As part of its strategic planning process, the Town of Annapolis Royal has invited interested parties to provide input into the revision of the Town Strategic Plan. The Annapolis Heritage Society (AHS), custodian of three area museums, a genealogy centre, the community archives and an extensive local artifact collection, is pleased to provide our input in the form of this submission. Our recommendations are based on our belief that the Town's modern economy and potential growth can be enhanced by the Town becoming a “centre of excellence” for heritage preservation, its interpretation and the economic benefits derived from heritage resources. Setting the stage

Annapolis Royal is home to three National Historic Sites and the highest concentration of heritage buildings, trees and streetscapes per population in Canada. The history of Annapolis Royal is the history of our country, and as such, it is both unique and important. The Town is recognized for its commitment to heritage and natural beauty, as evidenced by the many awards it has received, especially in recent years. We feel that the Town can build on this recognized commitment to heritage and further enhance its leadership, both provincially and nationally, by achieving two goals:

• strengthening preservation of its heritage environment for the benefit of future generations, and
• increasing potential economic benefits from its heritage resources.

Our concerns

AHS has six areas of concern related to the accomplishment of these goals. These are:

• the preservation of the Town's tree canopy and historic green spaces
• the management of the “hidden record”…archaeology in Annapolis Royal
• the strength of regulations governing building designation and “historic districts”
• the placement and character of new buildings and additions, both residential and commercial (in other words, zoning)
• the philosophy of appropriate signage
• the awareness of heritage and its significance within the broader community.

Rather than detail these concerns in this submission, we have listed the initiatives we feel should be adopted by the Town's strategic planning framework to address them.

Our recommendations

1. Develop a heritage environment enhancement and protection program This would cover care, protection, by-law management and awareness of heritage trees and tree canopy sightlines, historic green spaces (such as the lawns in front of the lighthouse and the Court House), heritage gardens, the waterfront area, overhead utility wires, fencing and outbuildings.
2. Support the development and implementation of an Archaeological Sensitivity Map for the historic district of Annapolis Royal This would be a valuable tool for planned development and maintenance for the Town, and for potential education/tourism initiatives by local universities and the private sector. AHS would partner in this initiative.
3. Seek and review “best practice reports” in heritage preservation, planning, enforcement, incentive development and economic spin-off potential from other communities recognized as leaders in their field. This review of the work of others would help local businesses and organizations understand how they could maximize the economic benefits of heritage.
4. Seek and review the signage policies and philosophies of other heritage communities We have attached the signage policy of Port Townsend, Washington State, provided by Dr. Niki Clark, a member of the AHS Board and the former executive director of five heritage museums and sites in that community.
5. Develop a specific support program for local heritage organizations and businesses interested in marketing heritage in its broad sense This mechanism would offer advice and support to those seeking funding or business opportunities in archaeological investigation, heritage expertise, experiential tourism, heritage education, renovation, restoration or sympathetic new construction.
6. Develop a heritage property owner's information package in both print and web formats. This would explain the municipal and provincial laws governing heritage property, the role of PHAC and the importance of the placement and character of new buildings and additions within the heritage framework of the Town. It would serve as a reference source and planning tool. AHS would partner in this initiative.In addition, we would like to propose one more initiative for the Town to consider, not directly related to our six areas of concern.
7. Create a charitable Annapolis Royal Foundation to support the work of heritage preservation and programming by both the Town and local organizations New tax laws and regulations governing personal donations make this an attractive option to investigate.

In conclusion

Annapolis Royal is already well placed to be a “Centre of Excellence” for heritage preservation, its interpretation and the economic benefits derived from heritage resources. We feel that the seven initiatives proposed in our submission will help the Town achieve the twin goals we outlined.

We would be happy to meet with the Mayor, the CAO and members of Council to expand on our concerns, our ideas and our offers of partnership.

Respectfully submitted,
Ian Lawrence, President
Annapolis Heritage Society

As part of its strategic planning process, the Town of Annapolis Royal has invited interested parties to provide input into the revision of the Town Strategic Plan.

Peter and I are “interested parties”, hence this submission. As both a home and business owner in Annapolis Royal, I have a deep interest in its future. Peter grew up here and considers it home, and we intend to maintain our residence and interests in the Town beyond our own life spans.

