Doors under the sky
Open air mall "Doors under the sky": let's open the Doors again!
Ever wondered how beautiful it's to walk around your city, surrounded by lively shops with open doors welcoming you to experience the energy of human interactions?
Now, imagine a holiday place where all the doors are closed: nowhere to buy a hot chocolate for your children or a piece of design to remind you of these restful days. Shops are at the heart of cities bringing people closer once entering the door.
Let's open the doors again, this time as a wonderful open-air mall under a blue sky.
Now, imagine a holiday place where all the doors are closed: nowhere to buy a hot chocolate for your children or a piece of design to remind you of these restful days. Shops are at the heart of cities bringing people closer once entering the door.
Let's open the doors again, this time as a wonderful open-air mall under a blue sky.
Italy
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Prototype level
Yes
Yes
Yes
No
No
014035: Madesimo (IT)
Overall Aim: Transform vacant shops in Madesimo into a vibrant open-air mall to boost local economic growth, preserve cultural heritage, and promote sustainability.
Target Local Groups:
Workforce: Young, qualified individuals from Valchiavenna valley.
Artisans: Craftsmen using traditional techniques and natural materials.
Businesses: Existing stores from neighboring cities.
Community: Residents of Madesimo and surrounding areas.
Tourists: Individuals seeking unique, culturally rich experiences.
Specific Objectives:
Revitalization: Create jobs and stimulate the local economy by employing local workforce and supporting businesses.
Sustainability: Implement energy-efficient improvements and use sustainable materials and practices.
Cultural Preservation: Integrate local cultural heritage into the project.
Waste Reduction: Promote a circular economy by reusing unsold items and sharing spaces.
Community Engagement: Enhance residents’ well-being by involving the community in planning and execution.
Expected Outcomes:
Revitalized Spaces: Transform abandoned venues into lively, functional spaces, reducing urban decay.
Economic Growth: Boost local economy through increased employment and business activities.
Sustainable Development: Reduce environmental footprint with energy-efficient improvements and sustainable practices.
Cultural Enrichment: Preserve and celebrate local cultural heritage, attracting visitors and fostering community pride.
Social Cohesion: Strengthen community ties and improve residents’ quality of life through active participation.
This initiative addresses local needs and contributes to global goals, serving as a model for sustainable and inclusive development in rural areas
Target Local Groups:
Workforce: Young, qualified individuals from Valchiavenna valley.
Artisans: Craftsmen using traditional techniques and natural materials.
Businesses: Existing stores from neighboring cities.
Community: Residents of Madesimo and surrounding areas.
Tourists: Individuals seeking unique, culturally rich experiences.
Specific Objectives:
Revitalization: Create jobs and stimulate the local economy by employing local workforce and supporting businesses.
Sustainability: Implement energy-efficient improvements and use sustainable materials and practices.
Cultural Preservation: Integrate local cultural heritage into the project.
Waste Reduction: Promote a circular economy by reusing unsold items and sharing spaces.
Community Engagement: Enhance residents’ well-being by involving the community in planning and execution.
Expected Outcomes:
Revitalized Spaces: Transform abandoned venues into lively, functional spaces, reducing urban decay.
Economic Growth: Boost local economy through increased employment and business activities.
Sustainable Development: Reduce environmental footprint with energy-efficient improvements and sustainable practices.
Cultural Enrichment: Preserve and celebrate local cultural heritage, attracting visitors and fostering community pride.
Social Cohesion: Strengthen community ties and improve residents’ quality of life through active participation.
This initiative addresses local needs and contributes to global goals, serving as a model for sustainable and inclusive development in rural areas
Cooperation
Heritage
Regeneration
Proximity
Belief
To take care of places and vacancies by restructuring and renewing them: structural improvements will be carried out, focusing on energy efficiency interventions such as advanced insulation, modern heating/cooling systems, and renewable energy sources. This will give the abandoned venues a new purpose after years of inactivity, significantly reducing their environmental footprint. Regeneration of urban or rural spaces is a key goal.
Example: One venue has not been rented for 15 years, requiring substantial infrastructure interventions on insulation, heating, and cooling systems to meet modern energy standards.
