Page 137 - 2022 Annual Report 2022 FINAL

c. Increased participation in client experiences such as budget meetings, board meetings,
site visits and more.
d. Developed IWAS and ISBE knowledge base
4. Developed a plan to transition new points of contacts for all of Tim, Kevin, and Art’s clients as
they transition into new roles and retirement.
5. Continued to retain current clients. Organized biweekly PK-12 meetings to discuss workload as
well as keep each other accountable for commitments.

FY 23- Goals- What are the major goals going forward (STL)

1. Strengthen PK-12 design team and production staff
a. Engage and empower team members to find and execute their passion
2. Build FGMA's PK-12 thought leadership team
a. Attend national conferences to build/expand expertise
b. Explore team member passions. Leverage this passion and by getting involved in
speaking engagements and research.
3. Retain current PK-12 clients
a. Intentionally and strategically evaluate entire client list
4. Fully integrate sustainability leader
5. Inspire and educate clients on ways to integrate cost-effective sustainable solutions. Become a
regional leader in this effort focusing on ROI and “going where the money is”. Gain a better
understanding of the PK-12 sustainability needs in Missouri/Missouri growth

Promote knowledge and expertise- How did specific projects move the needle re: thought leadership

2022 was the year of market increases and labor shortages. The St. Louis Region worked together to
deliver projects during these conditions while never compromising the client’s goals. The Design Process
excelled as the market demanded that the core design team be active and present throughout the entire
life cycle of the project in order to see success. Design and Construction needed to be in sync more so
than ever.

Creating Bid Day Opportunities was an integral tool in order to ensure project viability. With the clocks
ticking on funding, second chances were scarce. Working hand in hand with our clients and construction
managers allowed us to identify opportunities early on minimizing unfavorable Post Bid Value
Engineering and improving chances of project success.

Just one Example of this is the SCI Workforce Training and Innovation Center in Litchfield School District.
With the final construction manager’s estimate significantly overbudget due to outside forces, all
stakeholders came together to create the least damaging reduction solutions and alternates prior to
hitting the streets. Happily, we are able to report that this facility is now under construction with
additional funds to furnish and equip the building.

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