THE PLAN THE ASSOCIATION ACTIVITIES...

THE PLANTHE ASSOCIATIONACTIVITIESPROSPECTS

The preparation of a strategic plan is oneway to bring together the choicesand priorities of various subjects andorganizations, be they local bodiesor businesses, cultural institutionsor professional associations, in orderto identify a shared plan for the developmentof a territory and to carry out commonprojects. The advantage of this instrument,that helps define a true working programthrough indications as to the objectivesto be reached and the action to take in orderto do so, is to coordinate resources – not onlyeconomic resources, but also the ideas,projects and proposals that the plan’sadherents intend to put at the disposalof the local system. The philosophy behind Strategic Plansis to achieve a balanced level of development,in which economic health goes hand in handwith cultural growth, the quality of society,and safekeeping of the urban and naturalenvironment. A particular characteristicof Strategic Plans is that they are highlyversatile instruments, enhanced by voluntaryparticipation with their guidelines. For thesereasons, the adoption of a Strategic Planpresupposes a system to coordinatethe relations between the partners thatis completely impartial and that introducesnew methods and approaches to the governingof the territory.

The steps of Torino’s cathedral 11.04.2006 / 12:47 AM2` 3`

STRATEGICPLAN FORTORINO’SMETROPOLITANAREA

A reading room of the State Archives 11.04.2006 / 4:22 PM4`

In 2000, Torino was the first Italian city to adopt a Strategic Plan,a decision that was followed by many other cities in the followingyears. 1ST STRATEGIC PLAN FOR THE PROMOTION OF THE CITY wasdeveloped when Torino was already feeling the acute crisis affectingthe manufacturing industry and the Fordist society, a crisis broughtabout by the socio-economic changes underway in Western countries.By developing its Strategic Plan, the city committed itselfto elaborating a project to maintain its ability to produce richnessand innovation through the diversification of its productive system.It also pledged to develop a project aimed at the renewal of theinternational image of the city, culminating in the organizationof the Winter Olympics.In July 2006, that first document was updated in order to respondto a socio-economic context that had changed even further, creatingnew necessities and different growth objectives. According to the2ND STRATEGIC PLAN FOR A KNOWLEDGE SOCIETY, the keystone forcompleting this transformation is investment in human resourcesand innovation, and valorization of the patrimony of local competencesin order to adapt them to the new global context. Work on thepreparation of the 2nd Strategic Plan began in January 2005, andwas coordinated by thematic commissions entrusted with the dutyof exploring scenarios, objectives and possibilities. The commissionsmet in plenary sessions and in small groups, experimented formsfor involving the citizens, promoted conventions and organizedpolitical and institutional encounters. They explained the planningprocess through publications and mass communications.As in 2000, the planning process involved over 1,000 people.

THESTRATEGICPLAN

5`


The front of the Porta Susa train station 21.04.2006 / 8:59 AM7`

The 2nd Strategic Plan hinges upon the idea of a Knowledge Economy,a development model which is taking hold in the more advancedcountries and which leads to an evolution from traditional economicsystems to production based on a strong level of planning, studyand research. The roots of this model can be found in the crisis which,in the early 1980s, involved economies based on older modelsof industrialization, when new producers with low work costs enteredthe international market. The companies reacted to this situationby adopting new productive models, taking their manufacturingactivities elsewhere and focusing on services requiring a high levelof knowledge like logistics, finance, communications and computertechnology, activities which increase profits and the numberof experts. The new model also changed work methods: workers’involvement has increasingly moved away from the executionof predefined procedures, and is increasingly tied to activeparticipation, creative ability, and knowledge and special competences.Torino’s metropolitan area possesses the prerequisites for this kindof development, right when the load-bearing structures of the localeconomy are undergoing rapid change and the area is one of the mostinvolved in Europe in the process of the international redistributionof work, which is thus seriously challenging the city’s role. If thischange in perspective appears inevitable, it nevertheless calls fora local context that, rather than tolerating the situation, will actuallytake advantage of the opportunities that present themselves.The fundamental issue is that even though development basedon knowledge offers great possibilities, it also brings with it heavysocial effects and could transform itself into a powerful vectorof disintegration. It is essential that the advantages created by theadoption of this model be enjoyed by all the citizens, not just thosewith the diplomas, social network and cultural instruments for easilyentering the market. Torino, therefore, must valorize its humanresources by working contemporaneously on various fronts:contrasting scholastic dispersion, integrating the childrenof immigrants into society, making the university appealingto students and foreign researchers, opposing the emigrationof young talent. At the same time, it must adopt instrumentsto safeguard the work process it has initiated, accumulatingcompetences and experience to facilitate learning in various phasesof life and strengthening the relationships between university,business and politics, to support development and direct appliedresearch toward the needs of the market. This means strategicallygoverning competitiveness, appeal, and social and territorialcohesion, thus guaranteeing Torino a future of innovation anddevelopment, rendering the city open and hospitable.

THEKNOWLEDGESOCIETY

6`

The model of development thatis defined by a Knowledge Societyputs great importance on the city,which thus regains its originalfunction as a crossroadsof exchange, in which modernservices mix and cohabit in favorof businesses, consumersand the public administration.An equally important roleis played by the metropolitanarea, a territory composedof several cities in which theconcentration and diversificationof functions, populations,interests and possibilities createan interesting level of complexityand a competitive dimension.For this reason the 2nd StrategicPlan involves the entiremetropolitan area of Torino,a territory with 1,600,000inhabitants, composed of over30 municipalities encirclingthe regional capital. When themetropolitan areas are ableto activate dynamic planning andmanagement of their resources,freeing energy to construct urbanprojects, they become drivingmotors for development andan ideal location for newindustries, all the while payingcareful attention to fosteringvirtuous relations with society,educational institutions,research centers, importantinfrastructures, the culturalsystem and urban quality.


