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The Anguilla Heritage Trail:

Recognizing the heritage niche and promoting sustainable tourism

Lilli Azevedo is a maritime archaeologist studying heritage management

at the University of Southampton’s Centre for Maritime Archaeology in

Southampton, England. She is a Jack Kent Graduate Scholar who spent

three years researching maritime cultural heritage management in the

Caribbean region while resident on Anguilla, in the British West Indies.

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The Anguilla Heritage Trail:

Recognizing the heritage niche and promoting sustainable tourism locally

Anguilla has a wealth of pre-Columbian and historical archaeological

and heritage resources. Despite heavy reliance on tourism, the Island

has not developed a program for incorporating heritage within the

tourism product and heritage remains a low political priority. In an

effort to rectify this situation in 2009 the Anguilla Heritage Trail was

conceived and implemented on the Island. The Trail identified a small

number (10) of the Island’s Heritage sites which were previously

unrecognized. The following paper assesses local response to the

project and challenges which are both local and regional. Both

challenges and solutions are identified here; the project is then used as a

case study to develop future initiatives that will address local needs.

Keywords: Heritage Trails; Caribbean; Anguilla; Local Stewardship

Introduction

Anguilla is an island approximately 91 square kilometers in area, located at the northern

end of the collection of islands in the Caribbean called the Lesser Antilles, 300

kilometers east of Puerto Rico and 13 kilometers north of St Maarten/St Martin. Tourism

has been the main engine of economic growth in Anguilla for the past 30 years and the

government of Anguilla maintains its longstanding policy stance of low volume / high

value tourism. Tucked away from the hustle and bustle of St Martin/St Maarten by a 20-

minute ferry trip, Anguilla is pictured in tourism brochures as ‘tranquility wrapped in

blue’.

Anguilla is a coastal community of 15,000 inhabitants, sporting 33 white sand

beaches surrounded by 33,000 square miles of marine and coastal areas. The island

offers visitors outstanding opportunities to experience sun, sand and sea. Four major

hotels, Malliouhana, Cap Jaluca, CuisinArt and Viceroy are established on the west end

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of the Island while there are more than one hundred private villas for rent throughout the

island. Although Anguilla is one of the smallest islands in the Caribbean the tourism

industry has achieved some of the region’s highest growth rates. Over the past 10 years

the tourism Industry has been characterized by sustained growth with few exceptions

namely the hurricane in November 1999 and the September 11th attacks after which the

entire region suffered declines in arrivals. Anguilla arrivals dropped by 6.7% but

recovered quickly in comparison to other destinations in the Caribbean region.

Development of Tourism in Anguilla

During the 1950s-1960s, the decolonization of the British Caribbean impacted

Anguilla. A longstanding backwater off the major trade routes, Anguillians exported

few goods. Salt and provisions including peas, corn and cassava were exported when

the climate was good, but employment was typically off-island. Since the abolition of

slavery, a small fleet had variously carried Anguillians to work phosphate mines on

Sombrero (pronounced ‘SAM-BEER-O’), cut sugar cane in Santo Domingo and man

the oil-refineries in Curaҫoa.

Colonel Bradshaw’s declaration of independence for the associated state of St

Kitts, Nevis and Anguilla in 1967 met resistance on Anguilla. Anguilla seceded from

that state in 1967 and Bradshaw bragged he would turn Anguilla into a desert and

make Anguillians eat one another’s bones. In an effort to diffuse the escalating

situation, the British government intervened and on 19 March 1969 landed 315

paratroopers or Red Devils on the Island. Welcomed by the waiting Anguillians, the

invasion force was soon followed by the Army Corps of Engineers who provided

trained experts and professionals over the following decade. In 1971, Anguilla

became a British Dependency and with England’s help, the Island created key

communication systems and the vital infrastructure for economic development.

Two guest houses, Rendezvous Bay Hotel and Lloyd’s Guest House had been

established in 1962 and the trickle of curious visitors to ‘The Little Island That

Roared’ steadily grew as tourism mushroomed in the region. While the 1950s had

seen an exodus of Anguillians to the UK and overseas to find work, the growing

tourist industry allowed many to return and find work in the construction and service

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industry. The construction of the first large hotel, Malliouhana in 1982 ushered in an

era of unprecedented prosperity and cultural transformation.

What is cultural heritage?

