Planning and Developing Trails and Routes - Tourism and Trails: Cultural, Ecological and Management Issues - page 190

sustainably managed and coherent in the message portrayed to visitors
(Briedenhann & Wickens, 2004; Moulin & Boniface, 2001; Timothy &
Martens, 2012; Wachowiak, 1994; Wi˛ckowski, 2010). In some cases, conser-
vation laws differ on opposite sides of a border. Perhaps an animal species is
protected in one country but vigorously hunted just over the border in
another country, for example. Good trans-frontier alliances can help mitigate
the potentially calamitous implications of these contradictory policies for the
greater good of recreation and tourism trails (Timothy, 1999a).
Another very important area of collaboration is the formation of non-
profit support groups that establish and manage trails and pathways, facili-
tate collaboration between stakeholders and help raise funds for route
maintenance (Brown & Barter, 2004; Jones, 1994). Such collaborative efforts
are often fraught with stewardship dissonance between land agencies, land-
owners, transportation bureaus, tourism offices and commercial interests
(Cope et al. , 1998: 220). Thus, cooperation between various stakeholders is
crucial in the success of a trail or route, and Cope et al. (1998: 221) suggest
that the establishment of a formal management group that is endowed with
accountability and authority for marketing, coordinating infrastructure and
preservation is the best way to manage a multi-use and long-distance trail.
These cooperative efforts are necessary in providing access links to paths and
routes. Local authorities and trail organizations can also work together to
provide public transportation links to trailheads and access points. If urban
or suburban trails are better connected to public transportation (e.g. buses),
it is likely that more people will use the trails (Walker, 1996).
Collaborative efforts between trail organizations and community groups
may be instrumental in correcting erroneous perceptions and smoothing
negative resident attitudes about route development. As noted in Chapter 5,
there is often public resistance and anxiety associated with initiating trails.
As time passes and through cooperative efforts, however, most of these
concerns usually give way to a greater appreciation for the resource (Fiala,
1999: 68).
Acquiring volunteer help for trail development and maintenance is also
an important aim of stakeholder networking. Trail organizations, whether
public agencies or non-profit organizations, should identify and involve
potential partners who can help provide equipment, volunteer labor and
maintenance. Private outfitters and guides can make their boats or canoes
available on water routes, horses on equestrian trails or bikes on cycle courses
(Settina & Kauffman, 2001: 100).
Theming
Theming is another critical consideration when developing a route from
scratch. For purposive route and path development, decisions must be made
about what theme or themes will be the focus of the trail. While trails may