
Request
3/25/2022 Public
Records
Request
2621 78th Ave NE, Permit B-20-077 2627 78th Ave
NE, Permit B-20-076 Hi Dawn, Are plans still to be
viewed in house or have you gone digital yet? You
put one of my last requests in July on a flash drive.
Hopefully that's an option. Please let me know what
process you're using and when I can come by.
Thursdays are still my best day. Thanks, David
Dawn Nations
Central Services Public
Records
Request
4/4/2022 Public
Records
Request
Can I please have any records that are available for
the properties at 444, 446, and 450 Overlake Drive
E., Medina for the period 1990-2020? I am
especially interested in documents from the 1096
variance proceedings for 446 Overlake Drive E. that
took place in the late 1990s. Thank you!
Dawn Nations
PRR - Type of
Records
Requested
March 2022 Monthly PRR Report
Run Date: 04/07/2022 9:26 AM
March 2022 Monthly PRR Report
Architect John
Stoeck
Development
Services
3/3/2022 P002343-030322
Create
Date Reference No Customer Full
Name
Braden Mineer Building3/10/2022 P002350-031022
Marsha Parker Building3/8/2022 P002347-030822
Susan Sullivan Development
Services
3/17/2022 P002356-031722
David McCourt Building3/14/2022 P002354-031422
ATTACHMENT 2
125
AGENDA ITEM 9.1e
Central Services Public
Records
Request
3/29/2022 Public
Records
Request
All----------I am not sure who to contact so I am
hoping from this list I have reached the correct party.
Our neighbors at 8417 10th St are in the process of
cutting down a huge, and I mean huge, tree. I
cannot believe they received a permit to do this
because it is causing no harm and it adds a great
deal to the look and feel of our neighborhood. While
it is probably to late to save this tree-----and these
are the type of trees our city should be making sure
are saved because we can never replace them------
this sad happening leads to many questions. How
did they get a permit to do this? What was it based
upon? Why was there no input from the neighbors?
What is the mitigation plan to address this significant
loss to the community? Most important------why
does the city have no way of protecting our
environment?? We view Medina as a community
that cares about preserving our natural setting-----
why aren’t we doing something about it? And finally,
smart move on their part to cut the tree down on a
Saturday when there is no way to appeal this
horrible action. Actions like this should not happen
in Medina. I look forward to a complete response
from whoever is the appropriate party. Thank you.
Miles Adam
Aimee Kellerman
Central Services Public
Records
Request
3/29/2022 Public
Records
Request
In preparation for a book publication, I'm trying to
locate building plans for my family's homes. One of
the houses was in Medina, so I'm hoping the city will
have the plans in your archives. The address and
parcel numbers is as follows: 7625 Overlake Drive,
Parcel #3625049011 I appreciate any help you can
offer.
Dawn Nations
Central Services Public
Records
Request
4/8/2022 Public
Records
Request
Please provide Architectural plan set as
submitted/approved for permit for the following
property, which has the home under construction
currently: 8335 Overlake Drive West Medina, WA
98039 Thank you,
Dawn Nations
Central Services Public
Records
Request
4/6/2022 Public
Records
Request
SSa want me to call on HR!Dawn Nations
Mr Miles Adam Development
Services
3/18/2022 P002360-031822
3/18/2022 P002359-031822
Architect BRYAN
KRANNITZ
Building3/22/2022 P002362-032222
Professor, Dept.
