Largo Town Center Wayfinding, Branding, and Placemaking Strategy
Staff is currently working with the consultant to engage community and agency stakeholders in preparation for the first public meeting in November.
The purpose of this project is to help implement the vision of Plan 2035 for the Largo Town Center Downtown by creating a walkable, transit-oriented center. Other key goals are to:
- Create an implementable strategy supported and championed by the community, local institutions, and development partners;
- Unveil the brand for Largo Town Center, to create an implementable wayfinding strategy that markets the brand, and identify opportunities to gather and engage people in public spaces;
- Identify the roles and responsibilities of public and private stakeholders.
The project area is conterminous with the plan area of the Approved Largo Town Center Sector Plan. However, the Strategy should not negate the influence of other branding initiatives outside of the sector plan area, including the Health Sciences District – the area of the Central Avenue-Blue Line Corridor – and Central Avenue Connector Trail. The required services include, but are not limited to, existing conditions analysis, multimodal transportation analysis, graphic design, brand development, and community engagement, all with an emphasis on pedestrian- and transit-oriented development. Previous experience in the Washington, DC Metropolitan Area and comparable jurisdictions throughout the United States is preferred, but not required.
The Approved Largo Town Center Sector Plan has Signage Design Criteria that regulates the size, placement, and quantity of wayfinding signs (p. 171). In conformance to those regulations, the wayfinding element of the Strategy should detail the appropriate type, location, and aesthetic of the signage and sites for landmarks. The plan should provide precedents of landmarks appropriate in scale to the suggested sites, however, the design of the landmarks is not required. The plan should be attentive to the gateways and suggest distinctive elements that identify the town center as a special urban place. The consultant is encouraged to explore other artistic landmarks (murals, asphalt art, painted infrastructure) as a form of wayfinding. All wayfinding elements must be sensitive to issues of clutter, maintenance, budget and change over time. The Strategy should also include:
- An assessment of existing pedestrian, vehicular, and cyclist-oriented wayfinding at and surrounding the Largo Metrorail Station, Carillon, the UMD Capital Region Medical Center, and the broader town center;
- Identification and categorization of key community assets, major destinations and points of interest;
- Identification of primary and secondary routes by mode;
- Identification of nodes, primary and secondary corridors, gateways, and potential landmark sites in the area, particularly along Arena Drive, Harry S. Truman Drive and Lottsford Road.
- A catalogue of maps and signage types and suggested locations;
- Conceptual lighting and other creative wayfinding elements
- Graphic standards, including a color palette, font, and a logo concept
- Opportunities for art and open space as a wayfinding element
- Implementation strategy which identifies and prioritizes short term action items, potential funding sources (including grants), and responsible agencies
The Strategy is not intended to replace or negate the establish place brands – The Carillon, UMD Capital Region Medical Center, the Health Science District – within the study area but, rather, coalesce the initiatives under a cohesive, unified brand for the entire area. A successful branding strategy should build from the old and new community assets to develop a brand that speaks to the place holistically. The place branding recommendations should also suggest:
- Themes, logos, and slogans that captures the essence of the place and can be used on wayfinding elements.
- Conceptual urban art – sculptures, murals, etc. – that showcases the brand
- Concepts to promote the brand on street furniture (benches, trash receptables, painted utility boxes, etc.)
The Strategy must offer recommendations of large- and small-scale enhancements or opportunities to activate the public realm, including any recommendations for temporary, event-based, or seasonal activation.
The Strategy must specify short-, mid-, and long-term actions, their timelines, cost, and responsible entities/agencies for implementation. The focus of the study should include the focus area of the sector plan and demonstrate consideration of other relevant locations for connectivity to the study area.
|Kickoff Meeting||August 5, 2020|
|Focus Group Meetings||September 2020|
|Community Meeting #1||November 2020|
|Community Meeting #2||April 2021|
|Project Completion||August 2020|