Regaining a sense of belonging
5 Senses Openair Museum a Community Coop
The 5 Senses Open-air Museum of Sciacca managed by the Identità & Bellezza Non-Profit Community Coop
The 5 Senses Open-air Museum of Sciacca (Sicily) transformed the seaside town into a bursting museum to be explored through the five senses. It's a responsible tourism project where the 120 associates, reunited into a non-profit coop, worked and are working to regenerate the local in(tangible) heritage.
Art, crafts, history, gastronomy and nature are regenerated into touristic products and services able to share meaningful stories through +50 relational, transformative and emotional experiences
Art, crafts, history, gastronomy and nature are regenerated into touristic products and services able to share meaningful stories through +50 relational, transformative and emotional experiences
Italy
Local
Sciacca (AG), Sicily, Italy.
It addresses urban-rural linkages
It refers to other types of transformations (soft investment)
Yes
2024-12-31
No
No
No
As a representative of an organisation
The 5 Senses Open-air Museum of Sciacca (Sicily) transformed this seaside town into a bursting museum to be explored through the five senses. It's a responsible tourism project where the 120 associates, reunited into a non-profit coop, worked and are working to regenerate the local in(tangible) heritage.
Art, crafts, history, gastronomy and nature are regenerated into touristic products and services able to share meaningful stories through +50 relational, transformative and emotional experiences.
Art, crafts, history, gastronomy and nature are regenerated into touristic products and services able to share meaningful stories through +50 relational, transformative and emotional experiences.
CONNECTION
COHESION
AWARENESS
RESPONSIBILITY
BEAUTY
The project was born with the milestone idea that local resources - if the local community is 1) aware of their value, 2) competent in transforming them into attractive tourism products and services and 3) its members are connected firstly as citizens and then as a welcoming community - are the key to a sustainable development.
So, the objective was to create nothing new but to work with what was already existing thanks to nature and humankind history. We achieved this objective by:
- the cooperative associated hotels and b&bs adhere to a specific quality and sustainability protocol, to implement actions like replacing disposable solid soaps with reusable ceramic dispensers, becoming plastic free and 6 of them are getting a sustainability certification through the ECOTOURS Erasmus+ project, this also attracts a more environmentally conscious and higher-value tourist segment;
- enhanced local resources and short supply chain: sourcing local because the coop’s associates must be from Sciacca or nearby towns so local products are featured in breakfasts, aperitifs, and restaurants, with narratives and experiences connecting them to local farmers.
- promotion of local craftsmanship: tourists can participate in experiences with local artisans, learning about and engaging with traditional crafts like pottery, papier-mâché, and sustainable fossil coral jewels making;
- circular economy model: a circular economy process has been developed where the local community is the primary stakeholder and asset holder, fostering a sense of belonging and responsibility.
- integration of environmental associations: environmental associations are actively involved in the tourist offerings;
- development of slow tourism experiences: they are designed to meet the growing demand for green travel options.
So, the objective was to create nothing new but to work with what was already existing thanks to nature and humankind history. We achieved this objective by:
- the cooperative associated hotels and b&bs adhere to a specific quality and sustainability protocol, to implement actions like replacing disposable solid soaps with reusable ceramic dispensers, becoming plastic free and 6 of them are getting a sustainability certification through the ECOTOURS Erasmus+ project, this also attracts a more environmentally conscious and higher-value tourist segment;
- enhanced local resources and short supply chain: sourcing local because the coop’s associates must be from Sciacca or nearby towns so local products are featured in breakfasts, aperitifs, and restaurants, with narratives and experiences connecting them to local farmers.
- promotion of local craftsmanship: tourists can participate in experiences with local artisans, learning about and engaging with traditional crafts like pottery, papier-mâché, and sustainable fossil coral jewels making;
- circular economy model: a circular economy process has been developed where the local community is the primary stakeholder and asset holder, fostering a sense of belonging and responsibility.
- integration of environmental associations: environmental associations are actively involved in the tourist offerings;
- development of slow tourism experiences: they are designed to meet the growing demand for green travel options.
