Workshop 1: Kick-off, Goal Setting, Visioning

Overview

This first workshop was held on February 28, 2024. This page contains a summary from that meeting and the presentation is also provided as a downloadable option.

Download Open House Presentation (PDF)

Introductions

Boise State Core Planning Teams from Ayers Saint Gross and The Land Group.

Ayers Saint Gross

Carolyn Krall

Project Mgr, Planner, Architect
Ayers Saint Gross

• Contact for day-to day coordination
• Collaboration with consultants
• Leading deliverable production
• Tracking/managing schedule & budget

Ashwin Dharmadhikari

Campus Planner
Ayers Saint Gross

• Leading planning facilitation & engagement with stakeholders
• Creating materials & content
• Documenting process

Brooke Berge

Designer, planner
Ayers Saint Gross

• Graphic Communications
• Mapping and modeling
• Supports planning documentation, & engagement facilitation

Allison Wilson

Director of Sustainability
Ayers Saint Gross

• Sustainability /resiliency
• Advocate for inclusion
• Realistic, data-informed solutions

About Ayers Saint Gross

Leaders in Higher Education. We engage people and places to create design and enrich the world.

• Founded in 1912
• 275+ college and university master plans
• 200+ professional staff
• 80% of projects in higher education, 20% edge of campus developments
• Locations in Baltimore, MD, Washington D.C., Austin TX, Tempe, AZ
• Disiplines: Planning, Urban Design, Architecture, Graphic Design, Landscape Architecture, Space Analytics, Interior Design, Sustainability
• 8.2 million SF of LEED Certified Space
• $2.8 billion in total construction cost
• 3 Platinum, 31 Gold, 35 Silver, 3 Certified

Leadership in Research

Knowing how a place compares to others illuminates their most unique features.

• Strategic plans
• Innovation districts
• Open Space
• The Chronicle of Higher Education Rethinking Campus Spaces

History of Collaboration

Team with Deep Knowledge of Boise State:

• 2013-2015 Master Plan
• Map Updates in 2016, 2018, 2019
• 2024 Campus Master Plan Update

The Land Group

Tamara Thompson

Principal, Planner
The Land Group

• Contact for TLG coordinating civil & landscape collaboration
• Lead facilitating planning & engagement with neighborhood associations and City of Boise

Christopher Hawkins

Landscape Architect
The Land Group

• Analysis of open space, landscape & place making
• Planning for resilient, sustainable landscapes & best practices

Jason Densmer, PE

Principal, Civil Engineer
The Land Group

• Analysis of infrastructure
• Stormwater management
• Sustainable practices

Doug Russell, PLA

Landscape Architect
The Land Group

• Analysis of open space, landscape & place making
• Planning for resilient, sustainable landscapes & best practices

About The Land Group

Trusted advisor to Boise State University and effective partner to Ayers Saint Gross

• Experience with Boise State: +25 years and 67 projects
• 48 professional staff
• 10 years experience with Ayers Saint Gross and +3 projects
• Founded 1988
• Disciplines: planning, landscape architecture, civil engineering, surveying
• Mission: Create sustainable built environments that blend progress and preservation to achieve the highest quality design and advance our region

Process and Timeline

Who will we work with?

• Executive team –leadership, decision-makers
• Steering Committee –represents all major stakeholders including students and faculty
• Campus Stakeholders
• Academic, Research, Enrollment, Student Services, Housing, Dining, Recreation, Heath-Wellness, Athletics,
• Students –ASBSU, clubs & orgs
• Outreach to Community
• Neighborhood Assoc, City, County & Valley Regional Transit
• Welcome everyone into the process

Master Plan Executive Team

• Marlene Tromp, President
• John Buckwalter, Provost and Vice President for Academic Affairs
• Alicia Estey, CFO.COO, Vice President for Finance & Operations
• Matthew Ewing, Vice President for University Advancement
• Nancy Glenn, Vice President for Research and Economic Development
• Jeremiah Shinn, Vice President for Student Affairs & Enrollment Management
• Jeramiah Dickey, Executive Director of Athletics
• Bill Brady, Chief Human Resources Officer
• Lauren Griswold, Chief Communications & Marketing Officer
• Andrew Finstuen, Assoc Vice President for Strategic Planning & Special Initiatives, Dean, Honors College
• Shawn Benner, Dean, College of Innovation and Design
• Jenn White, Special Counsel for Government Relations, Assist Vice President for Finance & Operations
• Peter Risse, Senior Advisor, Government Relations
• Brian Wampler, President’s Professor of Public Scholarship and Engagement
• Alicia Garza, Professor and President’s Fellow
• Drew Alexander, Associate Vice President Campus Operations
• Christy Jordan, Executive Director, Capital Planning and Space Management
• Kylene Collette, Campus Planner, Capital Planning and Space Management

