10-Year Campus Master Plan 2025-2034

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Table of Contents Quick Links

• Executive Summary
• Planning Process
• Campus Assessment
• Undercurrents
• Academic and Research Facilities
• Athletics, Recreation, and Events
• Housing
• Campus Life and Student Services
• Active Transportation
• Administration Operations
• Exterior Improvement Plan
• Off-Campus Interface
• Planning Committees and Consulting Teams

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Executive Summary

Vision and Purpose of the Master Plan

Every decade, Boise State University embarks on a transformative journey to assess and reimagine its campus through a comprehensive Campus Master Plan. This visionary plan serves as a strategic guide for the university’s leadership to help make informed decisions that shape the future of our physical environment.

Engaging a diverse array of stakeholders — including students, staff, faculty, community members, and local partners such as the City of Boise and ACHD — we gather in-depth data to ensure the plan reflects the collective aspirations and needs of our community. By understanding enrollment trends, and anticipating the evolving demographics and programmatic growth, we craft a plan that is both practical and forward-thinking.

Unlike previous plans, the 2025 Master Plan is a focused 10-year roadmap, grounded in realistic projections and achievable goals. While we cannot predict every change the next decade will bring, we are committed to outlining projects that are poised for success and exploring innovative possibilities that align with our long-term vision. This plan not only addresses immediate priorities but also sets the stage for future exploration and growth, ensuring Boise State remains a dynamic and resilient institution.

Institutional mission alignment

It is important to anchor to the mission and vision of Boise State when considering the future of the physical campus environment.

Strategic plan goals

1. Improve Educational Access and Student Success
2. Innovation for Institutional Impact
3. Advance Research and Creative Activity
4. Foster Thriving Community
5. Trailblaze Programs and Partnerships

The primary reason for the Master Plan and the 10-Year Capital Improvement Plan and Projects are to support the Strategic Plan goals.

2025-2034 Campus Master Plan

Strategic priorities and guiding principles

Different Approach to Master Plan

Ten Year Time Frame

The last iteration of the Campus Master Plan spanned 30 years. While aspirational, the plan was not necessarily a reflection of what was realistic. Switching to the 10-year format, that includes robust stakeholder involvement, sets the university up for success.

Land Use Plan

To support greater flexibility and innovation, this 10-year plan introduces a Land Use Plan approach, replacing the fixed building footprints of the previous 30-year plan. This shift allows future development to adapt more easily to evolving needs and encourages cross-disciplinary collaboration. By planning for dynamic research zones, for example, rather than single-purpose buildings, we position ourselves to better accommodate future programs and foster a more integrated and responsive campus environment.

Intentional Growth

The university’s remarkable growth over the past decade has opened exciting new opportunities. While space constraints present a challenge, a flexible, multi-outcome planning approach will empower the university to respond effectively to changes in enrollment and continue thriving in adynamic environment.

Facilities and Space and Shared Resources – Flexible and Adaptable

As higher education continues to embrace a multi-disciplinary approach, our facilities must evolve to support this transformation. By prioritizing fiscal responsibility and thoughtful resource management, we can ensure that both new and existing buildings serve a wide range of users and purposes — maximizing impact and adaptability across campus.

Alignment with Capital Plan and Strategic Plan

The primary purpose of the Master Plan and the 10-Year Capital Improvement Plan is to actively support and advance the goals outlined in the university’s Strategic Plan.

1. Improve Educational Access and Student Success
2. Innovate for Institutional Impact
3. Advance Research and Creative Activity
4. Foster Thriving Community
5. Trailblaze Programs and Partnerships

Vision and goals for the plan

Principles and Strategic Goals Guide Decisions

Vision

• Space is shared, collaborative, flexible and tech-supported for work, meeting and instruction
• Campus is a hub of innovation and collaborative interaction with local community and industry
• Campus features inspiring and top-quality facilities to attract and retain students and talented faculty
• The natural environment and the Boise River are centerpieces to a thriving and welcoming year-round campus
• Student experience is central with more labs as well as active and experiential learning
• Growth in non-traditional students is encouraged with a greater variety of affordable housing options
• Plans integrate with the city, Greenbelt, riverfront and neighborhoods
• Improved transportation includes regional express options

Goals for the Plan

• Support university strategic goals, initiatives and actions
• Accommodate a 10-year vision for growth
• Immerse the student experience-centric campus in nature and embrace the riverfront
• Create space that is flexible, adaptive, shared and student-centered
• Emphasize the revitalization of existing facilities, in addition to new construction
• Expand affordable housing for all (undergraduate, graduate, post-graduate, faculty and staff)
• Integration with the city, neighborhood and local business plans
• Support opportunities for community partnerships, including research
• Improve multi-modal transportation options
• Implement a realistic roadmap aligned with strategic goals and funding resources

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Planning Process

Timeline and phases

The initial discovery phase of the Master Plan process kicked off in early 2024.

The goals for the planning process were outlined early on to be:

• Inclusive but focused
• An innovative engagement of the student voice
• Engaged with the community
• Data informed
• A structured process and plan with mapped milestones
• Transparent with routine updates along the way

Process Phases

Process Phases Text Description

Process Phases Text Description

This infographic illustrates the strategic workflow and timeline for a comprehensive campus planning project. The graphic is organized into three primary horizontal tracks—Workshops (on campus, online), Engagement (on campus, online), and Plan Phases—all set against a vertical grid representing time, concluding with a final approval stage.

1. Workshops (Top Track)

A continuous dark blue arrow runs from left to right, representing the pulse of the project through on-campus and online workshops. Key milestones along this arrow include:

• Data Kickoff: The initial starting point.
• Vision + Goals: Establishing the project’s direction.
• Analysis & Planning: A heavy concentration of workshops focused on data analysis, specific studies, integration of ideas, mobility planning, and defining actions.
• Plan Draft & Implementation: Refining the draft with a focus on how to execute the plan.
• Reviews: Final feedback sessions leading into a “Comp Plan Amendment,” indicated by a smaller orange arrow pointing toward the future.

2. Engagement (Middle Track)

This section highlights which stakeholders are involved at specific points in the timeline, marked by blue circular icons:

• Data kickoff and Vision and Goals: Focuses on internal stakeholders, including students, faculty, staff, and campus leadership.
• Analysis, Studies, Integration, Mobility Planning, Actions: Expands to include community stakeholders, neighborhood associations, and city officials.
• Plan Draft with Implementation: Re-engages stakeholders during the draft and finalization stages to ensure alignment.

3. Plan Phases (Bottom Track)

The structural development of the plan is shown as a series of overlapping blue rectangular blocks, indicating a step-by-step progression:

1. Update, Data, Analysis and Vision + Goal Setting: Occurs during Data Kickoff and Vision and Goals phases
2. Specific Plan + Studies: Primarily during the Analysis, Studies, Integration, Mobility Planning, and Actions phase
3. Draft 10YR Plan: Starts at the Plan Draft with Implmentation phase.
4. Final Plan Map: Starts in the Review phase
5. Board Approval: The final milestone, represented by a map icon within a circular badge.

4. Foundational Process (Footer)

A solid orange bar runs across the entire bottom of the image, outlining the conceptual evolution of the project in a linear sequence: Access → Listen → Envision→ Strategize→ Synthesize→ Refine→ Finalize → Document → Approve

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Stakeholder engagement strategy

With inclusivity in mind, the stakeholder engagement process was robust.

• 300+ participants involved in providing input and feedback
• 18 stakeholder interviews
• 14 steering committee meetings
• 3 executive team meetings
• 8 Mural input sessions
• 17 Southeast Neighborhood Association meetings (8 Master Plan specific subcommittee meetings)

Process Steps

• Engaged university Leadership in goal setting and visioning
• Facilitated Steering Committee work sessions by planners
• Shared data analysis for common understanding
• Listened with intention to understand concerns and opportunities
• Identified specific study areas that include:
  • Expansion area and neighborhood
  • Athletic Village plan integration
  • Mobility, circulation, transportation and parking
  • Sites for near-term capital projects and a 10-year Capital Improvement Plan
  • Sustainability integration
• Tracked goals and strategies in a matrix with actions and projects
• Reached consensus-based planning direction
• Conducted university leadership check-in

What Should Student-Centered Spaces Include?

Community and neighborhood involvement

Historically, previous iterations of the Campus Master Plan were developed with minimal engagement from the surrounding community and immediate neighbors. This lack of involvement contributed to a sense of mistrust, as residents felt their voices were excluded from decisions that directly affected their neighborhoods.

The 2025 Campus Master Plan update marks a transformative shift in approach – placing community engagement at the forefront of the planning process. From the outset, university planners prioritized transparency and collaboration, initiating early and consistent dialogue with local stakeholders.

Planners began attending monthly Southeast Neighborhood Association (SENA) meetings at the beginning of the planning process to ask the group how they would prefer to be engaged. A sub-committee of SENA board members volunteered their time to meet monthly throughout the process to provide valuable feedback on the direction of the plan.