Our aim is to transform beauty into a driver of well-being by bursting a sense of belonging to our cultural identity. It regenerates forgotten places, creating spaces where people desire to live, care for, and actively shape their surroundings.
A key example is Via Perollo, a once marginal medieval street in Sciacca, now an open-air museum. Ceramic vases, inspired by local decorative traditions from the 14th century to today, create a living archive of craftsmanship. QR codes allow visitors to hear stories from residents, building a multisensory and emotional connection between people, place, and history.
This regeneration has had a tangible impact:
- +30% in local business revenue, driven by increased visitor flows;
- three new artisan workshops opened, reviving traditional ceramic techniques;
- revitalisation of abandoned homes, as residents return and invest in their heritage.
Beyond aesthetics, we regenerate sites of interest through the Custodians of Common Goods, a team of 35 pride volunteers, most coop’s associates, dedicated to restoring, managing, and narrating historic, religious and cultural sites.
For example, from August ‘21 they opened the Mount Kronio Vaporous Caves, closed since 2015.
Over the past 3 years (until 10/24), they welcomed 30k visitors offering immersive storytelling and reconnecting the community with its identity. This group is growing a sense of belonging and pride in ensuring the local heritage is kept available and open for tourists and locals alike (see comments about this on TripAdvisor and Google).
Another example are the beautiful, useful and inspirational local ceramic dispensers which can be found in most of our associates’ accommodations.
Managed by our coop- made by 120 associates and directly involving 5,000 people - the project demonstrates how cultural and aesthetic regeneration can drive social and economic resilience. Here, beauty is not passive but an active force, shaping a shared, evolving heritage.
A key example is Via Perollo, a once marginal medieval street in Sciacca, now an open-air museum. Ceramic vases, inspired by local decorative traditions from the 14th century to today, create a living archive of craftsmanship. QR codes allow visitors to hear stories from residents, building a multisensory and emotional connection between people, place, and history.
This regeneration has had a tangible impact:
- +30% in local business revenue, driven by increased visitor flows;
- three new artisan workshops opened, reviving traditional ceramic techniques;
- revitalisation of abandoned homes, as residents return and invest in their heritage.
Beyond aesthetics, we regenerate sites of interest through the Custodians of Common Goods, a team of 35 pride volunteers, most coop’s associates, dedicated to restoring, managing, and narrating historic, religious and cultural sites.
For example, from August ‘21 they opened the Mount Kronio Vaporous Caves, closed since 2015.
Over the past 3 years (until 10/24), they welcomed 30k visitors offering immersive storytelling and reconnecting the community with its identity. This group is growing a sense of belonging and pride in ensuring the local heritage is kept available and open for tourists and locals alike (see comments about this on TripAdvisor and Google).
Another example are the beautiful, useful and inspirational local ceramic dispensers which can be found in most of our associates’ accommodations.
Managed by our coop- made by 120 associates and directly involving 5,000 people - the project demonstrates how cultural and aesthetic regeneration can drive social and economic resilience. Here, beauty is not passive but an active force, shaping a shared, evolving heritage.
The legal entity we choose to give ourselves is a community cooperative, a special form of cooperative and social enterprise present in Italy. It means we choose our bylaws to be inclusive: everyone who is a resident of Sciacca or in the nearby towns can become a coop member by paying a one-off 100€ fee (it buys the equivalent in the cooperative equity stake - although it’s a non-profit is seen as such from an accounting perspective). This is the theory bus the practice is even better:
- at the cultural sites we keep open there is a continuous intergenerational exchange with the younger volunteer being a girl (8 years) and the oldest a nice guy of 82;
- project governance is in the hands of two management levels
1) Board of Directors, composed of 9 people (cross-cutting skills; define strategies and objectives; plan times, budgets and resources) and even here intergenerational exchange is key with the younger being Clara (25) and the oldest Giuseppe (72)
2) Members' Assembly, composed of 125 people, the sovereign decision-making body (discusses the proposals and problems encountered among the members and dictates the vision and the reports on the work of the cooperative)
- DROP-IN program: 90 at-risk youth supported in personal and professional development, 15 of them still involved in managing common goods;
- heritage exploration: 400 high school students engaged in 50 identity experiences;
- cultural awareness: 150 primary school children created audio guides on IZI.travel;
- community integration: thousands of european tourists feel included, like Karol, a German remote worker who extended her stay from 2 weeks to 2 months, later bringing her family and friends, welcomed by locals as one of their own.
