Torino was the first city in Italy to adopt a Strategic Plan. This plan - which was signed on February 29, 2000 - involves institutions, political representatives, the economic world and society as a whole in a project to redefine the city‚Äôs identity. Few cities in Europe had a similar plan, nor do many have one today. The objectives were ambitions: to improve integration within the international system; to construct a wide-spread and unitary metropolitan government; to encourage entrepreneurial initiatives; to support employment; to make Torino a center of research and education; to transform it into a city of culture and tourism; to improve the quality of life. One thousand people participated in the Work Groups to define the Plan, which is articulated in 6 strategic lines, 20 objectives and 84 actions.
The Regulatory Plan of 1995 formed the basis of Torino‚Äôs urbanistic transformation. The Strategic Plan - which was created between 1998 and 2000 - pinpointed a shared vision of social and economic development. Over the past few years, the city has put forth enormous resources and new instruments to give more power to the local system. Infrastructural projects, urban transformation, the upgrading of entire neighborhoods, cultural policy, support of economic development, and promotion of Torino in Italy and in Europe, are beginning to show their first results. The city‚Äôs image, the scope of the construction projects and the financial resources attracted were all further increased when the city was awarded the XX Olympic Winter Games, which will be held in 2006. The Games were assigned on June 19, 1999, after work had already begun on the Strategic Plan.
By carrying out the Plan, during the period 2000-2004, the association has achieved important results: it has organized the Plan throughout the area and made it more coherent, thus reducing the heterogeneity of the objectives, the scale and the level of development. It has also improved the Plan‚Äôs ability to unite public and private resources in order to construct a common policy. This is the signal that the association gave to the projects that were carried out during the start-up phase, like Torino Wireless, the Salone dei Mestieri, and the Science Center. And this is the meaning behind research that has been commissioned, from the high-capacity railway to the metropolitan landscape and street furniture, from production in the automotive sector to contemporary art. The network that has developed around the Plan has worked to strengthen the concepts of governance and local identity. If the Strategic Plan can be interpreted as a shared method for reading the territory, its effects must be cultural before they can become organizational and decision-making.
The Strategic Plan contains six strategic lines which are then split into twenty more detailed aims and eighty-four specific actions or interventions: