Clark Wardle

This award is to recognize the BOMA Idaho member company that has demonstrated exceptional service to the industry.

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Nominated by: The BOMA Idaho Board of Directors

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Clark Wardle LLP is a real estate development firm located in Boise that works with property owners, developers, lenders, and local governments to bring projects to life throughout the State of Idaho.

Clark Wardle specializes in all aspects of real estate — from acquisition to sale and all steps in between, including zoning approvals, restrictive covenants, and leasing. We also work with our clients to defend their property rights in court and before local governments.

Clark Wardle’s Values:

We are passionate about our area of emphasis–real estate development.

We foster relationships with peers in our industry–from brokers to engineers and consultants.

We are constantly learning to remain on the cutting edge of sophisticated development practice.

When you connect with one of us, you connect with all of us – a group of people with extensive training, focused on providing exceptional client service with an emphasis on value.

We propose strategies tailored to align with our clients’ business needs, risk tolerance and budget.

We devote our time to making our communities better through participation on non-profit boards and other charitable pursuits.

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Pictured left to right: Robert Simison (Mayor, Meridian ID), Geoffrey M. Wardle (Partner, Clark Wardle), Kelly Schnebly (Retail Broker, Colliers Idaho)

11th and Idaho Mixed-Use Office Building

This award is to recognize a project that increased a building’s sustainability, decreased energy use, increased tenant/occupant comfort and safety, and/or designed and constructed a new building with exemplary sustainability practices.

New construction or upgrade. The project must have been completed in 2021 or 2022.

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Building Owner: Rafanelli & Nahas

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Property Manager: Rafanelli & Nahas

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Project Team:

Architect: Perkins & Will

General Contractor: ESI

MEP Engineer: WSP

Structural Engineer: KPFF

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Nominated by: Joe Jackson, ESI

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Describe the scope of the project including purpose, project size, major work completed, etc:

The 11th and Idaho Building is a $30 million, 191,000-square-foot mixed-use building in downtown Boise. The ten-story building includes floor-to-ceiling windows, a roof-top deck with expansive views of the city, gathering spaces for tenant events and activities, and an inviting, spacious lobby.

Each floor of the building is approximately 20,000 feet and tenants can choose between open floorplans or private offices. The 10-foot windows that surround the office and tenant spaces above the first floor provide outstanding, 360-degree views of the Boise foothills and cityscape. The building’s shell is clad with highly durable Neolith stone panels, which adds to the modern, naturalistic design. The 5,000-square-foot lobby features 18 feet, floor-to-ceiling windows and wood grille paneling on the interior wall and ceiling.

In your opinion, what makes this project an example of excellence in this category?

Energy efficiency and sustainability are integral to the 11th and Idaho building’s design and construction. From energy-efficient windows to the dedicated outdoor air system (DOAS), the building is engineered to minimize its environmental impact while providing productive, smart-work spaces and accommodations to maximize tenants’ wellbeing.

The materials used in its construction were selected to both reflect 11th and Idaho’s natural surroundings and stand the test of time. The highly efficient floor-to-ceiling windows resist UV rays as well as summer heat and winter cold. They also allow the space to be flooded with natural light reducing the need for artificial light sources. The LED lighting installed throughout the building further reduces costs and energy use. The exterior neolith panels are made from 100% natural materials, are highly durable, and maintain their aesthetic appeal for decades without the need for paint or other chemical treatments. Similarly, Armstrong wood paneling in the interior is all-natural and designed for longevity.

Additional systems improve efficiency and well-being throughout the building’s ten floors. The DOAS filters and circulates outside air, which minimizes energy use vs. traditional HVAC systems and provides tenants with constantly flowing fresh air. When wildfire season hits, charcoal filters are installed to capture particulates and maintain indoor air quality standards. Electrical and water systems are also efficiently managed.

Each tenant space is outfitted with motion-controlled sensors for the overhead lighting and bathrooms use low-flow fixtures to conserve water without negatively affecting sanitation or comfort. From the inside out, 11th and Idaho was built to both reflect and preserve the environment in which it was built.

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Pictured left to Right: Robert Simison (Mayor, Meridian ID), Scott Schoenherr (Partner, Rafanelli & Nahas), Matt Kesler (Property Manager, Lincoln Property Company)

Ronald McDonald House Charities of Idaho, Inc.

This award is to recognize a building, building owner, or property manager for creatively advancing the community and/or industry.

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Building, Building Owner, Property Manager, or Property Management Firm Name: Ronald McDonald House Charities of Idaho, Inc.

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Building, Building Owner, or Property Manager, Property Management Firm Name: Mindy Plumlee

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Nominated by: Joe Jackson, ESI

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Describe how the building, building owner, or property manager creatively advanced the community and/or industry:

Ronald McDonald House Charities (RMHC) in Idaho provide a home away from home for hundreds of families with ill and injured children every year. The new 40,000-square-foot, 47-room facility in Boise, which is conveniently located adjacent to St. Luke’s hospital, is fully equipped to tend to their needs and keep families together during difficult times. In 2022 alone, the House hosted over 970 families, each of whom spent an average of 11 nights at the House.