- at the cultural sites we keep open there is a continuous intergenerational exchange with the younger volunteer being a girl (8 years) and the oldest a nice guy of 82;
- project governance is in the hands of two management levels
1) Board of Directors, composed of 9 people (cross-cutting skills; define strategies and objectives; plan times, budgets and resources) and even here intergenerational exchange is key with the younger being Clara (25) and the oldest Giuseppe (72)
2) Members' Assembly, composed of 125 people, the sovereign decision-making body (discusses the proposals and problems encountered among the members and dictates the vision and the reports on the work of the cooperative)
- DROP-IN program: 90 at-risk youth supported in personal and professional development, 15 of them still involved in managing common goods;
- heritage exploration: 400 high school students engaged in 50 identity experiences;
- cultural awareness: 150 primary school children created audio guides on IZI.travel;
- community integration: thousands of european tourists feel included, like Karol, a German remote worker who extended her stay from 2 weeks to 2 months, later bringing her family and friends, welcomed by locals as one of their own.
The whole project is based upon citizen participation and involvement as the The 5 Senses Open-air Museum of Sciacca is a BOTTOM-UP TOURISM INNOVATION PROJECT aimed at creating a collaborative network, where CITIZENS ARE THE MAIN ACTORS AND NOT SIMPLE USERS, to make the city tangible and intangible cultural heritage a mean to create an unforgettable cultural tourism experience, relying on Sciacca’s uniqueness: its people and their area’s “beauty”.
The project started with a think-tank which, through a PARTICIPATORY APPROACH involving representatives from the different business and cultural associations, ENGAGED CITIZENS TO DECIDE TOGETHER AS A COMMUNITY which cultural heritage should have been enhanced to make Sciacca an attractive destination and which name should be given to the project to convey the agreed vision. Additionally, the project CAPITALISED ON THE EXISTING HUMAN CAPITAL by creating 50 MEMORANDUMS OF UNDERSTANDING with cultural and philanthropic associations, trade categories and public institutions.
The project’s heart and strength is in all the people who are involved and are participating with their own resources and competences and who are taking responsibility for a specific task/project.
Today are part of the project 120 cooperative associates:
- 26 accommodation facilities
- 20 food and beverage establishments
- 1 nautical club
- 8 commercial businesses
- 8 ceramic artisans
- 24 experience providers
- 3 museums
- 25 citizens
- 10 “Custodians of Common Goods”
- 50 partnership agreements, including 5 neighbourhood committees, 7 schools, and 8 institutions
The project started with a think-tank which, through a PARTICIPATORY APPROACH involving representatives from the different business and cultural associations, ENGAGED CITIZENS TO DECIDE TOGETHER AS A COMMUNITY which cultural heritage should have been enhanced to make Sciacca an attractive destination and which name should be given to the project to convey the agreed vision. Additionally, the project CAPITALISED ON THE EXISTING HUMAN CAPITAL by creating 50 MEMORANDUMS OF UNDERSTANDING with cultural and philanthropic associations, trade categories and public institutions.
The project’s heart and strength is in all the people who are involved and are participating with their own resources and competences and who are taking responsibility for a specific task/project.