By its definition, culture is constantly changing. New forms replace old forms and the

meaning of the past changes from one group to another, from one generation to the

next. Festivals and carnivals which celebrate aspects of local heritage which are

intangible may be created or changed from year to year. New traditions may replace

old ones. Culture is never destroyed. On the other hand, artefactual heritages and

some intangible forms of heritage may disappear completely. Europeans aren’t

building any more ships of discovery and Amerindians are not carving petroglphys.

Archaeological sites and artefacts are non-renewable resources. Thus, while some

forms of heritage are finite others are continually being reinvented or rediscovered.

Sometimes, especially when the local economy centers on tourism, archaeologists and

conservationists may come into conflict with stakeholders who want to develop

heritage, especially as the former may consider increased site visitation as inimical to

preservation (Sabloff 2008).

Anguilla: heritage in tourism

Anguilla’s transformations over the past 40 years include the creation of roads,

banking institutions, supermarkets, cable television and the internet. Together, they

visibly suggest to the visitor that the Island is a modern community, living in a

modern world. Underlying traditions are not obvious to the casual observer; the

absence of tangible features like sugar mills or colonial architecture that are present

on other islands reinforce the impression that Anguilla’s history begins with the 1967

revolution.

Carried on the inside and integrated into events, the Island’s pre-Revolutionary

history is at once natural and invisible to the tourist, surviving mostly in traditional

foodways or assimilated into modern celebrations. For example, the annual migration

of men from Anguilla to Santo Domingo in the nineteenth century to cut sugar cane

has been re-enacted each year since the 1940s. Today it is observed during Carnival

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without its historic context. Other pastimes including boat racing, raising goats,

traditional cooking and fishing with their roots in Anguilla’s past create a cultural

background that is so natural that it is largely unrecognized. As long as heritage

remains unpackaged, it is unsurprising that other aspects of heritage including

archaeology and built heritage are not celebrated. The development of the Anguilla

Heritage Trail sought to demonstrate how publicly recognizing these sites could add a

valuable component to Anguilla’s tourism product, by demonstrating what

Anguillians already know and care about but is not recognized publicly. In turn, the

trail was envisioned as a first step towards protecting these resources by raising their

profile locally, demonstrating that these resources can be a tangible benefit to the

local community.

Characteristics and development of heritage tourism

Heritage tourism is ‘travel concerned with experiencing the visual and performing

arts, heritage buildings, areas, landscapes and special lifestyles, values, traditions, and

events of a place’ (Jamieson 1998). Elements of heritage tourism include natural,

cultural, and built elements (Poria 2003). Contemporary heritage tourism has risen out

of a shift in tourism paradigm. On one hand the public has become more discerning

about choosing their destination and on the other hand places dependent on tourism

have recognized there is not an unlimited demand for the tourism product (Brown and

Cave 2010). Following this acknowledgement has been a growing concern for more

careful management of heritage resources which may attract visitors (including

archaeological sites, natural landscapes, monuments and the like). ICOMOS Charter

on Cultural Tourism (1976) focuses on the dynamic interaction between tourism and

cultural heritage and the relationship between stakeholders, heritage resources and

tourism. Heritage tourism should, according to the charter,

(1) Involve host communities in planning for conservation and tourism (Principle

Four)

(2) Benefit the host community through conservation and tourism (Principle Five)

(3) Utilize significant portions of the revenues derived from tourist and programs

in heritage locations for the conservation and interpretation of those places

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(4) Have a minimal adverse effect on the cultural heritage and lifestyles of host

communities

The heritage industry is necessarily invested with the consumption of heritage

resources, as the past is presented and sold to the public. In practice the ICOMOS

charter is an ideal rarely obtained (Daher 2000). Without a system for heritage

tourism in place, Anguilla provided a rare opportunity to develop heritage tourism

from the bottom-up with these ideals in place. Mobilizing community members at this

early stage would not only help the Anguilla Heritage Trail succeed, but hopefully

enable the community to take ownership of the resource in the future.

The dark side: commodification and packaged culture

These goals were an effort to avoid the negative aspects of heritage tourism, namely

the commodification of resources which has happened when heritage has been

developed for profit, only. This commodification has occured when heritage is voided

from the lives of a respective community (Daher). For example,

More tourists are confronting ‘packaged experiences’ where they

find themselves dealing with ‘constructed images’ and ethnicity of

the past. This results in a lack of immersion in culture and a lack

of appreciation of cultural difference, presumably the essence of

cultural tourism (Daher 2000).