The families staying at the House are provided round-the-clock services, support, and all the comforts of home. Beyond the living quarters, the building features gathering spaces, a conference room, kitchens, dining rooms, living rooms, laundry, play areas, administrative offices, and a spacious courtyard with a playground. There is even a secret room built into one of the common areas. The lucky kids who discover it are rewarded with something extra special. Families have room to rest, play, and just spend as much time together as possible.

In your opinion, what makes this project an example of excellence in its category?

The building and accommodations are certainly worthy of praise but it’s the people inside and the community outside that deserve special commendation. Executive Director Mindy Plumlee and her staff have successfully built a network of generous volunteers and charitable giving that maintains consistent operations at the House 365 days a year.

Because of their efforts, the community has stepped up to donate their time, money, food, and other resources through various programs and fundraising activities. Today, the kitchen’s pantries are stocked and the game room is filled with family-friendly fun.

Beyond charitable giving, nearly 2,000 volunteers provide a myriad of support services from cleaning and baking to childcare and event planning. RMHC calls them the “heart and soul” of the organization and they are a true reflection of our shared values as a community.

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Pictured left to right: Robert Simison (Mayor, Meridian ID), Marcene Taylor (RMHC Idaho Board of Directors and chair of the Construction Committee), Matt Kesler (Property Manager, Lincoln Property Company)

HC Company

This award is to recognize a building or company with the best in-house skill, trade, or professional development program that is dedicated to training and promoting its staff.

Nominated by: Kimberlee Sanborn, HC Company

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Describe the building or company's in-house skill, trade, or professional development program:

Over the past 21 years, HC Company has developed an in-depth and vast educational training program for our employees and trade partners. We saw the benefits of creating an infrastructure that supports the development of personal and professional skills as well as providing opportunities for team and community-based contributions:

• PM and PE Training that happen on a weekly(team) and monthly (special focus) -PE and PM Coordination meetings as well: contracts/team coordination

• Book Club -Leadership library available to all employees to further their interpersonal (soft) skills and emotional intelligence

• Leadership Boise Training: Participants who are accepted to the program on an annual basis attend monthly, day-long sessions about relevant and pressing topics that affect and impact living and working in Boise

• Construction Combine: The Combine is a collaborative effort between educational institutions, local construction contractors, and community members to develop a strong construction labor force for our high school students to explore A/E/C career opportunities after graduation. Structures built at the Combine are then donated to our local veterans.

• Advisory Committee -meets once a month to devise and implement Team Builds and Community Outreach, as well as company-sponsored events and training.

• Safety Meetings: Bi-annual Long Term Safety Goals, Year in Review/Milestones and Outlook, Monthly Team Re-fresh of focused topics.

• HC Onboarding Training/HC Training Video Series -HC Company assigns all new hires a Professional Point of Contact, which is a peer contact and mentor in their role for onboarding and beyond. We have a training video series that provides an overview of our 20+ year history & growth of HC Company including detailed expectations for all employees, role-specific responsibilities, and career progression paths available at HC.

• Trade Training -Ex: we hire a company to come on-site for fork-lift certification/harness demonstration

• SOP (Standard Operating Procedures): Review Company-Wide Safety Manual. Re-review for new employees.

• Team Builds -A monthly occurrence typically outside of the office to spend time together in a casual setting.

• Heart of HC -We created The Heart of HC to provide an opportunity for the team to get together once a month to make a lasting impact on our community through contributions, support, and volunteer resources (see pdf attached in the email).

• Culture/Team Builds: Ranging from axe throwing, bowling, racing cars, and tasting whiskey to Top Golf and holiday gatherings -we like to get together outside of work to build strong and long-lasting relationships with our management team and peers.

• Periodic Specialty Training: We are on the lookout for new approaches to construction and unique processes and applications. All employees, regardless of position, and trades are included in these unique learning opportunities. For example, the TIPPS system is something we utilized on a recent project and was new to many.

In your opinion, what makes this training program an example of excellence in this category?

HC Company knew the training and development of our employees would lead to increased productivity, decreased turnover rates, and a positive impact on morale. We want to raise the bar on retention, production, and overall employee satisfaction. The growth of our employees directly impacts the growth of our company as a whole.

Employees that are happy and valued won’t search elsewhere for progression if their development opportunities are being seen and increased.

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Pictured left to right: Robert Simison (Mayor, Meridian ID), Jeremy Barber (Vice President, HC Company), Ted Isbell (Architect, Vertex Companies)

University of Idaho ICCU Arena

This award is to recognize an innovative commercial project that exemplifies innovation and/or creative collaboration between ownership, architect, engineer, contractor, municipality, and/or regulatory agencies.

The project must have been completed in 2021 or 2022. New construction or retrofit projects are eligible.

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Building Owner: University of Idaho

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Building Manager: Guy Esser, University of Idaho

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Project Team:

Sports Architect: Hastings & Chivetta Architects

Architect: Opsis

General Contractor: Hoffman Construction

Structural Engineer: KPFF

MEP Engineer: MW Engineers

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Nominated by: Jordan Terry, KPFF

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Describe the scope of the project including purpose, project size, major work completed, etc:

The University of Idaho ICCU Arena is a landmark project for mass timber, stretching the shapes and spans that can be crafted out of wood. This new 62,000-sf, 4,200-seat arena is home to the Vandal men’s and women’s basketball teams, giving them a permanent home court for the first time in history. In addition to the main bowl, the arena provides a practice gym, locker rooms, and coaching offices, plus an Idaho Alumni Club upstairs. Designed to be a flexible, multi-use space, the arena can also be utilized as a venue for concerts, speakers, and academic events. It is a gateway to campus and to learning, designed as a living laboratory with a fully exposed roof structure and timber members that visitors can touch.