To share wide spaces between different stores; to reuse unsold items (both furniture and selling items) by taking advantage of vacant spaces. This approach minimizes waste and promotes a circular economy, ensuring that resources are utilized efficiently.
Example: The new spaces can be used by existing stores from neighboring cities as a physical marketplace, preventing unsold items from being disposed or wasted.
The places will be regenerated also from an intangible point of view: we are addressing a strong sense of “giving back” to our grandfathers and mothers, showing true respect for the heritage they conveyed to us when we were children, now passing it through to younger generations. Preservation of cultural heritage is a key goal.
Example: Some of the living stores have been around for more than 50 years. One, in particular, has been there since the 1800s, where Italian poet Giosuè Carducci used to stop for lunch. We want to follow the same direction, blending vivid memories with new inputs.
This enriched approach not only revitalizes the physical spaces but also ensures that the project is sustainable, culturally respectful, and beneficial to the entire community
Example: One venue has not been rented for 15 years, requiring substantial infrastructure interventions on insulation, heating, and cooling systems to meet modern energy standards.
To share wide spaces between different stores; to reuse unsold items (both furniture and selling items) by taking advantage of vacant spaces. This approach minimizes waste and promotes a circular economy, ensuring that resources are utilized efficiently.
Example: The new spaces can be used by existing stores from neighboring cities as a physical marketplace, preventing unsold items from being disposed or wasted.
The places will be regenerated also from an intangible point of view: we are addressing a strong sense of “giving back” to our grandfathers and mothers, showing true respect for the heritage they conveyed to us when we were children, now passing it through to younger generations. Preservation of cultural heritage is a key goal.
Example: Some of the living stores have been around for more than 50 years. One, in particular, has been there since the 1800s, where Italian poet Giosuè Carducci used to stop for lunch. We want to follow the same direction, blending vivid memories with new inputs.
This enriched approach not only revitalizes the physical spaces but also ensures that the project is sustainable, culturally respectful, and beneficial to the entire community
To re-activate the local shops and restaurants, not only from a physical point of view (from empty spaces to welcoming shops) but also from a human stand point: local people and historical tourists are loosing faith into Madesimo, though they firmly believe it has a great potential. This project is going to re-activate such emotions and feelings, making people fall again in love again with this amazing place.
Example: the shops will be given new life in full respect of the current aesthetics of buildings and venues where they are placed. A conservative restructuring will be made, leveraging the qualities of stores, such as cozy interior design
To leverage social interaction and collective experience through the connection of people (e.g. professionals, students, households, tourists), spaces (existing and new ones), institutions (public and private). Openness and mutual care are key objectives.
Example: since the initial interactions with stakeholders, some barriers are already breaking: from individualism to sense of community, from short term returns to long term vision.
To foster the willingness of people to enjoy staying outside, in the healthy and fresh open air, having a regenerative walk, rediscovering a sense of community and positive lifestyle. The whole project team is seeing and feeling the start of a long-lasting movement, where every person interacting with us is willing to provide ideas to make the project even more effective and concrete.
Example: we asked a local cabinetmaker to contribute to the project, providing furniture made of wood; he had not enough items but but was so enthusiast that he suggested us to get in contact with a competitor of him so to fulfill the required amount of items
Some proofs from relevant researches in the field of proximity retail, such as "Scoping the Socio-economic Performance of the EU Proximity Economy" and "https://economiaelavoro.comune.milano.it/progetti/nuovi-negozi-di-quartiere"
Example: the shops will be given new life in full respect of the current aesthetics of buildings and venues where they are placed. A conservative restructuring will be made, leveraging the qualities of stores, such as cozy interior design
To leverage social interaction and collective experience through the connection of people (e.g. professionals, students, households, tourists), spaces (existing and new ones), institutions (public and private). Openness and mutual care are key objectives.
Example: since the initial interactions with stakeholders, some barriers are already breaking: from individualism to sense of community, from short term returns to long term vision.
To foster the willingness of people to enjoy staying outside, in the healthy and fresh open air, having a regenerative walk, rediscovering a sense of community and positive lifestyle. The whole project team is seeing and feeling the start of a long-lasting movement, where every person interacting with us is willing to provide ideas to make the project even more effective and concrete.
