HomeMy WebLinkAbout073-26 RESOLUTIONPage 1
113 West Mountain Street
Fayetteville, AR 72701
(479) 575-8323
Resolution: 73-26
File Number: 2026-474
A RESOLUTION TO APPROVE A CONTRACT WITH MOORE IACOFANO GOLTSMAN, INC.,
PURSUANT TO RFP 25-27, IN AN AMOUNT NOT TO EXCEED $359,564.00 FOR SERVICES
ASSOCIATED WITH THE PLANNING AND DEVELOPMENT OF THE DOWNTOWN PLAN, AND TO
APPROVE A BUDGET AMENDMENT IN THE AMOUNT OF $23,238.00
BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF FAYETTEVILLE, ARKANSAS:
Section 1: That the City Council of the City of Fayetteville, Arkansas hereby authorizes Mayor Rawn to sign a contract
with Moore lacofano Goltsman, Inc., pursuant to RFP 25-27, in an amount not to exceed $359,564.00 for services
associated with the planning and development of the Downtown Plan.
Section 2: That the City Council of the City of Fayetteville, Arkansas hereby approves a budget amendment, a copy of
which is attached to this Resolution.
PASSED and APPROVED on March 17, 2026
Approved:
_______________________________
Molly Rawn, Mayor
Attest:
_______________________________
Kara Paxton, City Clerk Treasurer
Mailing address:
113 W. Mountain Street
Fayetteville, AR 72701
www.fayetteville-ar.gov
CITY COUNCIL MEMO
2026-474
MEETING OF MARCH 17, 2026
TO: Mayor Rawn and City Council
THROUGH: Keith Macedo, Chief of Staff
Jonathan Curth, Development Services Director
FROM: Britin Bostick, Long Range Planning/Special Projects Manager
SUBJECT: Approval of a contract in the amount of $359,564.00 for consultant services for the
Downtown Plan, and approval of a budget amendment.
RECOMMENDATION:
Staff recommends approval of a contract in the amount of $359,564.00 with Moore Iacofano Goltsman, Inc. for
services described in RFP 25-27 to support the planning and development of the Downtown Plan and approval
of a budget amendment in the amount of $23,238 to move funds in to a renamed City Plan 2050 CIP project.
BACKGROUND:
Fayetteville’s current Downtown Plan was adopted in 2004, and many things have changed since. The city’s
population has grown by more than 40,000 people, the University of Arkansas enrollment has reached more
than double the number of students, and housing costs relative to incomes have soared. Many of the public
investments and implementation projects listed in the plan have been accomplished or are underway, and a
new vision and investment plan for the Downtown are needed. To that end, a CIP budget was adopted in 2024
and 2025 that provided funds for a new Downtown Plan.
DISCUSSION:
Public engagement often begins several months into a planning project, well after a consulting team has been
hired and once document drafts are in progress. This can create a perception that public input is not heard or
incorporated, and that decisions are made by a team comprised primarily of people who are not part of the
community. To address this concern and build a new model for community engagement in Fayetteville, the
Long Range Planning team proposed to begin the project with an initial phase of engagement to seek input
from the community on the aspects and needs they identify for the Downtown so that the consultant scope of
work could include not only City staff-identified project needs, but also the needs identified by residents and
business owners. From September 14, 2025, to February 13, 2026, staff hosted or attended 47 events and
presentations, received over 1,100 comments online and in person, and shared 22 social media posts across
the City’s platforms.
The comments and discussion points have filtered into approximately ten categories for plan components, and
comments were provided to the Request for Proposals (RFP 25-27) issued in December 2025 so that the City
could bring a professional planning consultant onboard to support the planning work. The competitive selection
process produced a contract with Moore Iacofano Goltsman, Inc. (MIG) for the Council’s approval. Long Range
Planning staff have already begun working to schedule the next phase of community engagement and input
events for the plan document, with a goal to have a plan draft published for public review in September and the
final plan presented to the Council for adoption by the end of the year.
Mailing address:
113 W. Mountain Street
Fayetteville, AR 72701
www.fayetteville-ar.gov
As staff brings forward this contract for approval, we are additionally requesting approval of some budget
updates. The first is an update to the CIP budget terms for Long Range Planning projects to change the
Downtown Master Plan project category to a City Plan 2050 project category, under which the Downtown Plan
and upcoming City Plan 2050 and rewrite of the Unified Development Code (UDC) will be subprojects. The
fund category began in the CIP Plan in 2024 as the Downtown Plan and the 2026-2030 CIP Plan now includes
this more extensive set of Long Range projects and needs to be renamed accordingly. The second is a budget
amendment to move remaining funds from the City Plan 2040 project, totaling $23,238, to the City Plan 2050
budget.
BUDGET/STAFF IMPACT:
There are three changes with budget impact captured in this item:
• A contract for $359,564.00 in CIP funds budgeted for the Downtown Plan to hire a consultant to support
the planning work and development of the plan document.
• A CIP project name change. Project number 24003 in the CIP was originally titled "Downtown Master
Plan". Staff request changing the name of this project to “City Plan 2050” to encompass the Downtown
Master Plan, as well as the new Unified Development Code. With that change the Long Range CIP
project structure would look like:
o 24003 - City Plan 2050
▪ 1 - Downtown Master Plan
▪ 2601 - Development Code
▪ 2602 - Comprehensive Plan
• Staff requests approval of a budget amendment to transfer $23,238 from the Comprehensive Land Use
Plan CIP project to the City Plan 2050 project.
ATTACHMENTS: 3. Staff Review Form, 4. Budget Amendment, 5. Downtown Plan Support Contract Final
2.26.26 Signed DSI
Page 1
City of Fayetteville, Arkansas
Legislation Text
113 West Mountain Street
Fayetteville, AR 72701
(479) 575-8323
File #: 2026-474
A RESOLUTION TO APPROVE A CONTRACT WITH MOORE IACOFANO GOLTSMAN,
INC., PURSUANT TO RFP 25-27, IN AN AMOUNT NOT TO EXCEED $359,564.00 FOR
SERVICES ASSOCIATED WITH THE PLANNING AND DEVELOPMENT OF THE
DOWNTOWN PLAN, AND TO APPROVE A BUDGET AMENDMENT IN THE AMOUNT OF
$23,238.00
BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF FAYETTEVILLE,
ARKANSAS:
Section 1: That the City Council of the City of Fayetteville, Arkansas hereby authorizes Mayor Rawn to
sign a contract with Moore lacofano Goltsman, Inc., pursuant to RFP 25-27, in an amount not to exceed
$359,564.00 for services associated with the planning and development of the Downtown Plan.
Section 2: That the City Council of the City of Fayetteville, Arkansas hereby approves a budget
amendment, a copy of which is attached to this Resolution.
City of Fayetteville Staff Review Form
2026-474
Item ID
3/17/2026
City Council Meeting Date - Agenda Item Only
N/A for Non-Agenda Item
Britin Bostick 2/27/2026 LONG RANGE PLANNING (634)
Submitted By Submitted Date Division / Department
Action Recommendation:
Staff recommends approval of a contract in the amount of $330,000.00 for consultant services for the Downtown
Plan and approval of a budget amendment.
Budget Impact:
4470.090.8900-5314.00 Sales Tax Capital Improvements
Account Number Fund
24003.1 City Plan 2050 - Downtown Master Plan
Project Number Project Title
Budgeted Item?Yes Total Amended Budget $893,655.00
Expenses (Actual+Encum)$60,353.27
Available Budget $833,301.73
Does item have a direct cost?Yes Item Cost $330,000.00
Is a Budget Adjustment attached?Yes Budget Adjustment $23,238.00
$134.00 Remaining Budget $526,539.73
V20221130
Purchase Order Number:Previous Ordinance or Resolution #
Change Order Number:Approval Date:
Original Contract Number:
Comments:
City of Fayetteville, Arkansas - Budget Adjustment (Agenda)
Budget Year Division
/Org2 LONG RANGE PLANNING (634)
Adjustment Number
2026 Requestor:Britin Bostick
BUDGET ADJUSTMENT DESCRIPTION / JUSTIFICATION:
Approval of a contract in the amount of $330,000.00 for consultant services for the Downtown Plan. This BA moves funding
from the completed Comprehensive Land Use Plan Update project.
COUNCIL DATE:3/17/2026
ITEM ID#:2026-474
Holly Black
2/24/2026 8:10 AM
Budget Division Date
TYPE:D - (City Council)
JOURNAL #:
GLDATE:
RESOLUTION/ORDINANCE CHKD/POSTED:/
v.202625TOTAL--
Increase / (Decrease)Project.Sub#
Account Number Expense Revenue Project Sub.Detl AT Account NameGLACCOUNTEXPENSEREVENUEPROJECTSUBATDESCRIPTION X
4470.090.8900-5314.00 23,238 -24003 1 EX Professional Services
4470.620.8900-5314.00 (22,084)-16001 1 EX Professional Services
4470.620.8900-5306.00 (1,154)-16001 1 EX Business - Meals
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City of Fayetteville, AR
Contract: Moore Iacofaco Goltsman, Inc.
Page 1 of 6
City of Fayetteville Downtown Plan Design
Contract – Between City of Fayetteville, AR
and Moore Iacofano Goltsman, Inc.
This contract executed this _______ day of _________________, 2026, between the City of Fayetteville, Arkansas
(CITY), of 113 W. Mountain St., Fayetteville, AR 72701 and Moore Iacofano Goltsman, Inc. (MIG) of 800 Hearst
Avenue, Berkeley, California 94710 (the “Parties”), in consideration of the mutual covenants contained herein,
the Parties agree as follows:
1.Purpose: The purpose of this Contract is to establish the terms under which MIG will provide planning, design,
community engagement, analysis, recommendations, and related consultative services for the Fayetteville
Long Range Planning Division (the “Project”), as further defined by Appendix A, Contract Proposal.
2.Contract Documents: The Contract documents which comprise the contract between the City and MIG consist
of this Contract and the following documents attached hereto, and made a part hereof:
a.Appendix A: MIG’s proposal
3.City’s Responsibilities:
a.The City shall make available to MIG, all relevant information or data it has pertinent to the Project
which is required by MIG to perform the Services. MIG shall be entitled to rely upon the accuracy
and completeness of all information and data furnished by the City, including information and data
originating with other consultants employed by the City whether such consultants are engaged at
the request of MIG or otherwise.
b.When requested by MIG, the City may engage specialist consultants directly to perform items of
work necessary to enable MIG to carry out the Services. Whether arranged by the City or MIG,
these services shall be deemed to be provided under direct contracts to the City unless expressly
provided otherwise. If the City chooses not to engage specialist consultants, then the Parties will
work cooperatively to modify the scope of services to reflect any reductions or additions to the
services to be provided by MIG.
c.The City shall give prompt consideration to all documentation related to the Project prepared by MIG
and whenever prompt action is necessary shall inform MIG of City's decisions in such reasonable time
so as not to delay the schedule for providing the Services.
d.The City’s Long Range Planning/Special Projects Manager is the project representative with respect to
the services to be performed under this Agreement. The Long Range Planning/Special Projects
Manager shall have complete authority to transmit instructions, receive information, interpret and
define policies and decisions with respect to materials, equipment, elements and systems to be used,
under this Agreement.
17 March
City of Fayetteville, AR
Contract: Moore Iacofaco Goltsman, Inc.
Page 2 of 6
4.MIG Responsibilities:
a.MIG shall furnish the necessary qualified personnel to provide the Services. MIG represents that it
has access to the experience and capability necessary to and agrees to perform the Services with the
reasonable skill and diligence required by customarily accepted professional practices and
procedures normally provided in the performance of the Services at the time when and the location
in which the Services were performed. This undertaking does not imply or guarantee a perfect Project
and in the event of failure or partial failure of the product or the Services, MIG will be liable only for
its failure to exercise diligence, reasonable care, and professional skill. This standard of care is the
sole and exclusive standard of care that will be applied to measure MIG's performance.
b.MIG agrees to bind every Subcontractor and Subconsultant to the Contract Documents as they apply
to the Subcontractor's or Subconsultant’s applicable portion of the scope of work.
c.MIG agrees that it shall provide the following deliverables as further defined in Appendix A:
i.Downtown Plan Document Development
•Provide clear physical and policy direction for accommodating growth in housing
and employment;
•Reinforce Downtown as a walkable, inclusive, and culturally rich place;
•Support reinvestment while retaining existing residents, businesses, and cultural
assets; and
•Offer practical guidance that can be implemented through City policies,
partnerships, and capital investments.
•Provide high‑level, transparent analysis grounded in City‑provided data;
•Develop scenario‑based exploration of growth choices and tradeoffs;
•Facilitate collaborative, in‑person visioning focused on physical form and the
public realm; and
•Draft a clear, well‑illustrated plan document that integrates land use, urban
design, mobility, housing, cultural spaces, and third places into a cohesive and
actionable Downtown vision.
ii.Plan Coordination
•Project Kickoff, technical coordination, and site visit meetings
•Synthesis of City-led engagement and existing conditions analysis
•Vision, framework, and adoption coordination meetings
•Biweekly project meetings
•Meeting documents and progress reports
•Community engagement support and facilitation
City of Fayetteville, AR
Contract: Moore Iacofaco Goltsman, Inc.
Page 3 of 6
5.Non-Assignment: MIG shall not assign its duties under the terms of this agreement without prior written
consent of the City.