The arena is an economic generator for Idaho, crafted using local resources and supply chains. Wood was harvested from public and private lands across the state, then sent to Idaho mills and manufacturers to be transformed into the necessary mass timber pieces and panels. In total, the arena includes 49,866 cubic feet of wood products. Using wood as an alternative to steel or concrete is a sustainable choice as it keeps carbon dioxide out of the atmosphere while meeting requirements for fire and building safety.

Designing this special building was not without challenges. From a high water table threatening to damage the hardwood playing surface to the extremely precise beams that had to be manufactured and assembled to exact specifications, everything about the process was unique. Through collaboration between the design and construction consultants and partnership across the University of Idaho’s academic, athletic, and industry stakeholders, the team was able to deliver a one-of-a-kind arena in time for the opening of the 2021 Vandals basketball season.

In your opinion, what makes this project an example of excellence in this category?

This project is a true testament to the power of innovation and collaboration. The University of Idaho had a vision to use this project to showcase Idaho timber. Through partnership and funding from Idaho Central Credit Union, the College of Natural Resources, the USDA Forest Service, alumni groups, and the student body, the University was able to keep mass timber a focal point, despite the added challenges of long spans and unique connections.

Mass timber has gained attention in recent years for height, but the University of Idaho wanted to pursue a new kind of innovation with long-span mass timber. Making this vision come to life required innovative thinking and collaboration across the design and construction team. Initial design concepts prescribed an undulating roof line, echoing the geography of the Palouse region. To achieve the desired double curve and build it in wood, our team had to get creative with the gravity and lateral load paths. After a series of iterations of central support designs, StructureCraft developed the concept of a portal frame with king post trusses. KPFF collaborated with them to establish the design criteria and approach. In order to make it work, the team combined conventional seismic force resisting systems (brace frames and concrete shearwalls) with the portal frame.

The ICCU Arena was designed as a hybrid structure, categorized as Type II-A and Type IV-HT. While not covered in the International Building Code, the team leveraged performance-based fire modeling to split out the combustible and non-combustible elements, and take an alternative means and methods route to achieve code compliance. KPFF also utilized an alternate method of compliance for snow loads, implementing data collected by Dr. Sack of the University of Idaho Civil Engineering Department rather than the typical loads for Moscow. Working with the Idaho Division of Building Safety, the team had the University’s research validated and approved for use.

This project was born from collaboration between University departments as well as industry partners. In the same spirit, our design and construction teams embraced a collaborative spirit. This was especially crucial in the integration of structural and mechanical systems within the building. The mechanical ducts were integrated into the beams, creating an effective mechanical system without interrupting the look and feel of the exposed timber roof. In construction, the ducts were placed in the beams before assembly, so the final parts fit seamlessly together and were constructed very quickly.

This facility was a breakthrough innovation for the use of mass timber in long-span structures and it happened in a hotbed of learning at the University of Idaho. The project was designed as a living laboratory for both engineering and forestry students with an exposed structure and Idaho timber on display. Throughout design and construction, the team worked with the engineering and forestry departments to invite students to get a firsthand look at how their fields impact the real world and were applied in this project.

This project proves that timber buildings don’t have to be constrained to rectangles and typical shapes. Wood is a building material that can adapt to unique designs – there are still so many unexplored possibilities. Hopefully, the University of Idaho students and others who visit the campus will be inspired by this project to come up with the next big innovation in mass timber.

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Pictured left to right: Robert Simison (Mayor, Meridian ID), unknown, Jud Williams (KPFF), Matt Kesler (Property Manager, Lincoln Property Company)

Elaine Clegg

This award is to recognize a building, commercial property, parking operator, or individual that has made a significant improvement in mobility outside of surface parking, implemented an innovative strategy, and/or has implemented a bike or commute program.

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Via the Valley Regional Transit Website:

When did you start getting into transportation?

I’ve always been interested in transportation. My mother didn’t drive until she was in her 40s and growing up my sister and I used the bus, rode bikes, and walked. That was just how we got around. I learned early on about all the different transportation choices, and for me it was about freedom. When I was young, I looked for different ways to travel so I wasn’t dependent on my parents to take me places. When I was in college, I mostly rode my bike and the bus. When my husband and I bought a house, we chose one in a walkable and bikeable area, close to transit, so we didn’t only have to get in the car. I realized at a young age I wanted my kids to walk to school, so we organized a little walking group in the neighborhood, much like what you see in Walking School Buses. So I’ve always been interested in figuring out how to build options into the system in a better way, which led very naturally to public service.

When did public service begin for you?

