Travel Reference
In-Depth Information
7
Managing Routes and Trails
Introduction
The last chapter focused primarily on designing trails to minimize physi-
cal impacts (e.g. hardening, slope) from erosion and visitor use and how best
to enhance the visitor experience.
The legislative actions described provide much of the legal framework in
which trail and route development has thrived. Trail management, however,
is a complex phenomenon. Routes and pathways of different lengths, loca-
tions and attraction types require different management approaches and
decision-making. Nonetheless, there is a fairly standard issue that is impor-
tant for managing linear routes regardless of the type of trail or its location,
and that is principally to manage their users. This is an imperative element
of social and ecological sustainability, as it involves community members,
trail users and the natural or cultural settings.
The majority of negative impacts result from conditions of overcrowding,
wear and tear, and unacceptable behavior. Managing visitors is a complicated
endeavor that involves effective interpretation, sound conservation methods,
good marketing and skilled leadership (Timothy, 2011a). There are many ways
in which trail administrators can manage consumers and their impacts, and
these are often seen as supply-driven, demand-centered approaches as well as
a range of visitor procedures and frameworks. This chapter comprises two
clear and distinct sections. First, current and established knowledge of supply
and demand approaches, as well as visitor and heritage management, are exam-
ined to evaluate which of these approaches is the most appropriate with
respect to linear spaces and attractions. The second section explores visitor
management frameworks and procedures, including stakeholder approaches
that focus on maximizing opportunities, limiting use or engaging with all
stakeholders. Again, while all three, in particular the latter, are commonly
cited in the wider tourism literature, the authors critique their applicability as
effective management tools for trails and routes. Combined, the two strands
of thinking in this chapter provide an 'enhanced tool kit' for managers.
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