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adopted and a number of the goals and objectives have been achieved through the <br />strategies recommended. <br /> <br />King County, Washington <br /> <br />King County, the largest county in the State of Washington, hired TA to better <br />understand the realities of three plan alternatives. These three alternatives were: <br />trends - reflecting a lower density development pattern; fourteen urban centers, <br />with higher density, mixed use development along fourteen nodes; and eight <br />urban centers, which concentrated growth in eight existing areas of the County. <br />In this analysis, TA considered market, economic and fiscal implications of <br />development for King County and its constituent jurisdictions. Also included in <br />the analysis were Maturing Urban Centers, represented by the City of Seattle; <br />Emerging Urban Centers, represented by the City of Renton; and Rural Cities, <br />represented by the City of North Bend. Levels of service, costs and revenues <br />varied for the three types of cities, and for King County, both inside and outside <br />the Urban Growth Area. The findings from TA's work were important in <br />educating the public on the realities of the different alternatives. Based on the <br />success of this project, the County has hired TA to develop a fiscal policy model. <br />The County plans to use the model in negotiating annexations and incorporations <br />and regional financing agreements. County staff will also use the model to <br />examine future long-range planning alternatives. <br /> <br />Currituck County, North Carolina <br /> <br />This fast-growing county in northeastern North Carolina has retained TA to <br />develop a Growth Financing Plan. TA has completed the first task on this project, <br />Review of Population and Housing Trends. Like Cabarrus County, Currituck's <br />recent experience with building pernfits shows that its growth is exceeding State <br />projections. TA's second task, a Summary of Level of Service Standards, is <br />currently being reviewed by County staff. This compares Currimck's major costs <br />and revenue categories to two neighboring counties, Dare and Carteret, and to the <br />average for all N.C. counties. TA has also begun work on the third task, Fiscal <br />Analysis of Trends Scenario and Funding Scenarios. When the fiscal analysis is <br />complete, TA will issue its fourth product, a Report Recommending Alternative <br />Revenue Sources. Among the alternatives the County is considering are impact <br />fees and increased transfer taxes. <br /> <br />Other examples of relevant experience will be provided upon request. However, please <br />see our TA Fiscal & Economic Newsletters and other relevant reprints in Appendix IV <br />as well as the previously mentioned relevant experience in Appendix I. <br /> <br />Tischler & Associates. Inc~ <br /> <br /> <br />