6.Indemnification and Hold Harmless:
a.MIG agrees to hold the City harmless, indemnify, and defend the City against any and all claims for
property damage, personal injury or death, arising from MIG’s performance under this contract. This
clause shall not, in any form or manner, be construed to waive that tort immunity set forth under
Arkansas Law.
b.As the City’s sole and exclusive remedy under this contract any claim, demand or suit shall be directed
and/or asserted only against MIG and not against any of MIG’s employees, officers or directors.
Neither the City nor MIG shall be liable to the other or shall make any claim for any incidental, indirect
or consequential damages arising out of or connected to this contract or the performance of the
services on this project. This mutual waiver includes, but is not limited to, damages related to loss of
use, loss of profits, loss of income, unrealized energy savings, diminution of property value or loss of
reimbursement or credits from governmental or other agencies.
7.Insurance:
a.MIG shall furnish a certificate of insurance addressed to the City within ten (10) calendar days after
contract finalization, presenting insurance which shall be maintained throughout the term of the
Contract. If applicable, MIG shall require any subcontractor to provide insurance. In the event any
employee engaged in work on the project under this contract is not protected under Worker’s
Compensation insurance, MIG shall provide and shall cause each subcontractor to provide adequate
employer’s liability insurance for the protection of such of their employees are not otherwise
protected. Worker’s Compensation coverage shall be applicable with state law.
i.MIG shall carry the following coverages, at minimum:
1.Worker’s Compensation Insurance – Statutory Amount
2.Automotive Insurance covering all vehicles and trailers, if applicable
3.Professional Liability - $1,000,000 each occurrence, $3,000,000 aggregate
ii.Certificates of Insurance shall list the City as an additional insured. Listing the CITY as a
Certificate Holder only is NOT an acceptable substitute. Certificates of Insurance must
include the endorsement(s) showing the City listed as an additional insured.
8.Price: MIG shall perform the services included in this proposal for a maximum not to exceed amount of
$359,564.00. Additional services requested that fall outside the scope of this project shall be provided on a
time-and-materials basis, subject to pre-approval, and shall require a formal contract amendment.
9.Payments:
a.Payments shall be made after approval and acceptance of each itemized invoice, which shall not be
unreasonably withheld.
City of Fayetteville, AR
Contract: Moore Iacofaco Goltsman, Inc.
Page 4 of 6
b.Unless disputed by the City, payments shall be made 30 calendar days after acceptance of invoice.
Electronic funds transfer is preferred.
10.Terms: This contract shall be effective on March 17, 2026, conditioned on its approval by the Fayetteville City
Council, and shall continue through March 17, 2027. The contract may be amended only with prior approval
from the Fayetteville City Council.
11.Ownership of Documents:
a.All documents provided by the City are and remain the property of the City. MIG may retain copies of
documents.
b.Final deliverables shall become the property of the City of Fayetteville. MIG shall waive any right of
ownership of such materials, although the City grants a perpetual license to MIG for the use of those
materials.
c.MIG shall retain its rights in its standard document details, specifications, databases, computer
software, and other proprietary property. Rights to intellectual property developed, utilized, or
modified in the performance of the Services shall remain the property of MIG.
12.Independent Contractor: MIG is an independent contractor of the City and shall maintain complete
responsibility for applicable state or federal law on necessary licensures, professional liability coverage,
unemployment insurance, withholding taxes, social security, or other industrial, labor or discrimination law
for its employees. MIG is responsible for its agents, sub-consultants, methods, and operations.
13.Notices: Any notice required to be given under this Agreement to either party to the other shall be sufficient
if addressed and mailed, certified mail, postage paid, delivery, e-mail or fax (receipt confirmed), or overnight
courier.
14.Freedom of Information Act: City of Fayetteville contracts and documents prepared while performing city
contractual work are subject to the Arkansas Freedom of Information Act. If a Freedom of Information Act
request is presented to the City, the contractor will do everything possible to provide the documents in a
prompt and timely manner as prescribed in the Arkansas Freedom of Information Act (A.C.A. 25 -19-101, et
seq). Only legally authorized photo coping costs pursuant to the FOIA may be assessed for this compliance.
15.Termination: This Contract may be terminated by the City or MIG for any reason with thirty (30) days written
notice. If either party breaches this agreement, the non-defaulting party may terminate this Agreement after
giving seven (7) days’ notice to remedy the breach. On termination of this agreement, the City shall p ay MIG
for the services performed through the date of termination within thirty (30) days of acceptance of final
invoice.
City of Fayetteville, AR
Contract: Moore Iacofaco Goltsman, Inc.
Page 5 of 6
16.Changes in Scope or Price: Changes, modifications, or amendments in scope, to this contract shall not be
allowed without a prior formal contract amendment approved by the City in advance of the change in scope.
No modification of this contract shall be binding unless made in writing and executed by both parties.
17.Applicable Law: This Agreement shall be governed by and construed in accord with the laws of the State of
Arkansas. Venue for all legal disputes shall be Washington County, Arkansas.
18.Contract Administration: The Mayor or their Designated Representative shall be the Contract Administrator for
this contract. MIG’s Principal or their Designated Representative shall be the primary contact for all matters
pertaining to this contract.
19.Professional Responsibility: MIG shall exercise reasonable skill, care, and diligence in the performance of
services and will carry out its responsibilities in accordance with customarily accepted professional practices.
20.Availability and Performance: MIG shall make reasonable efforts to be available to City administration and
staff during mutually-agreed times, provide timely support following community engagement events, deliver
scheduled meetings, events, and project documents, and maintain open communications with the
Fayetteville Long Range Planning Division’s designated point of contract.
21.Permits & Licenses: MIG shall secure and maintain any and all permits and licenses required to complete this
Contract. This shall include a certificate of authority to do business in the State of Arkansas issued by the
Arkansas Secretary of State.
22.Entire Agreement: These Contract documents constitute the entire agreement between the City and MIG and
may be modified only by a duly executed written instrument signed by the City and MIG. In the event of a
conflict between the terms of this Contract and the appendices, this Contract shall control.
23.Force Majeure: Any default in the performance of this Agreement caused by any of the following events and
without fault or negligence on the part of the defaulting party shall not constitute a breach of contract: labor
strikes, riots, war, acts of governmental authorities, unusually severe weather conditions or other natural
catastrophe, disease, epidemic or pandemic, or any other cause beyond the reasonable control or
contemplation of either party. Nothing herein relieves the City of its obligation to pay MIG for services actually
rendered.
24.Severability: In the event that any court of competent jurisdiction shall determine that any provision of this
agreement shall be unenforceable, then that provision shall be deemed to be null and void and the remaining
provisions hereof shall remain in full force and effect.
25.Debarment Certification: MIG hereby provides debarment/suspension certification indicating compliance
with the below Federal Executive Order. Federal Executive Order (E.O.) 12549 “Debarment and Suspension”
requires that all contractors receiving individual awards, using federal funds, and all sub-recipients certify that
City of Fayetteville, AR
Contract: Moore Iacofaco Goltsman, Inc.
Page 6 of 6
the organization and its principals are not debarred, suspended, proposed for debarment, declared ineligible,
or voluntarily excluded by any Federal department or agency from doing business with the Federal
Government. MIG hereby attests its principal is not presently debarred, suspended, proposed for debarment,
declared ineligible, or voluntarily excluded from participation in this transaction by any federal department
or agency.
IN WITNESS WHEREOF, CITY OF FAYETTEVILLE, ARKANSAS by and through its Mayor, and Moore Iacofano
Goltsman, Inc. by its authorized officer has made and executed this Agreement as of the day and year first above
written.
CITY OF FAYETTEVILLE, ARKANSAS MOORE IACOFANO GOLTSMAN, INC.
By: By:
MOLLY RAWN, MAYOR DANIEL S. IACOFANO, CEO
ATTEST:
By:
KARA PAXTON, CITY CLERK TREASURER
Date Signed: _________________________ Date Signed: __2.26.26_________ 03/17/2026
RFP 25-27 Addendum 1
MIG
Moore Iacofano Goltsman, Inc.
Supplier Response
Event Information
Number:RFP 25-27 Addendum 1
Title:Downtown Plan Design
Type:Request for Proposal
Issue Date:12/21/2025
Deadline:1/20/2026 02:00 PM (CT)
Notes:The City of Fayetteville, Arkansas, is now accepting proposals for
qualified firms to provide services to design a Downtown Fayetteville
Plan. Any questions regarding this RFP shall be directed to Kenny
Fitch, City of Fayetteville Sr. Procurement Agent at kfitch@fayetteville-
ar.gov or (479) 575-8258.
Contact Information
Contact:Kenny Fitch
Address:Purchasing
City Hall
Room 306
113 W. Mountain St.
Fayetteville, AR 72701
Email:kfitch@fayetteville-ar.gov
Vendor: MIG RFP 25-27 Addendum 1Page 1 of 2 pages
Appendix A:
RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal
MIG Information
Address:800 Hearst Avenue
Berkeley, CA 94710
Phone:(510) 845-7549
Web Address:https://www.migcom.com/
By submitting your response, you certify that you are authorized to represent and bind your company.
Steve Cheadle scheadle@migcom.com
Signature Email
Submitted at 1/20/2026 11:59:21 AM (CT)
Requested Attachments
RFP 25-27, Downtown Plan Design MIG_Fayetteville_Downtown_Prop
osal.pdf
Please attach the signed and completed RFP form, located in the 'Attachments' tab, along with proposal.
Bid Attributes
1 Arkansas Secretary of State Filing Number
Filing number is pending.
2 Check Yes or No:
Pursuant Arkansas Code Annotated §25-1-503, the Contractor agrees and certifies that they do not currently
boycott Israel and will not boycott Israel during any time in which they are entering into, or while in contract,
with any public entity as defined in §25-1-503. If at any time during contract the contractor decides to boycott
Israel, the contractor must notify the contracted public entity in writing.
Yes, I agree
No, I don't agree
3 Check Yes or No:
Pursuant Arkansas Code Annotated §25-1-1002, the Contractor agrees and certifies that they do not currently
boycott Energy,
Fossil Fuel, Firearms, and Ammunition Industries during any time in which they are entering into, or while in
contract, with any
public entity as defined in §25-1-1002. If at any time during the contract the contractor decides to boycott Energy,
Fossil Fuel,
Firearms, and/or Ammunition Industries, the contractor must notify the contracted public entity in writing.
Yes, I agree
No, I don't agree
4 Addendum Acknowledgement
By selecting "I agree", you acknowledge that you have read all addendum(s) that have been issued for this
solicitation, if applicable.
I agree
Vendor: MIG RFP 25-27 Addendum 1Page 2 of 2 pages
Appendix A:
RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal
Downtown Design Plan
Response to RFP 25-27 | January 20, 2026
CITY OF FAYETTEVILLE
518 17th Street, Suite 630 | Denver, CO 80202
(303) 440-9200 | www.migcom.com
In association with:
Halff
Appendix A:
RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal
TABLE OF CONTENTS
A. Executive Summary ..........................................................................................1
B. Business Organization ....................................................................................2
C. Concept and Solution .....................................................................................3
D. Program .............................................................................................................5
E. Management Approach ................................................................................13
F. Personnel .........................................................................................................16
G. Relevant Experience ....................................................................................28
H. Authorized Negotiator .................................................................................35
I. Forms ................................................................................................................36
Appendix A:
RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal
A.Executive Summary
January 20, 2026
City of Fayetteville
Procurement Division - Room 306
113 West Mountain Street
Fayetteville, AR 72701
RE: Response to RFP 25-27, Downtown Design Plan
Dear Selection Committee Members,
The MIG Team is pleased to submit this proposal to partner with the City of
Fayetteville on the Downtown Design Plan. Few downtowns combine Fayetteville’s
walkability, cultural energy, and sense of place with the growth pressures it now
faces. As the City guides new growth and reinforces Downtown’s identity and
livability, this effort requires a team that can translate community priorities into a
clear, implementable vision. MIG, together with Halff Associates, is that team.
Our firms bring a complementary blend of design-led downtown planning,
technical analysis, and implementation-focused thinking. MIG has led downtown
and district planning efforts nationwide, helping communities navigate growth,
protect historic and cultural assets, and invest strategically in their public realms.
Our work emphasizes scenario planning, collaborative visioning, and clear physical
frameworks that support informed decision-making. Halff Associates strengthens
the team with multidisciplinary expertise in urban design, mobility, infrastructure,
and public spaces, helping to develop concepts that are technically sound and
coordinated across disciplines.
We understand that Fayetteville is seeking more than a vision. The City needs
a Downtown Design Plan aligned with City Plan 2040, reflective of City-led
engagement and clear in its guidance on housing, cultural spaces, third places,
mobility, and the public realm. Our approach is structured to establish growth
assumptions early and to work with City staff to translate analysis and visioning into
an adoption-ready Downtown framework.
At the core of our work is partnership. We respect the City’s leadership role and
have structured our scope to support that leadership through strategic guidance,
synthesis, and design expertise where it adds the most value. Simply put, this
is the work we live for. Downtowns are where community identity and public life
converge, and they deserve plans that are thoughtful, realistic, and built to last.
Thank you for your consideration. We look forward to the opportunity to discuss our
ideas with you further.
Jay Renkens, AICP Ryan Sotirakis, AICP
Principal-in-Charge Project Manager
jayr@migcom.com rsotirakis@migcom.com
PLANNING―/―DESIGN―/―COMMUNICATIONS―/―MANAGEMENT―/―TECHNOLOGY―/―SCIENCE
518 17th Street, Suite 630
Denver, CO 80202
(303) 440-9200
www.migcom.com
CALIFORNIA
BERKELEY, FULLERTON,
LOS ANGELES, PASADENA,
RIVERSIDE, SACRAMENTO,
SAN DIEGO, SAN JOSÉ,
AND SONOMA
COLORADO
DENVER
NEW YORK
BROOKLYN
OREGON
PORTLAND
TEXAS
DALLAS AND SAN ANTONIO
WASHINGTON
SEATTLE
Appendix A:
RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal
About MIG, Inc.