The Anguilla project provided a chance to focus on the heritage which the

community chose to celebrate; to avoid the exploitation that occurs when tourism is

developed apart from the current lives of community members and when modern

ways of living are dismissed as modern or inauthentic. While recognizing the past,

the project firmly placed the Trail in the present. In some initiatives, past ways of life

have been given preference and featured even when they have little connection to the

host community. For example, projects may freeze change (living in the past) and

dismantle the link between the past and the present, alienating local populations from

their own heritage rather than giving communities a connection with the past. While

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this is acceptable in some cases (i.e. Columbia State Park in California whose purpose

is to showcase a particular period of the state’s Gold Rush History), it should not be

the only version of culture presented by a country. When packaged experiences with

little relevance replace authentic ones, modern ways of living are ignored or divorced

from the past. Present populations are trivialized in favor of the ‘ways things used to

be’.

When communities become involved with the process and have a role in

determining how heritage is interpreted and presented, this becomes a non-issue and

the true benefits of heritage tourism are realized.

2010 Anguilla Heritage Trail Described in Context

The Anguilla Heritage Trail, designed in collaboration with multiple stakeholders

sought to avoid this outcome. The initiative, spearheaded by this author, was

conceived during the third year of her doctoral research in 2009. Having identified

nine previously unrecorded historic shipwrecks in an underwater archaeological

survey earlier that year, the Heritage Trail was initially conceived as a way to raise

awareness and overcome poor institutional memory by creating a series of permanent

markers at the Island’s historic landmarks on land. Recognizing that host

communities may reap little benefit from research-driven projects, The Anguilla

Heritage Trail was designed not only to create a permanent system for recognizing

historic sites, but also to explore how local stewardship of these sites might be

fostered.

Anguilla does not operate a designation policy for historic sites. As a result in

2009 there was no way for a visitor to recognize an eighteenth century estate, an

Amerindian settlement or where the French invaded in 1745. Currently, the Governor

of Anguilla reserves the right to designate historic sites but this is typically reserved

for extraordinary cases. For example, in 1995, an underwater area around the remains

of the 1772 Spanish shipwreck El Buen Consejo was designated as an Underwater

Archaeological Preserve. This only happened after medallions and other artefacts

were traded and sold illegally and no permanent signage was created to mark the site

on maps or on-site.Without a more involved designation process there is no

interpretation; sites, surviving historic buildings and ruins are features at best.

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In addition many traditional buildings are not only privately owned but may be

an unpleasant reminder of inequality or slavery. Recognizing that there are a variety

of heritage sites and that not all heritages are celebrated, the project solicited

nominations of sites to be included from the public as well as non-governmental

organizations including the Anguilla National Trust and Anguilla Archaeological and

Historical Society. The final vote and decision of which sites would be included was

made by public vote.

Attitudes towards heritage/ local involvement

Understanding local attitudes towards heritage is fundamental to understanding how

a heritage tourism initiative will be perceived by the public. The interplay between

preservationists, profit-motivated businesses and the public affects how heritage will

be managed. For example, people moving to Anguilla from outside the Caribbean

have been quick to condemn Anguillians for an apparent disregard for heritage. This

is especially true when they have applied Western ideals of preservation and

protection. While Western heritage management has traditionally focused on

preserving built heritage, local heritage will more often emphasize intangible

elements including foodways, traditions, dialect or folklore. Built heritage, especially

Colonial built heritage is often considered the alien history of white slave-owning

elites. The emphasis on preserving these monuments by largely white ex-patriot

preservation societies has helped reinforce neo-colonial ideas and may be one reason

why more locals do not participate in local historical societies.

Variously warned that locals don’t care about the past and won’t give money

to support a project to promote the past, the Anguilla Heritage Trail initiative set out

to challenge these attitudes. By involving members of the community not

traditionally associated with heritage, the project moved away from the local

historical society and associated preconceptions. While members of the Society

helped the trail on an individual basis, new individuals and groups were encouraged

to become involved and take a leading role in the project.

For example, children 10-12 years old at five local primary schools were

invited to enter a competition to design a logo for the trail. A leading Anguillian, the

CEO of Anguilla Masonry Products was approached to donate the equipment and

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material for each marker, and individual business owners were approached to sponsor

each site. The governor’s wife became involved together with individuals involved

with tourism and education. By soliciting local leadership the trail gained local

support as a community project. While it was spearheaded by a foreign researcher, the

author acted as a facilitator and the project’s public face and vocal supporters were

community leaders.

