Heritage tourism defined as the practice of visiting destinations to explore and experience their historical, cultural and natural environments, enables travellers to engage meaningfully with the past and to gain a deeper appreciation of a place’s significance through its heritage assets (Dwyer 2024; Meissner 2021). This form of tourism typically includes activities – such as visiting historic architecture and museums documenting local histories – as well as experiencing traditional cuisine in its place of origin (Klingmann 2022). Historic and archaeological sites are increasingly valued not only for their educational and research potential but also for their capacity to generate economic returns (Sardaro et al. 2021; Smith 2020).

In many parts of the world, particularly in regions rich in historical and cultural resources, HT is increasingly recognised as a powerful engine of economic growth (Cerisola & Panzera 2025). Many regions have successfully leveraged their cultural heritage to stimulate local economies and promote sustainable tourism development (Yang & Wall 2022). Beyond economic benefits, HT fosters cross-cultural understanding and encourages communities to rediscover, celebrate and preserve their own traditions and customs (Pai et al. 2025). In so doing, it confers political and economic importance on heritage resources, thereby offering justification for their preservation beyond purely cultural or academic motivations (Brooks et al. 2023).

When managed effectively, HT can play a transformative role by capitalising on a community’s unique historical and cultural assets to promote inclusive development, improve the quality of life for local populations and foster a sense of identity and social cohesion (Harfst, Sandriester & Fischer 2021). As one of the most dynamic and far-reaching tourism segments, HT enhances cultural attractions, safeguards regional heritage, revitalises historic urban centres and drives economic development, often more effectively than other forms of tourism (Lak et al. 2020). These benefits are demonstrated by various global success stories. For instance, in Lijiang Old Town in China, HT has revitalised the economy of the town following its United Nations Educational, Scientific and Cultural Organisation (UNESCO) World Heritage designation, prompting investments in infrastructure, artisan economies and tourism services (Yang & Wall 2022). However, over-commercialisation has also led to community displacement and cultural commodification, highlighting the importance of balance and active local participation (Li et al. 2021). Community involvement is therefore essential in LED initiatives.

To enhance the sustainability of the local HT sector, proposed initiatives must align with and involve the local community (Dieke 2020). Put differently, the success of HT initiatives frequently depends on community engagement in policymaking and heritage management (Esichaikul & Chansawang 2022). In South Africa, the case of Robben Island illustrates both the progress and the persistent constraints of HT. As a site of global historical significance, Robben Island attracts large numbers of visitors, bolstering Cape Town’s tourism economy and preserving national memory (Rogerson 2024). However, Coetzee (2025) mentions that it has also faced governance challenges and under-investment, threatening its long-term sustainability. This example reinforces the understanding that heritage sites are strategic territorial assets that, when effectively managed and include local communities, can yield substantial socio-economic returns (Ruault & Talandier 2020).

Efforts to enhance visitor experiences often prompt local governments to invest in infrastructure and public services, benefitting both tourists and local communities (Hernández & Jiménez 2025). Such investments typically include roads, telecommunications, electricity and health services (Mamirkulova et al. 2020). In this context, HT offers rural municipalities, such as RMLM, a viable pathway to stimulate LED. However, various barriers – such as limited financial resources, inadequate infrastructure, ineffective marketing and fragmented stakeholder co-ordination – constrain the full potential of HT in under-resourced areas (Bashir & Sawhney 2023). Despite these constraints, HT is particularly vital in developing economies, where it contributes to foreign exchange earnings and serves as a tool to address unemployment and inequality (Yang & Wall 2022). For countries such as South Africa, strategically leveraging heritage assets is critical to LED.

Local economic development is a participatory process through which local stakeholders, such as municipalities, businesses, community organisations and residents, work collectively to stimulate economic activity and improve the quality of life within a specific locality (Kgobe, Mabeba & Mamokhere 2023). The primary objective of LED is to build on local resources, capabilities and comparative advantages to foster sustainable economic growth and social inclusion (Department of Provincial and Local Government [DPLG] 2006). In developing contexts, LED serves as a strategic framework for decentralised economic planning, promoting grassroots participation and ensuring that development initiatives respond to the unique socio-economic realities of local communities (Rogerson & Rogerson 2019). Within this framework, local governments play a facilitative role by creating an enabling environment for investment, enterprise development and innovation (Juta 2023a). However, successful LED requires the integration of economic, social and environmental objectives to ensure long-term sustainability (Hariram et al. 2023). This integration is particularly significant in rural municipalities, where economic diversification and resilience are often limited. In these municipalities, heritage assets, such as cultural sites – traditions and historical landmarks – can be leveraged as catalysts for LED, promoting tourism, small business development and community empowerment (Nag & Mishra 2025).