Example: we asked a local cabinetmaker to contribute to the project, providing furniture made of wood; he had not enough items but but was so enthusiast that he suggested us to get in contact with a competitor of him so to fulfill the required amount of items
Some proofs from relevant researches in the field of proximity retail, such as "Scoping the Socio-economic Performance of the EU Proximity Economy" and "https://economiaelavoro.comune.milano.it/progetti/nuovi-negozi-di-quartiere"
To help young professionals, e.g. students of the Hospitality Management school of Chiavenna (SO), 20km from Madesimo, to feed their need for autonomy thanks to a meaningful job close to their home.
Example:students are mainly young women with strong commitment for this project, to whom we will give free access to accomodation, in partnership with house-owners and hotels. Moreover, elder generations are fully included and involved: they are one of the main customer targets of the renewed shops, because the target merchandise categories such as people care, pet care and home-design are highly appreciated by them.
To give access to Madesimo also to small brands and artisans that couldn't afford to rent a shop there. In fact, it is usually easier for well-established Brands (e.g. fashion and apparel franchising) to rent a shop in such exclusive locations; however it brings the City a taste of homologation and standardization that is not suitable with Madesimo heritage. Key goal and benefit will be the retail consolidation instead of segregation
Example:we will keep under control the rental fees, preventing the raising of the fees. Moreover, within a single shop there will be the possibility to share the space between more than one brand, with twofold benefit of sharing costs and empower the brand communication thanks to co-branding synergies (e.g. toys+babywearing)
To promote the transition from an individualistic, opportunistic and obsolete paradigm (i.e. maximizing rent fees, otherwise keeping the shop closed) to a collaborative and community-driven network of activities, raising awareness on the importance of cooperation between a number of stakeholders that live together and share the same values and goals
Example: we are planning to buy the vacant venues through an innovative Real Estate Fund owned by distributed shareholders among local inhabitants of Madesimo and any other person root in Madesimo and caring for Madesimo future wellbeing
Example:students are mainly young women with strong commitment for this project, to whom we will give free access to accomodation, in partnership with house-owners and hotels. Moreover, elder generations are fully included and involved: they are one of the main customer targets of the renewed shops, because the target merchandise categories such as people care, pet care and home-design are highly appreciated by them.
To give access to Madesimo also to small brands and artisans that couldn't afford to rent a shop there. In fact, it is usually easier for well-established Brands (e.g. fashion and apparel franchising) to rent a shop in such exclusive locations; however it brings the City a taste of homologation and standardization that is not suitable with Madesimo heritage. Key goal and benefit will be the retail consolidation instead of segregation
Example:we will keep under control the rental fees, preventing the raising of the fees. Moreover, within a single shop there will be the possibility to share the space between more than one brand, with twofold benefit of sharing costs and empower the brand communication thanks to co-branding synergies (e.g. toys+babywearing)
To promote the transition from an individualistic, opportunistic and obsolete paradigm (i.e. maximizing rent fees, otherwise keeping the shop closed) to a collaborative and community-driven network of activities, raising awareness on the importance of cooperation between a number of stakeholders that live together and share the same values and goals
Example: we are planning to buy the vacant venues through an innovative Real Estate Fund owned by distributed shareholders among local inhabitants of Madesimo and any other person root in Madesimo and caring for Madesimo future wellbeing
Every stakeholder involved in the last 12 months have been at least consulted. However, for sake of efficiency and effectiveness we applied a sort of Pareto principle, focusing time and mental resources to engage and collaborate with high relevance stakeholders.
Consultation approach: with those that explicitly showed a low interest / commitment to the project and are not crucial for the successful implementation of the initiative.
Example: some currently active store managers and shop owners are leaving the spaces in few months and not planning to rent anymore (e.g. the butcher). Though we collected from them some valuable inputs, we focused more on those willing to share their places for the sake of project success. Of course, we hope they will change their mind once they will see the results of our project.
Co-development approach: with those that were showing personal involvement in the project and/or were potential road-blockers.
Example: we spent much time for co-cration with Tourist Board, that was initiatlly skeptical due to some relational and political risks with the enstablished retail owners and managers, but it is now fully onboard and providing proactive suggestions. In other cases, the co-creation was a natural and easy approach to be adopted thanks to the level of commitment of many of the stakeholders (e.g. Former Mayor).
Self-govern approach: this is the long term goal, to set-up a self-funded and self-managed community of property owners that will equally participate to the project as both stake and share holders. We are defining the best technical way along with Banks and Funds experts; also crowd funding is an option. The self-governed shareholder organization will be a no-profit one, ensuring all profits from rent fees will be re-invested in the constant improvement of stores and city. No pure financial investors (i.e. without a personal interest in Madesimo) will be accepted, in order to prevent opportunistic choices.
Consultation approach: with those that explicitly showed a low interest / commitment to the project and are not crucial for the successful implementation of the initiative.
Example: some currently active store managers and shop owners are leaving the spaces in few months and not planning to rent anymore (e.g. the butcher). Though we collected from them some valuable inputs, we focused more on those willing to share their places for the sake of project success. Of course, we hope they will change their mind once they will see the results of our project.
Co-development approach: with those that were showing personal involvement in the project and/or were potential road-blockers.
Example: we spent much time for co-cration with Tourist Board, that was initiatlly skeptical due to some relational and political risks with the enstablished retail owners and managers, but it is now fully onboard and providing proactive suggestions. In other cases, the co-creation was a natural and easy approach to be adopted thanks to the level of commitment of many of the stakeholders (e.g. Former Mayor).
Self-govern approach: this is the long term goal, to set-up a self-funded and self-managed community of property owners that will equally participate to the project as both stake and share holders. We are defining the best technical way along with Banks and Funds experts; also crowd funding is an option. The self-governed shareholder organization will be a no-profit one, ensuring all profits from rent fees will be re-invested in the constant improvement of stores and city. No pure financial investors (i.e. without a personal interest in Madesimo) will be accepted, in order to prevent opportunistic choices.
The project has initially a local focus, with a long term goal to scale the same model at least at regional level. We still have the dream to replicate it at national level, since the proximity retail is suffering all around Italy. I still haven't performed an analysis of the potential need outside Italy, I hope it can be part of the collaboration with NEB team.
Here is an overview of the different stakeholders involved at the different levels:
* Local: Tourist Board, Mayoral Candidate board, local Store Managers and owners, local habitants, various providers (e.g. furniture, communication materials), Academy
* Regional: "S.U.A.P. Comunità Montana Valchiavenna (Regione Lombardia)" for the related documents and procedures to open a temporary store
* National: no current engagement of National institution; I involved people who launched similar projects in other Italian cities such as Cosenza (stakeholder: Ginevra Fiume) and Bari (stakeholder: Davide Agazzi owner of the Italian consulting company www.from.cm)
* European: NEB... of course!
Here is an overview of the different stakeholders involved at the different levels:
* Local: Tourist Board, Mayoral Candidate board, local Store Managers and owners, local habitants, various providers (e.g. furniture, communication materials), Academy
* Regional: "S.U.A.P. Comunità Montana Valchiavenna (Regione Lombardia)" for the related documents and procedures to open a temporary store
* National: no current engagement of National institution; I involved people who launched similar projects in other Italian cities such as Cosenza (stakeholder: Ginevra Fiume) and Bari (stakeholder: Davide Agazzi owner of the Italian consulting company www.from.cm)
* European: NEB... of course!
Retail: experts in retail sector shared experiences dealing with proximity retail, new store models (e.g. temporary/popup, DAO)
Consumer Goods and services: store managers and brand managers from different merchandising categories (petcare, design, apparel, babywearing etc) suggested the best products and services for the project, also with co-branding initiatives and store-sharing between different brands
Accomodation: professors in the field of accomodation and customer facing activities (e.g. hotellerie, shops) shared ideas and gave us access to their school premises to meet students
Wood artisans: besides being available to provide their finished goods as furniture for the stores, they gave us advisory on how to best design and set-up the stores' internal spaces (e.g. using antique products such as authentic tables and shelves made of wood)
Design: a player in the field of interior design and furniture, focused on collecting unsold items with a taste of antique, was available for sharing his point of view on the project; moreover he is available to be an active stakeholders of the project, providing furnitures in exchange for his Brand visibility through the project
Real estate: a real estate agency is providing support to facilitate the relationship with shops owners, besides giving us advisory on economical matters (e.g. fair rental fees)
Tourism: the Tourist Board and Office are crucial stakeholders, facilitating connections with public authorities and private actors (e.g. some shops owners), providing historical data and insights on Madesimo that help better promoting the initiative (e.g. number of people during peak season, number of accomodation etc)
* Finance: active dialogue with private capital stakeholders (e.g. banks, Funds) to define the best way to enable a distributed shareholders model
* Urbanism: researches mentioned before were a true inspiration for the project, putting together urban architecture, social balance and retail
Consumer Goods and services: store managers and brand managers from different merchandising categories (petcare, design, apparel, babywearing etc) suggested the best products and services for the project, also with co-branding initiatives and store-sharing between different brands
Accomodation: professors in the field of accomodation and customer facing activities (e.g. hotellerie, shops) shared ideas and gave us access to their school premises to meet students
Wood artisans: besides being available to provide their finished goods as furniture for the stores, they gave us advisory on how to best design and set-up the stores' internal spaces (e.g. using antique products such as authentic tables and shelves made of wood)
Design: a player in the field of interior design and furniture, focused on collecting unsold items with a taste of antique, was available for sharing his point of view on the project; moreover he is available to be an active stakeholders of the project, providing furnitures in exchange for his Brand visibility through the project
Real estate: a real estate agency is providing support to facilitate the relationship with shops owners, besides giving us advisory on economical matters (e.g. fair rental fees)
Tourism: the Tourist Board and Office are crucial stakeholders, facilitating connections with public authorities and private actors (e.g. some shops owners), providing historical data and insights on Madesimo that help better promoting the initiative (e.g. number of people during peak season, number of accomodation etc)
* Finance: active dialogue with private capital stakeholders (e.g. banks, Funds) to define the best way to enable a distributed shareholders model
* Urbanism: researches mentioned before were a true inspiration for the project, putting together urban architecture, social balance and retail
Bottom-up instead of top-down: the project is demonstrating a strong growing commitment from a variety of private + public stakeholders instead of few political ones. Moreover, it is Spontaneous while many projects are centrally driven
Real estate cooperation vs competition: real estate industry is known to be highly competitive and opportunistic since each deal has to be managed in short time to beat competitors. In this project we are seeing and appreciating a strong cooperation even between real estate operators such as RE agencies and assets owners
Local Integration: Unlike typical commercial developments that often bring in external brands and workforce, the project emphasizes using local young and qualified workforce, which fosters community engagement and provides employment opportunities for residents.
Sustainability and Tradition: The use of furniture made by local artisans with natural wood and traditional techniques not only supports local craftsmanship but also promotes sustainability. This contrasts with mainstream projects that might rely on mass-produced materials.
Cultural Connection: By focusing on products of the Valchiavenna valley, the project creates a strong cultural connection and offers visitors a unique, authentic experience. This is different from generic malls that often lack a sense of place and cultural identity.
Community Benefit: The initiative aims to benefit the entire community, not just the business owners. This holistic approach ensures that the economic and social impacts are widespread, enhancing the overall quality of life in Madesimo.
Temporary and Long-term Flexibility: The inclusion of both temporary and long-term stores allows for flexibility and adaptability, catering to different business needs and encouraging a dynamic retail environment. This is more innovative compared to traditional malls with long-term leases
Finally, "open-air mall" is an innovative concept, linked to distributed and collaborative network
Real estate cooperation vs competition: real estate industry is known to be highly competitive and opportunistic since each deal has to be managed in short time to beat competitors. In this project we are seeing and appreciating a strong cooperation even between real estate operators such as RE agencies and assets owners
Local Integration: Unlike typical commercial developments that often bring in external brands and workforce, the project emphasizes using local young and qualified workforce, which fosters community engagement and provides employment opportunities for residents.
Sustainability and Tradition: The use of furniture made by local artisans with natural wood and traditional techniques not only supports local craftsmanship but also promotes sustainability. This contrasts with mainstream projects that might rely on mass-produced materials.
Cultural Connection: By focusing on products of the Valchiavenna valley, the project creates a strong cultural connection and offers visitors a unique, authentic experience. This is different from generic malls that often lack a sense of place and cultural identity.
Community Benefit: The initiative aims to benefit the entire community, not just the business owners. This holistic approach ensures that the economic and social impacts are widespread, enhancing the overall quality of life in Madesimo.
Temporary and Long-term Flexibility: The inclusion of both temporary and long-term stores allows for flexibility and adaptability, catering to different business needs and encouraging a dynamic retail environment. This is more innovative compared to traditional malls with long-term leases
Finally, "open-air mall" is an innovative concept, linked to distributed and collaborative network
These are the key phases of the approach we are using, coordinated by Giovanni Cara and Ginevra Fiume, the two project managers:
1.Observation, problem identification and framing: first hand experience of symptoms, benchmark with other comparable cities (e.g. Livigno), trends study from national and international sources
2.Potential root causes identification and thesis formulation: desk research and benchmarks
3.Validation of the thesis (i.e. vacant stores are a key cause, proximity retail is key for the relaunch): field research, surveys
4.Solution statement (i.e. Temporary as the reliever) and framing: research, benchamark, experts interview
5.Solution preliminary validation: field interviews, stakeholders interviews -> Eureka! Unplanned match with a similar concept ideated in parallel by another person in Madesimo (#ThePowerOfNetworking)
6.Implementation approach definition and framing: pilot vs "big bang", criteria to select stores (e.g. position, dimension, political relevance of owners), proven methodologies inspired by experts such a FROM (www.from.cm)
7.Pilot project plan: target launch 1 store on summer 2024 to leverage the most populated peak season of the year
8.Stakeholders formal engagement: Failure! mainly due to furniture unavailability
9.Failure retrospective and lessons learned: interior design and furniture are crucial to attract the right Brands, which are crucial for the project
10.Identification of solution to fix the issues -> Eureka! unplanned NEB candidature, boosting consensus among stakeholders thanks to an European breadth (#ThePowerOfSocialNetworking... Linkedin!)
11.Project team extension and successful pilot in xMass 2025 holidays (2 stores: Home Decor and Local energy provider)
12.Project plan update for extended launch (summer 2025); Shareholders Fund set-up, for example through Real Estate Equity Crowdfunding, though outside the critical path of summer pilot
13.High level plan for Winter 2025-2026 extension
1.Observation, problem identification and framing: first hand experience of symptoms, benchmark with other comparable cities (e.g. Livigno), trends study from national and international sources
2.Potential root causes identification and thesis formulation: desk research and benchmarks
3.Validation of the thesis (i.e. vacant stores are a key cause, proximity retail is key for the relaunch): field research, surveys
4.Solution statement (i.e. Temporary as the reliever) and framing: research, benchamark, experts interview
5.Solution preliminary validation: field interviews, stakeholders interviews -> Eureka! Unplanned match with a similar concept ideated in parallel by another person in Madesimo (#ThePowerOfNetworking)
6.Implementation approach definition and framing: pilot vs "big bang", criteria to select stores (e.g. position, dimension, political relevance of owners), proven methodologies inspired by experts such a FROM (www.from.cm)
7.Pilot project plan: target launch 1 store on summer 2024 to leverage the most populated peak season of the year
8.Stakeholders formal engagement: Failure! mainly due to furniture unavailability
9.Failure retrospective and lessons learned: interior design and furniture are crucial to attract the right Brands, which are crucial for the project
10.Identification of solution to fix the issues -> Eureka! unplanned NEB candidature, boosting consensus among stakeholders thanks to an European breadth (#ThePowerOfSocialNetworking... Linkedin!)