Challenges

Developing a project to recognize the Island’s heritage resources for tourism

necessitates an understanding of why heritage tourism has not developed sooner.

Anguilla, like other small island developing states, must overcome a number of

challenges which frustrate the development of a system to manage heritage resources.

For years, the local historical society on Anguilla had worked to create a trail but their

efforts were frustrated. While some of the challenges they faced are unique to

Anguilla, many are universal. They include:

(1) An island’s size and wealth: Although an island’s size does not necessarily

reflect its wealth (i.e. Bermuda is a small, yet wealthy island and Trinidad and

Tobago are a larger, poorer country), it often reflects the amount of resources

potentially available. Challenges related to size include a small population

and economy, a lack of resources, remoteness and susceptibility to natural

disasters. The high cost of communication, dependence on international trade

and costly public administration and infrastructure also affect management

(Mulongoy 2006).

(2) How the public ‘sees’ heritage and whether the local historical society

successfully engage the community in productive dialogue

(3) How exclusion from the governing process of heritage sites has alienated

locals and discouraged them from participating in their future management

(4) How differences between expatriate and local attitudes towards heritage

have shaped the management objectives and role of the historic group locally

(5) How a perceived lack of interest has discouraged efforts to engage the

community

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(6) How heritage as a low political priority has affected the availability of

funding for heritage initiatives

(7) How missing information and knowledge of heritage resources (as would

be found in an historic environment record [HER]) leaves an open door for the

exploitation of unrecorded/unrecognized heritage resources.

(8) How in an effort to increase visitor numbers, over-development has destroyed

sites and historic environments (salt ponds, defence sites, or Amerindian

habitation areas)

(9) How an apparent lack of foresight by politicians and decision makers (who

appear to plan for the immediate gain and entrenchment of their political party

without considering the long-term consequences for the Island) has not helped

(10) How, when efforts have been made to protect and manage the historic

environment, a lack of institutional memory following the work has led to an

absence of permanent protection

(11) How insufficient legislation and a lack of knowledge of existing legislation

fail to protect archaeological and historical sites and this vacuum has

facilitated the plunder and destruction of cultural resources

(12) How management problems are not brought to the attention of authorities as

there is little infrastructure and few dedicated professionals with training in

heritage resource management locally

(13) How a lack of permanent heritage displays make local heritage inaccessible

to the general public

(14) How a lack of funding limits the resources and personnel which can be

allocated to the sustainable development of heritage resources

(15) How double standards may be reinforced by legislation which gives some

individuals and groups privileges including access to heritage over others.

This in turn helps to alienate the general public from heritage sites

(16) How misdirected enthusiasm by people can lead to the removal of artefacts

in an effort to ‘save them’ and

(17) How the removal of artefacts by treasure hunters (avocational and

professional) with disregard to local legislation results in a permanent loss of

data and permanently destroys the resource

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Solutions: Meeting local needs and encouraging stewardship

Heritage mangers have recognized that these challenges are present in the absence of

other factors. The absence of and ineffectiveness of legislation has been a leading

explanation for the presence of these challenges. Other areas of research, education,

local stewardship and heritage tourism have also been identified as key areas for

improvement.

These solutions were incorporated into the Anguilla initiative. Research into the

sites’ history was enabled by the AAHS and volunteers who organized the available

data. Fieldwork by volunteers worked to corroborate details and insure the accuracy of

information. An eight-fold brochure outlining the history of each site together with a

map was written, edited and published as an accompanying guide and educational tool.

Local support was realized in part by voluntary assistance at meetings and a growing

network of ‘Friends of the Heritage Trail’. Donations and sponsorship of the trail by

Anguillians demonstrated strong local support. Of nearly US$10,000 cash raised, 27%

was donated by Anguillians. Including in-kind donations, Anguillians donated 60% of

the entire project’s budget (figure 1). Without this in-kind support the trail could not

have been completed.