of English Debra
Dean
Central
Services
3/23/2022 P002364-032322 Janitor Michele
Ray
Human
Resources
ATTACHMENT 2
126
AGENDA ITEM 9.1e
Central Services Public
Records
Request
4/4/2022 Public
Records
Request
For address 525 Overlake Dr. Were looking for
information on survey, non-conforming garage, and
original grade determination / building height for the
existing residence which was remodeled ±10 years
ago
Dawn Nations
Central Services Public
Records
Request
4/5/2022 Public
Records
Request
Aimee, Hope this email finds you well. Inquiring to
see the best way to obtain copies of all multifamily
and residential Pre-Application submittals and Land
Use Application submittals trailing 6 months for
proposed developments 30 units and up. Please
give me a call with any questions. 425.761.3166
Dawn Nations
Central Services Public
Records
Request
4/6/2022 Public
Records
Request
Construction plans: 7842 NE 21st St, Medina If
electronic record not available, we can inspect in
person or pick up a copy. Trying to get a set as soon
as possible. Thank you! Lance Harwell 425-637-
8373
Dawn Nations
Central Services Public
Records
Request
4/6/2022 Public
Records
Request
Site plan for 2436 82nd Ave NE Dawn Nations
Central Services Public
Records
Request
4/8/2022 Public
Records
Request
2604 - 79th Ave Ne / Permit B-20-088 707 Overlake
Dr E / Permit B-20-042 2226 79th Ave NE / Permit B-
21-001 Thanks! David
Dawn Nations
Jim Dearth Building
3/25/2022 P002366-032522
3/24/2022 P002365-032422
P002370-033022
Lance Harwell Development
Services
Chas Peterson Development
Services
3/28/2022 P002367-032822
David McCourt Building
3/28/2022 P002369-032822 Mr. Edward freer Building
3/30/2022
ATTACHMENT 2
127
AGENDA ITEM 9.1e
CITY OF MEDINA
501 EVERGREEN POINT ROAD | PO BOX 144 | MEDINA WA 98039-0144
TELEPHONE 425-233-6400 | www.medina-wa.gov
Date: April 11, 2022
To: Honorable Mayor and City Council
Via: Stephen R. Burns, Interim City Manager
From: Ryan Osada, Public Works Director
Subject: Public Works Monthly Report
1. NE 7TH ST STORM INFRASTRUCTURE IMPROVEMENTS & OVERLAY – Gray & Osborne is
currently drafting construction plan documents for the stormwater infrastructure and overlay
project along NE 7th St. These are two separate projects, and both are granted funded. The
stormwater portion is expected to start early summer with the overlay sometime in September.
128
AGENDA ITEM 9.1f
2. 77TH AVE NE STORMWATER REPAIR – The section along 77th Ave NE was completed last
month. The restoration delay came from the ongoing concrete strike, however the contractor
was able to overcome the delivery issues to install curb and sidewalk. The section at NE 86th St
is scheduled for the week of April 18th which will finish the contract obligations with Kamins
Construction.
129
AGENDA ITEM 9.1f
3. MEDINA PARK WILLOW – Last month the well-known Willow Tree that hung over the north
pond for many years met it’s demise. Unfortunately, the ground surrounding the trunk gave way
and the willow fell into the pond. Our former arborist used to tell me that trees have a useful life
in an urban environment. Public Works plans to replace the tree with another willow this year.
130
AGENDA ITEM 9.1f
4. MAINTENANCE UPDATES – For the last couple months the Public Works crew has been dealing
with beaver damage. There are several in the park ponds and surrounding areas which have been
building dams and taking down significant trees in the wetlands. We are currently working with a
licensed wildlife contractor who helps to relocated animals to more appropriate areas of the state.
131
AGENDA ITEM 9.1f
5. PROJECT UPDATES –
2015 Medina Park Stormwater Pond Imp. – We are looking into alternate ways to dredge the
stormwater ponds. Overlake Golf & Country Club is applying for a permit to dredge the northern
ponds. Depending on the outcome, the city may use the same method.
2017 Medina Beach Park Tree Replanting – Phase III tree planting.
Medina Park Playground Improvements – Public Works is in possession of the playground
equipment. This project is scheduled to start April 25th.
Post Office Floor Replacement – Due to potential subfloor issues, the city has hired a contractor
to evaluate the post office building and provide an assessment of the structure.
Citywide Stormwater System Mapping & Evaluation – G&O has completed most of the mapping.
We are currently working on scoping and mapping the storm infrastructure that is located on
several private properties.
2021 Traffic Calming Solar Speed Signs – completed
2022 Hazardous Tree Removal – in review
NE 12th Street Sidewalk Improvements & Undergrounding – finalizing 90% construction
drawings. Waiting for Comcast and Lumen to finish their drawings
77th Ave NE Stormwater Repair – Final connection at Medina Heights scheduled for April 18th
TIB_NE 7th Street Overlay – 84th Ave NE to Overlake Dr – stormwater improvement and overlay
plans are being drafted.
77th Ave NE Storm Repair Phase 2 & Phase 3 – partially completed with Phase 1
2022 Localized Repair_Stormwater – revised to NE 7th ST Stormwater Improvements
2022 City Hall Repairs – Miscellaneous – in review
132
AGENDA ITEM 9.1f
NO ATTACHMENTS
133
AGENDA ITEM 10.1