United States Courthouse Annex, Wheeling WV 

Architect: Goody, Clancy & Associates 
Pre-Planning Phase

Pre-Planning Phase


Overview of the Pre-Planning Phase 

The Pre-Planning phase highlights the importance of day-to-day facilities management 

in shaping a successful Capital Program, especially the evaluation of alternatives. From 

its daily operations, GSA knows the community inventory, the market conditions, 

and the customer’s business needs (see Exhibit 3.1). 

During this phase, GSA develops the contextual understanding of its inventory, 

an intimate knowledge of its facilities, supportive budgets, and solid relationships with 

stakeholders. These activities enable GSA to identify potential projects, alternative 

solutions, and implementation strategies. 

Recommended Activities 

1.	 Know the customer and their business objectives 

Assess the customer’s present and future needs, as well as changing work processes. 

Collaborate with community stakeholders about issues of common interest. Know 

community plans and develop local contacts. Maintain ongoing communications 

with the customer and community stakeholders. 

2.	 Understand the asset 

Complete LPPs and ABPs; facilities studies (including BERs, BPPs, seismic 

studies); various small renovation projects (BA54); and lease acquisition studies 

(including market studies). 

3.	 Compare the customer’s requirements to the portfolio capability and capacity 

Define the gaps between the customer’s needs and the portfolio’s supply and 

determine potential solutions. 

4.	 Create a budget (BA61) 

Include all of the studies needed to support the Capital Program (e.g., those cited 

above), as well as the Feasibility Study and PDS. 

Outcomes 

• 	 Familiarity with GSA portfolio and customer facility program 

•	 Close working relationships with the customer agency and local community 

•	 Pre-planning viewpoint integrated into day-to-day operations 

•	 Background information (or supporting documents) to inform future decisions 

Duration 

These tasks are ongoing during normal GSA facility management operations. 

Understanding Building 

Conditions 

Ongoing renovations and 

repair projects, like this 

restroom upgrade, reveal 

the condition of the building 

systems, the presence of 

asbestos, and other 

conditions that come into 

play during the Feasibility 

Study and the PDS. During 

the early stages of the 

Feasibility Study, it is 

essential that the planning 

team understand the 

magnitude and complexity 

of hazardous materials. 

Invasive investigations are 

the most effective way to 

do this. 

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Exhibit 3.1: Keys to Pre-Planning Phase Success


Know the Customer’s Programs 

Customer needs drive and influence every project. Know the customer’s long-range plans; likelihood of short-term expansion or 

contraction; and special needs and concerns. All of these factors come into play during the project development phase. The 

sooner the familiarity with customer programs is understood and incorporated, the more solid the foundation for project 

development. GSA’s Workplace 20-20 Program can help make the workplace a strategic tool to meet business objectives. 

Develop Sound Asset Strategies 

Meaningful Feasibility Studies and PDSs must be conducted within a valid context and assessment of the facility. Local Portfolio 

Plans (LPPs) and Asset Business Plans (ABPs) are the key tools to develop and understand that context over time. 

Emphasize Solid Working Relationships With Both the Customer and Community Stakeholders 

Good working relationships developed over the course of several years are the most valuable asset to bring into the project 

development process. GSA Property Managers, Realty Specialists, and others are important ambassadors to various stakeholders. 

This is especially significant when projects become controversial or dependent on community actions and approvals. 

Develop Budgets to Support Capital Planning 

The cost of Feasibility Studies and PDSs represent significant investments by GSA. High-quality studies require that sufficient 

funds (BA61) be set aside and available at the right time. Inadequate planning budgets will not produce high-quality results. 

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