Beyond SENA, planners proactively connected with other neighborhood associations to ensure broad representation and to foster a shared vision for the campus and its surrounding areas. The City of Boise was also engaged early to align the university’s goals with municipal priorities and the evolving zoning code.

To ensure a holistic and integrated planning effort, the university collaborated with key regional agencies, including:

• Ada County Highway District (ACHD)
• Valley Regional Transit (VRT)
• Capital City Development Corporation (CCDC)

This inclusive and visionary approach reflects the university’s commitment to building lasting partnerships, enhancing community trust, and creating a campus plan that is responsive, sustainable and aligned with the broader aspirations of the region.

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Campus Assessment

Existing conditions overview

A recent Facilities Condition Assessment was completed for the primary buildings on campus. This was an in depth study that examined the physical condition of the buildings to determine deferred and future maintenance and renewal needs for ongoing building use. This helps to inform whether or not a building is worth investing in for future use, or if it would be more fiscally responsible to tear it down and build something new.

Land use and surrounding context

As a land-locked urban campus, Boise State needs to plan for the future, with sensitivity and consideration to its neighboring community and environment. This applies to the physical environment, such as the Boise River, the Greenbelt and the surrounding infrastructure. But it also means being a good partner and neighbor to the City of Boise and the residential areas that surround campus. With this in mind, careful consideration and early involvement was given to those stakeholders.

Financial capacity

In the spirit of creating a realistic plan for the next 10 years, the university had to consider its financial capacity. Since the 2015 plan, building costs in the nation, but especially in Boise, have sky-rocketed. Buildings that once cost $40 million to build, now cost north of $120 million. Events such as the COVID-19 pandemic have taught us to be prepared for worst case scenarios. Thus this 10-year plan is more conservative in its projections.

Projected enrollment growth

Boise State has seen phenomenal growth over the last decade, but in the spirit of remaining fiscally responsible and conservative in our enrollment projections, we have anticipated a 1% per year increase in enrollment.

Space utilization and modernization needs

Rather than focus only on large new buildings, the 10-year plan seeks to examine existing infrastructure on campus, and how it can be modernized and improved to better suit the needs of current and future campus users.

Enrollment projections

Data includes students who participate on campus.

Undergraduate Degree Seeking

10-Year Growth 2025-34: 8.94%

Graduate Degree Seeking

10-Year Growth 2025-34: 11.3%

10-year growth projections

Projected campus-cased student population 2025-2034

• 9% increase of campus-base students
• 21,901 total projected campus-based student population in 2034

Campus Growth Needs

• 270+ additional staff
• 415+ 1st-year beds
• 750+ total student beds
• 370+ new parking spaces

10-Year Capital Improvement Projects and Plan lists and map

Projects and Plan Lists

In the following project and plan lists tables, the project timeline legend is as follows:

• P / D = Planning and Design
• C = Construction
• — = No active project phase scheduled for this year
• *View Boise State University’s Strategic Plan goals and strategies.
• **Athletics Master Village Plan projects

Academic and Research

Athletics and Event Venues

Campus Improvements and Exterior Master Plan

Facilities Maintenance and Operations, Transportations, and Infrastructure

Community Partnership Projects

Map – Projects and Plans

Map Legend – Projects and Plans

Concepts for Consideration and map

Concepts for Consideration

*View Boise State University’s Strategic Plan goals and strategies.

Map – Concepts for Consideration

Map Legend – Concepts for Consideration

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Undercurrents

Beneath the visible layers of buildings, pathways, and open spaces, there are foundational principles that shape the Boise State University campus experience. These undercurrents flow through every decision, influencing how the campus grows, connects, and sustains itself. They represent core beliefs that bind the university’s physical environment to its mission and values. Three key undercurrents — Sustainability and Resilience, Community Integration, and Land Use Planning — guide the evolution of the campus and ensure its ability to serve generations to come.

Sustainability and Resilience

Sustainability and Resilience

Boise State’s strategic plan states that the university will “Foster a sustainable campus that is both environmentally and socially responsible as well as economically feasible.” The master planning process created an opportunity for the campus community to chart a deliberate, informed course toward an environment that prioritizes responsible energy use and long-term resiliency. In this context, resiliency means proactive measures that safeguard state assets from both natural hazards and energy volatility.

Feedback was collected from faculty, staff, and students about the meaning and importance of the aforementioned strategic plan statement. This revealed unanimous support among respondents for prioritizing activities within the master plan; 100% said integrating sustainability should be a priority in master plan actions and initiatives, and over 70% of those indicated it should be a ‘higher’ or the ‘highest’ priority.

Stakeholders were also asked an open-ended question about what energy and resiliency features they would like to see prioritized on campus. The top responses were:

• Geothermal for all new academic/research buildings
• Water-wise planning and design
• Composting area for landscape waste
• Campus Recycle-Upcycle Center
• Support for alternatives to vehicular driving (biking, transit options) to reduce the need for parking lots

Goals

A sustainable and resilient campus makes intentional decisions about day-to-day resource use and long-term continuity. These undercurrents will guide facility and infrastructure needs through cost-conscious, resourceful practices that respond to environmental and operational challenges. As the master plan is implemented, multiple stakeholders will collaborate to ensure university projects reflect strong stewardship and efficient use of resources.

Energy

• Energy Efficiency: Enhance campus energy efficiency to reduce demand, avoid future utility costs, improve system performance, and support long-term operational reliability through strategic planning, building optimization, and data-informed decision-making.
• Energy Resiliency: Strengthen campus energy resilience by improving the reliability, flexibility, and redundancy of energy systems to support critical operations during disruptions and changing environmental conditions.

Buildings

• Building Design and Construction: Ensure new construction and major renovations support long-lasting buildings that promote occupant health, energy and water efficiency, and adaptability to future needs. A total cost of ownership mindset should prevail in design and construction decision-making.
• Operations and Maintenance: Optimize building operations and maintenance practices to sustain performance, extend asset life, support healthy indoor environments, and reduce vulnerability to system failures. Buildings should emphasize low operating costs while employing maintenance practices that ensure long-term use.

Water and Stormwater

• Water Conservation: Promote efficient and responsible water use across campus facilities, landscapes, and operations to enhance resilience to water scarcity and support long-term resource availability.
• Stormwater Management: Stormwater management should reduce flooding risk, protect water quality, and enhance campus resilience to extreme weather events through integrated design and infrastructure solutions.

Waste

Responsible Materials Management: Advance responsible materials management by maximizing recycling, reuse, and recovery systems that reduce environmental and operational risk.

Transportation

• Commuting: Foster a campus culture that, through strategic partnerships, provides a spectrum of transportation options—optimizing mobility and connectivity while reducing single occupancy vehicle dependence and enhancing community health, resilience, and campus livability.
• Parking: Provide a parking system that supports operational continuity, the student experience, and workforce needs, while maintaining a mindful approach to land use and promoting alternative modes of transportation.
• Fleet Vehicles: Modernize the university fleet with efficient, reliable, and low-impact vehicles to reduce fuel usage, support operational resilience, and ensure the delivery of essential services.

Landscape

• Landscape Design: Design campus landscapes that reflect the ecology and character of the Boise region and are aesthetically compelling, cohesive throughout campus, seasonally dynamic, and climate-appropriate. We strive to create an outdoor environment that nurtures a meaningful connection to the surrounding landscape and encourages outdoor learning and engagement.
• Landscape Stewardship: Grounds stewardship practices prioritize soil health, environmental resilience, responsible resource use, and reduced operational impacts.

Community Integration

A university campus does not exist in isolation. Boise State’s riverfront location, downtown adjacency, and proximity to a wide range of surrounding land uses create a strong relationship between campus and community. What happens on campus affects the surrounding area, and community changes, in turn, shape the campus.

During the prior master plan update (2015), Boise State attempted to plan for 30+ years of campus growth. This bold timeline required looking beyond our existing campus to accommodate growth, but in doing so, we caused unintentional community concern. A valuable lesson was learned: Our planning efforts should include realistic outcomes and timelines that benefit not only campus decision making, but provide community predictability and certainty.

During and beyond the next 10 years, Boise State will deliberately focus on the following Community Alignment goals:

Commitment to the City and University Strategic Partnership (CUSP) goal

• Work will continue with the City of Boise to identify projects with mutual impact and importance within the university’s area of influence. Projects will be prioritized and allocated the attention necessary to ensure progress.
• Work will continue with the City of Boise to create long-term strategies for further geothermal expansion and integration.
• Boise State will implement a project along its riverfront – the Riverfront Plaza – to serve as a pilot for additional, unified river corridor improvements that benefit campus and the broader community.

Transparency and Consistency with Adjacent Neighborhoods

• Boise State will engage proactively with adjacent neighborhoods. This includes providing insights on campus growth, prospective projects, and exploring mutually beneficial programs and activities.
• Boise State will work collaboratively with neighborhoods on plans that have immediate adjacency. For example, any additional planning for workforce housing development in the Collegiate Subdivision will occur with neighborhood involvement.