Moore Iacofano Goltsman, Inc. (MIG), is a nationally
recognized planning and design firm dedicated to
improving communities through inclusive, context-
driven, and implementation-focused work. MIG
staff are a multidisciplinary team of planners, urban
designers, engineers, economists, scientists, and
engagement specialists who believe the physical
and social environments we create shape how
people live, connect, and thrive.
For more than 40 years, MIG has helped
communities plan for growth, reinvestment, and
change through downtown and corridor plans,
urban design frameworks, streetscapes, mixed-use
and transit-oriented development, parks and open
space systems, and comprehensive and policy-level
plans. Our work integrates community engagement,
design, and technical analysis to produce clear,
actionable outcomes.
MIG’s approach is guided by four core principles:
»communities should plan their own futures;
»great projects work for everyone;
»elegant design inspires new thinking; and
»all work must be rooted in local context.
As national thought leaders, we bring best practices
and innovation to help communities navigate
complexity, build consensus, and deliver plans that
are realistic and enduring.
About Halff
Halff is an employee-owned planning and
engineering consulting firm founded in 1950 and
known for its commitment to integrity, client service,
and technical excellence. With more than 1,450
employees firmwide—including over 85 planning
and landscape architecture professionals—Halff
brings deep multidisciplinary expertise to planning
and design projects.
Halff has more than 30 years of experience in
comprehensive planning, strategic planning,
and community engagement, supported by
in-house engineering, infrastructure, mobility, and
environmental specialists. This integrated structure
ensures plans are not only visionary, but technically
feasible and implementable.
Halff’s strong local presence is a key asset for
Fayetteville. With an office within the city and
more than 50 years of experience in Arkansas,
Halff offers deep familiarity with local conditions,
regulatory frameworks, and implementation realities.
The firm’s Arkansas-based team of more than 120
professionals continues to grow, reinforcing its
long-term commitment to the region.
II. Business Organization
2 City of Fayetteville
Appendix A:
RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal
III. Concept and Solution
The City of Fayetteville’s Downtown Design Plan
represents an exciting opportunity to align growth,
design, and investment with the community’s
long standing values while responding to
emerging pressures related to population growth,
housing affordability, cultural vitality, and the
public realm. Our team understands this effort
is to develop a strategic, design-forward, and
implementation-oriented plan that builds on
substantial recent City work, including City Plan
2050, Arts & Culture Plan, housing initiatives, and
ongoing Downtown engagement led by the City and
the Downtown Fayetteville Coalition (DFC).
At its core, the RFP calls for a Downtown Plan that:
»Provides clear physical and policy direction
for accommodating growth in housing and
employment;
»Reinforces Downtown as a walkable, inclusive,
and culturally rich place;
»Supports reinvestment while retaining existing
residents, businesses, and cultural assets; and
»Offers practical guidance that can be
implemented through City policies, partnerships,
and capital investments.
Our understanding of the requested tasks is that
the City will remain the primary driver of public
engagement, while the MIG Team provides technical
leadership, synthesis, and design expertise to
complement and inform elements that will be
City-led. The Downtown Design Plan must translate
community priorities and adopted policy direction
into clear physical frameworks, scenarios, and
strategies that can guide decisions over the next
several decades.
Rather than duplicating ongoing engagement
or producing overly prescriptive development
concepts, our approach emphasizes:
»High-level, transparent analysis grounded in
City-provided data;
»Scenario-based exploration of growth choices
and tradeoffs;
»Collaborative, in-person visioning focused on
physical form and the public realm; and
»A clear, well-illustrated plan document that
integrates land use, urban design, mobility,
housing, cultural spaces, and third places into a
cohesive and actionable Downtown vision.
Downtown Design Plan | RFP 25-27 3
Appendix A:
RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal
Our Deep Experience in Downtown Design,
Revitalization, and Implementation
MIG has extensive experience in downtown
planning, design, and implementation for
communities large and small across North America.
The table below illustrates selected projects that
highlight cities where we have made a significant
impact on their community, economic investments,
and overall health and vitality.
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GSO 35: Downtown Greensboro, NC (MIG)•••••••
Downtown Tulsa Strategic Investment Plan, OK (MIG)•••••••
Downtown Madison Economic Investment Strategy,
WI (MIG)••••
San Marcos Downtown Area Plan, TX (MIG)••••••••
Imagine Downtown KC 2030 Strategic Plan, MO (MIG)•••••••••
Dallas Downtown 360 Plan and Main Street District
Retail Activation, TX (MIG)•••••••••
Charlotte Center City 2020 and 2040 Vision Plans,
NC (MIG)•••••••••
Colorado Springs Imagine Downtown, CO (MIG)•••••••• •
Denver Upper Downtown Plan, CO (MIG)••••••••
Downtown Regional Center Plan, San Antonio, TX
(MIG)•••••••
Fort Worth Downtown Action Plan, TX (MIG)••••••••
Downtown San Antonio Zona Cultural District, TX
(MIG)••••••
Ocala Midtown Master Plan, FL (MIG)•••••••••
Arlington Downtown Master Plan, TX (MIG)•••••••••
Downtown Minneapolis Retail Strategy, MN (MIG)•••••
Pflugerville Downtown Streetscape Master Plan, TX
(Halff)•••••
Liberty Hill Downtown Master Plan, TX (Halff)••••••••
Broken Arrow Downtown Master Plan, OK (Halff)••••••••
4 City of Fayetteville
Appendix A:
RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal
IV. Program
Overall Approach
MIG’s approach to the Downtown Design
Plan is grounded in collaboration, clarity, and
implementation-focused outcomes, with an
emphasis on supporting the City’s leadership
role and building on work already underway. We
understand this effort as both a technical planning
exercise and a design-driven process that must
balance growth, historic context, community
priorities, and Downtown’s evolving role within
Fayetteville. Our proposed scope and sequencing
directly align with the City’s objectives as outlined
in the RFP and are designed to produce a plan
that is actionable, aligned with policy, and broadly
supported.
The planning process is structured to move
deliberately from capacity and existing conditions
analysis, to early scenario planning, and then
to visioning, framework development, and plan
preparation. By positioning Scenario Planning
earlier in the process, the City and MIG Team can
establish shared growth assumptions and policy-
related guardrails before advancing into physical
design and visioning. This approach generates
recommendations related to housing, cultural
spaces, third places, mobility, and the public realm
that are realistic, coordinated, and consistent with
City Plan 2040.
Public engagement will be led by MIG in close
coordination with City staff and integrated
throughout the planning process. Building on
the City’s established partnerships and recent
engagement efforts initiated in 2025, MIG will
design and facilitate workshops, focus groups, and
collaborative design activities that align with key
decision points. Our team will provide strategic
framing, clear communication materials, and
synthesis at major milestones to ensure community
input directly informs analysis, scenario planning,
visioning, and plan development. The City will
support outreach, promotion, and stakeholder
coordination, ensuring strong local participation
while maintaining alignment with City priorities and
messaging.
Visioning is intentionally design-focused and
collaborative, centered on an in-person Downtown
Design Charrette with City staff and key partners.
This format allows the MIG Team to translate analysis
and preferred growth scenarios into tangible
physical strategies and public realm direction,
setting a clear foundation for the Downtown
framework and final plan. The resulting Downtown
Design Plan will be visually compelling, policy-
correlated, and structured to support implementation
and adoption by the City.
ADDITIONAL DOCUMENTS AND
RESOURCES
Successful completion of the Downtown Design
Plan will rely on coordination with and reference
to key City-adopted plans, studies, and datasets.
Anticipated documents and resources include, but
are not limited to:
»City Plan 2050 and related growth targets and
policy guidance
»The Arts & Culture Plan (2025)
»Existing housing studies, reports, and datasets
referenced by the City
»Transportation, mobility, and infrastructure plans
relevant to Downtown
»GIS data, parcel data, and zoning and land use
information
»Downtown boundary definitions and any prior
Downtown planning efforts
»Public engagement summaries and
documentation completed prior to and during this
project
These resources will be supplemented by targeted
field observations and analysis conducted by MIG
and Halff.
COMPETITIVE ADVANTAGE AND VALUE-
ADDED SERVICES
MIG and Halff bring extensive experience leading
downtown, corridor, and district planning efforts
in historic and rapidly growing communities
nationwide, with a strong emphasis on translating
policy and community values into physical,
Downtown Design Plan | RFP 25-27 5
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RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal
implementable outcomes. Our competitive
advantage includes:
»Design-led planning expertise that integrates
urban design, land use, mobility, and public realm
considerations into a single cohesive framework
»A proven ability to navigate historic contexts,
balancing preservation, reinvestment, and growth
through scenario-based planning and visual
communication
»Experience developing clear, defensible growth
scenarios that help communities understand
tradeoffs and make informed decisions
»A collaborative working style that respects City
leadership while providing strategic guidance,
clarity, and synthesis
Across similar projects, our team has successfully
addressed challenges such as community concerns
about density, protection of cultural assets, and
integration of new development within historic
downtowns by using early scenario planning,
hands-on charrettes, and clear visual tools to build
shared understanding and consensus.
INFORMATION, DATA, AND ASSISTANCE
REQUESTED FROM THE CITY
For a successful and efficient project, MIG and Halff
will rely on the City to provide:
»Access to relevant adopted plans, studies, and
datasets
»GIS, mapping, and background technical data
»Documentation and summaries of City-led public
engagement activities
»Coordination with City departments and project
partners for data validation and review
»Timely review and feedback at key milestones
This collaborative information-sharing approach
allows our team to focus effort on analysis, synthesis,
design, and plan development, while confirming
alignment with City priorities and policies.
Scope of Work
MIG’s proposed Scope of Work is structured to
provide a clear, collaborative, and implementation-
focused process that builds on recent and ongoing
planning efforts while focusing our team’s expertise
where it provides the greatest value: engagement
leadership, analysis, scenario planning, physical
and public realm design, and plan development.
The organization of tasks reflects a deliberate
progression from understanding existing conditions,
to evaluating growth alternatives, to translating
those choices into a coherent physical and policy
framework for the future of Downtown.
Several refinements to the City’s proposed scope
are intended to improve clarity, efficiency, and
alignment with desired outcomes. Scenario Planning
is positioned early in the process to establish shared
growth objectives before advancing into visioning
and design, ensuring that plan recommendations
are grounded in realistic, policy-aligned directions.
Public engagement is fully integrated throughout the
process and will be led by MIG in close coordination
with City staff, allowing community input to directly
inform key decision points. Together, these
refinements create a focused and inclusive process
that supports informed decision-making and results
in a Downtown Design Plan that is both aspirational
and achievable.
TASK 1: PUBLIC ENGAGEMENT (CITY-LED;
MIG ADVISORY SUPPORT)
Public engagement for the Downtown Design
Plan will be led by the City of Fayetteville, building
on engagement efforts already underway and
leveraging existing community relationships and
platforms. MIG’s role is to provide strategic advisory
support, share best practices from comparable
downtown planning efforts, and synthesize
engagement outcomes so they meaningfully inform
analysis, scenario planning, visioning, and plan
development. This approach keeps engagement
6 City of Fayetteville
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Moore Icofano Goltsman, Inc.
Proposal
locally grounded and City-driven, while benefiting
from targeted consultant expertise and optional
support services.
1.A Engagement Strategy Work Session (combined
with Project Kickoff Meeting)
MIG will prepare and facilitate an engagement
strategy work session with City staff, held in
conjunction with the Project Kickoff Meeting. This
session will focus on sharing public engagement
best practices from similar downtown planning
efforts nationwide and supporting the City in
confirming the most effective formats, tools, and
timing for engagement activities associated with this
project.
The presentation will include proven strategies and
considerations for:
»Large-format public workshops
»Small group and focus group meetings
»Board and commission meetings and work
sessions
»Engaging under-served and hard-to-reach
populations
»Integrating engagement into existing community
events
»Designing hands-on, interactive engagement
activities
The session will also include examples of
demonstration and pop-up activation concepts
that the City may consider as part of its broader
engagement and placemaking efforts, such as:
»Streetscape demonstration projects
»Pop-up mobility installations
»Life-size printed streetscape and green
infrastructure visualizations
»Alley activations
This work session is intended to inform City-led
engagement planning and does not commit MIG
to implementation of engagement activities unless
requested as an optional service.
Key Meetings
»Project Kickoff Meeting & Engagement Strategy
Work Session (In person, 3 hours, 2 MIG staff)
Key Deliverables
»Engagement Strategy Best Practices Presentation
(PPT, up to 50 slides)
»Combined kickoff and engagement work session
summary and notes (MS Word)
1.B Synthesis and integration of City-led
engagement
MIG will synthesize and integrate public engagement
input provided by the City at regular points
throughout the project, in advance of major
milestone deliverables identified in the Scope of
Work. The City will compile and transmit engagement
input in a cohesive, tabulated format at each
milestone. MIG will distill key themes, priorities,
areas of alignment, and outstanding questions, and
clearly reflect engagement findings in technical
analysis, scenario planning, visioning, and plan
recommendations.
1.C Large Format Workshops
MIG will facilitate up to two large-format public
workshops to support key project milestones. These
workshops would be structured as interactive,
hands-on sessions designed to gather input, test
concepts, and communicate project direction in an
accessible and transparent format.
Workshops may include presentation materials,
mapping exercises, small-group discussions, and
visual preference or scenario testing activities.