It all started with my own neighborhood and community, and I saw a need and opportunity to serve in a larger way. I’ve done a lot of different things for the public good. I’ve been working in transportation, either as an advocate or a professional, for the last 25 years. I’ve been on the VRT Board and Executive Board, advisory committees and councils, and led a nonprofit, Idaho Smart Growth, to advocate and plan for better transportation systems. With Smart Growth, we did a variety of transportation projects including improving biking and walking, siting bus stops, routing, wayfinding systems, and public outreach. The more I got involved in transportation, the more convinced I became that we have a fragile transportation system and if we don’t fix it we’re doomed to repeat all the mistakes a lot of other regions have made. I love the Treasure Valley, and I don’t want to see that happen.

What excites you about stepping into this position?

All of it! This is a moment in time when this valley – this region – really has an opportunity to change how people move around and how we grow in the future. Our cities have been growing, which is a two-sided coin – if you build grow and build cities and services, you also want to be careful about how we spread out. Too much spread makes it difficult and expensive to provide public services – from transportation to utilities to parks to emergency services – and it’s critical that this region continues to preserve working lands and wildlands that are so important to who we are as a region. While our cities grow, it’s important that we build cities that people want to be in, cities that are thriving and vibrant and attractive, while preserving the areas that need to be preserved. Transit is a very important part of a well-functioning city. Transit creates connections between places people want to go and reduces congestion, emissions, and cost for everyone in the community. So, I’m excited about this moment when all those changes can occur and have a massive impact on what this region can become.

What opportunities do you see for transportation in the region?

I think the timing for transportation improvements is perfect. The region has grown so much, and due to that we’re starting to experience what it feels like to live in a big, congested city. We have an opportunity to show folks that the way to solve this isn’t to just build more, wider, faster roads, but to focus on what people need and offer more choices in how they move around. I think we have a great opportunity to build regional connections, hopefully on a rail corridor that connects cities in the valley to each other and connects our region to other regions – intercity and intracity. Robust bus, walking, biking, and rolling networks with good first/last mile connections can allow people to live and work in a community without having to drive if they don’t want to. At the same time, it can give you access to move around the valley and between cities. That’s a tremendous opportunity.

What we’ve been missing here is that public transit has been so poorly funded that we haven’t been able to make it an attractive, convenient choice. It’s like if a restaurant owner has a shop open a few hours a day, offers a small selection of dishes, and wonders why they can’t get any business. That’s where our funding levels have been. We have an opportunity to grow our funding so we can show the Treasure Valley what life can be like with a great public transit network. I want to be sure that we serve the people that currently ride very well and build a system with enough choices and opportunities to move around the way they want.

What challenges do you see ahead?

The VRT system has done well given the resources it works with. But we can’t keep up with growth because there’s not a structure to increase funding as the region grows. We know that the region needs about four times the amount of funding we have today to offer the service of peer cities and keep up with the demand we hear from the community. Regional transportation authorities are a “political subdivision” of the state government, and the they are the only ones that don’t have a dedicated funding source through state statute. That leaves us dependent on voluntary contributions from cities and counties in the valley to operate transportation, and the services in each city reflects those contributions. It’s a challenge for the cities too, because they have to consider other needs – police, fire, parks and many other services – when deciding what to prioritize. This model doesn’t work – it’s not sustainable. Other subdivisions have funding because it is necessary to sustain the work. We hope to find a way to apply that to public transit. So, I see two challenges: One, how we attract more funding, and two, how we attract people with our current service. We have to build a better transportation network so we can attract more funding and we need more funding to build a better transportation network. Can we turn that into a virtuous circle instead of a vicious cycle?

What can the region expect from you, and from VRT, in the coming weeks, months, and years?

Well, I’m impatient so you can expect me to try to move things along quickly. This can be hard to do in government, but I remain impatient for progress. I like to work with partners, and I’m working to build partnerships that will work with us to make this happen. I’m also driven by vision – I want to work with partners and communities to build a system we can agree on to make this a better place to live. And it’s not just about making VRT the king of the hill, but about making this valley a better place to live for everyone. If we have a better and more robust transit system, it will be one piece of that puzzle. We’ll be looking to the community to help us build the vision, and we at VRT will continue to improve everything we do – how we talk about services, ways people interact with services, the ways the service is organized, and more. When we are successful, it will be together, and all of these things will make this a more successful system that will improve the quality of life for everyone, whether you ride the bus or not.

How do you prefer to travel around the valley?

I just got an electric bike, and I love it. Whenever I get the chance to ride, I do! I love the range it gives me. I also love to walk, ride my regular bike, and ride the bus. I will ride the bus more now that I have a longer regular trip and there is a route that serves that trip. I also love to drive – I have a lovely little car that I like to take when I need it and it great on trips. What I don’t like about driving is having to do it all the time. It’s important that everyone has the choice to move around how they want. I like to have different choices so I can decide what the best option is for my trips, and not have that decided for me based on what options are currently available, whether that’s bike lanes, bus routes, or roads.

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Pictured left to right: Robert Simison (Mayor, Meridian ID), Elaine Clegg (CEO, Valley Regional Transit), Matt Kesler (Property Manager, Lincoln Property Company)

The Warehouse

This award is to recognize a project that redeveloped or rehabilitated a commercial property in a particularly excellent, creative, exceptional, and/or sustainable way.

