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8 Thu, Feb 2007   italiano   help   contacts   mailing list
Home | The Strategic plan | The Second Strategic Plan | Cultural resources
Objectives || Opportunities and projects

Culture, as in production, protection, conservation, management and enjoyment of the treasures accumulated over time; it is a fundamental ingredient of the identity and social fabric of a territory, besides representing an indispensable resource for local development. In Torino’s case, the importance of its cultural resources is supported by the 2nd Strategic Plan because it contributes to economic diversification, because it creates employment, and because it promotes the international image of the metropolitan system.

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 activities, as clients, donors, sponsors, financers or investors - this objective should be pursued not just because of a forecast decrease in public resources in upcoming years, but because of the beneficial effects that a confrontation between the entrepreneurial world, the world of culture and the public can bring. The instruments for gathering and earmarking economic support by private citizens can take various forms: one of the most interesting is that of community foundations, which are popular in the United States and are now taking hold in Italy as well.
  • Promoting knowledge-based development also means improving access to and the use of culture; investing in educational instruments and permanent divulgement; increasing the demand for culture. To Torino’s institutions, this means contributing to help fill the population’s underlying deficit of cultural resources, a result of the city’s Fordist past, and helping to improve the competences of the new generations and immigrant populations, a task the school system alone can’t fulfill. The process of reorganization that has been introduced in recent years by the cultural institutions must be completed by qualifying and diversifying its services, even with the help of new technology. If the cultural institutions are able to intercept different cultural productions, encourage the circulation of 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, can spark complex processes of urban regeneration, becoming one of the ways to read, offer and represent a territory, consolidating its traditional identity and designing new ones. The many cultural transformations that involve Torino’s municipal area in upcoming years, from the Central Museum Distinct to the Savoy Residences, the Po Axis and the restructuring of the Egyptian Museum, must be viewed in this context.
  • Culture is one of the primary resources for attracting investments, developing the tourist industry, producing an image of the city that is easily recognizable, communicable and efficient. One of the duties of the local players is to invest resources in those elements of attraction -the city’s up-to-date exuberance, its historical patrimony, the Egyptian civilization - that can promote the city, its strategy for exhibitions, and its organization of events with a strong international pull.


  • Valorize the cultural institutions in order to promote a knowledge-based society
  • Improve the accessibility of the cultural offering
  • Promote culture as a factor for urban and territorial transformation
  • Stimulate private citizens’ involvement in the politics and resources of culture
  • Valorize culture as an instrument of attraction and internationalization


  • Savoy Residences
  • Central Museum District
  • Po Axis
  • Restructuring of the Egyptian Museum
  • Private investments in culture
 © Torino Internazionale 2006