MIG will coordinate closely with City staff to define
objectives, format, and target audiences for each
workshop. The City will lead outreach, promotion,
and printing of materials while MIG will support
venue coordination.
Key Meetings
»Large Format Workshops (2) (In person, up to 4
hours each, 2 MIG staff, up to 2 Halff staff)
Key Deliverables
»All workshop materials (posters, presentations,
etc.)
1.D Small Group or Focus Group Meetings
MIG will lead up to three small group or focus
group meetings with targeted stakeholders, such as
property owners, business representatives, cultural
organizations, neighborhood leaders, or institutional
partners. These sessions are intended to gather
more detailed perspectives on specific topics
including housing, mobility, cultural spaces, or public
Downtown Design Plan | RFP 25-27 7
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RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal
space considerations.
Each meeting will be structured around clear
objectives and facilitated to encourage candid
dialogue and constructive input. The City will identify
participants and manage invitations, with MIG
providing facilitation and documentation support.
Key Meetings
»Three Small Group / Focus Group Meetings
(In-person, up to 90 minutes each, 1–2 MIG staff)
Key Deliverables
»Summary of key input and implications for the
Downtown Design Plan (MS Word, up to 5 pages
per meeting)
1.E Demonstration or Pop-Up Activation Project
To support engagement and test Downtown
activation strategies, MIG will coordinate one
temporary demonstration or pop-up activation
project, to be held in conjunction with an existing
Downtown summer event.
The purpose of the demonstration would be to
pilot a concept related to public space activation,
placemaking, mobility, or third places in a low-cost,
temporary format. MIG will work with City staff to
define the concept, identify a feasible location, and
outline setup requirements. The City will coordinate
permits, logistics, materials procurement, and event
integration and will provide volunteer support if
required.
This effort is intended as a proof-of-concept exercise
that can inform future capital improvements or
programming strategies.
Key Meetings
»Demonstration / Pop-Up Activation Event
(In-person, duration aligned with host event, 1 MIG
staff, 1 Halff staff)
Key Deliverables
»Concept brief and layout diagram (PDF)
»Post-event summary memo documenting
observations and lessons learned (MS Word, up
to 5 pages)
1.F Planning Commission and City Council Meetings
MIG will participate virtually in up to one Planning
Commission meeting and one City Council meeting
to present key project milestones, respond to
questions, and support City staff during formal
review discussions.
The City will lead agenda placement and staff
reporting. MIG will prepare presentation materials in
coordination with City staff and provide technical and
design expertise during the meetings.
Key Meetings
»Planning Commission Meeting (Virtual, up to 2
hours, 1–2 MIG staff)
»City Council Meeting (Virtual, up to 2 hours, 1–2
MIG staff)
Key Deliverables
»Presentation materials (PPT, included as part of
overall project presentations)
TASK 2: EXISTING CONDITIONS, CAPACITY
& SCENARIO PLANNING
This task establishes the analytical foundation for
the Downtown Design Plan and sets the stage for
informed visioning and plan development. The work
is intentionally high-level and policy-oriented, relying
primarily on data, studies, and input provided by the
City, the Downtown Fayetteville Coalition (DFC), and
other partner entities. Analysis will be aligned with
City Plan 2050 growth assumptions and used to
understand Downtown’s current conditions, future
capacity, and realistic growth choices. Scenario
Planning is positioned within this task to ensure that
growth assumptions are clarified before design and
visioning begin, resulting in a more focused and
implementable plan.
2.A User & Capacity Analysis
MIG will conduct a high-level User & Capacity
Analysis for Downtown Fayetteville that combines
an understanding of residents, visitors, businesses,
and employees into a single, integrated assessment.
Using primarily City- and partner-provided data,
along with relevant adopted plans and studies, this
analysis will describe current conditions and broad
trends within both the existing Downtown boundary
and any proposed new boundary or boundaries.
The analysis will consider:
»Demographic characteristics and trends
»Housing and employment capacity considerations
»Visitor activity and economic role
8 City of Fayetteville
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RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal
»Business types, employment concentrations, and
general space characteristics
»Alignment with City Plan 2050 growth targets and
policy direction
This work is intended to inform planning and design
decisions rather than serve as a detailed market or
economic feasibility study. Findings will be framed
to highlight implications for land use, urban form,
housing, mobility, cultural spaces, and public realm
investments.
Key Meetings
»Technical coordination meeting with City staff to
confirm data sources, assumptions, and City Plan
2050 alignment (Virtual, 1 hour, 2 MIG staff)
Key Deliverables
»Data request list (provided to the City ahead
of the technical coordination meeting, Excel
spreadsheet)
2.B Built Environment Existing Conditions Analysis
MIG, with support from Halff, will conduct a Built
Environment Existing Conditions Analysis that
combines a desktop review of data and mapping
provided by the City with an in-person field survey of
Downtown’s public realm and built environment. The
field survey will be conducted in coordination with
the Project Kickoff & Public Engagement Strategy
Work Session and will include key City staff from
relevant departments.
The analysis will document existing physical
conditions across the full study area and address
all Plan Components identified in the RFP, including
land use patterns, urban form, public spaces,
mobility, and streetscape conditions. MIG staff will
supplement City-provided information with targeted
field observations and documentation to enable a
consistent, plan-ready understanding of Downtown’s
physical context and opportunities.
Key Meetings
»Field survey / site tour with City staff (In-person,
up to 4 hours, 2 MIG staff, 2 Halff staff [to
be combined with Project Kickoff & Public
Engagement Strategy Work Session or the
following day])
Key Deliverables
»N/A
2.C Synthesis of Existing Conditions
MIG will prepare a Capacity and Existing Conditions
Summary Report synthesizing findings from the
User & Capacity Analysis and the Built Environment
Existing Conditions Analysis. The report will clearly
document key trends, opportunities, constraints, and
policy implications, with explicit reference to City
Plan 2050 alignment.
This synthesis will provide a clear, accessible
foundation for Scenario Planning, Visioning, and
subsequent plan development.
Key Meetings
»N/A
Key Deliverables
»Capacity and Existing Conditions Summary
Report suitable for inclusion in the Downtown
Design Plan, with a summary of City Plan 2050
alignment and policy implications (MS Word, up to
30 pages)
»Maps and graphics illustrating key trends and
subarea distinctions
2.D Scenario Planning
MIG will conduct a Scenario Planning exercise in
collaboration with City staff to explore alternative
Downtown growth patterns. This effort will include
the development of two to three high-level
Downtown growth scenarios, informed by:
»The User & Capacity Analysis
»The Built Environment Existing Conditions
Analysis
»Public engagement completed to date and
provided by the City
»City Plan 2050 growth targets and policy
direction
Each scenario will evaluate tradeoffs and
implications related to housing and employment
growth, urban form and the public realm, and
mobility and infrastructure considerations. The
process will support identification of a preferred
growth scenario to be tested and refined during the
Visioning task that follows.
Conducting Scenario Planning at this stage allows
growth assumptions to:
»Inform plan and design concepts without
predetermining outcomes;
Downtown Design Plan | RFP 25-27 9
Appendix A:
RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal
»Reinforce the City’s leadership role by
establishing a City-endorsed framework;
»Align with Housing, Cultural Spaces, and Third
Places strategies that depend on growth
assumptions; and
»Keep later plan development focused, efficient,
and non-redundant.
Key Meetings
»Scenario Planning Work Session with City staff
(Virtual, up to 2 hours, 2 MIG staff)
Key Deliverables
»2-3 Growth Scenario maps with corresponding
narrative (provided ahead of the Scenario
Planning Work Session, PDF)
»Final Preferred Growth Scenario map with
corresponding narrative (refined final map
incorporating input from the Scenario Planning
Work Session, PDF)
TASK 3: VISIONING
The Visioning task translates analysis and growth
assumptions into a clear, shared direction for
Downtown’s future. Building directly on the
synthesis of engagement, existing conditions,
and the preferred growth scenario established in
Task 2, this task focuses on defining the vision,
principles, and physical design direction that will
guide all Plan Components. Visioning is structured
to be collaborative, design-driven, and grounded in
realistic growth expectations, so that outcomes are
actionable and aligned with City policy.
3.A Initial Vision Development (MIG-led)
MIG will lead the preparation of an Initial Vision
Framework that includes a draft vision statement,
guiding principles, and high-level objectives tied
to each Plan Component. This work will synthesize
inputs from prior tasks, including public engagement
results provided by the City, the Capacity and
Existing Conditions Summary, and the preferred
growth scenario identified in Task 2.D.
The purpose of this subtask is to establish a clear
starting point for collaborative discussion and design
exploration during the Downtown Design Charrette.
Draft materials will be structured to focus discussion
on Downtown’s desired character, priorities, and
outcomes rather than detailed solutions.
Key Meetings
»Initial Visioning Work Session with City staff
(Virtual, 90 minutes, 2 MIG staff, 1 Halff staff)
Key Deliverables
»Initial Vision Memo, including draft vision
statement, guiding principles, and Plan
Component objectives (MS Word, up to 10 pages,
1 round of revisions)
3.B Downtown Design Workshop
MIG, with support from Halff, will facilitate a half-day
Downtown Design Workshop with City staff and key
technical partners. The charrette will be a hands-on,
collaborative working session focused on translating
prior analysis, engagement synthesis, and the
preferred growth scenario into clear physical and
public realm strategies.
The charrette will:
»Translate the synthesis of prior tasks and the
preferred growth scenario into physical concepts;
»Apply agreed-upon growth assumptions to
Downtown form and structure;
»Explore urban design, public realm, and mobility
implications; and
»Establish a shared design direction to guide all
Plan Components, particularly those related to
the built environment and public space.
Following the half-day charrette, MIG and the
City will host a community open house to share
preliminary concepts and design directions
emerging from the charrette and allow the
community a chance to engage directly with
City staff on technical elements of the plan. MIG
will prepare presentation materials and facilitate
discussion during the event, while the City will
manage invitations and notifications. This approach
allows the City to determine the appropriate level
and format of public engagement while maintaining
continuity between the design process and
community dialogue.
Clear objectives and desired outcomes for the
charrette, and for any associated public-facing
activities, will be established in advance in
coordination with City staff.
Key Meetings
»Downtown Design Charrette and Open House
(In-person, up to 8 hours, 2 MIG staff, 2 Halff staff)
10 City of Fayetteville
Appendix A:
RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal
Key Deliverables
»All charrette materials including printed base
maps, wall graphic materials, etc.
»Project progress presentation (PPT, up to 50
slides)
TASK 4: DOWNTOWN FRAMEWORK AND
PLAN DEVELOPMENT
Task 4 focuses on translating the outcomes of
analysis, scenario planning, and visioning into
an integrated Downtown framework and a clear,
implementable Downtown Design Plan. This task
synthesizes all prior work into a cohesive structure
that aligns physical design, policy direction, and
implementation strategies, while remaining flexible
to accommodate City-led review, refinement, and
adoption processes.
4.A Development of an integrated Downtown
framework
MIG and Halff will coordinate all Plan Components
into a single, integrated Downtown framework
that establishes the overall structure, priorities,
and relationships among land use, urban form,
public space, mobility, and supporting systems.
The framework will reflect the agreed-upon vision,
guiding principles, and preferred growth scenario,
and will serve as the organizing structure for the
Downtown Design Plan.
The integrated Downtown framework will include
coordinated direction for the following Plan
Components, consistent with the RFP:
»Housing: Downtown housing needs, typologies,
scale, affordability considerations, and integration
with services, amenities, and linkages with
existing neighborhoods
»Cultural Spaces: Cultural facilities, creative
spaces, arts district considerations, and
integration of arts and culture into Downtown’s
physical form and identity
»Third Places: Non-commercial civic, social,
and community gathering spaces that support
inclusion, civic life, and Downtown livability
»Placemaking & Public Realm: Activation, design,
and programming of streets, plazas, and public
spaces to reinforce Downtown identity and
experience
»Urban Landscape, Green Infrastructure &
Forestry: Tree canopy, green infrastructure,
sustainability, and environmental performance
within the Downtown public realm
»Parks & Public Spaces: Downtown open space
network, access, connectivity, and relationships to
adjacent land uses
»City Hall Campus & City-Owned Properties:
Strategic role of publicly owned sites in
supporting Downtown goals, redevelopment
opportunities, and civic presence
»Circulation & Mobility: Multimodal circulation,
walkability, bicycle access, transit, parking
considerations, and rights-of-way as public
spaces
»College Avenue: Urban design, streetscape,
mobility, and placemaking strategies specific to
College Avenue as a primary Downtown corridor
»Solid Waste: Integration of service, loading, and
waste management needs into Downtown design
and functionality
»Public Safety: Environmental design strategies
and public realm considerations that support
safety, comfort, and accessibility
Downtown Design Plan | RFP 25-27 11
Appendix A:
RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal
A Downtown Framework work session with City staff
will be used to review the draft framework, confirm
alignment with City priorities and City Plan 2050,
and identify refinements prior to advancing into full
plan development. This session will also be used
to confirm responsibilities and assignments for the
development of plan content.
Key Meetings
»Downtown Framework work session with City
staff (Virtual, up to 2 hours, 2 MIG staff, 2 Halff
staff)
Key Deliverables
»Draft Downtown Framework presentation
(delivered prior to Downtown Framework work
session, PPT, up to 30 slides)
4.B Downtown Design Plan
Building on the approved Downtown Framework and
pulling in staff-provided content, MIG will prepare
the Downtown Design Plan, integrating all Plan
Components into a clear, well-organized, and visually
compelling document suitable for City review, public
communication, and adoption. The Plan will translate
the framework into coordinated policies, design
guidance, and implementation strategies, while
clearly articulating how recommendations support
the vision, growth assumptions, and City Plan 2050.