According to Liu, Chiang and Ko (2023), HT is not only a vehicle for preserving cultural identity but also an instrument for stimulating local economies through job creation, infrastructure improvement and promotion of small, medium and micro-enterprises (SMMEs). When effectively planned and managed within an LED framework, heritage-based initiatives can enhance community participation, retain local economic benefits and reduce dependency on external support (El Shandidy 2023; Wasela 2023). Therefore, aligning HT with LED strategies enables rural municipalities to transform cultural capital into tangible economic opportunities while addressing broader developmental challenges, such as unemployment, poverty and inequality (Katyukha et al. 2025).

In South Africa, the concept of LED emerged in the early 1990s as part of the broader post-apartheid transformation agenda aimed at redressing spatial and economic inequalities created by apartheid planning (Juta 2023b; Reddy 2016). Initially, LED was introduced through donor-funded pilot projects and non-governmental initiatives that sought to stimulate local economies in previously marginalised areas (Rogerson & Nel 2016). Following the democratic transition in 1994, LED was institutionalised within national policy frameworks as a key strategy for decentralised development and poverty alleviation (Reddy 2016).

The White Paper on Local Government formally positioned municipalities as developmental agents responsible for promoting social and economic well-being within their jurisdictions (DPLG 1998). This was reinforced by subsequent policy instruments, including the National Framework for Local Economic Development (2006–2011) (DPLG 2006) and its 2018 revision, which emphasised inclusive growth, partnership-building and the mobilisation of local resources for sustainable development (Department of Cooperative Governance and Traditional Affairs [COGTA] 2018). Over time, the practice of LED has evolved from small-scale, project-based interventions to more integrated approaches aligned with national development priorities, such as the National Development Plan (NDP 2030) (National Planning Commission [NPC] 2012). Despite these policy advances, many municipalities, particularly in rural areas, continue to face challenges – such as limited institutional capacity, resource constraints and weak stakeholder coordination – which hinder the effective implementation of LED initiatives (Rogerson 2019).

Building on this historical trajectory, contemporary approaches to LED in South Africa increasingly emphasise the utilisation of place-based assets, including cultural and natural heritage, as drivers of inclusive growth (Khambule 2025; Lawrence & Rogerson 2018). This shift reflects a growing recognition that sustainable local economies must leverage endogenous resources rather than depend solely on external investment or large-scale industrial development (Rogerson & Rogerson 2020). Within this context, HT has emerged as a strategic LED instrument, particularly in rural and under-resourced municipalities, where heritage assets can be transformed into economic opportunities that promote entrepreneurship, community participation and employment creation (Cardak 2025). By integrating HT into LED strategies, rural municipalities are better positioned to diversify their local economies, preserve cultural identity and enhance spatial equity in line with South Africa’s developmental mandate. This is especially true in rural municipalities, such as RMLM, where cultural heritage remains underutilised while poverty and joblessness thrive. Cultural heritage can be explored in RMLM as a strategy to promote local tourism by attracting visitors, preserving identity and fostering economic resilience (Wasela 2023). Dladla et al. (2023) have identified HT as one of the fastest-growing segments of tourism in South Africa. However, without co-ordinated stakeholder efforts to address systemic constraints, HT development will remain limited, particularly in municipalities with weak institutional and financial capacity, such as RMLM.