The project must have been completed in 2021 or 2022. Not for new construction projects.

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Building Owner: Hendricks Commercial Properties

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Building Manager: Hendricks Commercial Properties

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Hendricks Commercial Properties Would Like to Thank:

Kevin Piskie (HCP)

Nicole DiAntonio (HCP)

Mike Braatz (HCP)

CSHQA

AXIOM

ESI and Trade partners

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Nominated by: Jim Marsh, CSHQA and Joe Jackson, ESI

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Describe the scope of the project including purpose, project size, major work completed, etc:

The Warehouse is an ambitious mixed-use project that transformed an existing structure from the outside in while preserving the historical character of a vibrant commercial district in downtown Boise, ID. Improvements were made to the building’s façade and shell, most of the core was demolished and rebuilt, and numerous improvements were made for over a dozen tenants along with the remodeling of an adjacent movie theater.

The building is now a bustling center for independently-owned retail businesses and restaurants.

Describe the scope of the project including purpose, project size, major work completed, etc:

The almost 30,000-SF Warehouse Food Hall in the BoDo District is an exciting new destination in Downtown Boise. The Warehouse features twelve eateries, two retail spaces and two bars, common and outdoor patio seating, and dditional amenities.

CSHQA provided architectural and civil, mechanical (HVAC and plumbing), and electrical engineering services for the remodel of this dynamic, one-of-a-kind space!

Preserving features of this building through selective demolition, particularly the façade, was key for maintaining the character of the area and seamlessly blending it in with the look and feel of the surrounding historical buildings. CSHQA helped the client realize their vision for a food hall—the first in Boise and only one of a small handful in the state—with a lively and welcoming interior and exterior space for visitors.

CSHQA’s work on the Warehouse Food Hall helped make this corner of Downtown Boise a destination, creating an interesting and inviting space with high walkability.

In your opinion, what makes this project an example of excellence in this category?

The Warehouse is the keystone of the BoDo district that has proved to be a culinary and libation destination for locals and visitors alike. The desire to preserve the building’s character went hand-and-hand with the need to completely overhaul its function and layout. Adding to the complexity, accommodations had to be made for existing tenants to minimize disruptions and move them into their new spaces.

Although challenging at times, the coordination and management process during construction proved successful and resulted in an on-time grand opening. Each of the 17 tenants, along with the various scopes of work, required separate city permits, inspections, and temporary certificates of occupancy prior to opening. ESI oversaw and managed this intricate administrative process from preconstruction to turnover saving owners and tenants a few headaches along the way.

Even the design elements within the restaurant and bar spaces are noteworthy in this category. ESI designed and constructed an oval rebar exterior for the Camp Cocktail Bar’s base. The project team also installed reclaimed wood for the floors and reclaimed corrugated tin paneling on the walls. A rail from a defunct railroad line serves as the bar at the Loading Dock. From a massive renovation to the finer design details, The Warehouse is a prime example of preservation, reuse, and revitalization.

In your opinion, what makes this project an example of excellence in this category?

This project is an excellent example of reuse because it successfully preserved much of the existing building but transformed it into the impressive and exciting space that it is today. The new food hall not only adds to the character of the surrounding buildings, but it also pays homage to the buildings once standing on the same site. Furthermore, the redevelopment of the site paid special attention to the pedestrian level and its interaction with the streetscape, offering opportunities for outdoor spaces and providing large openings to bring the outside in.

This project was the catalyst to the redevelopment of the existing city block, including the BoDo Cinema and Treefort Music Hall. The redevelopment of the downtown space has been instrumental in revitalizing the BoDo area, increasing foot traffic, and helping to create a vibrant city node.

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Pictured left to right: Robert Simison (Mayor, Meridian ID), Kevin Piskie (Architectural Development Manager, Hendricks Commercial Properties, LLC), Matt Kesler (Property Manager, Lincoln Property Company)

CCDC + The City of Boise

This award recognizes a local government, public agency, or regulatory agency that positively addressed a commercial real estate-related issue creating a positive outcome for the industry.

Action must have been taken in 2021 or 2022.

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Government, Public Agency, or Regulatory Agency Name: Capital City Development Corp. (CCDC) & City of Boise

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Developer: SMR Development, deChase Miksis, Edlen & Co

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Project Where the Advancement Was Realized: The Martha

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Project Team:

Architect: Pivot North

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Nominated by: John King, Pivot North

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Describe the positive regulatory advancement taken including its impact on the local commercial real estate community and community as a whole:

In partnership with CCDC (Boise’s urban renewal agency) and the City of Boise, the development and design team SMR Development, deChase Miksis, Edlen & Co, and Pivot North Architecture redeveloped a CCDC-owned property in the Westside Urban Renewal District to increase the diversity of housing choices in Boise. The Martha is a three-story multifamily building that introduces 48 units with a mix of studio, 1-bedroom, and 2-bedroom units ranging in size from approximately 450 – 900 square feet. The development’s average rents cannot exceed 100% AMI rents for eight years and 2 units are rented to households facing homelessness. Using the City of Boise’s adopted Housing Bonus Ordnance, 8 units are affordable 100% of the AMI for the next 30 years.