MIG will support the City through iterative plan
development, including preparation of:
»A Draft Downtown Design Plan for City staff
review and internal coordination
»A Revised Draft Downtown Design Plan
incorporating City feedback and suitable for
City-led public review
»A Final Downtown Design Plan refined for
adoption, with the adoption process to be led by
City staff
Throughout this task, MIG will coordinate closely
with City staff to confirm clarity, consistency, and
usability of the final document.
Key Meetings
»Up to 3 coordination meetings with City staff
(Virtual, 1 hour each, 1 MIG staff)
Key Deliverables
»Draft Downtown Design Plan (City review)
»Revised Draft Downtown Design Plan (public
review)
»Final Downtown Design Plan (adoption-ready;
adoption process to be conducted by City staff)
Scope Assumptions
The MIG Team has made the following assumptions
concerning the administration of the Fayetteville
Downtown Design Plan project. These assumptions
are intended to clarify City staff and MIG Team roles
and responsibilities.
PROJECT MANAGEMENT
»MIG will provide project management for the
overall project and be responsible for managing
the MIG Team. MIG will prepare for and facilitate
one-hour, biweekly meetings with the City Project
Management Team (PMT).
»City staff will be responsible for project
coordination tasks throughout the process,
including providing relevant reports and
documentation to the MIG Team; reviewing all
documents and providing comments; publicizing
and arranging public meetings; and scheduling/
arranging workshops and public hearings.
»The City will keep MIG informed of all significant
issues that arise in the community that may
significantly affect the project (e.g., policy shifts,
major project applications, major events, and
major reports or studies).
»If the City’s project manager changes during
the project and necessitates more than two
hours of MIG staff time, this will be considered
extra services. Should the MIG project manager
change, MIG will provide a thorough briefing and
update, limiting additional time required by the
City to two hours.
BUDGET
»The budget estimates how project costs are
allocated among phases, tasks, and MIG Team
members. The MIG Team will not exceed the total
contract amount without the express approval of
the City. MIG may reallocate costs among phases
and tasks and MIG Team members to carry out
the phases and tasks in the Scope of Work. MIG
will notify City staff of significant cost reallocations
in conjunction with monthly invoicing and
progress reports.
»The City will compensate the MIG Team for
work carried out at the request of the City that is
outside of the final Scope of Work. MIG will inform
12 City of Fayetteville
Appendix A:
RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal
City staff of any work that is out-of-scope and
subject to additional costs before conducting the
work. The City will compensate the MIG Team for
this work on a time-and-expenses basis according
to current billing rate schedules.
»Direct costs will be billed at cost, plus a 10%
markup.
»Direct costs have been estimated based on
current pricing (e.g., airfares and hotel room
rates). If travel costs increase significantly over
the multi-year project timeframe, MIG may have to
revise direct costs accordingly.
SCHEDULE
»During the kickoff meeting, MIG and City staff will
mutually set specific dates for drafts, reviews, and
finalization of each deliverable. MIG will make
every effort to meet the deadlines outlined in the
project schedule. The City will make every effort
to meet the deadlines outlined in the project
schedule developed and agreed upon by the City
and MIG.
»The City will not hold the MIG Team responsible
for schedule delays resulting from circumstances
or events beyond the control of the MIG Team.
DOCUMENTS AND GRAPHICS
»The City will conduct one round of review of each
draft. The City Project Manager will coordinate
document review by necessary departments,
individuals, and organizations.
»The City will provide a single, consolidated
and reconciled set of comments in electronic
format on all documents. The City will review all
comments to resolve inconsistencies and provide
clear directions. Changes will be provided using
track changes or a similar digital comment format
if possible.
»The City will not distribute working draft or
administrative draft documents to decision-
makers or the public, unless otherwise
determined by the MIG Team and City staff.
DATA
»The City will provide current and available GIS
data that is reasonably accurate for completing
the project.
»The MIG Team will not produce any new GIS data
other than what is identified explicitly in the tasks
outlined in the Scope of Work.
Downtown Design Plan | RFP 25-27 13
Appendix A:
RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal
V. Management Approach
At MIG, internal time and task management are
very important to us. Each project is budgeted by
task and subtask prior to project kickoff. Project
managers receive weekly feedback that relates
percent of time and fee expended to percent
completed for each task. We use Deltek Vision
project planning software to assure that our projects
are correctly staffed throughout the duration of
the project, report on budget status, and identify
potential staffing conflicts with other projects. Client
milestones drive our project management process;
the ultimate goal of the project is delivering an
excellent and implementable project deliverable on
time and on budget.
MIG will manage scope, schedule, budget, and
coordination among the MIG Team and City staff,
so that work progresses efficiently and decision
points are clearly identified and supported with the
appropriate information.
Project Management
0.1 Project Kickoff Meeting
MIG will facilitate a comprehensive in-person project
kickoff meeting to align the MIG Team and City
staff on project objectives, roles, responsibilities,
and expectations. The kickoff will include a review
of the project scope, confirmation of the project
area, discussion of anticipated challenges, and
identification of key milestones and coordination
points with project partners. This meeting will also
establish communication protocols, decision-making
processes, expectations for deliverables, and review
timelines.
In addition, we propose to combine a Public
Engagement Strategy Work Session with this Project
Kickoff Meeting. This Work Session is outlined in
the Program section, in Task 1.A. Following this
combined meeting, we propose a Downtown
walking tour with key City staff and partners to learn
directly from you the issues facing Downtown today.
Key Meetings
»Project Kickoff Meeting (In person, 1 hour, 2 MIG
staff, 1 Halff staff)
―For efficiency, this meeting will be combined with
the Public Engagement Strategy Work Session
(Task 1.A) for a 3-hour session. A Downtown
walking tour with key City staff and partners will
occur during the same trip. MIG will use the time
in Fayetteville to conduct our Built Environment
Existing Conditions Analysis field surveys (Task 2.B).
Key Deliverables
»Kickoff agenda and slide presentation, if needed
(PPT, up to 15 slides)
»Confirmed project schedule and work plan (Excel
workbook)
0.2 Biweekly Project Management Team (PMT)
Meetings
MIG will coordinate biweekly PMT meetings to
maintain momentum and transparency. These
meetings will be used to review progress,
discuss technical findings, coordinate upcoming
engagement activities, and address policy or
implementation questions as they arise. We will use
PMT meetings to flag upcoming decisions, manage
expectations for project tasks, and keep the project
on track within the accelerated schedule.
Key Meetings
»Biweekly PMT meetings (Up to 18 meetings) (Up
to 1 hour each, virtual, 1 MIG staff, 1 Halff staff)
Key Deliverables
»Meeting agendas, action items, and summaries
(MS Word or PDF)
0.3 Meeting Documents, Progress Reports, and
Monthly Invoices
MIG will prepare concise and clear documentation
for all meetings and project milestones, so that City
staff have an accurate record of decisions and next
steps. Monthly invoices will be accompanied by brief
progress summaries describing work completed
and upcoming activities, supporting efficient project
oversight and financial management.
Key Meetings
»N/A
Key Deliverables
»Monthly progress summaries (MS Word or PDF)
»Monthly invoices
14 City of Fayetteville
Appendix A:
RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal
Exhibit A: Project Schedule
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Kick-off
Meeting
Project Management
Team Meetings
Meeting
Window #1
Engagement
Strategy Work
Session
User and Capacity Analysis
Built Environment
Existing Conditions Analysis
Scenario Planning
Vision
Development
Integrated
Downtown Framework
Draft Downtown
Design Plan
Revised
Draft Downtown
Design Plan
Adopted Fayetteville
Downtown Design Plan
Synthesis of Existing
Conditions
Meeting Window #2
Planning Commission*City Council*
Visioning Workshop
Community Event*
Engagement*
Draft Design Plan Community
Event*
Engagement*
Design
Charrette
* MIG assumes that the City of Fayetteville will the plan adoption process. The adoption-related milestones shown in the proposed schedule are included for illustrative coordination purposes only and are intended to demonstrate how plan development aligns with anticipated City review and adoption timelines.
Downtown Design Plan | RFP 25-27 15
Appendix A:
RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal
Exhibit B: Project Budget
City of Fayetteville I DOWNTOWN DESIGN PLAN
Hrs@ $295 Hrs@ $175 Hrs@ $195 Hrs@ $160 Hrs@ $160 Hrs@ $120 Hrs@ $110 Hrs@ $120
TASK 0: PROJECT MANAGEMENT
0.1 Project Kickoff Meeting 12 $3,540 14 $2,450 1 $195 12 $1,920 $0 $0 $0 $0 39 $8,105 $2,280 $2,280 $9,000 $19,385
0.2 Biweekly Project Management Team (PMT) Meetings 4 $1,180 24 $4,200 $0 6 $960 4 $640 $0 $0 $0 38 $6,980 $4,080 $4,080 $11,060
0.3 Meeting Documents, Progress Reports, and Monthly Invoices $0 24 $4,200 $0 $0 $0 $0 $0 12 $1,440 36 $5,640 $0 $0 $5,640
Subtotal 16 $4,720 62 $10,850 1 $195 18 $2,880 4 $640 0 $0 0 $0 12 $1,440 113 $20,725 $6,360 $6,360 $9,000 $36,085
TASK 1: PUBLIC ENGAGEMENT
1.A Engagement Strategy Work Session 8 $2,360 8 $1,400 $0 8 $1,280 $0 $0 12 $1,320 $0 36 $6,360 $3,840 $3,840 $10,200
1.B Synthesis and Integration of City-led Engagement 2 $590 16 $2,800 4 $780 16 $2,560 8 $1,280 8 $960 40 $4,400 $0 94 $13,370 $0 $0 $13,370
1.C Large Format Workshops (2)24 $7,080 24 $4,200 $0 $0 $0 $0 $0 $0 48 $11,280 $5,400 $5,400 $22,000 $38,680
1.D Small Group and Focus Group Meetings (3)3 $885 6 $1,050 $0 6 $960 $0 $0 $0 $0 15 $2,895 $0 $2,895
1.E Demonstration or Pop-Up Activation (1)4 $1,180 8 $1,400 2 $390 2 $320 $0 24 $2,880 24 $2,640 $0 64 $8,810 $4,500 $4,500 $3,000 $16,310
1.F Planning Commission and City Council Meetings (2)6 $1,770 6 $1,050 $0 $0 $0 $0 16 $1,760 $0 28 $4,580 $0 $4,580
Subtotal 47 $2,950 68 $4,200 6 $780 32 $3,840 8 $1,280 32 $960 92 $5,720 0 $0 285 $47,295 $13,740 $13,740 $25,000 $86,035
Task 2: EXISTING CONDITIONS, CAPACITY & SCENARIO PLANNING
2.A User & Capacity Analysis 1 $295 8 $1,400 2 $390 4 $640 16 $2,560 $0 30 $3,300 $0 61 $8,585 $0 $0 $8,585
2.B Built Environment Existing Conditions Analysis 1 $295 16 $2,800 2 $390 16 $2,560 8 $1,280 $0 40 $4,400 $0 83 $11,725 $11,920 $11,920 $23,645
2.C Synthesis of Existing Conditions 1 $295 4 $700 2 $390 4 $640 8 $1,280 $0 40 $4,400 $0 59 $7,705 $10,720 $10,720 $18,425
2.D Scenario Planning 2 $590 12 $2,100 2 $390 16 $2,560 4 $640 $0 40 $4,400 $0 76 $10,680 $0 $0 $10,680
Subtotal 5 $1,475 40 $7,000 8 $1,560 40 $6,400 36 $5,760 0 $0 150 $16,500 0 $0 279 $38,695 $22,640 $22,640 $0 $61,335
Task 3: VISIONING
3.A Iniital Vision Development 2 $590 12 $2,100 2 $390 8 $1,280 4 $640 $0 30 $3,300 $0 58 $8,300 $6,080 $6,080 $14,380
3.B Downtown Design Workshop 1 $295 24 $4,200 18 $3,510 4 $640 $0 $0 40 $4,400 $0 87 $13,045 $5,520 $5,520 $6,000 $24,565
3.C Downtown Design Open House $0 8 $1,400 8 $1,560 $0 $0 $0 20 $2,200 $0 36 $5,160 $6,300 $6,300 $2,000 $13,460
Subtotal 3 $885 44 $7,700 28 $5,460 12 $1,920 4 $640 0 $0 90 $9,900 0 $0 181 $26,505 $17,900 $17,900 $8,000 $52,405
Task 4: DOWNTOWN FRAMEWORK & PLAN DEVELOPMENT
4.A Development of an Integrated Downtown Framework 2 $590 24 $4,200 4 $780 20 $3,200 4 $640 40 $4,800 120 $13,200 $0 214 $27,410 $11,960 $11,960 $39,370
4.B Downtown Design Plan 2 $590 24 $4,200 4 $780 20 $3,200 2 $320 40 $4,800 120 $13,200 $0 212 $27,090 $12,960 $12,960 $40,050
Subtotal 4 $1,180 48 $8,400 8 $1,560 40 $6,400 6 $960 80 $9,600 240 $26,400 0 $0 426 $54,500 $24,920 $24,920 $0 $79,420
75 $22,125 262 $45,850 51 $9,945 142 $22,720 58 $9,280 112 $13,440 572 $62,920 12 $1,440 1284 $187,720 $85,560 $85,560 $42,000 $315,280
10% Contingency
$31,528
10%Markup (on Subconsultants and Direct Costs)$8,556 $4,200 $12,756
$359,564TOTAL PROJECT COSTS
MIG
Totals
Mark De La
Torre
Project Director
Jay Renkens
Economic Analyst
Laura Lopez
SUBTOTAL
Sub
Totals
e s t i m a t e d p r o j e c t c o s t
MIG
Direct
CostsPlanning AssociateProject Manager
Marcia Boyle
Senior Planner
Professional
Fees
Totals
MIG, Inc.consultants (include direct co
Amanda
Dorsey
Project
Administrator
Landscape
Architecture
Associate
Consulting Principal
Erik StrandRyan Sotirakis
Halff
Associates
Ander Garcia
O'Dell
MIG, Inc.Client Name - Project Name |Fee Proposal
16 City of Fayetteville
Appendix A:
RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal
MIG is proud to present a highly experienced
and qualified team to provide planning, design,
facilitation, and implementation services for the
Fayetteville Downtown Design Plan. Our team
members have been selected for their strong
expertise in their fields of work as well as their
passion for this project.