8`ASSOCIAZIONETORINO INTERNAZIONALE

9`

Municipality di Borgaro TorineseMunicipality di Caselle TorineseMunicipality di Ivrea Municipality di Moncalieri Municipality di NichelinoMunicipality di Pinerolo Municipality di Piossasco Municipality di Rivoli Municipality di San Mauro TorineseMunicipality di Settimo Torinese Municipality di Torino Municipality di Beinasco Municipality di Bruino Municipality di Chieri Municipality di CollegnoMunicipality di Druento Municipality di Grugliasco Municipality di Orbassano Municipality di Pino TorineseMunicipality di Rivalta di Torino Municipality di Trofarello Municipality di Venaria Reale Municipality di Volvera

/Aem Azienda Energetica Metropolitana Torino /Agci del Piemonte Associazione GeneraleCooperative Italiane /Agenzia Servizi Pubblici Locali /Aicq Associazione Italiana CulturaQualità Piemontese /Alenia Aeronautica /Amiat Azienda Multiservizi Igiene AmbientaleTorino /Api Torino Associazione Piccole e Medie Imprese /Associazione Artissima/Ascom Associazione di Imprenditori del Commercio del Turismo e dei Servizi /AssotAgenzia per lo sviluppo del Sud-Ovest di Torino /Atc Torino Agenzia Territoriale per la Casadella Provincia di Torino /Atl2 Montagne Olimpiche /Aurora Due Fabbrica PenneStilografiche /Autoservizi M. Canuto /BasicNet /Bollati Boringhieri Editore /Cameradi commercio di Torino /Casartigiani Torino /Castello di Rivoli Museo d’ArteContemporanea /Centro Estero Camere di commercio Piemontesi /Centro Einaudi /Cgil Piemonte Confederazione Generale Italiana del Lavoro /Cida PiemonteConfederazione Italiana dirigenti e alte professionalità /Cisl Piemonte ConfederazioneItaliana Sindacato Lavoratori /Club Dirigenti di Informatica /Cna Torino ConfederazioneNazionale Artigianato e Piccola e Media Impresa /Coltivatori Diretti /Collegio CostruttoriEdili /Colt Telecom /Comitato Rotary Olimpiadi 2006 /Compagnia di San Paolo/Confartigianato Torino /Confcooperative Torino /Confesercenti di Torino e Provincia/Csi Piemonte Consorzio per il Sistema Informativo /Cus Torino Centro UniversitarioSportivo /Edt /Ente Parco Fluviale del Po tratto torinese /Environment Park/Ersel Wealth Management & Corporate Finance /Etf European Training Foundation/Fiat Group /Film Commission /Finpiemonte Istituto Finanziario Regionale Piemontese/Fondazione Crt /Fondazione del Teatro Stabile di Torino /Fondazione Giovanni Agnelli/Fondazione Paolo Ferraris /Fondazione per il Libro la Musica e le Attività Culturali/Fondazione Rosselli /Fondazione Sandretto Re Rebaudengo /Fondazione Teatro Nuovo/Fondazione Torino Musei /Forum del Terzo Settore in Piemonte /Giulio Einaudi Editore/Gruppo Dirigenti Fiat /Gruppo Soges /Gtt Gruppo Torinese Trasporti /Ifil Investments/Ires Piemonte Istituto Ricerche Economico Sociali /Istituto Piemontese Antonio Gramsci/Istituto Superiore Mario Boella /Italdesign Giugiaro /Italgas /Itp Invest in Turinand Piedmont /Lavazza /Lega Cooperative e mutue del Piemonte /Lingotto Fiere/Manageritalia Torino /Museo Nazionale del Cinema Fondazione Maria Adriana Prolo/Olsa /Ordine degli Architetti della Provincia di Torino /Paralleli Istituto EuroMediterraneo del Nord Ovest /Pastorale Sociale del Lavoro /Pininfarina /Politecnicodi Torino /Premio Grinzane Cavour /Provincia di Torino /Sagat Società Azionaria GestioneAeroporto Torino /Scuola Holden /Siti Istituto Superiore sui Sistemi Territorialiper l'Innovazione /Smat Società Metropolitana Acque Torino /Società degli Ingegnerie degli Architetti /Teatro Regio /Teatro Stabile privato Torino Spettacoli /Telecom ItaliaTelecom Italia Lab /Torino Convention Bureau /Torino Film Festival /Torino Incontra/Toroc Comitato per l’Organizzazione XX Giochi Olimpici Invernali Torino 2006/Turin Marathon /Turismo Torino /Uil Piemonte Unione Italiana del Lavoro/Unione Agricoltori Provincia di Torino /Unione Industriale di Torino /Università degliStudi di Torino /Virtual Reality & Multimedia Park /Willis Italia


The Associazione TorinoInternazionale, a specializedorganization which has beenactive since May 2000, establishes,activates, monitors and promotesthe Strategic Plan. Presidedover by the Mayor of the Cityand the President of theProvince, Torino Internazionalenumbers 121 members includingpublic bodies, institutions,universities, cultural centers,unions, professional associationsand companies. The Association’sactivity is run by a small staffwith operative tasks and byvarious organs of governance:the members’ assembly;a coordinating committeecomposed of representativesof the local bodies, bankingfoundations and four mayorsof the metropolitan area;a scientific committee includingscholars and experts in localdevelopment; thematiccommissions which are thepermanent seats for discussionsamong the participants regardingthe realization of the Plan’sprojects.

Copresidents

Sergio ChiamparinoMayor of Torino

Antonio SaittaPresident of the Province of Torino

Vice-president

Rodolfo ZichPresident of the Fondazione Torino Wireless

Director

Elisa Rosso

thematic commissionsCarlo Alberto BarbieriCoordinator for the Metropolitan Territory

Giuseppe BertaCoordinator for Economic Development

Marco DemarieCoordinator for Cultural Potential

Nicola NegriCoordinator for Social Quality

coordinating committeeSergio ChiamparinoMayor of Torino

Antonio SaittaProvince of Torino

Alessandro BarberisChamber of Commerce of Torino

Angelo MigliettaFondazione Crt

Piero GastaldoCompagnia di San Paolo

Rodolfo ZichVice-president of Torino Internazionale

The Mayors of Nichelino, Grugliasco,Settimo Torinese and Chieri, representingthe metropolitan area Municipalities.

The coordinators of the thematic commissionsand the scientific committee participate in anadvisory capacity.

scientific committeeCoordinator

Giuseppe BertaInstitute of Economic History Università Bocconi

Arnaldo BagnascoFaculty of Letters and Philosophy Università di Torino

Fabrizio BarcaMinister of the Economy and Finance

Luigi BobbioFaculty of Political Science Università di Torino

Aldo BonomiIstituto Aaster

Franco CorsicoFaculty of Architecture Politecnico di Torino

Giuseppe DematteisFaculty of Architecture Politecnico di Torino

Bruno DentePolitecnico di Milano and Istitutoper la Ricerca Sociale Milano

Bruno ManghiWork Sociologist

Marco MezzalamaPolitecnico di Torino

Angelo PichierriIres Piemonte

Giovanni ZanettiFaculty of Economics Università di Torino

The coordinators of the thematic commissionsare members of the scientific committee.