Additionally, the project utilizes Boise City’s Green Building Certification and pursues LEED Gold Certification.

This project is a great representation of CCDCs and the Boise City Councils' effort to build more housing with deed-restricted rents in order to better meet the variety of housing needs the community faces. The project’s usage of the Housing Bonus Ordinance impacts local commercial real estate and the community by incentivizing developers with density flexibility, additional building height, parking reduction, and a streamlined review process in exchange for affordable, income-restricted units, helping Boise combat its affordable housing crisis.

In your opinion, what makes this action an example of excellence in this category?

The Martha represents an example of excellence in regulatory advancement due to its success as Boise’s first completed project that uses the Housing Bonus Ordinance. This project successfully utilizes an underdeveloped property in Boise's west downtown neighborhood to help the City tackle our community's urgent need for affordable housing. Combining additional private parcels with the CCDC property allowed the development team to maximize the density and contribute more units to the neighborhood. The design and development team worked closely with the community, taking into consideration feedback on building height and massing, to transition from the adjacent single-family homes. A large mural by a local artist highlights the building entry and reflects the vibrant and creative nature of the neighborhood.

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Pictured left to right: Robert Simison (Mayor, Meridian ID), Alexandra Monjar (Project Manager, CCDC), Matt Kesler (Property Manager, Lincoln Property Company)

Idaho Department of Fish and Game Headquarters

This award recognizes a building owner, property owner, or property management company for a landscape project that has increased sustainability, water savings, biodiversity, and/or access to nature.

Projects can be new or retrofitted. It must have been completed in 2021 or 2022.

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Building Owner: Idaho Department of Fish and Game

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Property Manager: Hilarie Engle, Executive Director, Idaho Fish and Wildlife Foundation

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Project Team:

Architect: Glancey Rockwell & Associates

Landscape Architect: The Land Group

General Contractor: CSDI

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Nominated by: Ryan McColly, Glancey Rockwell & Associates

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Describe the scope of the project including purpose, project size, major work completed, etc:

The Idaho Department of Fish and Game Headquarters is a new three story, 72,000 SF facility on a 9.7-acre site that was completed in February 2022. The headquarters replaced the previous building on the project site which had been there since 1964 and had reached the end of its functional life. The building’s purpose is to bring the headquarters staff together under one building for the first time in more than 20 years, which allows for increased agency efficiency to support wildlife in Idaho and improve customer services to the public. The intent behind the project’s landscape design is to sustainably integrate the building and project site with the surrounding context while preserving mature trees and as much existing landscape as possible to reinforce the natural park-like setting on site. The project’s goal was also to enhance the landscape with consideration towards future growth and reduced maintenance, decrease water use and the heat island effect, use efficient strategies for storm water management and implement specific features to protect and support urban wildlife. The project site and building orientation opens the public area to promote visibility and access to MK Nature Center while preserving mature, heritage trees along Walnut Street, creating a sustainable building that respects the surrounding environment and integrates with the character of the neighborhood.

The project reduced the environmental impact and building footprint by limiting the construction to 5.1 out of 9.7 acres. The project integrated numerous sustainable site and landscaping strategies including a dry streambed with native landscaping, wildlife friendly plants to encourage pollination and habitat and increase biodiversity, stormwater management using pervious pavers, new parking improved with landscape islands to reduce heat island effect, and the project limited disruption to MK Nature Center operations during construction. The project also Integrated additional landscaping features to provide a visual buffer and reduce noise on site from Walnut Street traffic, enhances and provides direct connection from the building’s classrooms and public meeting spaces to the MK Nature Center plaza, improves bike and pedestrian connection and access to the adjacent Kristin Armstrong Municipal Park, Greenbelt and MK Nature Center. Additional sustainable features unique to this project are the incorporation of wildlife friendly building materials. This includes durable woodpecker resistant EIFS (exterior insulation and finish system), innovative bird friendly glazing that uses a UV pattern tint and an updated generator to protect fish. The project also salvged the felled trees during construction to reuse as interior finishes. The project also constructed an improved public transit stop and enhanced MK nature Center and adjacent park connection for visitors and school groups providing easier access to nature and wildlife educational programs.

In your opinion, what makes this project an example of excellence in this category?

This project is an example of excellence in sustainable landscaping because of the numerous efficient water reducing design strategies, and innovative materials and systems that were integrated with the occupants, building owner, maintenance operations, surrounding community and wildlife in mind. These include sustainable site and landscape features that reduce water use, maintenance and the heat island effect, and enhanced the surrounding context while preserving mature trees and existing landscape. Other features like native landscaping and wildlife friendly plants, give specific consideration to urban wildlife and increasing biodiversity.

This project showcases how to sustainably integrate the landscape, building and surrounding environment and promote direct access to nature and wildlife programs. This project is also a great example of how the landscape and building design team worked towards a creative sustainable solution by salvaging felled trees on site during construction to reuse in ways that enhance the building.

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Pictured left to right: Robert Simison (Mayor, Meridian ID), Hilarie M. Engle (Executive Director, Idaho Fish and Wildlife Foundation), Matt Kesler (Property Manager, Lincoln Property Company)

Cody Mullins (Facilities Manager) and Bryan Taylor (Lead Building Engineer) at Ball Ventures Ahlquist

This award is to recognize a building owner, building manager, or building management company with exemplary tenant service and/or tenant outreach programs.

