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Commissioners push for concurrency metrics and fiscal‑impact tools as growth accelerates
Summary
During strategic goal‑setting, commissioners asked staff to develop measurable levels‑of‑service (roads, parks, fire, law enforcement) and a fiscal‑impact worksheet to compare one‑time and recurring revenues against service costs for major development applications.
Commissioners used the strategic portion of the retreat to press for practical decision tools to govern incoming development and prioritize capital spending.
Several commissioners asked staff to develop baseline levels of service—for roads, parks (acres per 1,000 residents), fire stations and officers per 1,000 residents—that can be used as concurrency triggers or benchmarks…
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