O R G A N I Z A T I O N A L S T R U C T U R E M E M B E R S

The 2nd Strategic Plan is separated into 4 thematic areas – the metropolitan territory, the quality of society,cultural potential, economic development – to whicha fifth, more transversal, theme can be added,concerning the vision of the Plan. These areasare divided into twelve project directions involvingimportant topics upon which the territory’sdevelopment is based: education; creativity; industrialtransformation; employment; urban and territorialtransformation; cultural resources; promotion andtourism; immigration; accessibility; transportationand mobility; logistics; health and care; homesand urban regeneration.Each direction is articulated in a variable numberof objectives – for a total of fifty-four – which focuson various aspects of the projects proposed by theStrategic Plan in a certain area or sector. Even thougheach objective springs from a specific thematic area,it produces effects and has an influence on (or is in turninfluenced by) other objectives of neighboring thematicareas, thus creating a web of virtuous relations thatare an essential condition for achieving the originalobjective.The thematic areas as a whole, from the axes to theobjectives, indicate a spectrum of potentialopportunities and projects for the territory. Theseopportunities and projects, for which the Associationhas initiated a selection process, present a fewrecurrent characteristics: their level of development;their relevance, which is shared by all the participantsof the territory; their economic sustainability; theirinterdisciplinary nature; their ability to introduceinnovative methods and instruments. A few of theseopportunities are presented in the following pages.

13`An external view of the Shopville Le Gru 19.04.2006 / 10:16 AM12`


A X E S A N D O B J E C T I V E S

THE CREATIVITY AXIS WILL CONCENTRATE ON FOUR TOPICS: PROFESSIONAL

QUALIFICATION, THE NEEDS OF CULTURAL ENTERPRISES, THE INFORMAL SIDE

OF CREATIVITY, DESIGN OPPORTUNITIES.• Promoting creative production means, above all, offering a top-quality

educational system that can answer to complex and changingprofessional needs. Fundamental importance is thus placed on theconstant comparison between cultural institutions and educationalsystems, support of artists’ mobility, the promotion of programsof international exchange, scholarships, and the availabilityof high-profile prizes and competitions.

• Torino and Piemonte have many cultural enterprises in sectorslike publishing, audiovisual arts, music, animation, multimedialproductions, live performances and visual arts. Often thesebusinesses are small in size, aren’t highly structured and have littleavailable capital, all of which reduces their competitiveness. In orderto overcome these critical drawbacks, specific projects mustbe promoted to increase awareness of the credit system, safeguardintellectual property better, and improve the management,organizational, promotional and communications potentialof the enterprises.

• It should be remembered that, on the whole, cultural productionis the result of spontaneous, unpredictable initiatives; it is nurturedby intersections and doesn’t lend itself well to disciplinary standstills.Thus, in order to stimulate creativity, an important role is playedby activities aimed at socialization, encounters and internationalexchanges. For this reason, open spaces should be set aside, outfittedwith work spaces, equipment and competences and then put at thedisposal of local cultural operators. In particular, the sector of liveperformances – theater, music and dance – acts as an interface,bringing different areas of cultural production together and offeringitself as a natural laboratory for innovations in diverse arts andtechnologies.

• One of the sectors that maximizes expressive strength in creativity,innovation and new ideas is design - the creative industry parexcellence that combines technical ability, efficiency, and artisticand formal capabilities. In Torino, design is deeply tied to the cultureof projects and the work ethic the city has inherited from its industrialpast.To this end, it has been the object of various projects promotedby local bodies to support development. Among the results achievedare the city’s designation by ICSID (the International Councilof Societies of Industrial Design) as the first World Design Capitalin 2008 and the upcoming inauguration of a design center in thehistorical automobile factory Fiat Mirafiori.

CREATIVITY

The more competition is based on immaterial factors, the moreeconomic growth in a territory depends on its strength in creativity,innovation, new ideas and new languages. By building up its wealthof accumulated knowledge, it develops the individual’s ability to resolvecomplex problems. By promoting the production of cultural creativityand qualifying Torino’s metropolitan area as an interesting destinationfor creative initiatives, two objectives can be simultaneously obtained:diversification of the economic base and encouragement of the area’sdevelopment, keeping in mind that creative versatility finds moreoutlets and fields of application in urban contexts.

Objectives

1 [ CRE ] IMPROVE HUMAN RESOURCESTHROUGH EDUCATION,APPRENTICESHIPS AND DISCIPLESHIPS

2 [ CRE ] SUPPORT THE CREATION OF CULTURALENTERPRISES AND THEIR ACCESSTO THE MARKET

3 [ CRE ] ENCOURAGE EXPERIMENTALISM,EXPERIMENTATION, TECHNIQUESAND PRACTICES TO PROMOTE CREATIVITY

4 [ CRE ] PROMOTE DESIGN IN ITS HORIZONTALAND ALL-ENCOMPASSING DIMENSION

Opportunities

> TORINO DESIGN CENTER

> TORINO WORLD DESIGN CAPITAL 2008

15`

THE EDUCATIONAL AXIS WILL EXAMINE THREE INTERDEPENDENT AREAS:MANDATORY EDUCATION FOR YOUNG PEOPLE, PROFESSIONAL TRAINING

FOR ADULTS, UNIVERSITY EDUCATION. • As far as the younger generations are concerned, the value

contemporary society places on knowledge obliges the schoolsystem to renovate itself (including its didactic methodology) in orderto supply students with the cultural instruments they need to betterinteract within the socio-economic context. Moreover, the schoolsystem must become a vehicle for improving social integration,encouraging a multicultural society and increasing social equity,with particular attention for the immigrant populations, for whomeducation must become a strong vector of integration withinthe local society.

• Regarding adults, it has been proven that life-long learningis a powerful instrument for reducing the risks of being left behindin the work world due to professional obsolescence. In a modelof economic development in which work requirements are rapidlychanging, even professional institutes must improve their quality,thus guaranteeing solid and versatile training.

• As for universities, economic and social thrust doesn’t depend solelyon available knowledge but on the construction of new knowledge andcompetences. To this end, specific investments must be dedicatedto rendering the university system more international, in orderto attract foreign students and prestigious professors, and to becomea steady member of university networks, with whom they cancollaborate on transnational research projects. It is just as importantto strengthen the doctorate degree schools, whose didactic programsare now heavily tipped in favor of academic professions.The relationship with businesses must be encouraged, enablingthe doctors to interpret, guide and promote the request for advancedscientific knowledge.

EDUCATIONAND TRAININGIn an advanced economy, in which ideas, innovationand the ability to produce new forms of knowledge create a competitive edge, education and training is a fundamental lever for development. The underlyingthesis of the 2nd Strategic Plan is that by making knowledgethe loadbearing axis of the growth strategies for Torino’smunicipal area, two objectives will be achieved: economicdevelopment and social security, as the citizens are giventhe cultural instruments they need to navigate in thiscontinuously changing world.

