DLR Group pitches phased renovation for University of Minnesota’s Moose Tower dental clinics

DLR Group presented a phased predesign approach on May 26 to renovate the University of Minnesota’s Moose Tower dental clinics that aims to maintain clinical operations while upgrading building infrastructure, equipment and simulation spaces.

"We learned last week that the legislative portion of the funding was not going to be included in this bonding cycle," Nate Miller, DLR’s proposed project manager, told the State Designer Selection Board and said the team will focus on predesign and still seek to meet a September completion for design deliverables. The team emphasized separating infrastructure costs from program costs to allow phased work even if full funding is not available.

DLR’s pitch emphasized three early priorities: program validation with School of Dentistry stakeholders, equipment-driven clinical and simulation layouts, and phasing that minimizes disruption to patient care. Matt Street, the principal in charge, introduced key team members including lead designer Larry Schnook, engineering leader Laura Halverson and interior lead Gretchen Holy.

On infrastructure, DLR said HVAC and mechanical systems are a critical constraint for staging. The team cited a campus estimate that contemplated replacing 19 air handling units over time and proposed "what if we really combined the units that are on the same mechanical floors into a single system," a reconfiguration they said would improve long‑term resiliency and reduce phased interruptions, according to Larry Schnook.

DLR described specific phasing moves it would study: relocating a special‑care clinic to a vacant 1st‑floor space, beginning simulation work on the 4th floor, and coordinating vertical services (including a proposed dumbwaiter) to support clinics on levels 3, 4, 6 and 8. The presentation also detailed a plan for a larger simulation lab (the team noted a 165‑chair simulation target) and ways to reassign or reuse some equipment between phases until new purchases are made.

The team stressed close coordination with code and life‑safety consultants. "Solutions lie in early and regular engagement" with the authority having jurisdiction and firms such as Jensen Hughes, Nate Miller said, noting that renovation work will likely trigger updates outside the immediate scope (stair pressurization, fire/smoke dampers) that require code interpretation.

DLR highlighted equipment planning and vendor coordination with manufacturers (ADAC, Planmeca, Saratoga Tental) and Korbel & Associates for specifications. The team said it will create test spaces so faculty and staff can "test drive" new chairs and milling equipment before full deployment to reduce training stress.

On technology, DLR described using AI to accelerate option development and renderings while noting AI still requires design expert oversight. "Many of the images that you saw of the spaces were generated with AI," the team said, as a tool to produce more options quickly and gather stakeholder feedback earlier.

Board members asked about the team’s local presence, staging, and the design‑estimating balance. DLR said while much of the consultant team is out‑of‑state, it will convene in person at critical points, carry separate infrastructure and equipment budgets, and prioritize highest‑value program elements first if funding is partial.

The meeting closed with the Chair saying the executive secretary will notify firms of the board’s selection; the board selects two finalists for the university to make the final choice.

Next steps: the board will name two finalists for project 2602; the University of Minnesota will select the final designer from that shortlist.