PROJECT MANAGEMENT
Principal-in-Charge Jay Renkens, AICP, is a national
leader in the transformation, planning, and design of
downtown spaces. Jay has led urban design, land
use planning, downtown revitalization, economic
development, and mixed-use corridor projects in
cities large and small throughout North America.
Jay will provide thought leadership, as well as
overall project oversight and quality control, so
that adequate resources are made available to the
project and all contractual requirements are met.
Project Director Mark De La Torre will be
responsible for the overall management of the
project team, so each subject matter expert is
utilized at the appropriate point in the project
timeline. Mark regularly leads large project teams
for downtown and planning projects, maintaining
efficiency and collaboration throughout the process.
He is a skilled facilitator and brings invaluable
experience working with clients and project partners
to produce an end product that is reflective of all
input.
Ryan Sotirakis, AICP, will be the Project
Manager and day-to-day contact for this project
and responsible for the direction of the team.
Ryan provides strong project management and
coordination, leading multidisciplinary teams in the
successful creation of a variety of downtown and
neighborhood plans. Through his experience on
similar downtown planning and design projects,
Ryan has a proven track record of leading projects
with clear and implementable outcomes and
engaging clients in a collaborative process.
TECHNICAL SUPPORT
A deep bench of skilled professionals in key
technical disciplines will support the MIG project
management team for this effort. They include:
»Marcia Boyle, AICP, Senior Planner and Historic
Preservationist (MIG)
»Laura Lopez, Project Associate (MIG)
»Ander Garcia O’Dell, Project Associate (MIG)
»Carter Smith, PLA, CLARB, ASLA, Landscape
Architect (Halff)
»Austin Thomas, AICP, CNU-A, PMP, Placemaking
Specialist (Halff)
»Aaron Boll, PE, PMP, CFM, Civil Engineer (Halff)
»Ashley Pifer, PhD, PE, Infrastructure Engineer
(Halff)
Downtown Design Plan | RFP 25-27 17
VI. Personnel Appendix A:
RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal
Ryan Sotirakis
Austin Thomas
Ryan Sotirakis
Austin Thomas
Carter Smith
FIRM DESIGNATIONS:
MIG
Halff
Mark De La Torre
Ryan Sotirakis
Austin Thomas
Jay Renkens
Ryan Sotirakis
Ander Garcia O’Dell
Jay Renkens
Mark De La Torre
Ryan Sotirakis
Ryan Sotirakis
Marcia Boyle
Ander Garcia O’Dell
Mark De La Torre
Ryan Sotirakis
Marcia Boyle
Jay Renkens
Ryan Sotirakis
Laura Lopez
Mark De La Torre
Ryan Sotirakis
Marcia Boyle
Public Engagement and
Visioning
Housing
User & Capacity Analysis
Cultural Spaces
Placemaking
Scenario Planning
Third Places
Parks
MIG
Project Management
Ryan Sotirakis
Austin Thomas
Carter Smith
Urban Landscape &
Forestry
Ryan Sotirakis
Ander Garcia O’Dell
Austin Thomas
Ryan Sotirakis
Aaron Boll
Ashley Pifer
City Hall Campus/City-
Owned Property Solid Waste
Ryan Sotirakis
Laura Lopez
Carter Smith
College Avenue
Ryan Sotirakis
Aaron Boll
Austin Thomas
Circulation and Mobility
Ryan Sotirakis
Ander Garcia O’Dell
Public Safety
TEAM ORGANIZATIONAL CHART
Our team has been hand-picked to specifically align with and address the scope elements outlined in the RFP.
The structure and team member areas of expertise are outlined below.
18 City of Fayetteville
Appendix A:
RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal
TENURE WITH MIG
»20 years
EDUCATION
»MURP, Portland State
University
»MS, Psychology of
Health and Exercise,
Purdue University
»BS, Health Promotion
and Wellness, University
of Wisconsin, Stevens
Point
CERTIFICATIONS
»American Institute of
Certified Planners (AICP),
#185886
PROFESSIONAL
AFFILIATIONS
»American Planning
Association
»Urban Land Institute
»International Downtown
Association
AWARDS
»Downtown Excellence
Award for Best
Partnerships: Downtown
Boulder Vision Plan, DCI,
2024
»APA Daniel Burnham
Award: Charlotte Future
2040 Comprehensive
Plan, 2023
Jay Renkens is a planning and design leader with national experience in
downtowns, transit-oriented development, streetscapes, land use, and
economic development. While researching health and motivational theory,
Jay was struck by the significant influence that the environment has on
people’s choices and behavior, and he has sought to shape environments
for the better ever since. Although his original studies are behind him, they
still form the lens that Jay uses in taking a holistic approach to optimizing
social, economic, and physical wellness for the greatest number of people.
He strives to integrate equity into planning and design and to address
the unintended consequences of gentrification such as displacement
and the losses of culture and authenticity. Jay is a Principal and holds
the roles of Chief Practice Officer and Director of Firmwide Planning and
Design Services at MIG. He has successfully led projects from high-level
vision to implementation by facilitating client, community, and stakeholder
collaboration, consensus, and engagement in communities throughout the
country from San Antonio to Buffalo, Portland to Charlotte, and Spokane to
Denver.
SELECTED PROJECT EXPERIENCE
»Downtown Boulder Vision Plan, Boulder, CO
»Historic Firestone Neighborhood Plan, Town of Firestone, CO
»Alamosa Downtown Design Plan, Alamosa, CO
»Heart of Golden Civic and Cultural Campus Master Plan, Golden, CO
»Charlotte Center City Plans (2020 and 2040), Charlotte, NC
»Colorado Springs Downtown Master Plan, Colorado Springs, CO
»Upper Downtown Plan, Denver, CO
»Downtown’s Next Step: Main Avenue Concept and Design, Durango, CO
»Northglenn Civic Center Master Plan, Northglenn, CO
»Downtown Madison Strategic Plan, Madison, WI
»Imagine Duluth Downtown Master Plan, Duluth, MN
»Downtown Waterfront Improvement Plan, Buffalo, NY
»Ankeny/Burnside Development Framework, Portland, OR
»San Marcos Comprehensive Plan and Downtown Master Plan,
San Marcos, TX
»Downtown Albany Strategy, Albany, NY
»Downtown Sub-Area Plan, San Antonio, TX
»Old Town Neighborhoods Plan, Fort Collins, CO
»Spokane Downtown Master Plan Update, Spokane, WA
PRINCIPAL-IN-CHARGE / CHIEF PRACTICE OFFICER
Jay Renkens, AICP
10% AVAILABLE
Downtown Design Plan | RFP 25-27 19
Appendix A:
RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal
Drawing from his extensive background in architecture, landscape
architecture, urban planning, and real estate development, Mark De La Torre
leads multidisciplinary teams in crafting plans and designs for clients and
communities of every size and scale throughout the Rocky Mountain region
and across the country. As Denver’s Director of Operations, he uses the tools
at his disposal to align the talent, passion, and skills of client and project
teams to achieve the best and most impactful outcomes. As Director of MIG’s
Visualization Studio, Mark and his team employ a wide range of graphics
and technology to elicit meaningful input and encourage informed decision-
making by allowing people to see and experience potential policy changes or
design alternatives.
He excels in stakeholder and community engagement and client relations,
applying technical expertise garnered from over a decade of hands-on
experience. As a leader in the firm and the field, Mark is dedicated to
ensuring that the next generation of great thinkers and designers are
positioned with guidance and support to tackle and solve critical challenges
like economic disparity, social equity, and climate change facing all
communities now and in the future.
SELECTED PROJECT EXPERIENCE
»Downtown Greensboro 2030 Strategic Vision Plan, NC
»Downtown Tulsa Forward Strategic Investment Plan, Tulsa, OK
»Downtown Boulder Vision Plan, Boulder, CO
»Charlotte Center City Plans (2020 and 2040), Charlotte, NC
»North Tryon Vision and Implementation Plan, Charlotte, NC
»Regis University Master Plan and Development Support, Denver, CO
»Lutheran Legacy Campus Master Plan, Wheat Ridge, CO
»Denver Upper Downtown Plan, Denver, CO
»Imagine Downtown KC 2030 Strategic Plan, Kansas City, MO
»Colorado Springs Downtown Master Plan, Colorado Springs, CO
»RidgeGate East Village Master Plan, Lone Tree, CO
»Denver Moves: Broadway (Broadway/Lincoln Corridor Study), Denver, CO
TENURE WITH MIG
»12 years
EDUCATION
»MLA, University of
Arizona, Tucson
»BArch, University of
Arizona, Tucson
PROFESSIONAL
AFFILIATIONS
»Urban Land Institute
(ULI), Colorado
»Real Estate Diversity
Initiative
»Downtown Colorado, Inc.
(DCI)
»International Downtown
Association (IDA)
AWARDS
»Downtown Excellence
Award for Best
Partnerships: Downtown
Boulder Vision Plan, DCI,
2024
»Downtown Achievement
Award of Excellence:
Imagine Downtown KC,
IDA, 2022
»Excellence Award:
SA Tomorrow Regional
Centers Planning, IDA,
2021
»Governor’s Award for
Downtown Excellence:
Alamosa Downtown
Plan, Alamosa, CO, 2020
PROJECT DIRECTOR
Mark De La Torre
15% AVAILABLE
20 City of Fayetteville
Appendix A:
RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal
TENURE WITH MIG
»1 year
EDUCATION
»MLA, University of
Colorado, Denver
»Bachelor of Urban
Planning, University of
Cincinnati
CERTIFICATIONS
»American Institute of
Certified Planners (AICP),
#29625
»Certificate in Public
Participation,
International Association
for Public Participation
(IAP2)
PROFESSIONAL
AFFILIATIONS
»American Planning
Association (APA)
»Downtown Colorado, Inc.
(DCI)
AWARDS
»AZ ASLA Planning,
Truckee River Vision
Plan, 2025
»CO APA Planning
Excellence, Olde
Town Arvada Strategic
Reinvestment Plan, 2024
Ryan Sotirakis is a planner, urban designer, and landscape designer whose
diverse portfolio of work includes urban design, planning, landscape
architecture, and public space programming and management. Ryan’s early
curiosity about cities and the built environment led him to undergraduate
studies in urban planning and a master’s in landscape architecture.
Personable and engaging, he thoroughly enjoys working with communities,
colleagues, and clients to envision, design, and build the best public spaces
possible with available resources. By teaching courses, mentoring younger
staff, presenting at conferences, and conducting his own research, Ryan
stays current with best practices and trends to innovate and try different
approaches to produce better results. With two decades of experience, he
brings focus, creativity, and rigor to planning and design processes, as well
as the deliverables that emerge from them—ensuring clarity of vision and a
shared understanding of desired outcomes and implementation actions.
SELECTED PROJECT EXPERIENCE
»San Francisco PBID Expansion Study, San Francisco, CA
»Madison Downtown Economic Investment Strategy, Madison, WI
»Littleton Boulevard Small Area Plan, Littleton, CO
»Central Area Mobility Hubs & Placemaking Plan, Boulder, CO
»Burbank Outdoor Dining Program, Burbank, CA
»Duluth Skywalks Study, Duluth, MN
»Olde Town Arvada Strategic Reinvestment Plan, Arvada, CO*
»Ralston Road Livable Centers & Corridors Plan, Arvada, CO*
»MesaCONNECTED TOD Plan, Mesa, AZ*
»Truckee River Vision Plan, Reno, NV*
»Brighton Community Identity Design Plan, Brighton, CO*
»Brighton Downtown Public Realm Improvement Plan, Brighton, CO*
»Urban Forest Strategic Plan, Denver, CO*
»Denver Downtown Plan of Development, Denver, CO*
»Idaho Springs Downtown Plan, Idaho Springs, CO*
»Central Park Station Design Guidelines, Denver, CO*
»Park Union District Public Realm Plan, Colorado Springs, CO*
»Englewood Urban Center & Station Area Plan, Englewood, CO*
* Projects completed prior to joining MIG
PROJECT MANAGER
Ryan Sotirakis, AICP
40% AVAILABLE
Downtown Design Plan | RFP 25-27 21
Appendix A:
RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal
Marcia Boyle is an accomplished urban planner and historic preservation
specialist impassioned about creating vibrant public spaces. Her journey
began in architecture, but she quickly realized her interest in the larger
picture of the community, focusing on character and understanding how
people interact with their environment and public realm design. With a
graduate degree in urban planning and a focus on historic preservation,
Marcia continues championing the importance historic resources that lend
a sense of place and character in all her projects. Her work often involves
preserving and celebrating historical elements, but what sets her apart
is her innovative approach to highlighting a community’s character and
incorporating design features that breathe new life into more comprehensive
planning efforts. She believes that the character of the built environment
is a powerful tool for shaping communities.