Today are part of the project 120 cooperative associates:
- 26 accommodation facilities
- 20 food and beverage establishments
- 1 nautical club
- 8 commercial businesses
- 8 ceramic artisans
- 24 experience providers
- 3 museums
- 25 citizens
- 10 “Custodians of Common Goods”
- 50 partnership agreements, including 5 neighbourhood committees, 7 schools, and 8 institutions
The approach adopted in Sciacca turned an underused cultural heritage area into a
place of new attractiveness and vibrancy, which is culturally interesting for both
visitors and the local community, especially re-generating trust and hope (in a
period of dramatic crisis, globally), earning and training opportunities for all and
generating new jobs.
LOCAL LEVEL:
In our project the LOCAL COMMUNITY becomes responsible for the cultural heritage
management, enhancement and promotion, has acquired a strong awareness of
coordinated and targeted community actions’ potential, and is therefore investing
time and resources towards a common goal.
- shops, artisans and citizens become cultural heritage ambassadors as a network of
widespread info-points was created
- locals became the “shared heritage’ custodians”, and they are in charge of 4
cultural sites managed by the cooperative
- craftsmen, citizens share and make the cultural heritage accessible through over
50 experiences
- accommodations, restaurants and bars share with travellers the cultural heritage
made available through the project
- different community members are involved in audio guides' creation, a digital tool
to share cultural heritage. Firstly they regain a sense of belonging and secondly
learn how to explain it
- the municipality with which we collaborate on a daily basis such as, for example,
for the Christmas holidays
REGIONAL LEVEL:
- the Sicilian Regional Tourism, Sport and Entertainment department supported us
for different prizes applications as well as the provincial Tourism Office of Agrigento
- we are working with the Sicilian Region Government for the Vapours Caves of
Mount Kronio openings management
- we are working the Curia of Agrigento for a religious museum, church and bell
tower openings management
NATIONAL LEVEL:
- Invitalia, the National Investment Agency for Inward and Economic Development,
financed with 114.849 euros.
place of new attractiveness and vibrancy, which is culturally interesting for both
visitors and the local community, especially re-generating trust and hope (in a
period of dramatic crisis, globally), earning and training opportunities for all and
generating new jobs.
LOCAL LEVEL:
In our project the LOCAL COMMUNITY becomes responsible for the cultural heritage
management, enhancement and promotion, has acquired a strong awareness of
coordinated and targeted community actions’ potential, and is therefore investing
time and resources towards a common goal.
- shops, artisans and citizens become cultural heritage ambassadors as a network of
widespread info-points was created
- locals became the “shared heritage’ custodians”, and they are in charge of 4
cultural sites managed by the cooperative
- craftsmen, citizens share and make the cultural heritage accessible through over
50 experiences
- accommodations, restaurants and bars share with travellers the cultural heritage
made available through the project
- different community members are involved in audio guides' creation, a digital tool
to share cultural heritage. Firstly they regain a sense of belonging and secondly
learn how to explain it
- the municipality with which we collaborate on a daily basis such as, for example,
for the Christmas holidays
REGIONAL LEVEL:
- the Sicilian Regional Tourism, Sport and Entertainment department supported us
for different prizes applications as well as the provincial Tourism Office of Agrigento
- we are working with the Sicilian Region Government for the Vapours Caves of
Mount Kronio openings management
- we are working the Curia of Agrigento for a religious museum, church and bell
tower openings management
NATIONAL LEVEL:
- Invitalia, the National Investment Agency for Inward and Economic Development,
financed with 114.849 euros.
The project integrates multiple disciplines architecture, craftsmanship, heritage conservation, community engagement, storytelling, and graphic design—creating a collaborative process that enhances cultural identity and local development.
Architecture and Heritage Preservation provided the foundation, with architects and urban planners working alongside public institutions like the Curia and Superintendence to restore sites such as the Torre Campanaria and the Ex Monastero di Clausura. Their expertise ensured a careful balance between conservation and reactivation, allowing historical spaces to regain social and economic value.
Craftsmanship played a vital role in shaping the project’s identity. Coral artisans and ceramists contributed their knowledge, transforming local traditions into a living narrative. Their direct collaboration with urban planners and designers created spaces and objects that embody both heritage and contemporary creativity.