Master Plan Steering Committee

* members of the University Strategic Planning Council

• Erika Anderson, President’s Office*
• Andrew Finstuen, Assoc Vice President for Strategic Planning & Special Initiatives, Dean, Honors College
• Jeff Banka, University Financial Services & Treasury*
• Zeynep Hansen, Provost’s Office
• Renee Rehder, Enrollment Services*
• ArgiaBeristain, University Advancement*
• Jana LaRosa, Research*
• Lynda Tieck, Housing & Residence Life
• Drew Alexander, Associate Vice President, Campus Operations
• Jillian Moroney, School of Public Services, Faculty Representative
• Krista Paulsen, School of Public Services, Faculty Representative
• Angel Dang, ASBSU, Student Representative
• Jack Vuturo, ASBSU, Student Representative (alt)
• Christy Jordan, Executive Director, Capital Planning and Space Management
• Kylene Collette, Campus Planner, Capital Planning and Space Management

Process: planning governance

• Engage Leadership in Goal Setting & Visioning
• Steering Committee workshops w/ planners facilitating
• Data analysis for ashared understanding
• Engage intentionallylistening for concerns, opportunities
• Specific study areas include: Expansion Area and neighborhoods, incl Lusk District, Athletic Village Plan integration, Mobility, circulation, transportation, parking, Sites for near term capital projects + 10 yr CIP, Sustainability integration
• Track Goals + Strategies in a matrix with actions, projects
• Consensusshapes the draft plan
• Leadershipcheck-ins at key points

Process Timeline

Plan Phases

• Dec 2023-Apr 2024: Update, Data, Analysis
• Jan 2024 – Mar 2024: Vision and Goal Setting
• Mar 2024 – Sept 2024: Specific plan and studies: expansion area neighborhood plan, integration of athletics village plan, mobility and parking (peds, bikes, transit), capital project location recommendations
• July 2024 – Oct 2024: draft 10 year plan
• Oct 2024 – Dec 2024: Final plan map
• Dec 2024: Board Approval
• Throughout every phase: assess, listen, envision, synthesize, refine, finalize, document, approve

Workshops and Engagement

• Jan-Feb 2024: Data kickoff, vision and goals with students, faculty, staff, and campus stakeholders on campus and online
• Apr-May 2024: Analysis, studies, integration, mobility planning, actions with community stakeholders, neighborhood associations, and the city
• Sept 2024: plan draft with implementation, engage with campus and community, draft MP forums, specific plan forums
• Oct-Nov 2024: reviews
• Dec 2024: Comp Plan Amendment

Campus Engagement with Integration

Broad & Inclusive Engagement, Generates Data + Plan Themes for follow-up with Leadership

• On campus and in person
• Virtually on zoon and online

Public Community Engagement

Listening, Informing, Posting & Reporting Back to Leadership

• On campus and in person
• Virtually on zoon and online

Master Plan Direction from Leadership

(summary notes)

Different Approach to Master Plan:

• principles & strategic goals guide decisions
• land use plan (not building footprints)
• intentional growth
• facilities & space are shared resources, flexible & adaptable

Campus planning alignment

Strategic plan supports mission to advance the vision with specific goals & strategies
Master plan supports strategic goals with campus development and will:

• Balance visionary and practical
• Center the student experience
• Commit to transparent process & inclusive engagement

Strategic Plan – Master Plan Nexus

Campus planning alignment

Aligning the strategic with academic and physical.

Strategic Master Plan

high level, broad, capacity-oriented; leadership drives toward consensus; narrative, diagrammatic

Academic Plan

To meet strategic plan goals, Implement academic initiatives with action plans and programs

Physical Master Plan

physical, technical, implementation-oriented; steered by committees toward consensus; map + reports to guide implementation

Boise State Mission and Vision

Mission

Boise State provides an innovative, transformative, and equitable educational environment that prepares students for success and advances Idaho and the world.

Vision

To be a premier student-success driven research university innovating for statewide and global impact. The trailblazing, innovative character that has always defined Boise State will help us foster student success, advance Idaho and Idahoans, and strengthen our culture of innovation and impact.

“Innovation is in our DNA. It’s just what we do a Boise State.Dr. Marlene Tromp, President

We sometimes call it Blue Turf Thinking, and we’ve been nationally recognized for it. Boise State is building a culture of innovation – developing research that positively impacts lives, structures that transcend disciplines, so researchers and students can collaborate on big problems, and spaces and programs specifically devoted to innovation.

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

Planning for 10 years of growth and change

Master Plan Direction from Leadership

(summary notes)

‘STEM U’

• fastest growing program demand, intentional growth
• facilities & space are shared resources, flexible & adaptable

Synergy with City of Boise

• engagement with the City as development partner
• housing affordability impacts recruitment/retention of faculty, staff
• Lusk District project, partnering with the City is inspiring new thinking

Partnerships

• research enterprise grew by 75% over the last 5 years
• opportunities to integrate with community and industry (Micron, healthcare, etc.).