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Nominated by: Matt Kesler, Lincoln Property Company

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Facilities and Building Engineering personnel are the backbone of each property, ensuring all aspects of the property look and run smoothly on a daily basis. Not only that, many times these individuals interact with tenants more frequently than anyone else, and therefore act as the primary representatives for their company. Due to this, it is paramount for these roles to be occupied by individuals that embody an attitude of excellence and service each day.

Cody Mullins, Facilities Manager for BVA, and Bryan Taylor, Lead Building Engineer for BVA, work tirelessly to provide their tenants with a world-class office space that is functional, safe, and conducive to the success of each tenant’s business. They proactively coordinate all preventive maintenance and repairs to cause as little tenant disturbance as possible, even if it means they must complete it outside of normal business hours. During emergency repairs and elongated repair processes, they are diligent about communicating pertinent information to the affected tenants, so that each tenant knows and understands what is going on throughout the entire process. They prioritize the well-being of and relationship with each tenant, which means at times they complete services for tenants for free instead of billing the tenant for their time. They are cost-conscious and analyze all situations to find the best solution that resolves the issue permanently while managing costs well in order to limit the financial burden on tenants and owners. If an issue is not fixed the first time, they do not quit or put the problem on the back burner. Instead, they keep it top of mind and continue to collaborate as a team and with vendors until the problem is resolved.

Cody’s and Bryan’s efforts are consistently noticed and appreciated by all of their tenants, and it is this type of service that will keep all of their buildings occupied for years to come.

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Pictured left to right: Robert Simison (Mayor, Meridian ID), Bryan Taylor (Lead Building Engineer, BVA), Cody Mullins (Facilities Manager, BVA), Matt Kesler (Property Manager, Lincoln Property Company)

295 Townsquare Building

This award is to recognize a project that exemplified revitalization and appropriate use of land and/or buildings in established suburbs or inner-city areas.

The project must have been completed in 2021 or 2022.

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Building Owner: Mirazim Shakoori

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Nominated by: Brock Cherry, City of Mountain Home

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Describe the scope of the project including purpose, project size, major work completed, etc:

In 2012, the Mountain Home Urban Renewal Agency (MHURA) bought the Kings Building for around $700,000. The building was originally Tindall's Furniture and was constructed in 1962. It measures 24,468 square feet, including a full basement, and is situated on 0.482 acres of land in the downtown area of Mountain Home.

MHURA renovated the building and leased it to Beall's Department Store until February 2020, where the building remained vacant afterward. On February 26th, 2021, MHURA requested proposals to redevelop the building. MHURA received multiple proposals.

However, it ultimately selected the proposal from Elmore Development LLC and its partner Mountain Home Adult Training Academy.

Elmore Development LLC and the Mountain Home Adult Training Acadmey's proposal for what we know today as the 295 Townsquare Building includes classroom space for Mountain Home's first trades school, which provides for apprenticeship programs for carpenters, construction laborers, electricians, HVAC, ironworkers, millwrights, pipefitters, plumbers and welders. In addition, the building provides commercial pad sites to help promote commerce and community activity downtown.

The 295 Townsquare Building received its certificate of occupancy in May 2023. Approximately two million dollars had been invested in the building's renovation and modernization.

In your opinion, what makes this project an example of excellence in this category?

The 295 Townsquare Building is an example of a successful partnership between the public and private sectors, resulting in significant benefits for the community. The project has revitalized a historical and cherished building, offering a mix of retail, office, and educational spaces that will help stimulate downtown Mountain Home.

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Pictured left to right: Robert Simison (Mayor, Meridian ID), Mirazim Shakoori (Building Investor & Project Leader), Shawn Shakoori (Construction Manager), Dave Winder (Commercial Brokerage, Cushman & Wakefield)

The Warehouse

This award is to recognize a mature mixed-use project that has successfully blended multiple uses into one cohesive space while responding specifically to its local context by understanding its surrounding environment, stimulating the economy, and enriching the community.

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Building Owner: Hendricks Commercial Properties

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Property Manager: Hendricks Commercial Properties

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Nominated by: Joe Jackson, ESI

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Describe the scope of the project:

The Warehouse is an ambitious mixed-use project that transformed an existing structure from the outside in while preserving the historical character of a vibrant commercial district in downtown Boise, ID. Improvements were made to the building’s façade and shell, most of the core was demolished and rebuilt, and numerous improvements were made for over a dozen tenants along with the remodeling of an adjacent movie theater.

The building is now a bustling center for independently owned retail and restaurants.

In your opinion, what makes this project an example of excellence in this category?

The Warehouse is the keystone of the BoDo district that has proven to be a culinary and libation destination for locals and visitors alike. The desire to preserve the building’s character went hand-and-hand with the need to completely overhaul its function and layout.

Seventeen tenants, most of whom are local and independent operators, and an adjacent movie theater have breathed new life into the commercial and entertainment district. Offering a unique variety of cuisines and styles, customers can have a unique experience with each visit. From reclaimed wood floors to local artists’ work on the walls, The Warehouse’s overall rustic design and common areas reflect the community’s values and shared history.

