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The Generic Planning Process

The Howard Hughes Medical Institute sold the Hughes Aircraft Company to General Motors in 1985. That created the opportunity to expand the research program and corresponding facility program. The Institute started a building program of 13 new buildings, mostly for scientists who had not yet been identified or recruited. The general area of their work was known and would be generally molecular biology, cellular biology, neurobiology, immunology, or genetics. The specific requirements of the individual scientists were not known. The Institute reviewed the planning options. One approach would be to pursue specialized planning based around individual needs. Not only did the status of recruiting preclude this approach, but specialized planning also carries a unique burden. A specialized laboratory space will undoubtably not meet the needs of the second occupant, either functionally or emotionally. That person will naturally want to change the space to meet their unique wants or needs. The Institute approached the expansion by creating generic space, and then agreeing to tune that space to investigators’ needs shortly before they moved in. The Institute approach was to make the facilities standardized enough that they would be adaptable from one investigator to the next with only modest changes. The following is an overview of the planning process used in the Institute expansion. The generic space approach begins not with individual needs, but rather with what makes a good building. What are the basic components of that building type and what are the amounts and relationships of those components? The goal was to design buildings so that they would be useful in 5 years (at construction completion), as well as in 10 years and beyond. The focus was on the big issues, laboratory modules, support space, office modules, interaction spaces, and circulation systems. The end product was 13 buildings each with a different floor plan, but all of which were based on a common planning approach. The planning goal produced standardized buildings but allowed each to be unique, based on site issues, recruiting philosophy, and university culture. A number of issues need to be addressed early on in the planning process. The recruitment pattern should be understood. How much space should be