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Design‑build team says prototype and tax credits could stretch $44.1M for new Wells Hearn Elementary
Summary
A Ratio/Consley design‑build presentation to the Wilson County Schools board outlined use of a Swift Creek prototype, a dashboard for cost transparency, a target $44.1 million budget and potential $4–5 million in new market tax credits; the team also pledged 20% minority participation and a schedule aiming for students in seats by August 2028.
A design‑build team presenting to the Wilson County Schools board said it could deliver a new Wells Hearn Elementary School within the district’s $44.1 million target by combining a proven prototype, early contractor involvement and a potential new‑market tax credit infusion.
The team said the Swift Creek prototype — a two‑story classroom layout the presenters showed as part of their work across North Carolina — offers cost and schedule advantages and allows trade partners to be engaged early. “We’re going to commit to a 20% participation rate on this project for y’all,” the presenter said, citing local and minority subcontractor goals.
Why it matters: The district’s grant and site constraints make cost certainty and schedule the primary decision drivers. The team’s dashboard and “live design” tools, the presenter said, would let the district see in real time how design choices affect cost and scope.
The presenters told the board they can shorten design time by overlapping phases and that the team is targeting a 9‑month design period and roughly 16 months of construction to have students in seats by August 2028. On funding, the team highlighted the new market tax credit program as a possible source of an extra $4–5 million but cautioned the credit requires an application process and investor participation and is not guaranteed: “It’s not 100% guaranteed,” the presenter said, describing legal, investor and site criteria that would need to be met.
Board members pressed the team on the contingency assumptions and tradeoffs. The presenters said standard construction contingency was included (they cited a typical 2% contingency in their model) and that they would present alternates — a “shopping cart” of upgrades and downgrades — if the tax credits are not realized.
What comes next: The team opened for questions and said it would provide references and more detailed cost breakdowns. The district will compare the presentations, schedule and trade‑package strategies from each bidder before the selection process advances.