Objectives

1 [EDU] RAISE THE LEVEL OF MANDATORYEDUCATION FOR YOUNG PEOPLE

2 [EDU] REINFORCE THE REGIONAL SYSTEMOF PROFESSIONAL TRAINING

3 [EDU] INCREASE THE QUALITY OF THELEARNING PROCESS IN EDUCATIONAND PROFESSIONAL TRAINING

4 [EDU] PROMOTE THE INTEGRATION OF FOREIGNSTUDENTS IN THE SCHOOLS

5 [EDU] ENCOURAGE THE INTERNATIONALIZATIONOF THE UNIVERSITY SYSTEMAND ATTRACT TALENTS

6 [EDU] RETHINK UNIVERSITY PROGRAMSFOR THE MEDIUM- AND LONG-TERMPERIODS

7 [EDU] STRENGTHEN THE SYSTEMOF DOCTORATE DEGREE SCHOOLS

8 [EDU] SUPPORT THE LOCAL VOCATIONFOR TECHNICAL-SCIENTIFIC CULTURE

9 [EDU] PROMOTE AN INTEGRATED SYSTEMOF GOVERNANCE FOR EDUCATIONAND TRAINING

Opportunities

> PROMOTE LABORATORY-BASED TEACHING

> LIFE LONG LEARNING

> INTRODUCE TECHNICAL-SCIENTIFIC

CULTURE

> INTERNATIONALIZE THE UNIVERSITY

SYSTEM


14`[ ]EDU [ ]CRE


17`

THE EMPLOYMENT AXIS WILL CENTER ITS ATTENTION ON VARIOUS PROJECTS

THAT COULD BE UNDERTAKEN, ON A LOCAL LEVEL, TO STRENGTHEN

THE PROFESSIONAL POSITION OF YOUNG PEOPLE ENTERING THE WORK WORLD

AND OF ADULTS WHO RUN THE RISK OF LEAVING THE WORK WORLD PREMATURELY. • Introduction of the principle of career flexibility is paralleled

by an increase in work instability, which has primarily affected youngpeople beginning their careers and who have only a modest levelof education. In the present work world, many young workers remaintrapped in jobs that are short-term, unskilled, poorly paid, and theysometimes go through periods of unemployment that can last untiladulthood. The main objective is to encourage employment for youngpeople and thus separate flexibility and short-term employment.One means might be to introduce an efficient law governingapprenticehip contracts that could strengthen the ties betweentraining and employment by considering them two stages of onesingle path of professional growth.

• Various instruments can be used to rapidly retrain adults forcedto find new placements and functions in the work market becausethey lack the competence and training that is required today.This means introducing the principle of life-long learning, as indicatedby the European Union. This is a key instrument for reducing the risksof employment discontinuity and for faciliting mobility from one jobto another by offering workers the necessary resources and creatingthe desired career paths, making people freer to determine theirown projects for their social and professional life.

• Investments in the human resources required by the economyof knowledge become less efficient if new methods of collaborationamong businesses aren’t found, starting with those most involvedin the process of innovation and interested in overseeingthe development of the professional capacities of their employees,in order to to attract and retain qualified workers, and safeguardtheir health and safety. This is the model of the Social Responsibilityof Companies, which should be encouraged through public policiesthat reward companies that have made choices that also help defendthe collective interest.

EMPLOYMENT

The crisis affecting the Fordist model – characterized bylong-standing ties between worker and company, growing problemstied to flexibility and instability, new concepts of productiverationalization and the globalization of the economy – has madeit crucial for workers to be able to navigate from continuousprofessional trajectories to discontinuous ones. All these change factorshave had different effects on today’s work world, which is affectedby many dualisms – indefinite or short-term contracts, specializedor unskilled, autonomous or dependent – which draw a mapof relatively variegated risks and opportunities.

Objectives

1 [EMP] PREVENT FLEXIBILITY FROM BECOMINGPRECARIOUSNESS IN YOUNG PEOPLE’SEMPLOYMENT

2 [EMP] MAKE PROFESSIONAL CAREER PATHSSECURE AND VALORIZE THEMIN THE PROSPECTIVEOF LIFE-LONG LEARNING

3 [EMP] SUPPORT WOMEN’S EMPLOYMENTWITH PARTICULAR ATTENTIONTO POOR FAMILIES WITH CHILDREN

4 [EMP] SUPPORT INITIATIVES THAT KEEPOLDER WORKERS ACTIVEIN THE WORK MARKET

5 [EMP] SUPPORT THE INTEGRATIONOF IMMIGRANTS IN THE WORKWORLD AND IN SOCIETY

6 [EMP] DEVELOP THE CORPORATE SOCIALRESPONSIBILITY

Opportunities

> INCREASING EMPLOYMENT SERVICES

> CERTIFICATION OF PROFESSIONAL

COMPETENCES


THE INDUSTRIAL TRANSFORMATION AXIS WILL CONCENTRATE ON FOUR STRATEGIC

SECTORS, BASED ON THE PROSPECTIVES THEY CAN OFFER TO THE LOCAL ECONOMY:AUTOMOTIVE, ICT, AEROSPACE AND FINANCE.

• The automotive sector is the most important sector of Piedmont’sindustry, despite the general, international decline in this division.Various companies work in the automotive sector; in a few cases theyare extremely dynamic and accustomed to international competition,while others are still tied to old productive models and will haveto activate measures to face problems such as their insufficient levelof internationalization; their lack of cooperation with other companies;managerial training that is often inadequate; and a constant needfor innovation. The new industry must concentrate on products witha high level of added value by investing in research and innovation.A symbol of this philosophy is the project to reconvert a part of theFiat Mirafiori factory in Torino. The company has ceded this area andit will be transformed into a technological park in which activities likeresearch, education and experimentation in the field of mobility willbe carried out thanks to close collaboration between industryand university.

• What makes ICT interesting is its ability to dialog with other industriesand offer important elements of innovation: this is the most promisingaspect of Torino’s system and its research centers. Public institutionscan stimulate the demand for ICT by pinpointing a few technologicalplatforms (logistics, info-mobility and health services are interesting)and defining a series of legislative interventions and trustworthyprograms, to let businesses invest in innovate activities tied to publicdemand, within a framework of reasonable risk.

• Five prestigious groups in the aerospace sector are located in theTorino area – Alenia Aeronautica, Alenia Spazio, Avio, Galileo Avionicaand Microtecnica. Together with local institutions, they are workingon a project to construct a dedicated technological district.For a sector that is so dependent on public financing, both nationaland European, the ability to lobby the institutions is of fundamentalimportance.

INDUSTRIALTRANSFORMATIONThe development of Torino’s municipal areaincreasingly depends on its ability to graftthe economy of knowledge onto the traditionalspecializations of local production. An economyof knowledge, in fact, doesn’t require that Torino’shistorical industrial vocation be repudiated.Industry may remain the basis of production, butit must become a different kind of industry,in which production is strongly influencedby study, research and service for the clientele.