Raymond Mhlaba Local Municipality is located in the Amathole District Municipality (ADM) in the Eastern Cape province of South Africa. This municipality is predominantly rural and landlocked. Unlike coastal areas, RMLM lacks conventional tourism attractions, such as beaches or major resort facilities, making it an ideal case for exploring alternative forms of tourism initiatives. Nestled at the foothills of the Winterberg Mountains, the area comprises small towns rich in historical significance and endowed with numerous heritage sites, cultural attractions, scenic trails, adventure tourism opportunities and a vibrant arts and crafts sector (RMLM IDP 2024). The municipality is also home to historically significant educational institutions (such as the University of Fort Hare, Healdtown and Lovedale Colleges) renowned for producing some of Africa’s most influential leaders. In addition to these historic institutions, the municipality hosts critical heritage landmarks, including those commemorating the eight Wars of Resistance against colonial conquest (RMLM IDP 2024). This unique combination of cultural and natural heritage assets positions RMLM as a potential hub for heritage-based tourism.

This study employed a qualitative case study approach where the guiding principle for determining the sample size is not necessarily the number of participants, but rather the extent to which the data collected can effectively address the research objectives (Malterud, Siersma & Guassora 2021). According to Subedi (2021), there is no universal consensus on the appropriate sample size for qualitative research as qualitative studies are not bound by rigid rules regarding participant numbers. Rather than focusing on numerical adequacy, qualitative inquiry emphasises the richness and relevance of the data collected (Mocănașu 2020). The adequacy of a sample is therefore determined by its capacity to sufficiently address the research aims (Subedi 2021).

A total of 30 participants were purposively selected for this study. Participants included 2 ADM officials, 6 RMLM officials, 6 local tourism business owners, 2 tour operators and 14 community members. Officials from ADM were included in the sample because the constitutional mandate for tourism planning and coordination in local municipalities resides with the district municipality. The purposive sampling technique ensured that only participants with relevant knowledge and experience were included (Nyimbili & Nyimbili 2024), while the diversity of the sample allowed for the collection of a broad range of perspectives from different stakeholders in RMLM. This sample size was perceived as sufficient in providing the depth and breadth of data required to explore the research objectives (Hennink & Kaiser 2022).

Data collection involved eight individual semi-structured interviews conducted with officials from ADM and RMLM. In addition, three focus group discussions (FGDs) were held with tour operators, local business owners and members of the local community at the town halls in Dikeni (formerly Alice), Maqoma (formerly Fort Beaufort) and Hogsback, respectively. The focus group comprising business owners and tour operators consisted of eight participants, while each of the community-based focus groups comprised of seven participants.

All participants voluntarily consented to take part in the study, and written informed consent was obtained from every participant. An interview schedule guided both the interviews and the FGDs. All the sessions were audio-recorded, and notepads were used to capture key responses and observations. The rich qualitative data generated from the interviews and FGDs were analysed using thematic analysis. To ensure participants’ anonymity, all personal identifiers were removed and replaced with codes. For the confidentiality of data, audio recordings, notes and transcripts were securely stored under lock and key after use. The themes that emerged from the data are presented next.

Ethical clearance to conduct this study was obtained from the Faculty Research Ethics Review Committee of the University of Fort Hare on 05 August 2024.

A prominent issue identified by participants was the limited awareness of tourism activities within RMLM. Both community members and local business owners reported being largely unaware of initiatives aimed at promoting tourism in the area. This points to significant gaps in the municipality’s communication and outreach strategies, as information about tourism initiatives does not appear to reach all segments of the community. Participants expressed feelings of exclusion from tourism-related activities and decision-making processes, highlighting the need for more inclusive and targeted awareness efforts. Focus group participants articulated their concerns clearly:

These statements underscore a lack of participation and engagement among stakeholders in municipal-initiated tourism activities. Participants emphasised the need for more proactive communication strategies and inclusive practices to ensure broader stakeholder engagement. While various stakeholders expressed unfamiliarity with the initiatives of the ADM Heritage Forum, municipal officials indicated that the Forum was primarily established to support local municipalities in identifying heritage sites within the region. One district official remarked:

Although the Forum was intended as a central platform for safeguarding historical and cultural assets, its implementation has involved minimal community participation. This is problematic because local residents often possess rich knowledge of the region’s cultural and historical landscapes, which is critical for authentic and meaningful HT development. Ideally, the identification and promotion of heritage sites should be a collaborative process, with community members engaged as co-creators of local heritage narratives. Such an approach not only aligns with CBT and enriches the authenticity of HT but also aligns with the constitutional mandate for participatory governance. Section 152(1)(e) of the Constitution of the Republic of South Africa obliges municipalities to ‘encourage the involvement of communities and community organisations in the matters of local government’. The apparent exclusion of local stakeholders from tourism planning undermines both the effectiveness of initiatives and constitutional principles. Therefore, RMLM must enhance transparency, actively publicise its tourism programmes and foster meaningful stakeholder engagement to ensure that HT initiatives are inclusive, participatory and locally relevant.