Responsive Land Use

• Boise State will prioritize land within its existing campus for future growth and development. This requires an “infill” mindset, similar to the decision that was made for Syringa Hall. When growth may occur at the university boundaries, intentional and deliberate community engagement will occur.
• Boise State will utilize a highest-and-best-use approach for land development, or redevelopment. Existing facilities should first explore renewal prior to removal.

Land use plan and maps

2024 Land Use Map

Land Use Planning

A campus master plan must navigate a balance between detail and flexibility. Too much of either creates planning implications for both campus and community. The greatest amount of detail can be afforded for known efforts that are in planning, design or construction phases. The location of the upcoming Science Research Building, or the prioritization of improvements to existing campus pathways for pedestrians and cyclists are good examples of efforts already underway. Latitude is important for general programmatic needs, where facility and infrastructure requirements are still being refined.

For this Campus Master Plan, Boise State is embracing a land use approach, not dissimilar from the way cities and counties provide planning direction with zoning. This model affords predictability for land use, and thematic guidance for large or contiguous areas of campus. During and beyond the next 10 years, Boise State will deliberately focus on the following Land Use Planning goals:

• Campus land uses will be limited in scope, but robust enough to convey all relevant categories.
• Campus land uses will highlight the primary priority use within the designated zone. Uses that depart from those priorities will have a clear rationale, or be supportive of the larger theme.
• Boise State will refrain from providing prospective building footprints, or other site planning details, for projects that have yet to occur. The 10-year CIP and Concepts for Consideration maps afford general locations for projects and concepts.
• Land-use suggestions will be provided for off-campus areas. These are notional, and meant to encourage greater collaboration with community and agency partners. For example, mixed-use development along the Broadway corridor is largely out of the university’s control, but remains an important element for campus.

2034 Land Use Map

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Academic and Research Facilities

Overall Recommendations for Academic and Research Space Facilities

To strengthen Boise State’s academic and research environment, the following actions are recommended:

• Implement centralized scheduling for instructional spaces to maximize utilization, replacing “departmental hold” with “departmental priority” spaces.
• Optimize research space allocation and establish clear metrics for productivity.
• Conduct a comprehensive audit of research space to project future needs and incorporate collaborative workspace concepts.
• Continue funding classroom renewal and reconfiguration programs and construct new spaces that support active learning.
• Invest in teaching lab renewal and reconfiguration, prioritizing older facilities such as Science, Engineering, and Civil Engineering buildings.
• Repurpose surplus office space to create collaborative work environments.
• Develop a renewal plan for the original Science Building and Riverfront Hall as part of the migration strategy for the new Science Research Building.
• Create a consolidation and growth plan for health sciences programs, including Nursing, Allied Health, Public and Population Health, and Health Sciences Riverside, leveraging opportunities in the Lusk District.

10 Yr CIP Projects and Plans – Academic and Research Facilities

Classroom/Lab Renewals:

• ESI Construction Management Building
• MCMR – 3rd Floor Completion
• Kinesiology Human Movement Lab
• New Science Research Building
• Science Building Renewal
• Riverfront Hall Renewal
• Albertsons Library Interior and Exterior Upgrades
• Hemingway Renewal/ADA Accessibility

Concepts for Consideration – Academic and Research Facilities

Classroom/Lab Renewals:

• Harry Morrison Lab: Addition and Renovation
• Additional Science Research Building
• Nursing Program Expansion and Relocate Campus Health Center
• School of Computer and Cybersecurity
• Additional Health Sciences Building

Research space needs

Space and Facilities Needs: Research

In 2022, Boise State partnered with The Smith Group to conduct an analysis of research laboratory space across peer institutions. The study compared assignable square feet (ASF) of research lab space per faculty ember and revealed a significant space deficit at Boise State. While the average among seven peer institutions was 235 ASF per faculty headcount, Boise State offered only 103 ASF; less than half the comparative benchmark.

Space Assessment Study, March 2022 (The Smith Group)

Summary Note

Boise State averages 103 ASF of research lab space per faculty head count. This is the lowest in the study group and below the comparative group average of 235 ASF/HC.

Space and Facilities Needs: Academic and Research

Findings

Boise State’s long‑range analysis of academic and research facilities reveals significant space deficits that will directly impact the university’s ability to support growth in teaching, collaboration, and discovery. Over the next ten years, demand is projected to exceed existing capacity by approximately 260,000 assignable square feet (ASF). Current space distribution further illustrates these imbalances: academic offices account for 37% of available space, while classrooms, class labs, open resource labs, and research labs collectively make up a smaller share, with research labs representing just 15%. Together, these findings underscore the need for strategic investment in modern, flexible academic and research environments.

Academic Space Distribution

10 year projected space needs–2033

• Classrooms – 46,000 ASF
• Open Labs – 30,000 ASF
• Research Space – 140,000 ASF
• Library – 16,000 ASF
• Collaboration – 28,000 ASF
• Total projected need – 260,000 ASF

Note: The New Science Research Building will reduce the research space deficit by 30,000-40,000 ASF.

New science research building

The new science research building will play a pivotal role in advancing the academic and research vision for Boise State. Designed to expand capacity and reduce the university’s current deficit of research space, the facility will serve as a catalyst for interdisciplinary discovery, collaboration and innovation.

Focused on the interdisciplinary biomedical sciences, the building’s research and collaboration spaces will not be dedicated to any single department or individual researcher. Instead, they will function as shared, flexible resources that strengthen the broader scientific community at Boise State.

To support cutting‑edge research and future growth, the design team will deliver state‑of‑the‑art laboratories capable of meeting the needs of both current and emerging research programs. The building’s infrastructure will be developed with adaptability in mind, enabling laboratory modifications with minimal cost and operational disruption. This approach reduces schedule and budget impacts while supporting the master plan’s guiding principles of maximizing usable square footage and optimizing research space.

Beyond its physical form, the new science building is an investment designed to advance Boise State’s strategic goals. The building site is located south of the Environmental Research Building, bounded by S. Euclid Avenue, S. Grant Avenue, and Belmont Drive.

• Estimated construction start date: Winter 2027
• Estimated completion date: Fall 2029

Plan for original science building

A central component of the effort to increase research capacity is the redevelopment of the original Science Building and Riverfront Hall as part of the migration to the new Science Research Building. These legacy facilities will undergo comprehensive renewal planning to transform them into contemporary instructional and research spaces that better support evolving academic needs.

The transition of programs and activities into the new Science Research Building will free significant square footage in existing facilities. This creates an important opportunity for targeted renovations of vacated spaces, enabling the university to enhance the quality of academic instructional areas and laboratories across campus.

Additionally, the relocation of select functions to the new Science Research Building allows for more intentional departmental organization. Units currently dispersed across multiple buildings will be consolidated into more cohesive and collaborative zones. This improved spatial alignment will foster stronger connections among faculty, streamline student access to programs, and elevate the overall academic experience.

Nampa property – potential advanced manufacturing hub

5465 East Terra Linda Way

The Boise State-owned 50-acre Nampa property represents a significant opportunity for the university to expand its role in regional research, innovation, and economic development. Envisioned as the future Boise State Advanced Manufacturing Hub, the site offers the scale and location needed to grow the university’s business development ecosystem, including expanded accelerator space, dedicated incubator facilities, and new pathways for industry‑aligned research partnerships. Institutions such as Wichita State University’s Innovation Campus have served as useful benchmarking precedents as Boise State evaluates the potential of this property.

Given its size and strategic positioning, the Nampa parcel would benefit from a comprehensive planning study that explores the full development potential of the site—considering access, land use, building types, infrastructure needs, and overall capacity. Rather than a prescriptive development plan, this study would serve as an illustrative vision for what the Innovation Campus could become. It would highlight the kinds of facilities and partnerships that could strengthen and expand the existing Small Business Development Center program, attract new research collaborations, and support the university’s broader economic development mission.

The Nampa property is a rare opportunity to shape a long‑term innovation hub that broadens Boise State’s research footprint, strengthens regional partnerships, and supports the economic vitality of the Treasure Valley.

Boise State University Research and Economic Development Needs

The Division of Research and Economic Development (DRED) has identified three major thematic opportunities for research growth and industry partnerships:

1) Tech Park

A Tech Park could support microelectronics research, attract private‑sector partners beyond existing partners, and host Boise State–related spin‑offs. The site would benefit from proximity to the College of Western Idaho (CWI) for workforce training and interstate access for regional industry engagement.

Potential development types include:

• Wet and computational research labs
• Technical training facilities
• Light industrial / clean‑room space
• High‑tech manufacturing (e.g., semiconductors)

2) Food Sciences Center

A Food Sciences Center could strengthen collaboration with studio/Blu, Owens Group and additional private‑sector partners. The location’s access to CWI and the interstate also supports training and regional business activity.