While many sites were known or esteemed locally, none offered on-site

interpretation. For example, tourists regularly eat and drink at the Pumphouse in Sandy

Ground. Sitting on a spit of land between the salt pond and ocean, the building was

originally built to facilitate the manufacture of salt. Today, the restaurant serves a

pastiche of Angus burgers, seared tuna and traditional Planter’s Punch. One of the ten

sites chosen by the public, a plaque funded by its Anguillian proprietor now celebrates

this history: ‘The Pumphouse: The salt industry on Anguilla lasted from the 1600s until

1986. At this site salt from the adjacent pond was cleaned and prepared for export’.

The mixing of old and new, of an extinct industry with a tourist hotspot is both

appropriate and fitting. The historic designation helps to draw in a few more tourists,

edifies the visitor’s cocktail hour and serves as a living example to other Anguillians

how recognizing heritage makes economic sense.

Heritage tourism as heritage management

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Heritage Tourism has the potential to reinforce the importance of the past and positively

challenge our relationship with the past. ‘One view is that in its search for heritage

‘products’ the tourism industry is re-enforcing the importance we attach to the past.

Another is that tourism is actively, and positively, challenging our relationships with the

past’ (Robinson 2000).

Heritage management is a way to promote tourism and sustainable concepts that

encourages preservation and the recognition of socio-economic values held locally

(Jameson and Scott-Ireton 2007). The benefits of heritage tourism can include

preservation, increased local pride in heritage resources, community continuity,

community participation, social revitalization, and community development. For this to

happen, the development of heritage resources must support community-based

approaches. Entrepreneurs and philanthropists must become involved rather than solely

profit-orientated businesses and investors. Cultural heritage must be owned and

managed by the community.

The relationship between the community and heritage tourism is potentially

mutually beneficial. Heritage tourism demonstrates the tangible benefits of heritage in

economic terms. Having an economic incentive encourages local stewardship, as more

locals are likely to ‘get on the heritage bandwagon’ once they see how using heritage

can benefit themselves. Importantly the economic incentive may be the most alluring for

local communities while other benefits are more profound. Cultural heritage has been

linked to the construction of national identity and the strengthening of local cultures

(Sabloff 2008). These are significant political issues in the region and important for

tourism as visitors to the Caribbean often cite culture as a determining factor when

choosing their destination.

Just as heritage tourism has potential to increase local awareness, heritage

protection and enrich visitors’ experience, it has an equal or greater potential to destroy

the same. Few heritage sites are suited for mass tourism; others are inaccessible,

underwater, or fragile. The selection of which sites will be developed or promoted as

heritage attractions is all-important and should not made by a sole stakeholder. Heritage

tourism is heritage management and the former must go hand-in-hand with the latter.

Developing heritage tourism ought to be a conscious decision accompanied with

planning.

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Measuring impact

To illustrate how challenges are paired with solutions and evaluated, a chart was

created (see page 16) as it was apparent from early on that there were not only multiple

problems, but also that a single ‘magical’ solution did not exist. Visually, the chart

helps prioritize what problems are locally significant and graphically illustrates the

relationship between problems and solutions. Importantly, each problem may have

multiple solutions. For example, treasure hunting is a problem that may be in part

solved with legislation, but which also requires research, education/outreach and

stewardship; thus each solution may address different aspects of the problem.

In the y-column is a list of the problems identified on Anguilla. This list

includes problems that are both local (i.e. lack of pride in local heritage) and regional or

international. Along the top x-axis, identified solutions are listed. These solutions

which have been identified by others include research, education/outreach, stewardship,

heritage tourism, and legislation. Thus on the left side is a longer list of problems and

on the top a shorter list of solutions. Importantly, any list of problems is not exclusive.

New problems may arise over time and others may be resolved or resolve themselves.

The identification of both problems and solutions locally makes it possible to

determine areas which require maximum attention locally. It was therefore possible

when designing the initiative to understand its potential impact based on areas of

identified need.

Using the chart to determine areas of need

The chart lists problems affecting heritage management on Anguilla and

provides an answer to the kind of initiative which may be successful. ‘Areas of need’

are elucidated by tallying the marks next to each problem for every applicable solution

(research, education/outreach, heritage tourism, local stewardship, and legislation). The

result for Anguilla is that out of a total of 17 identified problems (and therefore a

possible score of 17), education/outreach (13/17) and local stewardship (14/17) scored

highest as the most acute areas of need while heritage tourism (11/17), research (10/17)

and legislation (9/17) scored lower. Assuming that solutions with the highest scores

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represent areas least developed (because if they were more developed the identified

problems would not exist) allows a project to focus on those areas of need.