The Tourism Unit in RMLM is severely understaffed, with only six employees responsible for tourism-related functions across the municipality. Ideally, the unit should comprise at least 12 permanent staff members, supported by interns and volunteers to enhance operational efficiency and outreach. This shortage of human resources significantly constrains the municipality’s ability to effectively plan, implement and promote HT initiatives. As one municipal official explained:

This remark indicates that ADM, as the regional authority constitutionally mandated to promote tourism development in the district, is not allocating sufficient resources to effectively grow the sector. Limited staffing capacity presents significant challenges for the Tourism and Heritage portfolio. Inadequate personnel compromise visitor safety, as tourists may be left unattended at heritage sites, and diminish the overall quality of the tourism experience. Furthermore, staff shortages constrain the implementation of effective marketing strategies and impede the regular maintenance and preservation of heritage assets. These limitations suggest that HT is not being adequately prioritised as a strategic development lever in RMLM, despite its potential to address unemployment, enhance service delivery and promote community empowerment. Addressing human resource constraints within the LED and Tourism Unit is therefore critical to unlocking the transformative potential of HT. In this regard, ADM should assume a leading role in strengthening the capacity of the Tourism Unit and mobilising the resources required to support targeted HT programmes in RMLM.

Further emphasising the impact of staff shortages on the delivery of tourism services, another local municipal official remarked:

This comment underscores the dedication and resilience of municipal staff in sustaining the operations of the Tourism Unit despite significant challenges. The presence of provincially and nationally deployed tourism monitors, along with the local team’s efforts, reflects a commitment to maintaining research and information services in the sector. Notably, the temporary relocation of the Dikeni Tourism Information Centre to the old library following an incident of vandalism illustrates the proactive measures taken by staff to ensure the continuity of tourism support services. It is particularly commendable that a core team of only four individuals has managed to keep essential functions running, even though this represents an approximate 50% shortfall in staffing. Their perseverance and adaptability highlight a strong sense of duty to both the sector and the community, despite structural and resource-related limitations.

The poorly maintained environment within the RMLM has a detrimental effect on tourism in the area. Neglect of basic municipal services, particularly waste management, contributes to the degradation of heritage sites, undermines their historical value and diminishes their aesthetic appeal (Lucchi et al. 2024). This results in bad publicity and negative perceptions about the municipality, discouraging tourists from re-visiting or recommending the area as a destination. A local business owner expressed frustration with the municipality’s inaction:

This testimony highlights the direct impact of poor municipal service delivery on local tourism enterprises. Unsanitary and neglected public spaces discourage tourist activity, while inadequate infrastructure, such as poorly maintained roads and limited transportation services, further impedes access to heritage sites. These conditions not only reduce the attractiveness of the area to potential visitors but also pose health and safety risks. Furthermore, Ramaano (2025b) states that the absence of secure infrastructure at certain heritage sites increases their vulnerability to vandalism and degradation. Ultimately, poor waste management and infrastructure neglect act as significant barriers to the growth of HT in the region, undermining both economic opportunities and efforts toward community development. The deterioration of infrastructure and urban decay in and around Dikeni and Hogsback is a significant impediment to tourism growth in the RMLM. Participants expressed concern over the municipality’s apparent neglect of dilapidated buildings and poorly maintained roads, both of which are critical to the overall tourism experience. One participant lamented the municipality’s inaction regarding abandoned and vandalised buildings:

Another participant highlighted the consequences of neglected road infrastructure:

These insights reveal how urban decay and inadequate infrastructure, especially the poor condition of roads, deter tourists and negatively impact local tourism enterprises. Dilapidated buildings not only present safety hazards but also contribute to the perception of a neglected and uninviting destination. Similarly, pothole-ridden roads reduce accessibility to key attractions – such as Hogsback, making travel inconvenient and potentially unsafe. Sustainable tourism development in the area requires urgent attention to infrastructure renewal and regular road maintenance. Without these interventions, RMLM’s potential as a heritage and nature-based tourism destination remains severely constrained.