Potential development types include:

• Research offices and labs
• Light industrial processing space (supporting a range of equipment)
• Testing facilities
• Food and beverage outlets, including incubator kitchens
• Retail spaces in multiple formats
• Shared amenities with an adjacent event center (e.g., restaurant, hotel), where feasible

3) Office-Industrial Park and Public Partner Hub

This area could provide a home for major public-sector partners such as Idaho National Laboratory (INL) and the U.S. Department of Energy (DOE), supported by workforce pathways through CWI and regional accessibility.

Potential development types include:

• Office, laboratory, and industrial facilities
• Advanced manufacturing space
• Applied research facilities supporting nuclear energy sector growth
• Offices and training facilities for government agencies
• Individual agency‑specific buildings alongside shared amenities (food services, conference/event space, hotel)

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Athletics and Events

Recommendations

Support Athletic Excellence and Student-Athlete Success

Support athletic excellence and student-athlete success by providing modern, flexible and well-located athletic facilities that support high-performance training, academic focus, health, and wellbeing for student-athletes.

Investments should reinforce the role of athletics in attracting students, developing employable graduates, and strengthening institutional visibility while ensuring the university remains competitive at the conference and national levels.

Reinforce the campus as a regional destination

Reinforce the campus as a regional destination by planning athletics and event venues to function as year-round destinations that draw visitors to campus and contribute to the local economy.

Facility planning should acknowledge the documented annual economic impact of athletics and events on the Treasure Valley and State of Idaho.

Ensure Athletics and event facilities are physically and programmatically connected to the academic campus

Ensure Athletics and event facilities are physically and programmatically connected to the academic campus reinforcing their role as integral components of the university rather than isolated destinations.

Site planning should prioritize walkability, shared spaces, and opportunities for interdisciplinary use and engagement.

Promote fiscal responsibility and long-term strategies

Promote fiscal responsibility and long-term strategies by balancing ambition with feasibility and aligning facility planning with realistic funding strategies, lifecycle costs, and return on investment.

Advance efficiency and resilience

Advance efficiency and resilience by incorporating sustainable design strategies into athletics and event facilities, including energy efficiency, water conservation, and resilient infrastructure capable of supporting large crowds.

Active projects in construction and planning

These active projects range from targeted renovations to transformative expansions designed to enhance the student, visitor and community experience while ensuring operational resilience and financial responsibility.

Morrison Center Improvements

The Morrison Center continues to evolve as Idaho’s premier performing arts venue and a cultural gateway to the university. Current and planned improvements focus on enhancing guest experience, accessibility and overall connectivity to the campus and community.

Lobby restroom improvements and renovations will increase capacity, improve accessibility and modernize finishes, addressing long-standing patron needs during high-volume events.

ExtraMile Arena Enhancements

As one of the university’s most significant public venues, ExtraMile Arena requires strategic reinvestment to maintain its role as an important destination for athletics, concerts and major community events.

• The arena faces an identified backlog of deferred maintenance building system improvements, including mechanical, electrical, roofing, and life-safety upgrades. Addressing these needs is essential to preserving event reliability, achieving operational efficiency and maintaining competitiveness for touring productions.
• Planned ADA upgrades will improve accessible seating, entry conditions, vertical circulation, and queuing areas.
• A reimagined entry zone will enhance guest comfort, reduce congestion, and better accommodate large crowds.
• A comprehensive expansion of the east side of the arena will strengthen revenue generation and enhance patron amenities.

Key components include:

• Additional restrooms and concessions to address capacity shortfalls and improve event‑day experience.
• Expanded lobby space with new elevators and escalators, improve circulation and accessibility.
• New revenue-generating VIP space, offering premium amenities that attract event partners and donors.
• Retractable seating on the east end, increasing flexibility for both athletic competition and event staging.
• Back-of-house expansion, including upgraded storage, coaching, and support spaces to streamline operations and athlete preparation.

Albertsons Stadium Upgrades and Redevelopment

Long-term modernization of Albertsons Stadium focuses on competitive positioning, fan experience and revenue-generating ventures to include:

• The North End Zone Expansion will provide enhanced seating opportunities, improved fan amenities, and potential revenue-generating spaces. Designs incorporate views, premium experiences, and integration with future mixed‑use development.
• Determining the feasibility of expanding seating capacity on the east and west sides of the stadium, which will increase game-day attendance, support ticket demand, increase revenue for optimal seating, and align capacity with conference and national attendance expectations.
• The feasibility of redeveloping the East Stadium parking area is being studied, with a potential mix of uses including structured parking, housing, hotel, conference and event space. The feasibility study will determine the viability of subsequent public-private partnership development phases.

Auxiliary gym renovation and expansion

To meet growing programmatic demands and support student-athlete development, the university is planning enhancements to its auxiliary training facilities.

• Additional practice space, locker room renovations, and a physical expansion will address space shortages for team practices, training and preparation.
• New or improved locker rooms, training spaces, and support areas will promote athlete well-being, improve scheduling flexibility, and improve recruitment competitiveness.

Concepts for consideration (Varsity Center, Practice Field, Tennis Center)

Looking ahead, Boise State University is exploring several long‑range opportunities that could further strengthen its athletics and events ecosystem. These concepts are not yet planned, funded, or approved, but they represent strategic possibilities that may support future growth, enhance competitiveness, and expand the university’s regional impact. Each concept aligns with the core principles of student success, connectivity, operational sustainability, and the creation of vibrant, community‑oriented destinations.

All-Sports Varsity Center

A Varsity Center could consolidate student‑athlete support services into a single, high‑performance environment designed to elevate academic, athletic and personal development. Potential elements include:

• Holistic student‑athlete support may provide academic advising, nutrition services, sports medicine and leadership development programming in a centralized location.
• Expanded coaching and staff offices may provide modern workspaces that support recruitment, collaboration and daily operations across multiple sports.
• Additional administrative and meeting spaces could improve operational efficiency and offer flexible rooms for team meetings, film review and interdisciplinary use.
• This concept would enhance team cohesion, streamline resources, and strengthen Boise State’s national competitive profile.

Outdoor Turf Practice Field

A new artificial turf practice field could expand year‑round training capacity for football and potentially other field sports. Key considerations include:

• Consistent and reliable training surface, regardless of weather conditions, maximizing practice flexibility during the academic year.
• Reduced wear on existing fields.
• Opportunity for shared use, supporting intramural or club programming during non‑team periods if feasible.
• This concept would help meet increased scheduling demands tied to growing participation and changing practice models within collegiate athletics.

Off-Campus Tennis Center

To accommodate rising demand for indoor and outdoor tennis facilities, Boise State may explore the creation of a new off‑campus competition and training venue. Potential features include:

• Year‑round indoor courts for competition, practice, and community programming.
• Outdoor courts for championship play and training during favorable weather conditions.
• Amenities for athletes and spectators, including locker rooms, seating, and support spaces.
• A future study could evaluate co‑development opportunities with private partners, shared financing models, community tennis programming or club partnerships supporting long‑term operational viability.

Extra Mile Arena

To ensure ExtraMile Arena remains competitively positioned for athletics, concerts, and large events, several conceptual improvements are under consideration. These improvements would maximize operational efficiency while contributing to a more vibrant event‑day atmosphere.

Exterior improvements and event mall enhancements could include:

• Adding outdoor gathering and pre‑event spaces
• Providing shading, seating, and landscaping, as well as improved pedestrian flow
• Support for flexible programming such as festivals, fan zones, and community events

Concourse renovations and the deferred maintenance strategy will focus on:

• Updating concourse finishes, signage and lighting
• Improving wayfinding clarity
• Addressing long-term building system upgrades as part of a resilience and maintenance roadmap

Capacity and circulation expansion enhancements could include:

• Additional restrooms and concessions to reduce wait times and improve comfort
• Expanded circulation paths to alleviate congestion
• Adjustments to seating or layout to better support accessibility and premium experience offerings

Morrison Center

As the Morrison Center approaches its 50th anniversary in 2034, conceptual ideas are emerging that could enhance its role as a cultural anchor for the university and the state.

A reimagined west entry expansion could:

• Create a more visible and welcoming arrival space for patrons arriving via the Greenbelt and river corridor
• Incorporate a café or small food venue, providing year‑round services and expand the cultural district
• Strengthen the Morrison Center’s identity as a gateway between campus and the community

A future lobby expansion could:

• Improve crowd circulation and queuing during major events
• Enhance accessibility and wayfinding
• Reinforce interior‑exterior connectivity through daylight views and integrated gathering spaces

A potential theater expansion may include:

• Backstage expansion, improving artist support spaces
• New rehearsal rooms, which could also serve as academic or community arts classrooms
• Improved production infrastructure to attract larger touring performances

Partnership opportunities and future collaborations may support:

• Growing K–12 arts programming, enabling expanded outreach and educational experiences
• City and regional cultural events, leveraging the venue as a key civic arts asset
• Community arts organizations, providing shared use of high‑quality performance and rehearsal environments

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Housing

Recommendations

Boise State University’s housing strategy is grounded in the commitment to provide safe, accessible and community‑oriented living environments that strengthen student success. As the university addresses current capacity challenges and plans for future growth, it remains essential to offer the right types of housing that align with each phase of a student’s academic journey.