Assessing an Initiative

An initiative may therefore be assessed whether or not it addresses those ‘areas

of need’ just identified. To illustrate the degree to which a project may meet these

needs, consider two initiatives: a more traditional ‘research’ project (The 2009 Anguilla

Shipwreck Survey) and a community project (The Anguilla Heritage Trail). While the

former included public outreach in the form of lectures and school visits, it was limited

as the archaeologists (with the exception of the author) were on site during the duration

of the project only and left at the survey’s end. The Anguilla Heritage Trail was

fundamentally different as it was designed with oversight from the archaeologist but to

the guidelines of the public and a self-appointed committee that was long-term.

Each initiative is marked on the chart and this allows one to analyze whether an

initiative addressed identified problems and in turn what solutions are connected to those

problems. By the numbers, the Anguilla Heritage Trail addressed more problems than

the 2009 Shipwreck Survey (Figure 3: Problems addressed by each iniative). This is

expected as the project was not conceived as a research project but rather a community

tool. Of the problems it addressed, three solutions: education/outreach, local

stewardship and heritage tourism stand out. Conversely, the Anguilla Shipwreck Survey

which addressed ten problems emphasized research and education/outreach (Figure 2:

How effective is an initiative). Different initiatives have different emphases and all

initiatives do not address heritage management challenges equally. This is not to

suggest that one type of initiative is superior to another. Significantly, without research

and data, heritage managers would not have the data to make informed decisions about

heritage matters at all. This absence of this data was the primary reason for the 2009

Shipwreck Survey.

15Initiative Name(tick all challenges that apply)

ANGUILLA Solutions (not unique):

Problems Present (can be unique)/ Problems Initiative Addressed:

Research

Education/OutreachLocal Stewardship

Heritage TourismHeritage

Trail2009 Survey

X An island’s size and wealth X XX How the public ‘sees’ heritage X X X

XExclusion from the governing process

X X

XDifference between expatriate and native attitudes

X X

X X Perceived lack of interest in heritageX Heritage as a low political priority X X X X

X XMissing information of heritage resource

X X X X

X X Overdevelopment X X X XX X Lack of foresight X X XX X Lack of institutional memory X X X X

XInsufficient legislation and lack of knowledge of existing legislation

X X

X XFew local professionals (archaeologists, heritage managers)

X X X

X X Lack of permanent heritage displays X X X XX X Lack of funding X XX Double standards X X X

Misdirected enthusiasm X X XX Treasure hunting X X X

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The chart above was created from the matrix by connecting the problems addressed by the 2009

Shipwreck Survey and Heritage Trail with the solutions connected to those problems. Solutions

were then awarded points if an initiative addressed a problem (out of a total 17 possible). The

resulting graph shows the strength and weaknesses of each project and provides one illustration

how a series of projects may build on each other’s success.

The larger picture: understanding regional challenges

In any single location like Anguilla, ‘areas of need’ are relative. For example, research

may be a more acute need than legislation where no record exists of the kind of resource which

might be protected. Depending on history and current economic and political situations, ‘areas

of need’ will vary. Consider the Anglophone islands of Bermuda, the Cayman Islands, St. Kitts

and Nevis, the Turks and Caicos Islands, Trinidad and Tobago and the U.S. Virgin Islands. Each

has variously recognized problems facing heritage management locally and is in a different state

of developing heritage tourism. While similar in some respects to problems identified on

Anguilla due to regional geographical and cultural similarities, there are important differences.

These reflect the Islands’ unique background and the fact that homogenizing forces of

globalization and development are not equally felt across the region. The matrix provides one

way to recognize these differences. In practical terms, this provides an outline not only for areas

which require the most attention locally, but also has the potential for creating heritage tourism

projects which positively impact the host community and improve the protection of heritage

resources.

The Anguilla Heritage Trail project recognized that there are major challenges

facing the region. Instead of focusing on these obstacles, the project challenged opinions

and worked to understand what was important to the community. The project was less

about doing something to protect heritage and more about doing something with heritage

that would benefit the community. Recognizing a range of potential problems and

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solutions helped the trail succeed and brought recognition to sites which the people

considered important and not those that the author or a privileged group of individuals

decided to display. The result has not only showcased a unique heritage but also been a

step towards developing a sustainable heritage tourism that can be enjoyed by locals and

visitors, alike.

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