Objectives

1 [ IND ] PURSUE A STRATEGYOF INTERNATIONALIZATIONOF LOCAL PRODUCTION

2 [ IND ] ADOPT THE PROSPECTOF COLLABORATION, AMONG BUSINESSESAND WITH EXTERNAL SUBJECTS I

3 [ IND ] PROMOTE MANAGERIAL TRAINING 4 [ IND ] ENCOURAGE PROCESSES

OF INNOVATION IN BUSINESSES 5 [ IND ] RETHINK THE ROLE OF PUBLIC SUPPORT

OF THE ICT SECTOR 6 [ IND ] CONSOLIDATE AN OPEN SOURCE

COMMUNITY TO HELP DEVELOPLOCAL ENTERPRISE

7 [ IND ] ENCOURAGE INDUSTRIAL PROGRESSIN THE ICT SECTOR

8 [ IND ] PROMOTE A COMMON PROJECTFOR A TECHNOLOGICAL DISTRICTIN THE AEROSPACE SECTOR

9 [ IND ] ANALYZE THE LOCAL FINANCE SYSTEMAND POTENTIAL INTERACTIONS BETWEENTHE PUBLIC SECTOR AND PRIVATEOPERATORS

Opportunities

> RICONVERSION OF MIRAFIORI

> ICT PLATFORMS

> ENCOURAGE THE INTERNATIONALIZATION

OF BUSINESSES

> AEROSPACE DISTRICT

16`[ ]IND [ ]EMP


21`

THE CULTURAL RESOURCES AXIS WILL FOCUS ON FOUR ASPECTS: THE PRECEDENCE

OF PRIVATE INVESTMENTS FOR CULTURE, THE IMPORTANCE OF GIVING ACCESS

TO CULTURE, THE ROLE OF CULTURE IN URBAN TRANSFORMATION, CULTURE

AS A RESOURCE OF ATTRACTION.• The increased involvement of private citizens in cultural activites,

as clients, donors, sponsors, financers or investors – this objectiveshould be pursued not just because of a forecast decrease in publicresources in upcoming years, but because of the beneficial effectsthat a confrontation between the entrepreneurial world, the worldof culture and the public can bring. The instruments for gatheringand earmarking economic support by private citizens can take variousforms: one of the most interesting is that of community foundations,which are popular in the United States and are now taking holdin Italy as well.

• Promoting knowledge-based development also means improvingaccess to and the use of culture; investing in educational instrumentsand permanent divulgement; increasing the demand for culture.To Torino’s institutions, this means contributing to help fill thepopulation’s underlying deficit of cultural resources, a result of thecity’s Fordist past, and helping to improve the competences of the newgenerations and immigrant populations, a task the school systemalone can’t fulfill. The process of reorganization that has beenintroduced in recent years by the cultural institutions mustbe completed by qualifying and diversifying its services, even withthe help of new technology. If the cultural institutions are ableto intercept different cultural productions, encourage the circulationof ideas and create a system of locations, vocations and opportunities,they will also help transform Torino into a cosmopolitan city.

• Culture in its many aspects, from the visual arts to live performances,historical representations, festivals, architecture and design, canspark complex processes of urban regeneration, becoming one of theways to read, offer and represent a territory, consolidatingits traditional identity and designing new ones. The many culturaltransformations that involve Torino’s municipal area in upcomingyears, from the Central Museum Distict to the Savoy Residences,the Po Axis and the restructuring of the Egyptian Museum, mustbe viewed in this context.

• Culture is one of the primary resources for attracting investments,developing the tourist industry, producing an image of the city thatis easily recognizable, communicable and efficient. One of theduties of the local players is to invest resources in those elementsof attraction –the city’s up-to-date exuberance, its historicalpatrimony, the Egyptian civilization – that can promote the city,its strategy for exhibitions, and its organization of events witha strong international pull.

CULTURALRESOURCES Culture, as in production, protection, conservation,management and enjoyment of the treasuresaccumulated over time; it is a fundamental ingredientof the identity and social fabric of a territory, besidesrepresenting an indispensable resource for localdevelopment. In Torino’s case, the importance of itscultural resources is supported by the 2nd StrategicPlan because it contributes to economic diversification,because it creates employment, and because it promotesthe international image of the metropolitan system.

Objectives

1 [ CUL ] VALORIZE THE CULTURAL INSTITUTIONSIN ORDER TO PROMOTEA KNOWLEDGE-BASED SOCIETY

2 [ CUL ] IMPROVE THE ACCESSIBILITYOF THE CULTURAL OFFERING

3 [ CUL ] PROMOTE CULTURE AS A FACTORFOR URBAN AND TERRITORIALTRANSFORMATION

4 [ CUL ] STIMULATE PRIVATE CITIZENS’INVOLVEMENT IN THE POLITICSAND RESOURCES OF CULTURE

5 [ CUL ] VALORIZE CULTURE AS AN INSTRUMENTOF ATTRACTION ANDINTERNAZIONALIZATION

Opportunities

> SAVOY RESIDENCES

> CENTRAL MUSEUM DISTRICT

> PO AXIS

> RESTRUCTURING

OF THE EGYPTIAN MUSEUM

> PRIVATE INVESTMENTS IN CULTURE


20`

THE AXIS FOR URBAN AND TERRITORIAL TRANSFORMATION WILL DEAL WITH FOUR

TOPICS: THE QUALITY OF THE PROJECTS DEALING WITH TRANSFORMATION, CARE

OF THE LANDSCAPE AND ENVIRONMENT, VALORIZATION OF LOCAL SYSTEMS,PLACING TORINO WITHIN AN INTERNATIONAL NETWORK OF CITIES.

• The quality of the projects regarding urban transformation dependsto a great degree on whether they are considered part of a systemwhich studies not only the single project, but its relationship to all theother projects in a unitary vision of the city, in which the functionaland competitive reorganization of the territory is combined withattention to the quality of the environment and the urban context.One example of this approach is the Cittadella Politecnica, a projectof the Politecnico di Torino to expand the historical university buildingswith new areas dedicated to teaching, research, attracting newinvestments and the transfer of technology to businesses.A key element of the project is the importance it gives to constructingareas for cultural and sporting events, for bringing together societyand students, as part of a program for the urban regenerationof the entire neighborhood.

• The transformations that have taken place in recent decades in Torino’smunicipal area have had an effect on the quality of the landscapeand the natural and agricultural surroundings. A project for valorizingthe metropolitan area’s naturalistic patrimony, with its riverside parks,the large urban parks, the system of Savoy Residences that surroundthe city – that even calls for mechanisms to compensate theenvironment for transformations and infrastructures that have a heavyimpact on their surroundings – can become an important opportunityfor finding a new balance for the territory and making it moreattractive by forming a green metropolitan network, a meeting pointbetween city, nature and agriculture.