• Provide on-campus housing with an ideal mix of accommodations for the stages of a student’s academic career.
• Prioritize housing for first-year and transfer students.
• Evaluate the renewal of existing buildings versus adding new ones, yet recognize when new buildings are necessary to maintain quality living standards.

Current housing inventory

First Year

First Year:

• Chaffee Hall
• Driscoll Hall
• Honors College and Sawtooth Hall
• Keiser hall
• Morrison Hall
• Taylor Hall
• Towers Hall
• Syringa Hall
• University Square

Sophomore and Above

Sophomore and Above:

• Honors College Hall
• Lincoln Townhomes
• University Suites
• The Osprey

Graduate and Family

Graduate and Family:

• University Heights
• University Village

Capacity and current student distribution

Students experience college differently at each stage, and their housing needs reflect that progression.

In Fall 2024, the university’s total housing capacity was not sufficient to meet the total volume of students requesting on-campus accommodations.

• Syringa Hall opened in Fall 2025 in the heart of campus, which has temporarily addressed the need for first-year and transfer students.
• The university has worked with off-site locations to help accommodate undergraduate and graduate housing needs, yet complicated agreements and maintenance costs make it challenging to meet current demand, not to mention future needs.

Growth projections and future needs

Using modest growth projections and defined goals, it appears the current housing stock may be sufficient to house first-year students on campus for a few years, but the university will likely need to continue to place those students in suites or apartment-style housing to meet this need. If all first year students were to be housed in more suitable traditional or semi-suite housing there would be a need for approximately 417 additional first-year beds by 2033.

While housing first-year students is the priority, meeting the stated goals for upper-class and graduate students, in addition to first-year students, would result in a total shortfall of just over 750 beds by 2033.

Breakout	Goal %	Fall 2024	Fall 2025	Fall 2033
TOTAL ON-CAMPUS STUDENTS	—	16264	16434	17683
Total First-Year/Transfer	—	4017	4058	4365
Housing Goal	60%	2410	2435	2619
Total Second-Year Sophomores	—	3273	3307	3557
Housing Goal	22%	720	728	783
Total Continuing Undergraduate	—	7587	7665	8245
Housing Goal	11%	835	843	907
Total Graduate	—	1387	1404	1516
Housing Goal	7%	97	98	106
Total Projected Demand	—	4062	4104	4415
Total Capacity	—	3266	3662	3662
Difference (Shortfall)	—	796	442	753

The current Capital Improvement Plan does not include new housing projects; however the Concepts for Consideration includes multiple options that should be studied further. Several housing sites for student housing were identified and evaluated based on the following criteria:

• Zoning constraints
• Suitability for student profile (year, unit type)
• Bed capacity based on allowable height and affordable construction type
• Potential for phasing
• Phased replacement of existing buildings
• Potential to include other uses such as academic spaces, student services and dining

Existing and new building considerations

Barnes Towers and Chaffee Renewal

Barnes Towers

The Barnes Towers property is an asset facing future uncertainty. A recent facility condition assessment provides clarity around deferred maintenance needs, and the decision to maintain or replace will likely be discussed over the next 10 years. If demolished, the site could accommodate a number of viable uses, but the use should be treated carefully due to the iconic nature of the Capitol Boulevard corridor and proximity to the Boise River and Greenbelt. Also if removed, it would lower the university’s housing capacity by an additional 301 beds, and serious consideration should be given to bed replacement, or expansion, prior to facility removal.

Chaffee Renewal

While the full Chaffee replacement is being studied and contemplated, the university has begun planning options for phased renewals of the existing facility. In addition, a plan to add dining to the existing Chaffee facility is being considered.

Chafee Replacement

This option would remove the entire Chaffee dormitory and replace it with a first-year traditional hall with approximately 650 beds and a second building that would house upperlevel undergraduates (second-year and up) as well as a large dining hall on the first floor of the building. This concept could be constructed in two phases.

Dining Hall and Housing for 2nd Year and Continuing Undergraduate = 310 beds

• Riverfront café and dining hall, 18,000 gsf in 1st floor podium, mall with food trucks
• Housing Commons with terrace on 2nd floor of podium
• 6 housing floors, semi-suites, 2-4:1 (bed:bath)

Dining Hall and Housing for 2nd Year and Continuing Undergraduate = 650 beds

• Semi-suites, doubles, 4-6:1 (bed:bath), 5 floors, no podium
• Breezeways on 1st floor with greenway access

Sawtooth Hall Phase II

The area north of Sawtooth Hall could potentially house a large future residence hall. In addition to housing approximately 600-700 students, a portion of the first floor of this building could house a combination of student services (classrooms, advising spaces, student support). The following outline shows how the current concept could be constructed in two phases.

East Building 1st Year community = 500 beds

• Traditional or suites, doubles, 4-6:1 (bed:bath)
• 4-5 housing floors, 400-500 beds total
• 1st floor podium = 20,000 gsf
• Academic student services and success program

West Building 1st or 2nd Year community = 200 beds

• Semi-suites, mostly doubles, 4:1 (bed:bath), 5 housing floors
• 1st floor podium = 10,000 gsf or 2-story podium = 24,000 gsf

Manor redevelopment

The existing Manor Apartments were taken off-line and are slated to be demolished in the future. This site could be used to provide housing for upper-level and graduate students, and potentially even faculty or staff through a combination of townhomes and a multistory building with loft-style units. The first floor of the building could house university functions such as campus health services or other similar types of student support services. In addition, the location of this property at the edge of campus might support some retail services.

Townhomes = 30 units

12 — 2-bedroom units, 14 — 3-bedroom units, 2-story with tuck-under garage

Lofts for Graduate or Senior Undergraduate = 120 beds

• 4-5 stories for affordability, 120 beds total
• 1- and 2-bedroom units, all single bedrooms, 2:1 (bed:bath)

1st floor Campus Health Center

Clinic, dedicated parking, storefront wellness and activity spaces

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Campus Life and Student Services

Recommendations

Expand and adapt recreation facilities to support access to fitness, wellness, informal recreation, and intramural activities for all students, faculty, staff, and affiliated users.

These spaces should promote physical and mental health, accommodate evolving recreational trends, and remain accessible during both academic and non-academic event periods.

Activate outdoor spaces and enhance connections to the river to support student needs and activities (recreation, studying, entertainment, connection).

Enhance interior student study spaces by providing additional seating in existing study locations and more study spaces in existing and new buildings, especially near classrooms and labs.

Expand and diversify on‑campus dining facilities to support projected enrollment growth and to reinforce the university’s ‘Live Where You Learn’ campus ethos.

Campus life needs

Recreation spaces are critical to support students living on-campus and to also provide connection opportunities for students living off-campus. Continued investments in existing facilities like the Recreation Center and the two intramural play fields are vital to supporting student life.

During the initial planning phase, students told us what was important to them. Some priorities included:

• Adding more seating in existing study locations
• Adding study/project spaces in existing buildings, especially near classrooms and labs
• Adding more outdoor seating, study and project space, especially along the river and near the Student Union
• Adding more student-centered spaces (tutoring, help desk, printing, etc) in existing buildings, with a focus on the following buildings:
  • Riverfront Hall
  • Science Building
  • Education Building
  • Library
  • Campus School
  • Mathematics
  • Micron Center for Materials Research
  • Civil Engineering
  • Environmental Research Building
• In addition, students indicated a desire to increase the use of outdoor spaces near the Center for Visual Arts and within the Quad as well as increasing the programming and use of the Centennial Amphitheatre

Future concepts for consideration

Campus Recreation

Intramural field

• One of the key areas identified for improvement for the Recreation Center is the grass field on the north side of the Student Union Building.
• The natural topography lends itself to seating that could be utilized by spectators as well as Student Union users.
• Its usability could be expanded with the installation of turf and lighting. The addition of lighting would not impact local neighborhoods due to its central location.

Recreation center

• The climbing gym was recently updated and evaluation efforts are underway to consider converting some play courts to expand fitness and studio space. In addition, the aquatics center requires significant maintenance and upgrades and long-range planning includes utilization options of that space.
• As the student population continues to grow and if additional on-campus facilities are not built, it may be important to explore partnerships with the City of Boise, nearby schools, Boise State Athletics, and others, to increase access to fields and other sports facilities.

Dining

• Additional dining facilities and options are needed to accommodate the projected enrollment growth. These facilities would ideally be located within a quarter mile of all first-year residence halls and should be easily accessible to delivery trucks.
• One option would be to add a new dining facility near Chaffee Hall either as an addition, within the existing facility, or as a new facility.

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Active Transportation

10-Year CIP projects, plan and concepts for consideration

At first glance, active transportation may seem to refer only to human-powered modes. In reality, it is part of a broader system that includes all modes of travel and the ways they interact. Transportation planning considers everything from skateboards, bicycles, and micromobility devices to Bronco shuttles, Valley Regional Transit buses, delivery vehicles and personal cars.

