Guiding Principles

No two communities will approach trail-based economic development in the same way, as illustrated by the case studies found throughout this handbook. Communities that succeed at promoting community and economic development through trail recreation may approach the process from many angles, but all began with clear visions of how they wanted the trail system to help their communities. The national experience suggests keeping these principles in mind to guide the planning process:

1. Understand Community Capacity and Desires-- Communities lacking quality lodging, entertainment, or dining services are ill-equipped to accommodate large numbers of visiting trail users and should not market themselves as recreation destinations until adequate services are developed. Even some communities that are able to handle trail tourism may refrain from it for other reasons. For example, if a community is established as an antiquing destination, business owners may not want to compromise the current experience by courting trail recreation.
2. Identify Target Markets Based on Trail Characteristics-- In most cases, the surface of the trail that runs near or through your town will be the primary determinant of the types of users it will draw. For example, an asphalt trail will be attractive to in-line skaters and cross-country skiers, but unattractive to mountain bikers and off-limits to studded-tread snowmobiles.
3. Determine Community's Relationship to the Trail System-- In addition to the trail's surface, a community's position in the regional trail hierarchy also influences its role in the system and the nature of its economic development opportunities. There are two facets to a community's positioning: the hierarchy of the trail (backbone, loop, spur); and its location along the trail. For example, a town located at the junction of a backbone and a spur trail naturally attracts overnight visitors who will start out from that point, while a town located in the middle of a loop trail is more inclined to draw midday visitation.
   
   

   Trailheads geared towards non-motorized users in town center. Trailheads geared towards combination market on edge of downtown. Trailheads geared towards motorized users on outskirts of town.

4. Choose Trailhead Sites Based on Desired User Markets and Impacts-- The needs and impacts of motorized and non-motorized trail users differ widely. For example, non-motorized users (e.g., bicyclists, cross-country skiers) can pass through residential areas into historic downtowns with minimal impact, but motorized users such as snowmobilers or all-terrain vehicle (ATV) riders cannot. As a result, a community must decide where to locate trailheads based on the types of users they will serve. The diagram below illustrates three different approaches to locating trailheads.
5. Locate Trailheads Within Town Boundaries to Concentrate Economic Impacts-- Most recreational trail users own their equipment and provide their own transportation to trailheads. As a result, offering equipment rental and shuttle service in town has some economic benefit, but much of the potential impact will be lost if trailheads are located in isolated places. Situating trailheads within the boundaries of a town not only enables service businesses (gas stations, convenience stores, outfitters) to cluster around them, but it also increases the chances that tired trail users will stay for dinner or even overnight.
6. Build Off Existing Markets-- Existing visitors to your community provide the logical starting point for promoting trail recreation. Those who already visit provide a reliable base of tourists, and it is important to educate this group about the recreational opportunities in your community. The two goals of targeting this market are to extend lengths of stay and to encourage repeat visitation to use the trails.
   
7. Cultivate Partnerships-- Partnerships among public agencies, and businesses are essential for success. Within local and county government alone, trail planning involves many departments, including parks and recreation, planning, and transportation. If a local government seeks an economic return on its investment in trails, it must build partnerships with businesses because businesses provide the return. On the private side, businesses need to work together in order to build and maintain a critical mass of trail-related commercial activity.