Graphic design was developed through co-creation workshops, where residents, artists, and experts collaboratively shaped the project’s visual identity. This approach ensured that signage, branding, and wayfinding reflected local aesthetics and community values, reinforcing a sense of belonging.
Beauty as an economic driver is central to the project. The regeneration of Via Perollo, an open-air museum, increased local business revenue by 30%, revived abandoned homes, and encouraged the opening of new artisan workshops. Investing in aesthetics and identity has led to tangible economic and social benefits.
Community participation is key. The Custodians of Common Goods, a volunteer group of students, teachers, and retirees, take care of cultural sites, including the Mount Kronio Vaporous Caves, closed since 2015 and reopened thanks to their efforts. This grassroots involvement fosters long-term sustainability.
Storytelling and digital innovation amplify the project’s reach. Collaborations with Izi Travel, RAI.
Architecture and Heritage Preservation provided the foundation, with architects and urban planners working alongside public institutions like the Curia and Superintendence to restore sites such as the Torre Campanaria and the Ex Monastero di Clausura. Their expertise ensured a careful balance between conservation and reactivation, allowing historical spaces to regain social and economic value.
Craftsmanship played a vital role in shaping the project’s identity. Coral artisans and ceramists contributed their knowledge, transforming local traditions into a living narrative. Their direct collaboration with urban planners and designers created spaces and objects that embody both heritage and contemporary creativity.
Graphic design was developed through co-creation workshops, where residents, artists, and experts collaboratively shaped the project’s visual identity. This approach ensured that signage, branding, and wayfinding reflected local aesthetics and community values, reinforcing a sense of belonging.
Beauty as an economic driver is central to the project. The regeneration of Via Perollo, an open-air museum, increased local business revenue by 30%, revived abandoned homes, and encouraged the opening of new artisan workshops. Investing in aesthetics and identity has led to tangible economic and social benefits.
Community participation is key. The Custodians of Common Goods, a volunteer group of students, teachers, and retirees, take care of cultural sites, including the Mount Kronio Vaporous Caves, closed since 2015 and reopened thanks to their efforts. This grassroots involvement fosters long-term sustainability.
Storytelling and digital innovation amplify the project’s reach. Collaborations with Izi Travel, RAI.
This project blends technology, participatory governance, and local identity to create a sustainable and replicable model for cultural tourism.
Technological & Community Innovation:
11 InfoPoints, managed by local merchants, provide instant translation devices to ensure accessibility for visitors in all languages.
Over 15 audio guides, created by residents, offer immersive storytelling, allowing visitors to experience Sciacca’s cultural heritage through authentic local voices.
The project fosters a mutual exchange between visitors and the local community, enabling active participation and a deeper connection to the town’s identity.
Process Innovation: A Collaborative Governance Model
Innovation is also evident in the bottom-up governance process, uniting public and private stakeholders in a shared mission:
120 cooperative members from various sectors manage the local tourism ecosystem, involving 5,000 people in the regeneration of cultural sites.
50 partnership agreements ensure a sustainable approach to managing Sciacca’s resources.
4 communal assets (including the Bell Tower and former convent) have been reopened for public use with support from local authorities and the community.
Product Innovation: A Living Economy of Beauty
Sciacca’s cultural ecosystem thrives through:
50 multisensory experiences that celebrate local traditions such as ceramics and coral crafting.
Local artisans lead hands-on workshops, sharing their craft while contributing to economic growth.
6 companies have chosen Sciacca for remote working and corporate events, attracted by its authentic, vibrant atmosphere.
This model highlights how technology, beauty, and collaboration can create a transformative tourism experience, benefitting both residents and visitors alike.
Technological & Community Innovation:
11 InfoPoints, managed by local merchants, provide instant translation devices to ensure accessibility for visitors in all languages.
Over 15 audio guides, created by residents, offer immersive storytelling, allowing visitors to experience Sciacca’s cultural heritage through authentic local voices.
The project fosters a mutual exchange between visitors and the local community, enabling active participation and a deeper connection to the town’s identity.