The university is committed to creating a safe, connected campus that supports active mobility within this larger system. By improving Greenbelt access, enhancing parking and campus aesthetics, and designing clear, secure, and efficient routes for pedestrians, cyclists, scooters, and other modes, the campus will be easier to navigate and more supportive of wellness, accessibility and a modern experience.

Each mode of transportation has unique needs. For example, people are more likely to walk when routes feel safe and comfortable, vehicle conflicts and signal delays are minimized, lighting is adequate, and personal safety is addressed. Similar considerations apply to other modes, where design, visibility, continuity and comfort influence overall use. Within this context, approaches such as planning, community programs, educational materials, design and supportive policies can be used together to meet the needs of all transportation modes and reinforce the goals outlined in this master plan.

This idea establishes a framework for integrating active transportation into campus planning and development. It will guide the design of transportation infrastructure and support coordination with campus partners and external agencies, helping to ensure a safe, connected and adaptable transportation system aligned with long-term campus goals.

Recommendations

The following recommendations identify specific actions to guide design, coordination and implementation in support of a safe, connected and adaptable campus transportation system.

• Collaborate with community partners to create robust educational opportunities that inform students, staff, and visitors about available transportation options, safety practices and shared responsibilities on campus.
• Improve connectivity to destinations of interest for campus users and Boise residents.
• Continue upgrading and looking for opportunities to enhance pedestrian visibility.
• Strengthen the association with multimodal travel and sustainability through integrated planning and consistent design.

Micromobility Ridership – 159k riders

In 2025 out of 970k rides in the City of Boise, over 159k were started on campus.

Shuttles

Average ridership per month by semester in 2024 and 2025:

• 21,207 Fall
• 19,006 Spring
• 8,111 Summer

Cycle Learning Center

• 900 flat-tire repairs
• 2,000 bicycles tuned and repaired
• 1,000+ bike-related purchases

Active projects in construction and planning

Establishing Standards: Connectivity and Safety Improvements

When conducting studies or implementing capital projects, the university aims to ensure that there is continuity, predictability and comfort built into one’s choice of commuting. Prioritizing both connection and safety reduces barriers to active travel, encourages everyday use and supports a campus environment that is healthy, accessible and livable. This is an ongoing effort that will be reinforced through planning, design standards and phased into projects as opportunities arise.

Greenbelt pathway completion

A connectivity and safety project is completing the pathway along the Greenbelt that runs along campus.. The Boise river pathway spans more than 29 miles, connecting three cities across the Treasure Valley serving both commuters and recreational users. On campus, roughly two miles of the Greenbelt link students living in the Lusk District with Albertsons Stadium, University Plaza, and Ron and Linda Yanke Family Research Park.

Boise State has incrementally improved Greenbelt infrastructure where it intersects the campus to address safety concerns, respond to adjacent neighborhood interests and strengthen the campus–river connection. Human-scale design elements—such as improved lighting, widened pathways, and pocket seating—enhance comfort, visibility and safety while reinforcing appropriate travel speeds for cyclists and e-mobility users. Conservation-focused strategies, including stormwater management and native landscaping, balance human use with the surrounding natural environment. Supported in part by grant funding, these improvements have been implemented in phases. Starting early summer of 2026, the next phase will extend established improvements westward from the eastern campus edge to create a continuous, high-quality corridor from Capitol Boulevard to Broadway Avenue.

Morrison Center pedestrian path safety improvements

Making the perimeter of the Morrison Center for the Performing Arts a more welcoming and accessible environment is a project that will help reach the long–term vision of a campus that is connected and easy to navigate.

The Center’s location highlights the importance of integrating cultural destinations into campus planning, and these enhancements have been identified for future integration:

• Building a safe, accessible pathway from garage parking to the Morrison Center entry on Cesar Chavez Lane is a priority.
• Improve safety and ease of crossing between Grady Garage and the Micron Business and Economics Building.
• Create areas for placemaking and public art installations.
• Increase lighting, waterwise landscaping, and restriping the parking lot and pedestrian areas.
• Install more bike and micromobility parking.

University Drive

The cities in Ada County have a unique roadway governance structure. In 1971, Ada County residents created the Ada County Highway District (ACHD) to consolidate multiple highway districts into a single agency responsible for roadway conditions and funding across the county. This consolidation streamlined project delivery and improved coordination.

While ACHD manages most roads, some right-of-ways fall under Boise State University, the City of Boise, or—in the case of designated highways such as Broadway Avenue—the Idaho Transportation Department. Despite its name, University Drive is not owned by Boise State; it is operated by ACHD. Boise State and ACHD maintain a strong working relationship to improve safety and traffic operations in and around campus.

Achieving the vision for this heavily used corridor requires several coordinated improvements. On the east end of the drive, delineators—reflective guidance devices—have been installed along the road to create curb extensions and improve pedestrian visibility when crossing. Moving west down University Drive, the segment of Theatre Lane to Lincoln Avenue will be the focus for the next projects. This location can support an enhanced pedestrian crossing, likely a “Z Crossing,” to improve student safety and visibility. As the corridor continues, concepts include protected bike lanes, floating transit stops, landscaped medians and improved crossing visibility. These improvements will likely need to be implemented incrementally over the next 10 years, through a mix of agency funds and, ideally, through awarded grant support.

Capitol Blvd and South Campus Street Improvements

Capitol Blvd Improvements

The intersection of Capitol Boulevard and University Drive is currently complex and unsafe for pedestrians, and concerns have grown with increased student housing and foot traffic in the Lusk District. To improve safety and simplify movements, the proposed solution would eliminate the existing Boise Avenue “spur” and enhance the intersection where Boise Avenue and Yale meet Capitol Boulevard.

This concept was closely studied both during ACHD multi-use pathway project, and more recently during the university site planning efforts for the new Science Research Building. While it remains a concept, it is reflected as a university priority on ACHD’s Five-Year Plan, and a concept study is anticipated in the future. This change to the corridor will also allow a more prominent siting of a future gateway academic building, taking full advantage of a location on Boise’s most iconic corridor.

South Campus Street Improvements

Over the past two decades, the campus has expanded southward, replacing former university owned structures with new academic and research facilities such as the Micron Center for Materials Research, Leatherman Peak, and the Environmental Research Building, with additional projects underway. However, much of the surrounding roadway infrastructure has not kept pace with this growth; many streets remain unimproved, lacking curbs, gutters, and sidewalks. These conditions create safety and aesthetic challenges, highlighting the need for streetscape enhancements aligned with the Campus Master Plan.

Hemingway Center Micromobility Hub

Using micromobility as an option for transportation involves devices powered by electric motors. Whether personally owned devices or through rideshare applications, e-scooters and e-bikes have become very popular on campus. This project stemmed from just that. The hub, when complete, will incorporate elements from the design standards for active transportation travel and landscaping guidelines. While this is not an active project, certain elements are being executed to help users understand where micromobility amenities belong and to reinforce predictable, orderly use. As a first step, the university will install a charging shelter for e-devices. Positioned within a primary active transportation corridor and adjacent to important destinations, the facility offers convenient, visible access to charging outside of residence halls.

Friendship Bridge and Quad connection improvements

Built in 1977, Friendship Bridge is symbolic – not only in name, but in the way people use it every day. It was intended to serve as a gateway between the City of Boise and campus. Overtime the bridge has evolved into an active corridor connecting Greenbelt users to concerts, river activities and nature, public art installations and transit. However, there is opportunity to create a clearer connection to what campus has to offer, for both students and the greater Boise population. By strengthening friendly and accessible connections to campus, residents and visitors may feel more invited to experience the public spaces the university offers.

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Administrative Operations

Recommendations

Emphasize responsible and efficient use of space for administrative purposes. This includes land, and the physical spaces within buildings. Space guidelines should adapt and directly inform decisions related to remodels, new buildings and consolidations.

As land constraints impact site opportunities for future academic buildings, consideration should be given to consolidation efforts, especially for units with similar functions and space requirements. These units continue to operate from disparate locations across campus, and often in ideal development sites.

Proactively plan for administrative and operational infrastructure needs that will impact overall continuity. This includes, but is not limited to utility capacity, transportation infrastructure, and facilities that can accommodate growth in administrative areas such as Public Safety, Fleet and Campus Operations.

Active projects in construction and planning

Emergency Operations Center Buildout

This project will expand and enhance the university’s Emergency Operations Center (EOC), with a new location that is more capable of accommodating these unique functions. The new location is adjacent to other Department of Public Safety functions, and will be complete during the latter half of 2026.

New Parking Structure

A third parking structure has been anticipated through master planning updates. The 2015 plan anticipated numerous structures over its 30-year time horizon, but this plan envisions a single garage in the southeast portion of campus. To date, the only planning work that has occurred is the study conducted by Walker. That study identifies the need for 430 additional parking stalls by 2034, but if built, a new garage would likely provide additional capacity to accommodate needs beyond 2034.