11.Project team extension and successful pilot in xMass 2025 holidays (2 stores: Home Decor and Local energy provider)
12.Project plan update for extended launch (summer 2025); Shareholders Fund set-up, for example through Real Estate Equity Crowdfunding, though outside the critical path of summer pilot
13.High level plan for Winter 2025-2026 extension
Here are the elements that could be particularly replicable especially in rural places:
Local Workforce Integration: Employing local young and qualified workforce is a common need in rural areas, to help retain talent within the community and reduce migration to urban centers.
Sustainable Practices: Utilizing local artisans and natural materials can be replicated in other rural areas to preserve traditional skills and reduce environmental impact.
Energy Efficiency Interventions: there are currently many incentives for energy-efficient improvements, such as advanced insulation and modern heating/cooling systems based on renewable resources in rural settings where infrastructure may be outdated
Cultural Connection: Emphasizing local products and cultural heritage can help rural communities showcase their distinct identity and traditions, also attracting visitors and fueling tourism
Flexible Retail Spaces: The concept of temporary stores can be easily replicated
Community Engagement: Involving the community in planning and executing the project can be highly replicated in rural areas, where community ties are often strong.
Learning and Adaptation: Sharing the learnings from our project with other rural communities can help them adapt similar strategies to their unique contexts, fostering sustainable development and community well-being
More in general, the project relies on highly replicable and/or transferrable assets (e.g. brands, institutional connections) and approaches (e.g. temporary stores, real estate equity crowdfunding): these are not Location-specific therefore enabling a scalability on multiple municipalities
Local Workforce Integration: Employing local young and qualified workforce is a common need in rural areas, to help retain talent within the community and reduce migration to urban centers.
Sustainable Practices: Utilizing local artisans and natural materials can be replicated in other rural areas to preserve traditional skills and reduce environmental impact.
Energy Efficiency Interventions: there are currently many incentives for energy-efficient improvements, such as advanced insulation and modern heating/cooling systems based on renewable resources in rural settings where infrastructure may be outdated
Cultural Connection: Emphasizing local products and cultural heritage can help rural communities showcase their distinct identity and traditions, also attracting visitors and fueling tourism
Flexible Retail Spaces: The concept of temporary stores can be easily replicated
Community Engagement: Involving the community in planning and executing the project can be highly replicated in rural areas, where community ties are often strong.
Learning and Adaptation: Sharing the learnings from our project with other rural communities can help them adapt similar strategies to their unique contexts, fostering sustainable development and community well-being
More in general, the project relies on highly replicable and/or transferrable assets (e.g. brands, institutional connections) and approaches (e.g. temporary stores, real estate equity crowdfunding): these are not Location-specific therefore enabling a scalability on multiple municipalities
Here are the World Bank's eight global challenges and how our project is helping at local level:
1.Climate change adaptation and mitigation: By reducing energy consumption and promoting sustainable practices, the project contributes to lowering carbon footprints
2.Fragility and conflict: By employing local workforce and supporting local businesses, the project prevents segregation and economic stagnation in rural areas. It creates job opportunities and stimulates local economies, reducing the need for residents to migrate to urban centers for work. Another effect positively affects Community Cohesion and Social Well-being: Gallup "Global Emotions Report 2024" highlights that Over 1 in 5 People Worldwide Feel Lonely a Lot. This is sadly a global trend and our project provide tangible solutions
3.Energy access: increasing the level of attention on rural areas brings fresh capitals and financing incentives for renewing energy assets (especially with renewable sources)
4.Protecting biodiversity & nature: Madesimo is a place full of nature and biodiversity. The higher is the awareness on its heritage and naturalistic aspects by people and visitors, the higher is the probability to stimulate biodiversity and nature protection and preservation
5.Enabling digitalization: our project leverages the global trend of smart and remote working to boost digital investments in rural area preventing the so called "digital divide"
6.Food & nutrition security: zero-km food and animals protection is part of Madesimo heritage and culture
7.Water security & access: though Alps are known for water accessibility, any rural place need particular attention to what concerns clean water access thanks to renewed infrastructures