Her desire to connect with communities and reflect their vision in planning
tools drives Marcia. She accomplishes this by engaging with diverse
stakeholders, listening to their visions for the future, and understanding
their desires and needs. She then translates the information gathered into
actionable recommendations for her clients. She balances various community
desires and needs, providing a direction that thoughtfully reflects community
input.
SELECTED PROJECT EXPERIENCE
»Downtown Greensboro 2030 Strategic Vision Plan, Greensboro, NC
»Downtown Master Plan Update, State College, PA
»San Antonio Tomorrow Neighborhood Planning, San Antonio, TX
»Neighborhood Planning Initiative, Denver, CO
»Historic Preservation Plan, Wildwood, MO
»San Marcos North of Campus Plan, San Marcos, TX
»Envision Lakewood Comprehensive Plan, Lakewood, CO
»Tule Springs East Area Plan, North Las Vegas, NV
»Littleton Boulevard Area Plan, Littleton, CO
»Downtown Florence 2030, Florence, SC*
»Master Plan, Northville, MI*
»Harris Park Neighborhood Plan, Westminster, CO*
»Preservation Strategy and Code Update, Jackson, WY*
»Residential Historic District Design Guidelines, Waxahachie, TX*
»Historic Preservation Plan, Corvallis, OR*
»Deadwood Main Street Master Plan, Deadwood, SD*
* Projects completed prior to joining MIG
TENURE WITH MIG
»1.5 years
EDUCATION
»MURP, University
of Illinois,
Urbana-Champaign
»BA, St. Olaf College
CERTIFICATIONS
»American Institute of
Certified Planners (AICP),
#32882
PROFESSIONAL
AFFILIATIONS
»American Planning
Association (APA)
»Downtown Colorado, Inc.
(DCI)
»International Downtown
Association (IDA)
AWARDS
»“Public Outreach
Award - ReflectDSM:
Des Moines Historic
Preservation Plan,” Iowa
Chapter of the American
Planning Association,
2023Foundation
Conference,
May 2024
SENIOR PLANNER AND HISTORIC PRESERVATIONIST
Marcia Boyle, AICP
20% AVAILABLE
22 City of Fayetteville
Appendix A:
RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal
TENURE WITH MIG
»3 years
EDUCATION
»MLA, Auburn University
»BA, Industrial Design,
Auburn University
PROFESSIONAL
AFFILIATIONS
»American Society of
Landscape Architects,
Student Chapter,
2018–2020
AWARDS
»Design and Construction
Division Award: Auburn
Symposium College
of Architecture, 2020
Laura Lopez is a landscape designer and planner dedicated to creating
places that are sustainable, resilient, and inclusive. In her final year of
undergraduate studies, Laura received feedback about her holistic approach
to a design assignment that led her to landscape architecture. She believes
in the power of design and planning to create spaces that unite people in
shared experiences, and to do so, Laura considers each site and its context
in relation to community, culture, history, and environment. She has a deep
interest in using her skills and experience to address climate change and
environmental justice through authentic and collaborative planning and
design processes. Laura is particularly adept in graphic communications, such
as visualizations, modeling, and rendering, to help clients and communities
“see” what is achievable. She also conducts research and analysis to
evaluate impacts and trade-offs associated with alternatives in support
of well-informed decision-making.
SELECTED PROJECT EXPERIENCE
»SA Tomorrow Area Planning Phase 3, San Antonio, TX
»Addison Beltway Drive Trail, Addison, TX
»DOLA Roadmap, Denver, CO
»Edgewater Comprehensive Plan Update, Denver, CO
»Elizabeth Pickleball Complex, CO
»Future of Park Lane Study, Kirkland, WA
»Happy Valley Downtown Overlay, OR
»Longmont TechHub, CO
»Northglenn Tiered Gateway Signage Standards, CO
»San Marcos Comprehensive Plan Update, TX
»San Mateo Objective Design Standards, CA
»Santa Barbara State Street Master Plan, CA
»Sidewalk Plans for Gulfton and Kashmere Gardens, Houston, TX
»Texas A&M San Antonio Campus Visualizations, San Antonio, TX
PROJECT ASSOCIATE
Laura Lopez
25% AVAILABLE
Downtown Design Plan | RFP 25-27 23
Appendix A:
RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal
Ander Garcia O’Dell is a design and planning associate with a background in
visual arts and culture, which shaped his interest in how people experience
places. This led to a career where his work focuses on creating welcoming,
functional, and environmentally responsible environments that support
community well-being and encourage individual expression. Ander is
committed to improving both the built and social environment by connecting
everyday modes of transportation, environmental health, and social practices
to guide practical and grounded design strategies. He is a creative problem-
solver who uses graphic and analytic tools to help communities and decision-
makers understand opportunities and constraints while moving towards more
equitable and lasting outcomes.
SELECTED PROJECT EXPERIENCE
»Downtown Henderson Investment Plan Update, Henderson, NV
»Downtown Greensboro Area Plan, Greensboro, NC
»Chehalis Basin LAND, Chehalis, WA
»Cedarland Waterfront Development, Buffalo, NY
»Inner Harbor Public Realm Plan, Buffalo, NY
»Adams County Housing Needs Assessment (HNA) and Balanced Housing
Plan (BHP), Denver, CO
»Pima County Housing Needs Assessment, Tucson, AZ
»SA Tomorrow Comprehensive Plan Update, San Antonio, TX
»Downtown Tulsa Strategic Investment Project Management Plan, Tulsa, OK
»Tule Springs East Area Plan, Las Vegas, NV
»Connecting First & Last Mile Transit Study, Portland, OR
TENURE WITH MIG
»1.5 years
EDUCATION
»MSSc, Urban and
Regional Planning,
Université de Genève
»BA, Architectural Studies,
Hampshire College
PROJECT ASSOCIATE
Ander M. Garcia O’Dell
25% AVAILABLE
24 City of Fayetteville
Appendix A:
RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal
TENURE WITH HALFF
»1 year
EDUCATION
»Bachelor of Landscape
Architecture, Mississippi
State University
CERTIFICATIONS
»CLARB Certified
Landscape Architect
#48555
REGISTRATION
»Professional Landscape
Architect: AR #10293
Carter Smith is a Landscape Architect and Senior Project Manager and
Team Leader for Halff’s Placemaking Division. He has a diverse background
in streetscapes, active transportation, green infrastructure, parks, trails,
campuses, historical restoration, commercial, and mixed-use developments.
His nationwide experience working collaboratively in public and private
sectors alongside engineers, architects, and planners heavily influences
his success as a project manager. He draws from his years in the industry
and critical thinking to drive successful projects and designs by expediting
workflow and collectively keeping his team on task. Carter has developed
intuitive insight into the processes involved with the development and
implementation of successful public open spaces in the landscape.
RELATED PROJECTS
City of Duncanville, Ladd Nature Preserve Master Plan, Duncanville, TX
Project Manager responsible for leading the master planning and ecological
assessment of the Ladd Nature Preserve, including stakeholder engagement,
consensus-building, and development of strategies for habitat preservation,
flood mitigation, and low-impact educational facilities. Managed project
deliverables, coordinated with multidisciplinary teams and subconsultants,
and addressed complex challenges such as budget constraints, utility
easements, and community vision alignment.
City of Grove, City Park, Grove, OK
Project Manager responsible for the planning, design, and implementation of
a new multi-phase public park. Once constructed, the 47-acre site will offer
residents and visitors access to playgrounds, pavilions, fitness equipment,
an amphitheater, and a variety of trails. Halff provided project management,
conceptual design, public engagement, survey, construction documentation,
cost estimation, and construction and grant administration services.
Bentonville County, WOKA Trails, Benton County, AR*
Responsible for collaborating closely with stakeholders and evaluating the
county’s needs. Developed a strategic vision aimed at enhancing the parks
and recreational areas, emphasizing sustainable development to improve the
community’s quality of life by creating accessible and well-designed public
open spaces.
* Projects completed prior to joining Halff
LANDSCAPE ARCHITECT
Carter Smith, PLA, CLARB, ASLA
25% AVAILABLE
Downtown Design Plan | RFP 25-27 25
Appendix A:
RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal
Austin Thomas is a Senior Planner and Project Manager for Halff’s
Placemaking Division. His experience includes a diverse range of planning
and development-focused roles spanning across public and private sector
projects in Memphis, Northwest Arkansas, and Texas. Austin’s approach
to planning draws from his understanding of the planning-to-construction
progression and is focused on practical implementation-focused plans
that support attainable positive outcomes for communities. He has led
projects with Shelby County (TN) and the City of Springdale (AR), as well as
participating in projects for the Crystal Bridges Museum of American Art and
Trimble, Inc.
RELATED PROJECTS
Pea Ridge Active Transportation Plan, Pea Ridge, AR
Project Manager responsible for leading the development of an active
transportation master plan to provide guidance and prioritization for a
citywide network of bicycle and pedestrian facilities. The Plan will serve to
support and coordinate with other relevant City plans and regional policy
documents by providing a framework for strategic right-of-way acquisition
and required improvements in association with private development.
City of Grand Prairie, Parks, Recreation, and Open Space Master Plan,
Grand Prairie, TX
Deputy Project Manager for the Grand Vision parks, recreation, and open
space master plan that serves as a blueprint to guide future parks, trails, and
recreation improvements in Grand Prairie. The Plan takes a broader approach
to the traditional parks system master plan by incorporating a comprehensive
tree canopy analysis and health assessment to better determine the benefits
of ‘healthy infrastructure’ to the community.
City of Muskogee, Comprehensive Plan Update, Muskogee, OK
Project Manager responsible for the update to the City of Muskogee’s
Comprehensive Plan. The planning process included community
outreach, a community assessment, future land use and thoroughfare
planning, and identifying and developing program, policy, and investment
recommendations.
TENURE WITH HALFF
»1 year
EDUCATION
»Bachelor of Arts,
Geographic Information
Science, University of
Memphis
CERTIFICATIONS
»American Institute of
Certified Planners (AICP),
#36024
»Project Management
Professional (PMP),
#3692891
»CNU-A
CIRCULATION AND MOBILITY SPECIALIST
Austin Thomas, AICP, CNU-A, PMP
40% AVAILABLE
26 City of Fayetteville
Appendix A:
RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal
TENURE WITH HALFF
»1 year
EDUCATION
»Master of Engineering,
Engineering
Management, University
of Arkansas
»Bachelor of Science, Civil
Engineering, Missouri
University of Science
and Technology
»Bachelor of Science,
Meterology, University of
Nebraska-Lincoln
CERTIFICATIONS
»Project Management
Professional (PMP),
#3985929
»Certified Floodplain
Manager (CFM), AR
#AR-22-00400
REGISTRATION
»Professional Engineer,
AR #20149
Aaron Boll is a seasoned professional engineer, certified floodplain manager,
and project management expert specializing in water resources. With
extensive experience in developing hydrology and hydraulic models for
watershed studies, floodplain mapping, designing detention basins, and
storm sewer rehabilitations, Aaron excels at finding innovative solutions to
urban flooding challenges. As a project manager, he adeptly guides projects
from qualification through design and construction, securing timely and
budget-friendly outcomes. Aaron’s top priority is effective communication
with clients and key stakeholders to achieve the best results.
RELATED PROJECTS
Murphy Park Drainage Improvements, Springdale, AR
Quality control and quality assurance reviewer for preliminary plans and
current project manager. Significant urban flooding occurs downstream of
Murphy Park Pond due to undersized storm sewer infrastructure. This project
will design a new storm sewer system to replace the current storm sewer
system and install a new bypass system to supplement the existing system.
Study includes 1D/2D hydrologic and hydraulic analysis of existing conditions
and proposed improvements. Deliverables include the stormwater report,
final plans, and opinion of probable construction cost.
56th Street Improvements, Springdale, AR*
Project Engineer for a new roadway connection to an existing roundabout
and replacing 56th Street with a 4-lane road for 1.2 miles. Technical advisor
and quality control and assurance engineer for the drainage improvements
along the roadway improvements. Drainage included extensive storm sewer
improvements and a detention pond modification.
Lake Fayetteville Water Quality Study, Fayetteville, AR*
Project Manager responsible for data acquisition and analysis for the Lake
Fayetteville Water Quality Study. Lake Fayetteville has a high nutrient load
due to development, stream bank erosion, lack of a riparian corridor, and
low-impact development in the Clear Creek watershed. The study analyzed
the past data and existing conditions to determine alternatives to improve the
lake’s water quality to reduce harmful algae blooms and increase usability of
the lake.
* Projects completed prior to joining Halff
CIVIL ENGINEER
Aaron Boll, PE, PMP, CFM
60% AVAILABLE
Downtown Design Plan | RFP 25-27 27
Appendix A:
RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal
Ashley Pifer is an experienced water and wastewater engineer and subject
matter expert in water quality and regulatory compliance. Throughout her
career, she has helped water and wastewater utilities across the United
States assess existing infrastructure, along with planning, prioritizing, and
designing improvements. She looks for opportunities to align multidisciplinary
projects to maximize their value and minimize service disruptions to the
public.
RELATED PROJECTS
Bentonville Water Utilities, Lead and Copper Rule Compliance Assistance,
Bentonville, AR*
Technical and regulatory advisor to Bentonville Water Utilities staff on
all aspects of compliance with the Lead and Copper Rule Revisions and
Lead and Copper Rule improvements, including service line inventory
development, public outreach, and preparations for sampling. Prepared a
sampling plan for schools and licensed childcare facilities.