Beacon Street Widening

Boise State is nearly finished implementing improvements outlined in its Right-of-Way and Property Exchange Agreement held with the Ada County Highway District (ACHD). This project represents the last infrastructure requirement, which includes the widening and placement of a detached sidewalk from Euclid Avenue to Denver Street. Once complete, ACHD will be able to plan for bike lanes along the Beacon corridor adjacent to campus.

Concepts for consideration

Administrative Operations Building

This concept would provide space to consolidate several operations-focused departments into one location. Potential occupants include Campus Operations, Department of Public Safety, and Housing and Residence Life.

Third Idaho Power Electrical Feed and Associated Infrastructure

This initiative involves partnering with Idaho Power to address the electrical needs of Boise State’s growing campus, while improving operational resilience. Much of campus currently relies on two Idaho Power electrical feeds originating from a single substation in downtown Boise. Campus growth in recent years has already reduced redundancy on this system, and continued expansion will eventually exceed the capacity of these circuits. Bringing an additional medium voltage electrical feed to campus from a different Idaho Power substation would provide increased capacity to support the university’s long-term growth, while enhancing resilience.

University Plaza Administrative Backfill

The University Plaza Building, often referred to as the “Mirror Building,” provides a strong opportunity to consolidate administrative functions over the next 10 years. Various units, such as University Financial Services and Human Resources are already located in the building, and further consolidation will improve efficiencies and collaboration.

Parking study results summary

Understanding the existing parking infrastructure’s capacity, usage, and challenges provides a foundation for identifying opportunities to improve parking supply, manage demand, and project the future need for additional parking infrastructure. The information in this section is from data collected from the Fall 2025 semester to prepare for anticipated campus growth. The study took place on Tuesday, Wednesday, and Thursday September 16 – 18, with counts centering on 10 am, noon, and 2 pm. The study and demand projections account only for a typical day of a typical week and did not account for large event days, such as Boise State Broncos Football home games.

What is the 85% Threshold?

This threshold is significant because it is the point at which users perceive a parking system or facility to be full. During data collection, there was no time period reflected in the systemwide occupancy that exceeds the threshold. Projecting 10-years into the future, parking demand is expected to reach 90%. In this timeframe, there will be 66 parking spaces permanently lost to development projects on campus which should prompt a discussion with stakeholders on looking at new ways to manage parking. Boise State is always thinking of innovative ways to build more residential development, if an opportunity were to come to fruition, additional parking analysis will need to be considered.

To remain below the 85% occupancy threshold, Boise State should consider adding 370 parking spaces by 2035.

Parking Inventory by Space Type

Permits

Types of permit parking space:

• Reserve: Available to commuter students and employees, designed to create reliability and are mostly found in the two parking garages on campus.
• Commuter: Commuter students and employees can purchase these permits at a lower cost than reserved permits, but the commuter spaces are located in less convenient areas.
• Resident: Only resident students are eligible to purchase these types of permits. Residents can park in designated resident spaces and also have access to garages.

Electric Vehicles

• Current capacity: 14 EV charging stations, 14 average charging sessions daily
• Adequate for current use, additional stations recommended with dally sessions reach 35
• Recommend setting policies to cover charging costs and increase turnover

Peer Review

• Boise State’s parking fees were compared to the City of Boise and the University of Reno Nevada (UNR)
• Rates were determined to be competitive with UNR and significantly lower than the local market, justifying higher hourly rates

Community Programming

When considering all aspects of commuting, it is important to take a holistic approach to support solutions and programs that serve both the university and the greater Boise community.

For example, Boise State has partnered with Valley Regional Transit to offer free bus transportation to all students—on and off campus—along with faculty and staff. Six routes connect academic and residential buildings and link the campus to the broader regional transit system.

Building on this innovation, professors in Urban Studies and Community Development in the School of Public Service created “Bus Day Ever,” an annual field trip where students ride a different route each year with Valley Regional Transit staff. The trip combines the campus shuttle with regular bus lines while teaching students how to use transit apps, pay fares, track buses, and navigate the system. This hands-on experience not only raises awareness of transportation options but also builds confidence, encouraging greater use of public transit.

These programs are just the beginning of opportunities to encourage behavior change, ease parking pressures, and expand commuting options for students, faculty, and staff.

Recommendations

• Loading zones have the lowest occupancy, at 31%. Lower occupancy is desirable to ensure delivery trucks can navigate campus easily; however, this level may indicate an opportunity to reallocate some of these spaces.
• Resident permit spaces also show relatively low occupancy (69%). Because residents live and attend school on campus, they are less likely to move their vehicles throughout the day. However, since resident permits allow parking in garages as well as designated resident spaces, many residents may be using both. This presents an opportunity to further monitor and analyze resident parking patterns to better understand behavior and inform future management strategies.
• Boise State uses a zone-based parking system that assigns permits to specific areas of campus. While some zones operate below the 85% occupancy threshold, others exceed it. For example, East Commuter parking reaches 98% occupancy during peak hours, while Central Reserve is at 64%, which may contribute to user frustration. This suggests an opportunity to evaluate zone balance and consider adjustments to better distribute parking demand.
• Expand community programming options to help support staff, faculty and students choose alternative modes of transportation.

Administrative Operations building

Boise State’s operations-focused units exist in scattered sites, and in facilities that are either inadequate or challenging due to proximity. In large part, Boise State has relied on a strategy of using facilities that are temporary in nature (modular buildings) or adaptive re-use (retail suites) for operational needs. Additionally, these facilities are often in locations that have a higher and better use for academic or research purposes. For example, the Carpenters Shop and Fleet Maintenance buildings are in premier real estate along University Drive. To equip leadership with a long-term vision for these operational units, a consolidation study was performed during 2024. This study examines numerous units and departments, testing the feasibility of a centralized and consolidation location.

These groups include:

• Campus Operations (Architectural and Engineering Services, Campus Planning and Space Management, Facilities Operations and Maintenance, Office of Sustainability)
• Department of Public Safety (Public Safety, Emergency Management, Security, Police and Event Operations, Threat Assessment and Public Safety Systems, Transportation and Parking Services, Fleet Management)
• Housing and Residence Life Maintenance

The study considers the site of the Leatherman Peak building and the property on the surrounding block. This location already leans toward a long-term operations focus, and its proximity to Beacon Street and the adjacent neighborhoods provide an appropriate match for necessary facility massing and scale. The total space needed for the consolidation is approximately 55,000 square feet. Leatherman Peak, a 9,000 square foot building, would contribute to those needs, so the amount of new space needed is approximately 46,000 square feet. Leatherman Peak would continue to support the Central Receiving function, and could host the Transit Center if Facilities Operations and Maintenance relocated to a portion of a new building. Key considerations for this study include:

• The consolidation would clear over a dozen buildings and sites around campus for alternate use, many of which are in prime academic or research locations.
• The southeast corner of University and Capitol is a gateway entrance and continues to be held for a signature academic or research building. This consolidation would accommodate a complete relocation of the Department of Public Safety who primarily occupies the existing facilities in that area.
• The consolidation could occur in phases, either as funding allows or when new academic and research facilities demand it. The Leatherman Peak building was constructed due to the Micron Center for Materials Research being built.
• Housing and Residence Life could vacate the problematic Island Avenue facility in the Lusk District, and have a facility more centrally located to their facilities and campus itself. The Island Avenue facility could then be monetized.
• Improved proximity of these units will enhance collaboration and introduce operational efficiencies.

University Plaza Administrative Backfill

This building is located on Broadway Avenue, directly across from Albertsons Stadium and is approximately 108,000 gross square feet with an attached parking garage that includes 313 spaces. Due to the proximity of this building to campus, the university began leasing spaces in the building in 2013 and a few groups were moved into the building. The footprint of the university occupied spaces continued to grow over the next few years, and in April 2020, the university purchased the building. The goals of this purchase included:

• Initially retaining existing non-university tenants as a mechanism to pay the debt-service on the building, with a long term vision to eventually backfill those spaces as leases expire with university departments
• Establishing the building as an administrative building to house support groups that can be located on the periphery of campus
• Relocating or consolidating administrative groups in the building to free up space in the center of campus for academic and academic support groups

This strategy has worked well and at this time approximately 42% of the building’s 73,000 leasable square feet is occupied by non-university tenants. This will decrease to 35% in the summer of 2026 due to additional leases that are set to expire. The remaining tenants are expected to remain in the building for the next few years and as those leases expire, the university will evaluate whether or not they should be renewed. Groups currently housed in the building include

• University Financial Services
• Office of Information Technology (OIT)
• Human Resource Services
• Office of Compliance and Ethics

Several long-term tenants recently moved out of the building and with the additional lease expirations summer 2026, a back-fill plan for those spaces has been proposed which includes the following:

• The consolidation of several OIT groups on the 4th and 5th floors of the building which will free up other spaces within the building and on the main campus
• The relocation of the Office of Communications and Marketing from the Alumni and Friends Center to accommodate growth needs and staff consolidation for the University Foundation
• The consolidation of the Division of Research and Economic Development which will bring those groups together from the main portion of campus and the Yanke Family Research Park (YFRP). This proposal would free up valuable space in the Administration Building, Riverfront Hall and YFRP while increasing the collaboration among several groups that are currently scattered throughout campus
• Retaining some of the space to use as swing-space to support groups that are displaced by renovation and capital renewal projects.