We believe that Annapolis Royal is the perfect destination for the increasingly sophisticated consumer, whether that consumer is local or comes from far away, wishes to purchase a thing or an experience, wants to stay a day or an entire season. To that end, we have four recommendations.

They are based on the belief that we have to build our growth on what we already have…heritage, geographic beauty, a largely arts and culture-based retail economy and an aging and involved population.

Our recommendations

1. Develop Annapolis Royal and area as the “design destination”
   We already have well-known artists, antique dealers, craftsmen, shops, sculptors, restorers, weavers and all manner of other talented people in and around the Town. We could put together a program, perhaps with the help of the new RDA, to promote existing “design” people and attract others. A main component would be the development of the Annapolis Royal Design Week, with speakers, workshops, displays and the like. I would be interested on working on that initiative and I know others in Town that would help.
   
   
2. Help attract a very good restaurant to the old Newmans space
   This is vital to the growth of the Town. Taking nothing away from the existing restaurateurs in Annapolis who have worked hard to build their businesses, the Town still needs a “destination” restaurant that will attract people from the larger population centres in Nova Scotia, as well as tourists in the Town. Fleur de Sel in Lunenburg and the new Cocoa Bistro in Windsor are doing extremely well. A new “destination” restaurant in Annapolis Royal could be part of the gastronomic trail they are creating from Halifax and back. It would also be a welcome purchaser of produce from our local farmers and fishermen. This project would have to be in collaboration with John and Beth Gartland.
   
   
3. Extend the wharf and set up the Annapolis Royal Regatta
   By extending the wharf, we gain not only a viable business opportunity in terms of tie-ups for fishermen and a marina for pleasure boats, but also a tremendous publicity opportunity in terms of a Regatta and an Annual Sailing Prize. Peter and I would be pleased to sponsor a Silver Cup and Cash Prize for the Regatta.
   
   
4. Market Annapolis Royal in the Blogosphere
   So who knew there was a blogosphere? Not us, but we have lately found out, and it is growing all the time. Blog is short for weblog. A weblog is a journal (or newsletter) that is frequently updated and intended for general public consumption. Blogs generally represent the personality of the author or the Web site. In other words, a blog mention is free publicity, and all sorts and ages of people use them to make purchasing decisions. One “yummy mommy” in Toronto reads on a friend's blog that Annapolis Royal is “the design place” to visit and she's planning her next vacation. One rose-gardener writes on his blog that he's just gone to the Historic Gardens and pretty soon others want to follow in his footsteps.
   A project to “seed” blogs with mentions of Annapolis Royal is apparently as easy as pie. In fact, the Town could start with design blogs right away (see Recommendation 1). (Our New York-based daughter Christy is just finishing her Master's in Journalism at Columbia University, so she is as up on this as you can be. That's how we know!)

In conclusion:

It seems to us that Annapolis Royal is extremely well placed to stay real for those of us who live in Town, but still appeal to people who want part of our experience. We feel that our four recommendations are doable projects that would enrich the Town's growth and development and would be in keeping with the strategic goals already outlined by its citizens.

Respectfully submitted,
Jane Nicholson
Mrs. Nicholson Inc.

As has been pointed out by many commenters in the past, something needs to be done to restore Annapolis Royal to a viable Town with viable businesses. Planning on the part of the Town can go a long way to make that happen.

Currently, many businesses are located along historic St. George Street. Due to the age of the buildings, expensive upkeep required and the very high property taxes charged by the Town, many of these businesses are closing. The Town can certainly do something about this in reducing the high taxes, but we are still left with the problem of lack of people to use the services provided by the businesses.

In many other small communities, including Digby and even Bear River, the businesses are dependant on LOCAL customers, not just the seasonal ones. If the local businesses weren't there, the local customers would go elsewhere. Before Digby had Superstore and Wal-Mart, many locals from the area went to New Minas for shopping and the “extra” spending was also spent in businesses up the valley. Now that local people can obtain what they want in Digby, businesses large and small are benefiting from people shopping at home. The same can happen in Annapolis.

The Town fathers need to work on attracting local businesses that would provide employment for the locals which would in turn keep the locals home to support the other local businesses. An example mentioned in one of the planning sessions was a sports school. This could encourage the students, the teachers, the support staff of the school and their families to buy groceries in Annapolis, to eat out in Annapolis, buy shoes in Annapolis etc. Any other business bringing in a few hundred people would have the same effect.