Process Innovation: A Collaborative Governance Model
Innovation is also evident in the bottom-up governance process, uniting public and private stakeholders in a shared mission:
120 cooperative members from various sectors manage the local tourism ecosystem, involving 5,000 people in the regeneration of cultural sites.
50 partnership agreements ensure a sustainable approach to managing Sciacca’s resources.
4 communal assets (including the Bell Tower and former convent) have been reopened for public use with support from local authorities and the community.
Product Innovation: A Living Economy of Beauty
Sciacca’s cultural ecosystem thrives through:
50 multisensory experiences that celebrate local traditions such as ceramics and coral crafting.
Local artisans lead hands-on workshops, sharing their craft while contributing to economic growth.
6 companies have chosen Sciacca for remote working and corporate events, attracted by its authentic, vibrant atmosphere.
This model highlights how technology, beauty, and collaboration can create a transformative tourism experience, benefitting both residents and visitors alike.
The approach used in Sciacca is done by an innovative, inclusive and responsible
GOVERNANCE that:
- manages the process transforming local heritage into tourist products/service
valuable in today’s tourism market
- ensures quality
- monitors impacts to act when necessary
- generates better income opportunities for ALL.
It sees the coexistence and cooperation of 3 councils:
-the Board of Directors: is composed by 9 experts who drive the governance and supervise the activities having the skills to properly run the whole organisation
- the Management Board is composed by 14 talented young people with specific technical competences and know-how, who have found a good reason to proactively work at the development of their territory rather than impoverish it by abandoning it
- the Supervision Board is composed by the representatives of 50 categories and associations of the engaged-community. Its functions are those of an ethics committee controlling the project’ sustainability and the preservation and enhancement of the region / area tangible and intangible heritage.
The method implemented is a 3-phase process guiding the community from
awareness to quality tourist products/services’ delivery based on cultural heritage:
- AWARENESS of the heritage available but not yet enhanced
- COMPETENCE, meaning empowering individuals to transform resources into social, cultural, environmental, economic and human value
- CONNECTIONS in the territories, so essential today, to create synergies for a development that will last over time.
This inclusive and bottom-up tourism innovation project carried on in Sciacca has
been named as a unique social engineering laboratory in Italy. The applied method
is also a PROCESS REPLICABLE everywhere because every corner of Italy offers an
endless heritage of identity that just waits to be valued by the communities to which
are provided the tools to take in hand the design of their future, in a responsible and
sustainable way.
GOVERNANCE that:
- manages the process transforming local heritage into tourist products/service
valuable in today’s tourism market
- ensures quality
- monitors impacts to act when necessary
- generates better income opportunities for ALL.
It sees the coexistence and cooperation of 3 councils:
-the Board of Directors: is composed by 9 experts who drive the governance and supervise the activities having the skills to properly run the whole organisation
- the Management Board is composed by 14 talented young people with specific technical competences and know-how, who have found a good reason to proactively work at the development of their territory rather than impoverish it by abandoning it
- the Supervision Board is composed by the representatives of 50 categories and associations of the engaged-community. Its functions are those of an ethics committee controlling the project’ sustainability and the preservation and enhancement of the region / area tangible and intangible heritage.
The method implemented is a 3-phase process guiding the community from
awareness to quality tourist products/services’ delivery based on cultural heritage:
- AWARENESS of the heritage available but not yet enhanced
- COMPETENCE, meaning empowering individuals to transform resources into social, cultural, environmental, economic and human value
- CONNECTIONS in the territories, so essential today, to create synergies for a development that will last over time.
This inclusive and bottom-up tourism innovation project carried on in Sciacca has
been named as a unique social engineering laboratory in Italy. The applied method
is also a PROCESS REPLICABLE everywhere because every corner of Italy offers an
endless heritage of identity that just waits to be valued by the communities to which
are provided the tools to take in hand the design of their future, in a responsible and
sustainable way.