The Warehouse is also a budding entertainment venue with the opening of BoDo Cinema and a partnership with Treefort Music Hall. The result will be the first-ever BoDo Block Party in June promises to be a family-friendly bash filled with live music, games, quality food, and beverages. Not even one year into its operation, The Warehouse is proving to be a vibrant hub of culinary innovation and artistic expression that has already endeared itself to the community.

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Pictured left to right: Robert Simison (Mayor, Meridian ID), Kevin Piskie (Architectural Development Manager, Hendricks Commercial Properties, LLC), Dave Winder (Commercial Brokerage, Cushman & Wakefield)

11th & Idaho Mixed-Use Office Building

This award recognizes an Idaho building that outperforms the competition across all areas of operations and management.

The BOMA Idaho Building Excellence Award introduces our local members to the BOMA International BOMA 360 Performance Program.

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Eligibility:

Only occupied commercial office buildings/facilities are eligible for the BOMA 360 Performance Program designation for office buildings. Commercial office buildings include: multi-tenant office buildings; single-tenant office buildings; corporate facilities; government buildings; medical office buildings; suburban office buildings; and multi-use/mixed-use buildings. Office complexes containing multiple buildings or properties with separate Energy Star scores will need to create separate applications for each respective building – variance in ES scores alters eligibility for certain points within the BOMA 360 application.

The building must be occupied for at least one full year from the date of occupancy of the first tenant, with a minimum of 12 months of building operations.

For multi-use buildings (i.e. office/retail, office/residential, mixed-use, etc.), information should be reported only on the office portion of the building. If the building contains no occupied commercial office space as described above or is a hotel, apartment/multi-family, or retail/shopping center, it is not eligible for participation.

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Building Owner: Rafanelli & Nahas

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Property Manager: Rafanelli & Nahas

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Nominated by: Joe Jackson, ESI

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About the BOMA 360 Performance Program and The Outstanding Building of the Year (TOBY®) awards program:

What is the BOMA 360 Performance Program® ?

The BOMA 360 Performance Program, sponsored by BOMA International, evaluates buildings against industry best practices in 6 major areas: building operations and management; life safety, security and risk management; training and education; energy; environmental, sustainability and wellness; and tenant/occupant relations and community involvement. Individual buildings that satisfy the requirements in all 6 areas are awarded the BOMA 360 designation.

How does the BOMA 360 program differ from other building recognition programs in the industry?

Other industry recognition programs focus on only certain areas of operation, such as energy or sustainable operations. The BOMA 360 program takes a holistic approach by evaluating all major areas of operations and management that are critical to running a building under industry best-practices.

How does the BOMA 360 program differ from The Outstanding Building of the Year (TOBY®) awards program?

The BOMA 360 Performance Program is not an awards program. Every applicant is eligible for recognition as a BOMA 360 Performance Building if it meets the requirements of the program. Buildings that receive the BOMA 360 designation are eligible to then proceed to compete in the TOBY awards program, so long as they meet the entry requirements for participation (i.e., they are a BOMA member building, complete the supplemental TOBY entry details, etc.).

What benefits will my building receive by participating in the BOMA 360 program?

BOMA 360 recipients report that the designation has been a key factor in attracting and competing for tenants; in achieving operational savings and efficiencies; in establishing new operation or management policies or procedures; and in gaining recognition from owners, tenants and the community. Independent studies conducted by Kingsley Associates reports that BOMA 360 buildings earn higher scores in nearly all tenant satisfaction categories. Furthermore, a study conducted by CoStar reports that BOMA 360 buildings have higher tenant retention rates and command higher rental rates than buildings without the designation.

How will my building be recognized as a BOMA 360 Performance Building?

Buildings that achieve the BOMA 360 designation may: purchase plaques to display in the building; purchase customized signs and banners. Additionally, designees will be added to the designee listing on BOMA’s web site; be recognized at the BOMA annual conference, Winter Business Meeting and other events; and have the opportunity to provide case studies for inclusion in BOMA publications and in social media features. You may use the BOMA 360 logo on your company’s or building’s web site and on letterhead, business cards, and marketing and collateral materials. You will also receive a marketing toolkit with ideas and templates for announcing your building’s achievement to owners, tenants, and brokers, and for advertising your achievement in the industry and the community.

How is the BOMA 360 program administered to ensure third-party verification?

An independent council appointed by the BOMA International Chair provides oversight for the program. Membership on the council includes at least 2 representatives from BOMA 360 buildings and 2 “public” members outside of BOMA. The council develops and updates program criteria, ensuring consistency with current industry best practices, and confers the designation. BOMA International staff review applications, and the BOMA 360 Council approves and audits buildings in accordance with their oversight authority.

What types of buildings are eligible to participate in the program?

All occupied commercial & industrial buildings, including owner-occupied buildings, are eligible to participate, as long as they meet the prerequisites. The program is open to both members and non-members of BOMA; however, application fees for non-members are higher.

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Pictured left to Right: Robert Simison (Mayor, Meridian ID), Scott Schoenherr (Partner, Rafanelli & Nahas), Dave Winder (Commercial Brokerage, Cushman & Wakefield)