8.Pandemic prevention & preparedness: the project encourages tourism distribution over many rural places, preventing mass-tourism in only few locations. This helps creating resilient networks of locations and reduce the risk of pandemic due to over-concentration
1.Climate change adaptation and mitigation: By reducing energy consumption and promoting sustainable practices, the project contributes to lowering carbon footprints
2.Fragility and conflict: By employing local workforce and supporting local businesses, the project prevents segregation and economic stagnation in rural areas. It creates job opportunities and stimulates local economies, reducing the need for residents to migrate to urban centers for work. Another effect positively affects Community Cohesion and Social Well-being: Gallup "Global Emotions Report 2024" highlights that Over 1 in 5 People Worldwide Feel Lonely a Lot. This is sadly a global trend and our project provide tangible solutions
3.Energy access: increasing the level of attention on rural areas brings fresh capitals and financing incentives for renewing energy assets (especially with renewable sources)
4.Protecting biodiversity & nature: Madesimo is a place full of nature and biodiversity. The higher is the awareness on its heritage and naturalistic aspects by people and visitors, the higher is the probability to stimulate biodiversity and nature protection and preservation
5.Enabling digitalization: our project leverages the global trend of smart and remote working to boost digital investments in rural area preventing the so called "digital divide"
6.Food & nutrition security: zero-km food and animals protection is part of Madesimo heritage and culture
7.Water security & access: though Alps are known for water accessibility, any rural place need particular attention to what concerns clean water access thanks to renewed infrastructures
8.Pandemic prevention & preparedness: the project encourages tourism distribution over many rural places, preventing mass-tourism in only few locations. This helps creating resilient networks of locations and reduce the risk of pandemic due to over-concentration
As we hope it is clear from previous statements in this form, NEB values and working principles have been incorporated in the project concept as well as in the implementation so far: we as project team are inspired and driven by sustainability, cooperation and beauty; at the same time our approach has been and will be strongly relying upon participatory processes and multilevel engagement of various public and private stakeholders. Finally, a constant attention to get input from a variety of disciplines is considered key for the project success. All that points have been proven through tangible actions and can be verified.
On top of the initiative’s general timeline that will be attached later in the form, focusing on the planned operational steps to launch the extended pilot on summer 2025, the next important stages of the development plan are described below:
1) Ramp-up: once successfully launched the extended pilot on summer 2025, we plan to use it as a case study to bring in additional shop owners to share their venues. The goal is to extend the pilot scope on Winter 2025-2026 also leveraging some important transformations occuring in Madesimo in 2026: the re-launch of a vacant Hotel that will be turned into the first ever EcoResort in madesimo, through the "Madesan Alpes" project (https://www.madesan.it/) and the new funicular "Groppera" to renew the sky infrastructure through a modern cab.
2) Funding: in parallel we are studying the best way to enable a distributed shareholding model. We are discussing with stakeholders from the Finance ecosystem such as Banks (priority being given to local Banks), Equity Funds, Private Investors (e.g. Business Angels) and Crowdfunding platforms to define the best investing structure. We are finalizing the Business Plan to estimate (a) investments required for real estate acquisition and renewal, (b) revenue streams from rent or marketing, and (c) operating costs
On top of the initiative’s general timeline that will be attached later in the form, focusing on the planned operational steps to launch the extended pilot on summer 2025, the next important stages of the development plan are described below:
1) Ramp-up: once successfully launched the extended pilot on summer 2025, we plan to use it as a case study to bring in additional shop owners to share their venues. The goal is to extend the pilot scope on Winter 2025-2026 also leveraging some important transformations occuring in Madesimo in 2026: the re-launch of a vacant Hotel that will be turned into the first ever EcoResort in madesimo, through the "Madesan Alpes" project (https://www.madesan.it/) and the new funicular "Groppera" to renew the sky infrastructure through a modern cab.
2) Funding: in parallel we are studying the best way to enable a distributed shareholding model. We are discussing with stakeholders from the Finance ecosystem such as Banks (priority being given to local Banks), Equity Funds, Private Investors (e.g. Business Angels) and Crowdfunding platforms to define the best investing structure. We are finalizing the Business Plan to estimate (a) investments required for real estate acquisition and renewal, (b) revenue streams from rent or marketing, and (c) operating costs