Norman Utilities Authority, Comprehensive Master Plan, Norman, OK.*
Project Engineer providing professional engineering services for the
DPS Williamson County Training Academy Campus Expansion to support
the successful execution and completion of programming, design, and
construction of the $300M+ facility. This includes on-site utilities such as
pump stations, storage tanks, wastewater treatment plant, and other related
utilities. Halff is also designing over 6 miles of off-site water from the City
of Georgetown. Other services include environmental, survey, subsurface
utility locating, easement acquisitions, mechanical/electrical/ plumbing, and
drainage.
* Projects completed prior to joining Halff
TENURE WITH HALFF
»1 year
EDUCATION
»Doctoral Degree, Civil
Engineering, University
of Arkansas, 2012
»Bachelor of Science, Civil
Engineering, University
of Arkansas
REGISTRATION
»Professional Engineer:
AR #16682
INFRASTRUCTURE ENGINEER
Ashley Pifer, PhD., PE
35% AVAILABLE
28 City of Fayetteville
Appendix A:
RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal
PROJECT DETAILS
Prime: MIG
Client: Downtown
Greensboro, Inc. and City
of Greensboro
Location: Greensboro, NC
Reference:
Zack Matheny, CEO
Downtown Greensboro Inc.
532 S. Elm Street
Greensboro, NC 27406
(336) 379-0060
zack@
downtowngreensboro.org
Dates: 2025
Plan Website:
https://gso35.com/
WHY IT’S RELEVANT
»Defining catalytic moves for public realm improvements to support
private investment throughout Downtown.
Downtown Greensboro 2030 Strategic Vision Plan
Over the course of a year, MIG developed GSO35: Downtown in a Decade
Strategic Plan (“GSO35”) for Downtown Greensboro, Inc. (DGI). While contracted
by DGI, GSO35 was the result of a collaborative effort with the City of Greensboro,
Guilford County, local universities, community organizations, nonprofits, local
businesses, and community members. GSO35 built upon MIG’s previous work
with DGI, including the Downtown Vision 2030 Plan and the Downtown Strategic
Streetscape Plan that focused on key connections, placemaking, and supporting
public and private development.
GSO35 recognized that much changed — economically, socially, and physically —
in Downtown Greensboro since the completion of the 2030 Plan. Rooted in data,
GSO35 began by establishing a series of focus areas, each of which included
the current conditions, benchmarks, and a measurable target, the latter of which
guided the Plan components. Robust engagement informed the Plan framework,
which was divided into a series of Vision Elements, Big Moves, and Foundational
Strategies. This framework guided recommendations for catalytic public realm
projects to connect private investment and strategies to support these big moves.
Importantly, an Implementation Toolbox accompanied the Plan document to
ensure that momentum from the planning process would be carried forward.
This Plan built on the momentum, energy, and assets of Downtown Greensboro
and created an implementable program to carry DGI and its partners forward into
the next decade of transformation for Downtown Greensboro.
VII. Relevant Experience
Downtown Design Plan | RFP 25-27 29
Appendix A:
RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal
PROJECT DETAILS
Prime: MIG
Client: Downtown Tulsa
Partnership
Location: Tulsa, OK
Reference:
Emily Scott, Vice
President, Urban
Development, Downtown
Tulsa Partnership
212 E 7th St.
Tulsa, OK 74119
(918) 221-8615
Emily@downtowntulsa.
com
Dates: 2023 - 2024
Plan Website: https://
downtowntulsa.com/
doing-business/
studies-and-plans
The Downtown Tulsa Partnership went through a transformative journey with the
development of the Strategic Investment Plan (SIP), aimed at shaping the future of
Downtown Tulsa over the next decade. This strategic plan serves as a roadmap for
identifying, prioritizing, and funding capital investments; and leveraging insights
from previous studies while incorporating a robust framework for both public and
private investments.
Co-led by MIG and Economic and Planning Systems (EPS), this 10-month process
balanced technical rigor in the establishment of a capital investment framework
and priority investment areas strategy with robust engagement, targeting a
wide variety of stakeholders, businesses, and residents. Resident socials paired
with technical focus groups guided the prioritization of key near-term project
investments while confirming a larger vision for the broader downtown in key
reinvestment areas.
Downtown Tulsa Strategic Investment Plan
WHY IT’S RELEVANT
»Identifying and analyzing key catalytic projects downtown to guide
public and private realm investment.
30 City of Fayetteville
Appendix A:
RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal
PROJECT DETAILS
Prime: MIG
Client: Downtown Council
of Kansas City
Location: Kansas City, MO
Reference:
Bill Dietrich,
President and CEO
Downtown Council of
Kansas City
1000 Walnut St. #200
Kansas City, MO 64106
(816) 421-1539
bill@downtownkc.org
Dates: 2023–2024
Plan Website: https://www.
downtownkc.org/imagine/
The Downtown Council of Kansas City, Missouri (Downtown Council) had
just embarked upon a new strategic plan to define Downtown’s future when
COVID-19 brought the world to a standstill. Building on the previous decade
of strong economic growth anchored by billions of dollars in investment,
Downtown Kansas City (Downtown KC) had been poised for continued growth
and success when the pandemic hit. But the incredibly destabilizing events
of 2020—including deep economic uncertainty and the exposure of systemic
racial and social inequities—ended up being a blessing for the planning process.
These disruptions allowed the Downtown Council and its partners to step back
and ask a critical question: how can we ensure that Downtown’s economic,
physical, social, and educational opportunities are shared by and provide
meaningful and tangible benefits for everyone in the community?
The program included online workshops and surveys, stakeholder and focus
group meetings, a podcast series, and a set of “Community Conversations”. The
activities were specifically designed to foster discussion with neighborhood
leaders, businesses, and community members representing areas and groups
that had previously not been involved in city planning efforts.
Bold and visionary, as well as operational and tactical, the final Imagine
Downtown KC 2030 Strategic Plan represents a response for all cities seeking
to promote shared prosperity, sustenance, and resilience for generations to
come.
Imagine Downtown KC 2030 Strategic Plan
WHY IT’S RELEVANT
»Developing a bold approach to center Downtown as a place for all,
guided by public input and technical expertise.
Downtown Design Plan | RFP 25-27 31
Appendix A:
RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal
PROJECT DETAILS
Prime: MIG
Client: City of Louisville
Location: Louisville, CO
Reference:
Cameron Fowlkes,
City Engineer / Project
Manager
City of Louisville
749 Main St.
Louisville, CO
80027
(303) 666-6565
cfowlkes@louisvilleco.gov
Dates: 2023–2024
Award: Colorado-Wyoming
ASLA Awards (Merit) 2024
Plan Website: https://
www.engagelouisvilleco.
org/louisville-downtown-
vision-plan
Amidst the recent challenges faced by Louisville, Colorado, including the
Marshall Fire, the community is undergoing a period of reflection and renewal.
While the fire has left profound scars, it also presents an opportunity for the
community to rebuild its spirit and identity in Downtown. The 2024 Downtown
Vision Plan will guide Louisville towards a future that honors its history while
embracing progress. One of the key design moves was the identification and
concept design of a new community gathering place: Steinbaugh Plaza.
Steinbaugh Plaza transforms an existing parking lot and underutilized paved
areas around the community’s iconic Pavilion and turns them into an active
community node with all-season activations. It complements the activity
elsewhere Downtown and serves as a new event and festival destination.
MIG took a phased, practical approach that built on the success of existing
pilot programs like parklets and street closures, using them as a foundation for
long-term improvements. By engaging over 250 community members through
targeted outreach and public events, MIG ensured the plan reflected broad
community needs and priorities. The team also worked closely with City staff,
economic development leaders, and transportation consultants to integrate
multiple priorities into a unified vision. MIG developed implementable, scalable
design concepts and helped the City secure early funding through the Capital
Improvement Plan and Louisville Revitalization Commission.
Downtown Louisville Vision Plan
WHY IT’S RELEVANT
»Reimagining a publicly owned parcel, currently used for parking, as a
new gathering space to support the adjacent businesses.
32 City of Fayetteville
Appendix A:
RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal
PROJECT DETAILS
Prime: MIG
Client: City of Durango
Location: Durango, CO
Reference:
Lily Oswald
Multimodal Manager
City of Durango
949 E. 2nd Ave.
Durango, CO
81301
(970) 375-4955
Lily.Oswald@durangoco.
gov
Dates: 2021-Ongoing
Plan Website: https://
engage.durangoco.gov/
downtowns-next-step
Downtown Durango’s businesses are proud of their historic downtown character
but Main Avenue is in need of utility improvements and pedestrian safety
improvements. MIG has been working with the City to prepare construction
documents for the reconstruction of Main Avenue that will widen sidewalks to
provide additional placemaking opportunities and curb extensions to decrease
crossing distances.
Throughout the project, MIG has worked with the City to adapt the project
schedule to accommodate the City’s public outreach process and to
develop solutions that avoid impacts to historic coal shoots and basement
encroachments under the sidewalk. MIG developed streetscape designs that
balance on-street parking, amenity zones, accessibility, and loading zones. By
working with stakeholders, the design responds to varying needs of individual
businesses, such as antique/furniture stores that require ample parking and
loading zones and restaurants that prefer maximum sidewalk and patio space.
The proposed streetscape is a tailored approach rather than a one-size-fits-all
design.
Downtown’s Next Step: Main Avenue Streetscape Design
WHY IT’S RELEVANT
»Leveraging regional tourism as a ‘gateway’ community with a strong
commercial presence along a historic main street.
Downtown Design Plan | RFP 25-27 33
Appendix A:
RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal
PROJECT DETAILS
Prime: Halff
Client: City of Pflugerville
Location: Pflugerville, TX
Reference:
Erin Sellers
Innovation Strategist
City of Pflugerville
P.O. Box 587
Pflugerville, Texas 78691
(512) 990-6305
erins@pflugervilletx.gov
Dates: 2022-2024
Project Website: https://
www.pflugervilletx.
gov/256/Downtown
Downtown Streetscape Master Plan
In 2022, the City of Pflugerville contracted with Halff to develop a Downtown
Streetscape Master Plan. The purpose of this Master Plan is to develop a sense
of place for Downtown Pflugerville, identify opportunities for enhancements
through cohesive design elements, and provide an aesthetically pleasing,
accessible, and safe experience for residents and visitors. The Plan is intended
to be a guide for the City to develop Downtown, focusing on connectivity,
accessibility, economic development/fiscal sustainability, and implementation.
The Downtown Streetscape Master Plan serves as a guide for future
development, redevelopment, and preservation of the Downtown, so that it can
grow in a cohesive and beneficial manner. On February 8, 2022, the Downtown
Action Plan Update was adopted by City Council, identifying desired planning
efforts to revitalize Downtown Pflugerville.This Downtown Streetscape Master
Plan will establish recommendations for comprehensive design elements and
implementable actions for the next 20 or more years. This Plan summarizes
the process for the analysis and recommendations for the Downtown Core
Subdistrict, Downtown East, Western Gateway, and South Downtown. It
determines the current and future needs based on community feedback
and other downtown studies that have been previously adopted. This Plan
represents the community’s vision for the future of Downtown in Pflugerville.
The development of this Master Plan was a collaboration between residents,
City staff, and elected and appointed officials. Substantial public engagement
meetings were held to gauge the community’s desires and needs.
WHY IT’S RELEVANT
»Focusing on connectivity, accessibility, urban design, and
implementation to guide Downtown investment.
34 City of Fayetteville
Appendix A:
RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal
PROJECT DETAILS
Prime: Halff
Client: City of
Fayetteville, AR
Location: Fayetteville,
AR
Reference:
Ted Jack
Parks & Rec
Superintendent
City of Fayetteville
113 W. Mountain Street
Fayetteville, AR 72701
(479) 444-3471
tjack@fayetteville-ar.gov
Dates: 2025
Project Website: N/A
Combs Park Design
Halff was retained to provide design, cost estimates, and public engagement
for the Fayetteville Pump Station Park. The park was formerly the location of
the original source of Fayetteville’s drinking water. Today, the proposed 10-acre
park will provide several amenities consisting of river access, a river promenade,
nature trails and greenway access, picnic areas, and a multi-purpose sports field
and festival area. The revised hydrology and existing geologic features of the
river will provide a location for tubing, kayaking, and swimming in this area. This
park is being designed in tandem with the West Fork White River restoration
project that is being led by WCRC.
WHY IT’S RELEVANT
»Translating a planning concept into an implementable design and
construction documents for a complex, public-facing riverfront
environment that integrated community input with technical design
requirements.
Downtown Design Plan | RFP 25-27 35
Appendix A:
RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal
VIII. Authorized Negotiator
The following individuals are authorized to negotiate contract terms and render binding decisions on
contract matters on behalf of MIG.
Daniel Iacafano, PhD, FAICP, FASLA
President and Chief Executive Officer
danieli@migcom.com
510-845-7549, x1250
Chris Beynon, AICP
Vice President and Chief Development Officer
chrisb@migcom.com
510-845-7549, x1230
Jay Renkens, AICP
Chief Practice Officer, Principal, and Director of Firmwide Planning and Design Services
jayr@migcom.com
347-896-8028, x6140
36 City of Fayetteville
Appendix A:
RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal
IX. Forms
Downtown Design Plan | RFP 25-27 37
Appendix A:
RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal
38 City of Fayetteville
Appendix A:
RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal
Daniel Iacofano
President & CEO
Downtown Design Plan | RFP 25-27 39
Appendix A:
RFP-25-27 Addendum
Moore Icofano Goltsman, Inc.
Proposal