The project was planned as a model capable of being replicated practically anywhere. Sciacca’s size - 38.000 inhabitants - it’s enough to replicate it in places from 1k to 50k people.
We have not invented anything new but we have put into practice and tested what everyone says must be done but few really do. We are monitoring the results and impact on people's happiness and well-being. A new start-up, founded by the same people of Sciacca who’s been working on the Museo Diffuso, is born to be able to replicate in other places what is already a best practice. And has already begun the work to regenerate socially and culturally other 4 small towns in Sicily that won 1.6m each to implement our project. This shows how the model is already requested by
other municipalities.
Since people and identities (the historical/artistic/cultural heritage of the area where they live) are ready-to-be-valorised resources in whatever country/region/territory, the project offers an innovative and replicable method ready to scale-up and to be implemented everywhere in EU and internationally. During this period with millions of jobs at risk because of the different crisis we are living, especially in the tourism
sector, the 5 Senses Open-air Museum offers a GOVERNANCE MODEL which can help communities grow both socially and economically, in a sustainable and responsible way.
Additionally, the 5 Senses Open-air Museum of Sciacca has been awarded and was selected for several national and international prizes for social innovation and tourism such:
- 1° Prize of ECTN Awards 2022: Destination of Sustainable Cultural Tourism
-Selected by CNR’s and the EU Regions Research and Innovation Network as one of 16 "innovative ecosystems"
- selected in 2022 as a good practice for the Cultural Heritage in Action online catalogue
- selected in 2021 as a best practice within the Community of Innovators in circular
and human-centred cultural tourism within the Horizon 2020 Be.CULTOUR project
We have not invented anything new but we have put into practice and tested what everyone says must be done but few really do. We are monitoring the results and impact on people's happiness and well-being. A new start-up, founded by the same people of Sciacca who’s been working on the Museo Diffuso, is born to be able to replicate in other places what is already a best practice. And has already begun the work to regenerate socially and culturally other 4 small towns in Sicily that won 1.6m each to implement our project. This shows how the model is already requested by
other municipalities.
Since people and identities (the historical/artistic/cultural heritage of the area where they live) are ready-to-be-valorised resources in whatever country/region/territory, the project offers an innovative and replicable method ready to scale-up and to be implemented everywhere in EU and internationally. During this period with millions of jobs at risk because of the different crisis we are living, especially in the tourism
sector, the 5 Senses Open-air Museum offers a GOVERNANCE MODEL which can help communities grow both socially and economically, in a sustainable and responsible way.
Additionally, the 5 Senses Open-air Museum of Sciacca has been awarded and was selected for several national and international prizes for social innovation and tourism such:
- 1° Prize of ECTN Awards 2022: Destination of Sustainable Cultural Tourism
-Selected by CNR’s and the EU Regions Research and Innovation Network as one of 16 "innovative ecosystems"
- selected in 2022 as a good practice for the Cultural Heritage in Action online catalogue
- selected in 2021 as a best practice within the Community of Innovators in circular
and human-centred cultural tourism within the Horizon 2020 Be.CULTOUR project
Since the last 5 years we are facing extraordinary problems, such as the Covid19
pandemic and the effects of the war in Ukraine that have added to those structural
problems that the world of Italian tourism, like many others in Europe and the world,
has had on its shoulders for a long time, long, long time. Problems concern the
territories:
- where the impact of tourism is becoming a problem and the phenomenon of
overtourism occurs;
- where young people leave their homes because there is no prospective for future
and thus the ghost villages increase;
- where there’s no vision and no capability to create a dynamic and efficient system
outside public conferences;
- that have not yet understood the value of care for travellers who should be
welcomed as friends or temporary citizens;
- where the actors do not network together but make always new networks always
different and always parallel;
- that have never invested in describing their identity. Becoming first aware of it,
and then sharing it with the world.