If the plan is executed fully it would free up approximately 20K square feet, with nearly 13,400 of that square footage in the main portion of campus. The long-term vision is to continue to move additional administrative and support groups into the building with eventually 100% university occupancy.

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Exterior Improvement Plan

Recommendations

• Prioritize more effective use of exterior campus spaces to support daily campus life.
• Refresh and improve existing developed sites to strengthen design cohesion and consistency across campus.
• Expand opportunities to activate outdoor spaces by supporting social gatherings and informal study for a wide range of users.
• Leverage the Greenbelt as a unifying feature to better connect campus corridors and engage the broader community.
• Identify and maintain a prioritized list of exterior improvement projects that can advance as funding becomes available.
• Promote campus continuity by developing a Landscape Guideline to design a framework that can be implemented by future administrations and staff.

Active projects in construction and planning

Riverfront Plaza

Riverfront Plaza is envisioned as a vibrant outdoor destination that activates the area north of Albertson’s Library while strengthening connections to Syringa Hall, the Boise River Greenbelt, and Cesar Chavez Lane. The project would create a welcoming setting for informal gatherings and everyday campus life while improving safety through increased activity and visibility along the corridor. Planned elements include a new accessible entrance to the north side of the Library, expanded hardscape to support programmed use, and infrastructure that allows the space to evolve over time. Potential tiered seating that works with the natural topography, bike parking, and flexible open areas will provide a park-like “third place” for students and community members to gather, relax, and connect to the river.

Concepts for consideration

Amphitheatre

Centennial Amphitheatre currently occupies a prime yet underused location along the Boise River Greenbelt next to Syringa Hall. A recent feasibility study explored how targeted renovations could transform the venue into a flexible, accessible destination for academic, cultural, and community events. Improvements would modernize stage and audiovisual infrastructure, enhance seating comfort and capacity, provide ADA-compliant access, and strengthen connections to the river, Greenbelt, downtown, and campus. Sustainable design and upgraded acoustics are also central to the vision. While not currently funded, the study establishes a roadmap for future investment and partnerships.

Campus spine

The Campus Spine is the university’s primary pedestrian corridor, running through the heart of campus and serving its most heavily used buildings, yet it currently functions as a fragmented series of walkways and crossings with little cohesion. As sections are rebuilt through the steam tunnel upgrades associated with the statewide Deferred Maintenance program, there is an opportunity to redesign the Spine as a unified, signature pathway that improves wayfinding, enhances the campus experience, and better separates pedestrian and bicycle traffic to increase safety.

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Off-Campus Interface

Recommendations

• Preserve and Expand Housing Options: Maintain existing housing and support new, well-designed housing that reinforces neighborhood identity and sense of place.
• Strengthen Campus – Neighborhood Integration: Guide land and building forms to ensure smooth transitions and cohesive development between campus and the off-campus interface.
• Formalize Ongoing Collaboration: Establish a clear, cooperative process for coordination among the university, neighborhood stakeholders, and local agencies.
• Develop Neighborhood and Campus Activity Areas: Identify locations for small-scale gathering spaces or hubs that support both resident and campus users.
• Promote Context-Sensitive Design: Ensure new developments are compatible in scale with the off-campus interface, while incorporating walkability and thoughtfully designed open space.

Employee Housing Assistance Program

Boise State’s Employee Housing Assistance Program (EHAP) supports housing needs of the university’s workforce. The Employee Housing Assistance Program is an innovative way to provide an affordable option for staff to access housing near campus, those looking for a temporary option, or for those transitioning to the market. At present, the program includes approximately 40 homes and apartments, many of which are located within walking distance of campus. Most units are unfurnished and support yearly leases, while a select few are furnished and support temporary needs, such as visiting faculty or new hire support while permanent housing is identified.

2500 Boise Avenue redevelopment

The University owns an underutilized parcel of land on Boise Avenue that is adjacent to other university housing and is embedded in the Collegiate Neighborhood. In 2024, a design to provide new infill housing for faculty, staff or graduate students was developed and approved by the City of Boise. The current design includes a mix of one, two and three bedroom apartment and townhome units. The approved plan remains a concept for consideration in the university’s broader housing goals and decision-making.

Lusk District redevelopment

The Lusk District (Lusk) is a campus-adjacent neighborhood with a very high concentration of off-campus students. More than 2,000 student-purposed, privately-developed apartments have been developed in the neighborhood over the past 15 years. This dynamic makes Lusk an obvious area to focus on the off-campus interface, and numerous opportunities exist.

Within Lusk, the university owns three separate parcels with various existing functions. Adjacent to the Boise River and Capitol Boulevard is the Health Sciences Riverside (HSR) property. This building supports various academic programs and functions. Immediately south of the HSR property is the West Commuter parking lot, providing nearly 200 stalls of parking for faculty, staff and students. Last, on the southwest corner of Island Avenue and La Pointe Street is the Housing and Residence Life maintenance facility. This simple warehouse structure includes a mix of offices and storage spaces, and acts as a hub for that unit’s maintenance efforts.

Between 2023 and 2025, the university worked with the City of Boise and a joint development partner to redevelop the West Commuter lot and a city owned property adjacent to the lot. Challenging development conditions, including interest rates and increasing construction costs, ultimately led to Boise State exiting this partnership. The City, however, continues to move forward with a large-scale redevelopment of its property.

Over the next 10 years, Boise State will continue to assess this neighborhood as a location to improve off-campus services for students, and maximize the use of university-owned land. Current zoning for the neighborhood, MX-5, allows for a very flexible mix of uses and build-out opportunities. As such, none of the current uses reflect a highest and best use, and alternatives should be considered.

Broadway Avenue corridor

Boise State University is interested in working collaboratively with agency partners and the broader community to improve conditions along the Broadway corridor, particularly between the Broadway Bridge and the intersection of Broadway and Boise Avenue. This segment of roadway plays a critical role in connecting campus to downtown and surrounding neighborhoods, yet it continues to function primarily as a state highway. In its current configuration, the corridor is not well suited to accommodate the high volume of pedestrians in the area, creating day-to-day safety concerns and limiting the types of uses that can thrive there.

The automobile-centric design of the corridor does not fully leverage its proximity to campus and downtown, nor does it support a more vibrant, walkable environment. Boise State anchors the northern end of the corridor with the Albertsons Stadium and the University Plaza buildings, positioning the university as a key stakeholder in its future. Over the next decade, Boise State will prioritize conversations with community and agency partners to explore alternative streetscape designs and mixed-use development in the area. While the university does not anticipate expanding its property ownership along the corridor, it does expect to play a stronger role in partnership, collaboration, and advocacy to help shape a safer and more dynamic future for Broadway Avenue.

Neighborhood involvement

The Southeast Neighborhood Association (SENA) is a nonprofit organization dedicated to enhancing and preserving the quality of life in southeast Boise through active citizen involvement. Boise State University has been working closely with SENA to strengthen communication and foster greater cohesion between the university and the surrounding neighborhood. The university engaged with both the neighborhood association and the City of Boise to develop the following planning principles:

• Establish and maintain a clear, consistent campus boundary near the Collegiate Neighborhood to provide certainty for both Boise State University and the Off-Campus Interface.
• Ensure that any changes to the campus boundary or zoning align with the university’s mission-driven growth strategy.
• Design development near the campus boundary – on both campus and neighborhood sides – at a scale that provides an appropriate and respectful transition to adjacent residential areas.
• Recognize that campus facilities, services, and activities have impacts beyond university property and should be considered in all campus planning decisions.
• Anticipate higher-density and “missing middle” housing along key urban corridors, including Broadway to the east and Lusk to the west, as well as along neighborhood transition edges.

Collegiate neighborhood

Some of the university’s closest neighborhood involvement occurs in the area referred to as the Collegiate Neighborhood (the original subdivision plats refer to it as the Collegiate Subdivision). This neighborhood includes a mix of university-owned and privately-owned residential homes, apartments and various faith-based institutions. The university itself owns approximately 25 single-family homes within the area that are part of its Employee Housing Assistance Program (EHAP).

Much of the aforementioned engagement with SENA focuses on the Collegiate Neighborhood, and how positive relationships can be maintained. Over the next 10 years, we anticipate ongoing conversation and collaboration, where the university emphasizes transparency and mutually agreeable outcomes. Concepts like the 2500 Boise Avenue Redevelopment may or may not advance during that time, but meaningful discussions with our neighbors will occur when any concepts or plans are discussed.

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