• The valorization of local systems reflects the idea of the metropolitanarea, a governing space in which the administrative confines of thesingle Municipalities are overcome in order to find new answers to theneeds of the people, to the flows of transportation, to the constructionof a public transportation system that is an efficient alternativeto private vehicles, to the identification of productive and logisticactivities, to the protection of natural areas. Because of the complexityof the undertaking, planning the metropolitan territory is above allan opportunity to experiment forms of government based oncollaboration between administrations, to follow common projectswithin a single idea of the city.

• This capability is to a certain degree similar to that required of thecities that become part of the national and European network of cities.Nevertheless, this is one of the major weak points of Torino’sinternational relations; the city must strengthen its position, its externalimage, its functions and sectorial specializations, as well as its ownterritorial strategy.

URBAN ANDTERRITORIALTRANSFORMATION The model for development required by the economy of knowledgeputs great value on the form of the city and the presence of placesand social networks to encourage the circulation of the most preciouscommodity of all: ideas. A city of knowledge must be poly-centric,open, able to unite people and projects rather than isolate them.It must pay careful attention to the quality of the landscapeand beautify the urban environment in order to attract the attentionof those sectors of society that are most creative and inclined towardinnovation. And it must nurture green areas, considering themessential elements that help guarantee a good quality of life.

Objectives

1 [URB] IDENTIFY NODES IN THE METROPOLITANINFRASTRUCTURE IN WHICHTO CARRY OUT INNOVATIVETRANSFORMATION PROJECTS

2 [URB] STRENGTHEN THE SYSTEM OF PARKSAND THE LANDSCAPE-ENVIRONMENTIN RELATION TO THE CITYAND ITS TRANSFORMATION

3 [URB] VALORIZE THE LOCAL METROPOLITANSYSTEMS TO ENCOURAGEPOLY-CENTRICITY

4 [URB] INCLUDE THE TERRITORY IN THE HUBOF CITY NETWORKS THAT GENERATEKNOWLEDGE, DEVELOPMENTAND URBAN QUALITY

Opportunities

> CITTADELLA POLITECNICA

> METROPOLITAN UNIVERSITY

> TABLE FOR METROPOLITAN

COORDINATION

> SUPPORT OF INTERNATIONAL

RELATIONS POLICIES

[ ]URB [ ]CUL


23`

THE IMMIGRATION AXIS WILL DISCUSS TWO IMPORTANT THEMES – HOW TO INCREASE

FOREIGN CITIZENS’ PARTICIPATION AND HOW TO TRANSORM VARIOUS EXPERIMENTAL

POLICIES INVOLVING INTEGRATION INTO STANDARD PROJECTS – AND THREE SPECIFIC

ACTIONS, REGARDING EDUCATION 4 [EDU], LAVORO 5 [EMP] E SALUTE 4 [HEA].• Torino has distinguished itself nationwide for its efforts to encourage

the participation of foreigners in the forms and organizationsof private society, allowing resident immigrants to vote in referendums,creating Italy’s first council for foreigners in 1995, supporting theirright to vote. Immigrants’ participation is considered an added valuein the planning of policies and services regarding the qualityof society, above all when it involves second generation immigrantswho are fully part of local society.

• The many experimental initiatives that have been undertakento support the integration of foreigners have dealt with specificproblems that were often dictated by emergency situations.But over time, initiating special projects risks suffocating widespreadsensitivity to multiculturalism. Thus, the objective is to capitalizespecial initiatives, ensuring that they lead to an overall increasein social and urban quality, and constructing an open city withresources available for all, foreigners and locals alike.

• Education is one of the most delicate processes of integration sincethe school is a powerful means for reducing – or increasing – socialinequalities among the young generations. Regarding immigration,the project is to institutionalize the school system’s ability to managemulticulturalism, rather than leaving it to the sensititivity of theindividual teacher or institution. It is important that the conditionof adults in the work world be improved because the numberof immigrant workers has been on the rise since the 1980s and theresulting demographic change is making them an important elementfor the promotion of local wellbeing. Foreigners must alsobe guaranteed access to health services, and the precarious livingand working conditions in which they often find themselves mustbe resolved. To this end, the impact of immigration on the healthservices system will depend greatly on the capability of localorganizers to integrate sanitary, environmental, urbanistic,employment and social policies.

IMMIGRATION

The foreign population is an integral part of society in the westernworld, but the impact immigration has on the quality of societyand the development of the territory remains ambivalent. Evenif there is a certain consensus that it constitutes an important cultural,social and economic resource, the risk that it could transform itselfinto a factor of crisis for social cohesion is constantly present.To keep this second aspect from prevailing, political action mustbe initiated that can encourage the integration of the new citizens; this action must be based above on allowing immigrants to make fulluse of these opportunities and available services.

Objectives

1 [IMM] PROMOTE THE PARTICIPATIONOF FOREIGN CITIZENS

2 [IMM] TRASFORM EXPERIMENTAL INITIATIVESINVOLVING IMMIGRANTS INTOSTRUCTURED, STANDARD POLICIES

Opportunities

> LABORATORY FOR THE NEW CITIZENS

> WIDESPREAD ACCESS TO SERVICES

FOR CITIZENS


22`

THE PROMOTION AND TOURISM AXIS WILL EXAMINE THREE THEMES: THE PROMOTION

OF THE TERRITORY’S IMAGE AND ITS STRATEGY REGARDING IMPORTANT EVENTS,THE ISSUES OF LEISURE TOURISM AND THOSE OF BUSINESS TOURISM.

• The project to promote a new international image of Torino, updatedwith respect to the industrial identity that characterized it for theentire 20th century, found its culminating moment in the Olympics.The success of the Games has placed Torino among the numberof cities that can nominate themselves to host important events likethose already planned in the near future: the Winter Universiadi(2007), the UIA World Congress of Architects and the World Capitalof Design (2008), and the celebrations of the 150th anniversaryof the Unity of Italy (2011).

• International promotion of the city has gone hand in hand with activitysupporting the tourist sector, which has made the most of theinitiatives that have been taken to upgrade the urban fabric,recuperate its cultural and historical patrimony, construct newtransportation infrastructures and invest in hotels. Now that thisimportant phase of investiments has ended, Torino can offer itselfas a valid destination for short-break tourism, for people interestedin passing a few days in town, combining culture, art, fun, shoppingand good food and wines. In the future, this will mean valorizing evenbetter the combination of Torino and Piedmont, with its mountains,lakes and the Langhe, turning the area into a destination for evenlonger stays.