In short, there is a lack in: sustainability, well-being, awareness, care, network,
narration, vision, method and this what our project aims to provide.
pandemic and the effects of the war in Ukraine that have added to those structural
problems that the world of Italian tourism, like many others in Europe and the world,
has had on its shoulders for a long time, long, long time. Problems concern the
territories:
- where the impact of tourism is becoming a problem and the phenomenon of
overtourism occurs;
- where young people leave their homes because there is no prospective for future
and thus the ghost villages increase;
- where there’s no vision and no capability to create a dynamic and efficient system
outside public conferences;
- that have not yet understood the value of care for travellers who should be
welcomed as friends or temporary citizens;
- where the actors do not network together but make always new networks always
different and always parallel;
- that have never invested in describing their identity. Becoming first aware of it,
and then sharing it with the world.
In short, there is a lack in: sustainability, well-being, awareness, care, network,
narration, vision, method and this what our project aims to provide.
Results (R), Outputs (O), Impacts (I)
1. Sustainability
R: more sustainability in accommodations; Marevivo is a widespread info-
points and an experience provider; + 15 slow tourism experiences
O: lower soap waste through ceramic dispensers with a local liquid soap, natural
environment as part of the tourist experience; cooperative associates connect/buy
local, fresh and seasonal products
I: hospitality quality changes; the community improves its sense of belonging to the
territory, it’s happier, welcomes better, becomes more connected; supply chain is
shortened; the destination becomes more attractive for tourists we wish to have
2. Inclusion
R: hosts work together; people with disabilities develop experiences for people
without disabilities; different generations interact; info-points use on-the-fly
translators.
O: associates work toward a shared goal: each diversity is an additional point of view
and everyone is a resource for the community
I: the sense of belonging to the community and to its environment is improved, the
whole community is engaged toward a common goal, it is shaped by common future
oriented ambitions and tourist feel part of it
3. Aesthetics and quality of experience for people
R: the community created +50 experiences, +14 free Izi.travel audioguides and
manages 4 heritage sites
O: craftsmen, professionals, citizens have regenerated a street now covered in
ceramics and it became a strong place for selfies
I: the SENSE OF BELONGING is restored and the community shaped its own
ambitions by also being flexible and ready for external changes
4. Economy:
R: in 2022 we had:
-1620 experiences sold with 80% of revenue for artisans
-43 remote workers and 206 nights spent in Sciacca
-+20% the increase in turnover declared by some merchants near regenerated
areas
O: permanent citizens can really see temporary citizens discovering the place they
share
I: growth in high quality tourism strongly impacting on local economy.
1. Sustainability
R: more sustainability in accommodations; Marevivo is a widespread info-
points and an experience provider; + 15 slow tourism experiences
O: lower soap waste through ceramic dispensers with a local liquid soap, natural
environment as part of the tourist experience; cooperative associates connect/buy
local, fresh and seasonal products
I: hospitality quality changes; the community improves its sense of belonging to the
territory, it’s happier, welcomes better, becomes more connected; supply chain is
shortened; the destination becomes more attractive for tourists we wish to have
2. Inclusion
R: hosts work together; people with disabilities develop experiences for people
without disabilities; different generations interact; info-points use on-the-fly
translators.
O: associates work toward a shared goal: each diversity is an additional point of view
and everyone is a resource for the community
I: the sense of belonging to the community and to its environment is improved, the
whole community is engaged toward a common goal, it is shaped by common future
oriented ambitions and tourist feel part of it
3. Aesthetics and quality of experience for people
R: the community created +50 experiences, +14 free Izi.travel audioguides and
manages 4 heritage sites
O: craftsmen, professionals, citizens have regenerated a street now covered in
ceramics and it became a strong place for selfies
I: the SENSE OF BELONGING is restored and the community shaped its own
ambitions by also being flexible and ready for external changes
4. Economy:
R: in 2022 we had:
-1620 experiences sold with 80% of revenue for artisans
-43 remote workers and 206 nights spent in Sciacca
-+20% the increase in turnover declared by some merchants near regenerated
areas
O: permanent citizens can really see temporary citizens discovering the place they
share
I: growth in high quality tourism strongly impacting on local economy.