Master Plan Enrollment Growth Projections

Sources: Renee Rehder, Director of Strategic Enrollment Initiatives
Scott Lowe, Dean of the Graduate College

Fall 2023 – Total headcount 26,727

• 23,543 undergraduate (17,085 degree / 6,485 non-degree seeking) with a +9.3% 10 year projection
• 3,184 graduate (2,813degree / 317 non-degree seeking) with a +19.6% 10 year projection
• Online 2,441 undergrad with unknown 10 year projection and 1,415 grad with a +16% 10 year projection

Fall 2034 – Total Headcount 29,604

25,733 Undergraduate

Growth:

• Small increase in retention
• Modest growth in 1st yr and transfer students
• 9.3% increase over 10 yrs

3,871 Graduate

Proposed/New Programs:

• Radiologic Sciences
• Data Science
• Sociology MA
• Adult Ed
• Higher Ed + Student Aff
• Computational Science
• Health Sciences, doctoral
• Public Humanities, doc

2,668 Online Undergrad and 1,602 Grad

Proposed/New Programs:

• Genetic Counseling
• Resp Care
• Social Work
• Digital Comm
• Accounting
• Finance
• MBA
• Philanthropy
• CYBER Core
• OPWL
• EdTech, MA, doctoral
• Nursing, doctoral

Master Plan & Enrollment Growth

(discussion summary notes)

• Continuing Growth – fortunate to be growing w/Boise; affordable tuition for Idaho, Washington, Oregon & California residents.
• New programs – graduate college listed proposed added programs, but expect more.
• Instructional Space –funded program for renewal (year-by-year), trying different formats to test what is most successful.
• Retention – rate has improved with the emphasis on student success, and this also boosts headcounts.
• Online vs In-person – 39% FTES online today, 23% graduate from fully online programs; expect growth beyond projections.
• Faculty-staff space – lack of gathering, collaborative space dedicated for faculty or staff (is a new space in progress?)
• Student space – SUB is the ‘living room’ of the campus, but heavy on meeting space and light on space w/student agency. Live-learn communities to include space for student study & projects; agency to ‘get messy’; indoor & outdoor space; more spaces supporting mental health (beyond recreation or health clinic).
• Student Housing – enrollment headcount growth by 3000 in 10 yrs? on-campus vs. private sector development? Growing need for housing for grad students, post-doc, new faculty.
• Engage Riverfront – working with City; new res hall adding momentum for more improvements, incl safe physical access.
• Sustainable – foster sustainable campus & thriving community (includes environment, economic and equity goals-principles).

Mural Exercises

• Goal Setting
• Visioning
• Strategic Plan – Master Plan Nexus

Mural

Online exercise – Executive Team added proposed goals by clicking on a sticky note and typing. Created goals for the master plan and planning process.

Goal Setting

Plan Goals:

• Revitalization of existing space & facilities (in addition to new facilities)
• Space that is flexible, adaptive, shared, cllaborative for work & instruction
• Inspiring campus immersed in nature, embracing the riverfront
• Centered on the student experience
• Improved transprtation optins for a multi-modal mindset
• Expands housing optins for undergrad/graduate students, post-docs, faculty, staff
• Integrated with the City & neighbrhoods with opprtunities for partnership
• Realistic & implementable, aligned with resuorces (revenues, funding sources)

Process Goals:

• Inclusive but focused
• Innovative engagement of student voice & imagination
• Engaged with greater community & region
• Structured with data-informed key decision points and mapped milestones
• Well documented process & website
• More digital

Today & Next Steps

• Campus Engagement Today, open house format
• Matrix of questions on student-centric space
• Matrix of questions on study and project space
• Sustainability priorities for master planning
• Campus Aerial Map: where are improvements needed and where are opportunities for the next 10 years?

In Progress and Next Steps

Workshop 1 – Kick-off, Goal Setting & Visioning

• Summit Panel ‘Growing City, Growing University, Feb 27, 2:30 – 3:30 pm
• Summit Expo, Feb 27, 3:30 -4:30 pm
• Master Plan Open House, Feb 28, 9:30 -11:30 am
• Student Engagement, SUB Atrium, Feb 28, 11:45 am – 1:00 pm
  In Progress + Next Steps

Schedule for Steering Committee meetings/calls

Engagement Mapping for Stakeholder meetings/calls

Initiate Listening sessions w/neighborhoods, city planning

Workshop 2 – Data & Analysis – to be scheduled in late March or early April

Workshop 3 – Specific Studies – to be scheduled in May