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Contractor McKinstry previews capital-planning tool, offers districtwide and phased proposals
Summary
McKinstry presented results from its integrated facilities assessment of Pleasant Hill Elementary, demonstrated a browser-based capital-planning tool the district would own, and proposed a districtwide rollout at about $285,000 or a three-site phased pilot at about $89,000.
McKinstry, a national building and facilities-consulting firm, presented the Pleasant Hill Integrated Facilities Assessment to the Cumberland County School Board and demonstrated an online capital-planning and asset-inventory tool the company says it will deliver to the district.
The presentation, led by Dylan Fontaine, McKinstry program manager, and Riley Braun, the firm's buildings engineer for the Southeast region, distilled two deliverables: a detailed site report for Pleasant Hill Elementary and an interactive browser-based platform that catalogs every captured asset and models capital and maintenance budgets. "This is yours. You own it, and we help you maintain it as part of our partnership," Fontaine said of the platform during the demonstration.
Board members and staff were shown an executive summary, the full assessment report and an interactive demonstration where users can filter assets by condition, remaining useful life, operational impact and replacement cost. Riley Braun said field work captured 372 line items at Pleasant Hill and linked each item to condition scores, expected remaining life and estimated replacement cost. "We capture it all and we build what in field we call a workbook," Braun said, describing the asset-level inventory that underpins McKinstry's analysis.
McKinstry proposed two contracting options: a districtwide rollout covering all elementary schools, middle schools and both high schools for approximately $285,000, and a smaller phased approach covering three additional elementary schools for about $89,000. The vendor said there are economies of scale when multiple buildings are assessed together, which is reflected in the pricing.
Presenters described how the tool is intended to shift decision making from ad hoc judgments to a data-driven capital plan. In the demonstration a user entered an example five-year scenario and the tool allocated available funds to the specific assets that could be addressed within that budget. McKinstry emphasized that reported dollar values are total estimated needs over long time horizons and that the planning platform is what the district would use to flatten and phase those needs into annual budgets.
District staff asked about asset tagging, integration with work-order systems and whether McKinstry would provide maintenance services. Braun said the firm will tag assets (for example QR codes) during the inventory and can align tags to the district's existing work-order system to avoid duplicate datasets. Fontaine clarified McKinstry is offering data, tools and consulting; it is not proposing to supply ongoing maintenance crews. "What we're doing is we're providing information for Mary to deploy her team more effectively," Fontaine said, referring to district maintenance leadership.
Board members requested time to review the written proposals and the one-page summary McKinstry left with the board. The McKinstry team said the tool and the inventory workbook would be delivered with the rollout and that the district would have continued access without an annual subscription fee on the proposed terms.
If the board wishes to proceed, staff will return with procurement options and next steps for contracting and scope definition.