The eight local tourism businesses interviewed for the study play an important role in the area’s emerging tourism sector, particularly through the provision of hospitality services. While the municipality does offer some form of marketing support to these enterprises, participants expressed that such efforts have been largely ineffective in significantly growing their businesses. During one of the FGDs, a participant shared his experience:

This account reflects the inconsistent and limited nature of municipal support to local tourism enterprises. Although efforts such as online promotion and information-sharing about grant opportunities are appreciated, they fall short of meeting the businesses’ broader developmental needs. The lack of sustained and targeted support, particularly in marketing, infrastructure and financial assistance, continues to constrain the growth potential of local tourism establishments. Another participant echoed similar concerns, emphasising the challenges faced by local businesses in accessing municipal support:

This statement reinforces the broader sentiment among local business owners regarding the inadequacy of municipal support for small and locally owned enterprises. Despite some businesses actively engaging in Corporate Social Responsibility (CSR) through charitable contributions and community development efforts, there appears to be little to no formal recognition or incentivisation from the municipality. Ideally, such socially responsible practices should be acknowledged and encouraged through targeted support measures as they contribute to broader social cohesion and local development. The lack of tailored support mechanisms, particularly for black-owned businesses, highlights a gap in the municipality’s approach to inclusive economic development.

Participants expressed the view that digital platforms, particularly social media, websites and email, can be powerful tools for marketing the municipality and promoting HT. On this aspect, one participant commented:

These platforms offer the advantage of reaching broad audiences quickly and cost-effectively, and when used strategically, can enhance the visibility of local heritage sites and events. Participants suggested that by making HT more appealing and relatable, digital media could help foster stronger community interest and increased visitor engagement. This comment underscores the value of stakeholder cooperation and the role of RMLM in facilitating platforms for information sharing and economic stimulation. In this context, social media can be leveraged to spark interest, build emotional connections with potential tourists and attract investment to the region. Moreover, participants emphasised the importance of collaboration between various stakeholders, including the municipality, local businesses, museums and cultural institutions. Such partnerships could lead to the development of integrated and inclusive travel packages featuring workshops, cultural events and guided tours. These offerings not only enrich the visitor experience but also serve to preserve and promote local heritage. In addition to digital marketing, participants recommended initiatives that encourage community participation and business networking. One participant proposed:

Market days, in particular, present opportunities for small businesses to gain exposure, while ward councillors and other municipal representatives could serve as conduits for disseminating tourism-related information to community members. In addition, participants highlighted the potential of responsible tourism and cultural site preservation initiatives in promoting the long-term sustainability of HT. Creating a strong, cohesive regional brand that reflects the area’s unique historical and cultural assets could not only attract more visitors but also foster a sense of pride and ownership among local residents.

In rural areas, community-based social entrepreneurship plays a critical role in fostering sustainable development (Giampiccoli & Mtapuri 2022; Wang et al. 2025). The active involvement of local communities in tourism initiatives has the potential to deliver significant socio-economic benefits, including improved livelihoods, income generation and employment creation (Brooks et al. 2023; Dladla et al. 2023). When community members are engaged in tourism activities, they gain greater control over their economic futures, contributing to poverty alleviation and enhanced local empowerment (Shabbir & Batool 2025). Ramaano (2025a) argues that citizen participation in tourism can act as a catalyst for LED. Participants in the study emphasised that the conservation and promotion of heritage sites must involve local communities to ensure both the sustainability and protection of these cultural assets. One participant remarked:

This view highlights the importance of community stewardship in heritage preservation, linking it directly to the potential for long-term socio-economic gain. Participants believed that HT, when managed inclusively, could positively transform the lives of host communities. In particular, the conservation of both tangible and intangible heritage can serve as a foundation for local development, provided that supportive structures are in place. However, participants also pointed out that the sustainability of tourism initiatives in RMLM is threatened by the lack of adequate support from higher levels of government, including the district, provincial and national authorities. Despite this challenge, they remained optimistic about the developmental potential of HT in their area. A growing body of research supports this perspective, indicating that community-based HT can uplift rural communities by improving living standards, stimulating local economies and fostering citizen empowerment through social entrepreneurship (Brooks et al. 2023; Dladla et al. 2023; Drummond 2024; Giampiccoli & Mtapuri 2022; Shabbir & Batool 2025; Wang et al. 2025; Wani et al. 2025; Yang & Wall 2022). These findings suggest that HT is a viable strategy for sustainable socio-economic development in rural municipalities, such as RMLM. However, for the RMLM to fully leverage the contribution of HT to LED, it could be essential to explore the following targeted and practical interventions.

Raymond Mhlaba Local Municipality should prioritise the implementation of comprehensive community outreach and engagement initiatives to raise awareness about HT. This could include targeted roadshows, workshops and community forums designed to inform residents about the significance of conserving and preserving heritage resources, while also educating them on the socio-economic opportunities available within the HT sector. A lack of awareness and understanding remains one of the key barriers to effective community participation in tourism-related activities. Therefore, these outreach initiatives should aim not only to disseminate information but also to foster a sense of ownership, pride and responsibility among residents. Encouraging environmental stewardship and cultural preservation at the grassroots level can help cultivate a community that actively participates in and benefits from HT development.

As the ADM bears the constitutional responsibility for promoting tourism development in RMLM, it is imperative that the Tourism Development Unit is adequately resourced with skilled personnel. Expanding the human resource capacity within the Unit would not only enhance the implementation of effective tourism marketing strategies but also ensure the proper maintenance of heritage sites and the safety and security of visitors. Moreover, investment in continuous professional development through in-service training for current staff members will contribute to the professionalisation of the tourism function. Improved skills and capacity among personnel are essential to delivering quality services, strengthening stakeholder engagement and advancing the municipality’s HT agenda.

Effective environmental and infrastructure management is essential in sustaining and enhancing HT in RMLM. The municipality must ensure consistent collection of waste, particularly at key tourist attractions and heritage sites, to preserve the visual appeal and environmental integrity of these areas. In addition, the municipality should implement community-driven recycling initiatives, including the distribution of clearly marked recycling bins and public education campaigns that promote the separation of recyclable, organic and non-recyclable waste. Beyond waste management, ensuring the accessibility of heritage sites is crucial. This requires the regular maintenance of access roads, the installation of clear and informative signage and the provision of basic infrastructure that supports a safe and pleasant visitor experience. Improved environmental practices and infrastructure maintenance will not only enhance the attractiveness of the municipality to tourists but also contribute to the overall well-being and pride of the local community.

Local businesses are critical drivers of LED and community prosperity. As such, RMLM must acknowledge and actively support these enterprises by providing both financial and non-financial assistance. Targeted interventions could include the establishment of business incubators that foster entrepreneurship, support product and service innovation, and attract both talent and investment to the area. To create a conducive environment for business growth, the municipality should ensure that local enterprises have reliable access to essential infrastructure and services, including utilities, telecommunications and transport networks. Enhancing the aesthetic appeal and operational capacity of local businesses not only boosts their competitiveness but also increases their attractiveness to tourists, thereby strengthening the link between entrepreneurship and HT development.

Creating a compelling and recognisable brand that highlights RMLM’s unique historical and cultural identity is essential to advancing HT. A strong regional brand can attract investment, increase tourism traffic and foster community pride. Digital platforms, such as social media, websites and email marketing, offer cost-effective tools for reaching broad and diverse audiences quickly. These channels can be leveraged to generate interest, build emotional connections and communicate the value of the region’s heritage resources. To amplify marketing efforts, collaborative partnerships between the municipality, local businesses, museums and cultural institutions are vital. Joint initiatives, such as themed workshops, heritage festivals and guided cultural tours, can be developed to provide immersive and educational experiences for visitors. These strategies not only enhance the visibility of heritage sites but also improve the overall tourist experience and contribute to the economic vitality of the local community.