• Even in the field of business tourism, conventions and congresses,Torino has set in motion a development policy to make use of someof the Olympic installations that have been projected for various uses.Rather than offering itself in a generalized way, the winning methodis to select events that are most in tune with the identity of theterritory – history, technology, automobiles, design, contemporaryart –, in which the city can offer an added value, thanks to its pointsof excellence.

PROMOTIONAND TOURISM For a city that has hosted the Olympics, the inheritance of theGames doesn’t involve just material aspects like the importantsports infrastructures that were built, but also immaterialaspects like its visibility on the international scene and thedevelopment of organizational competences for importantevents. In the increasingly competitive market of urban appeal,the 2006 Winter Olympics were a marvelous opportunity,but they also highlighted how important it is to stabilizea positive image, nurturing the virtuous circle which is the basisof the politics of promotion.

Objectives

1 [PRO] PROMOTE THE TERRITORY’S IMAGEAND ATTRACT IMPORTANT EVENTS

2 [PRO] MAKE USE OF ASPECTS OF GREATAPPEAL AND LOCAL STRONG POINTSTO SUPPORT SHORT-BREAK TOURISM

3 [PRO] STRENGTHEN POLICIES REGARDINGTRADE FAIR AND CONVENTION TOURISM

Opportunities

> CALENDAR OF INTERNATIONAL EVENTS

> MAKE USE OF ASPECTS OF GREAT

APPEAL AND LOCAL STRONG POINTS

TO SUPPORT SHORT-BREAK TOURISM

> STRENGTHEN POLICIES REGARDING

TRADE FAIR AND CONVENTION TOURISM

[ ]PRO [ ]IMM


27`

THE LOGISTICS AXIS WILL DISCUSS THE POSSIBILITY OF DEVELOPING A LARGE POLE

IN THE SOUTHERN PART OF THE CITY WHICH WILL DEPEND HEAVILY ON ICT TECHNOLOGY.• Logistics is a highly strategic field for Torino’s municipal area, thanks

to the city’s central position with regard to Mediterranean portsand the European system. The creation of important transportinfrastructures, like the High Capacity thoroughfare and CorsoMarche, important projects involving urban transformation now underdiscussion, reinforce the hypothesis of contructing a large logisticspole in south-western Torino, already the location of the InterportoSito, the railway freight yard in Orbassano, and various distributioncenters. In order for the project to succeed, legislative normsand tariffs must be introduced to create concrete incentivesto transfer goods from the roads to the railways. Equally importantis an overall reorganization of the logistical poles of north-westernItaly, including the port of Genoa and the city of Milan, thus creatinga common strategy for confronting the market.

• An interesting experiment tied to the logistics pole is the managementof traffic flowing into and out of the city. Control will be activatedthrough the use of ICT, based on information arriving from everyavailable source involving traffic: the highway company, which willprovide information about traffic flows from toll booths; logisticsoperators who make use of the pole; even satellites that can keeptrack of the arriving vehicles. Further experimentation could involve:reinforcing city logistics to rationalize the distribution system of goodsin critical areas like the historical downtown center or neighborhoodswith a high concentration of stores and traffic; and the activationof reverse logistics to reduce environmental impact by supervisingtrash, its packaging and its transportation to waste disposal centers.

LOGISTICS

The meeting point of production, services and consumption, logistics area combination of activities that are undergoing strong expansion, in whichthe functions of transportation are paired with services for the production andtreatment of merchandise, sales and distribution networks, and also have aninfluence on the organization of businesses. Efficient logistics representan important competitive edge in the new industrial model, in which scaleeconomies and mass production have been superseded by new rulesconcerning integration and cooperation between businesses and personalizedmass production – production that is directed toward the greater publicbut customizes the products according to the needs of each client.

Objectives

1 [LOG ] CREATE THE CONDITIONSFOR DEVELOPING AN ADVANCEDLOGISTICS POLE SOUTH OF TORINO

2 [LOG ] SUPPORT THE USE OF ICT TECHNOLOGYIN THE LOGISTICS POLE

Opportunities

> REORGANIZATION OF THE LOGISTICS

OF NORTH-WESTERN ITALY

> RATIONALIZATION OF THE SYSTEM

FOR DISTRIBUTING GOODS

> ICT PLATFORM FOR LOGISTICS


26`

THE ACCESSIBILITY, TRANSPORT AND MOBILITY AXIS WILL DISCUSS TWO TOPICS:HOW TO IMPROVE ACCESS TO TORINO BY PLANNING EFFICIENT NATIONAL AND

INTERNATIONAL CONNECTIONS AND HOW TO IMPROVE THE AREA’S INTERNAL MOBILITY,IN PART BY INTRODUCING TECHNOLOGICAL INNOVATION APPLIED TO TRANSPORTATION.

• Regarding connections abroad, the municipal area’s major projectis the high-capacity connection with Lyon, a fundamental part of theTrans European Networks’ Corridor V. The completion of thisinfrastructure is essential for many reasons: the competitivenessand cohesion of the European territory; the industrial developmentmodel that is taking shape; Torino’s position within the internationalcontext; technology involving energy and innovation; guaranteed,efficient alternatives to road transportation.

• Various important projects have been initiated to improve the area’sinternal mobility, with widespread impact on urban upgrading andthe mobility network, as can be seen by the Urban Railway Link, theupgrading of the Spina Centrale district, and the inaugurationof the subway. Nevertheless other projects must still be carried outin order to fine-tune a strategy of mobility and articulation of servicesworthy of a city that intends to be appealing and competitive. Oneof the most important projects involves Corso Marche, to createan axis for crossing Torino’s metropolitan area from north to south.This will be achieved through connections on various levels: an urbanboulevard on the surface, and below ground a fast-flowingthoroughfare and a railway passage connected to the High Velocityrailway. Equally important are rapid connections with the airport;a metropolitan train service to reinforce the public transport system;completion of the by-pass east of Torino; and the constructionof a second subway line.

• Intelligent management of mobility is a very important problem, sincetraffic congestion has reached levels that make it difficult for the cityto function and also have a heavy impact on the environment.To project transportation systems in a new way, ITS (IntelligentTransport System) is becoming more widely used. This computertechnology has various functions: to improve the managementof traffic and of public transportation, to supply information to clients,to expedite automatic payment, to control vehicles and navigation,and to facilitate the management of emergency situations.Torino already has experience with ITS and this could representan interesting economic opportunity: according to sector studies,this market is on the rise and could stimulate the creation of newbusinesses and generate employment.