Highway 1 runs through Annapolis and should be zoned commercial. Already there are many businesses on this stretch from Gems to Charlie's Place. There is a B&B/Motel, a small restaurant, a dollar store, a fire hall, a vineyard and a church already located on this stretch. Zone it so a nice restaurant could open there, maybe a clothing store, maybe a dentist or art studio. If there were businesses located on this strip to show passers-by that Annapolis is open for business, people would have more reason to stop and then check out the rest of the Town. Right now, anyone driving along Highway 1 would have no idea that Annapolis has any places to eat, sleep, shop or anything else unless they took the time to drive off the beaten path. This is no way to showcase our Town.

If we don't soon take action to attract and keep our businesses, Annapolis will become a Town of senior residents only with property taxes so high no one but the wealthy will be able to afford to live here – and they won't want to because it will be a virtual ghost Town providing no consumer services at all.

In summary, one of the first things that needs to be done is rezone Highway 1 through Town to invite new business to open up and attract some new people.

This letter is written to provide comments about the Town of Annapolis Royal's recently updated Strategic Plan, November 2, 2006, document. I am writing on behalf of the Attractions Committee. The members of this committee are active partners in marketing the Town. We welcome any opportunity to work with the Town to further our mutual interests and in formulating a functional marketing plan.

The plan identifies important long range goals and objectives. The tasks listed in each of the subsections (multi year plans and objectives) are also necessary and useful activities for the Town and its residents and businesses. Comments in this letter will be limited to two sections: Arts, Culture and Heritage, and Marketing.

The section on Arts, Culture and Heritage contains many good activities that were unfortunately abandoned because of lack of resources. The Town has prepared and submitted a funding application for several of these projects. As a national historic district the Town of Annapolis Royal has a opportunity to participate in the Family of National Historic Sites organization. This organization is still new and developing its purpose. The Town may realize some benefit from active membership in this organization.

Marketing Plan 2006 outlines an extensive list of activities related to marketing. Many are on hold pending the establishment of the RDA. In the meantime the Town has limited resources to put towards marketing. It is important during this period of decreased tourism travel that the Town continues to be strongly promoted. A coordinated and strategic approach to marketing for the Town of Annapolis Royal would benefit from both a strategic Marketing plan and the presence of a full time person in marketing. Forming and maintaining relationships is essential to the implementation of a successful and sustained marketing initiative. Any opportunities to secure a position dedicated to marketing for the Town should be pursued with vigor.

Thanks you for the opportunity to comment on the plan and we look forward to continuing to work with the Town in creating a positive, sustainable community.

Sincerely,
Theresa Bunbury
NHS SWNS

Thanks for a good evening of information and discussion

• The Town has made excellent progress: info-structure and Real Estate
• Area of concern retail section
• Most owners have been here 25 years + which means wholesale change with is presently happening.
• Watching news from Toronto/Calgary/Edmonton/Vancouver they have serious problems with traffic/safety/healthcare/cost of living/lifestyle. Do we as a Town have a plan to market these locations? If not should we.
• We could use some entrepreneurs and consumers from these areas
• Concerned with the high rate of property tax in particular the commercial section
• My Christmas wish is to see a vibrant retail section in the future

I see that item #2 was to develop a heritage archive and was abandoned. I would say that depends on how you want to read that point. Much of the Towninformation that has been transferred to AHS has been archived as that is one of our roles within the community. If the Town wants, we would always accept funding for our role as community archives.We also have interest in working with the Town to develop a list of heritage suppliers and property owners package #1 #6, #7. This has been a project that gets mentioned at our board once in a while. We have trouble mounting the resources (time, staff) in house to get this done but it may be possible as a partnership.

A Bulletin Board System on the website would be a great way to get feedback for those who may not be able to make it to meetings, and would allow for ideas and comments from a larger group of people (National & International)

Suppose the tourist bureau was part of a reproduction of the Victorian freight shed that used to be north east of Train Station. Such a building could incorporate an eco centre, a lab and storage for CARP and a tourist bureau. Together we might be able to find the resources. Maybe Mrs. Nicholson, Inc. might wish to play a role. The whole thing could be connected via a parking lot and driveway to PA St near RR tracks. Such a drive way might also have a branch that becomes an entrance for PW eliminating the current entrance from a residential street., Victoria Street.