[ ] ACCESSIBILITY,TRANSPORTAND MOBILITYTransportation infrastructures have a great influenceon how a territory develops and functions; they can changethe face of the countryside, coalesce environmental policy.The intimate relationship between infrastructureand territory complicates the topic of accessibility, sinceit involves numerous factors and projects of various typesand dimensions. Its main characteristic is, in fact, itsability to juggle requirements of various sizes, from localones – like mobility within the city – to global ones,like the high-velocity railway

Objectives

1 [MOB] SUPPORT THE INCLUSIONAND THE ROLE OF TORINOIN THE EUROPEAN UNION’SCORRIDOR V

2 [MOB] COMPLETE PROJECTS INVOLVINGTHE SYSTEM OF ACCESSIBILITYAND MOBILITY BY INCREASINGTHE NETWORK

3 [MOB] INCREASE THE APPLICATIONOF INNOVATIVE TECHNOLOGYIN TRANSPORTATION AND MOBILITY

Opportunities

> CORSO MARCHE

> HIGH CAPACITY

> METROPOLITAN TRAIN SERVICE

> ICT PLATFORM FOR INFO-MOBILITY

MOB [ ]LOG


29`

THE HOMES AND URBAN RENEWAL AXIS WILL DISCUSS TWO ASPECTS: THE NEED

TO MODIFY HOW THE HOUSING MARKET IS REGULATED, AND THE OPPORTUNITY

FOR VALORIZING THE EXPERIENCES OF URBAN RENEWAL WHICH HAVE BEEN

CARRIED OUT IN THE METROPOLITAN AREA IN RECENT YEARS.• The change in family models and work organization that has involved

society has created a strong diversification of needs and expectationsregarding homes. People who stay in town to work for just a partof the week, young people with irregular contracts, out-of-townstudents, people with untraditional families, immigrants for whomthe home is an indispensable condition for obtaining residencypermits and reuniting their families - these are just a few of thecategories which don’t fit into the traditional models of homeownership. Therefore, the number of apartments for rent mustincrease; this can occur by activating a series of instruments andfacilitations, in part through the collaboration of local bodies which,in a few cases, could become mediators and guarantors in therelationship between owner and potential renter.

• The most important inheritance of Torino’s recent season of complexprograms of urban renewal is the certainty that these typesof initiatives must keep two aspects in mind: the physical regenerationof dwellings and the support of the local social and economic network.The objective of this double mechanism is the mobilization of theterritory’s resources, the support of grass-roots participation on thepart of organized civil society – the fertile breeding ground for projectsof social solidarity tied to urban renewal programs. If the resultshave gone in this direction, then when the time comes to evaluateand repeat the initiatives, special attention will be focusedon institutionalizing the projects and making them a shared publicpatrimony, to inspire new policies thanks to the positive effectsthat can be guaranteed by an accumulation of resources, projectsand strategies.

HOMESAND URBANRENEWAL The topic of homes occupies a central position in thestrategies involving economic development and social quality.Traditional policies regarding property, which for yearsconverged on the need for savings and safe investmentson the part of families, are increasingly unable to answerto the widespread needs of society. The topic of the qualityof homes is interconnected with urban renewal, an areain which Torino in recent years has been a proving groundof innovative initiatives which have generally producedpositive results, albeit with a few weaker elements.

Objectives

1 [REN] INCREASE AND DIVERSIFYTHE AVAILABILITY AND THEACCESSIBILITY OF RENTAL HOMES

2 [REN] VALORIZE THE POLICIESAND RESULTS OF THE URBANRENEWAL EXPERIENCES

Opportunities

> METROPOLITAN RENTAL AGENCY

> AN INTERFACE BETWEEN THE AREAS

OF TRANSFORMATION AND THE CITY


28`

THE HEALTH AND CARE AXIS WILL DISCUSS HOW TO MODERNIZE THE LOCAL HEALTH

SYSTEM, IN PART THROUGH THE USE OF NEW TECHNOLOGY.• The first necessity is to introduce a model of integrated assistance

that uses modern methods to see to health needs through thepersonalization of services, de-hospitalization, home care support,the simplification and flexibility of access to services. All this whilecarrying out strategies of cost control to ensure the economicfeasibility of the care and the safeguarding of social rights associatedwith it. These objectives can be achieved with the help of the SocialTown-Planning Scheme, an instrument that helps coordinate andrationalize actions taken by the local administration regarding socialhealth and the quality of life.

• The rapid increase of chronic disease and the aging of the populationare changing the reference models of the health system and socialservices, which today tend to be viewed as complementary aspectsof one sole need. This is particularly true of the elderly, chronicallyill or handicapped, who could be efficiently followed by a networkof small, territorial centers. A key point of this reasoning is to shiftattention from the hospital to the home, organizing a service modelbased on flexible, integrated teams of specialists, doctors, nurses,social workers and home care workers.

• Social-sanitary integration and the strengthening of home careassistance are areas of strategic intervention that often capture theinterest of private donors, who are willing to offer resources forplausible initiatives. It is obvious that the success of the assistencemodel proposed and its economic sustainability also depend on theability to make use of technological innovations, to reduce costs whilemaintaining a high level of services. Torino’s municipal area has a fairamount of competence in this area, thanks to the advanced researchcenters located here: the incorporation of assistance using advancedtechnology could become a factor for attracting innovative businesses.This spirit is reflected in the project of the Torino Health and SciencePark, the headquarters of a large teaching hospital flanked by areasdedicated to laboratories, experimentation of new technologyand the construction of businesses tied to this experimentation.

HEALTHAND CARE Any projects regarding health care represent in themselves a value,since they guarantee a fundamental right. Nevertheless, these projectsare also economically important, if – as data indicates – in the nextfew years this sector will absorb an increasingly important part of theGDP. They also have a strategic value, since preventative actionon factors that can have an influence on health is strongly correlatedto various aspects of the quality of life: from urban renewalto the management of safe transportation that is less polluting,the reduction of work-related accidents and the diffusionof examples of healthy behavior.

Objectives

1 [HEA] INTEGRATE THE HOSPITALCOMPONENT IN THE TERRITORIALNETWORK OF SOCIALAND HEALTH SERVICES

2 [HEA] DEVELOP TECHNOLOGY FOR CARRYINGOUT SOCIAL-SANITARY SERVICES AT HOMEAND FOR TELEMEDICINE EQUIPMENT

3 [HEA] COORDINATE SOCIAL-SANITARYINITIATIVES WITHIN HEALTH-RELATEDPOLICIES

4 [HEA] GUARANTEE FOREIGN CITIZENSTHEIR RIGHT TO HEALTH

5 [HEA] DEFINE THE TORINO HEALTHAND SCIENCE PARK PROJECT

Opportunities

> SOCIAL TOWN-PLANNING SCHEME

> ICT PLATFORM FOR SOCIAL-SANITARY

SERVICES

> HEALTH AND SCIENCE PARK

[ ]HEA [ ]REN

THE PLAN THE ASSOCIATION ACTIVITIES...

Documents

Transcript of THE PLAN THE ASSOCIATION ACTIVITIES...