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Metropolitan Turin 2025 Metropolitan Turin 2025 The third strategic plan of the metropolitan area of Turin Metropolitan Turin 2025 METROPOLITAN TURIN 2025 Message from Mayor Piero Fassino In 2015, fifteen years from its first strategic planning process, Turin publishes its third stra- tegic plan Metropolitan Turin 2025. Two hundred and thirty entities and hundreds of individuals and experts were directly engaged in a two and a half year process to generate a new vision for the future of Turin and its metropolitan area. Metropolitan Turin 2025 builds on the successes of the post-industrial transformation of the city over the past twenty years to reinforce a plu- ralistic vision of the city. This plan responds to three key challenges facing metropolitan Turin today: overcoming the enduring effects of the global financial crisis; contrasting reduced pub- lic-sector spending capacity; and taking advan- 2 tage of the establishment of a Metropolitan City authority. These challenges require a concerted vision and action plan capable of positioning the metropolitan area for a brighter future. The fundamental paradigm shift of the third strategic plan is the centrality of the metropol- itan dimension to every aspect of the process. The metropolitan area contemplated by the plan is responsible for roughly half of the GDP of the entire Piedmont Region and represents the economic engine of the greater Metropoli- tan City. It is within this area that many of the strategic regional assets and functions are based and where economic, cultural and social inno- vation takes place. And it is therefore here that game-changing projects for the entire Region and the country can take shape and be realised. Metropolitan Turin 2025 aims to transform the metropolitan area into a “City of Opportunity”, a globally engaged hub that attracts and retains talent, generates innovation, and fosters entre- preneurship. The core assets of the “City of Op- portunity” are its human and social capital, its universities and research institutes, and its en- terprise. Our administration seeks to empower this broad range of stakeholders in the reali- sation of an inclusive and sustainable future. In 2025 Metropolitan Turin will be a leading European city positioned for economic success on a global scale and offer unmatched quality of life and social welfare. 3 © Veronica Rossi © Veronica METROPOLITAN TURIN 2025 Transforming Turin Twenty years ago Turin embarked on a sweep- Moving beyond physical transformation the ing transformation process in pursuit of new City turned its attention to an innovative ap- economic futures and a renewed identity. Fac- proach first pioneered by Barcelona, intro- ing a severe downturn in industrial production, ducing strategic planning to the Italian con- city leaders recognised the structural dimen- text. The reassessment of the city’s vocations sions of the economic crisis and bravely paired through an inclusive and innovative rethink- physical redevelopment with long-range strate- ing process generated a bold new vision of a gic planning to successfully promote citywide European metropolis filled with know-how. revitalisation and economic restructuring. Turin’s first strategic plan was adopted in 2000 and gave birth to Torino Internazionale, an The first major step in the journey came with the organisation tasked with the promotion of adoption in 1995 of the city’s first new master plan the plan and guiding future strategic planning in almost 40 years. The 1995 plan was based on processes. a new, post-industrial identity and called for ma- jor transportation infrastructure investment, the The strategic planning process was able to ca- reclamation and redevelopment of vast tracts of talyse change on a grand scale by developing abandoned land, and the conversion of disused action-oriented public-private partnerships buildings for new uses. The City simultaneously engaging economic, academic, cultural and embarked on major urban renewal projects in the philanthropic organisations in a shared vi- historic core as well as in more peripheral areas. sion of an attractive and globally connected 4 1982 1993 1995 1999 • Major FIAT Lingotto • First direct election • Adoption of • Turin awarded the 2006 Plant Closes for Mayor post-industrial Olympic Games city masterplan international city. The transformation of the by initiating a third strategic planning effort city from a company town to a vibrant cul- to identify game-changing projects and build tural and innovation hub was punctuated by new coalitions capable of driving the next major milestones including the 2006 Winter phase of the city’s transformation. The Met- Olympics and a number of other international ropolitan Turin 2025 strategic plan represents events. nearly three years of work by over 500 people to build a new development agenda tracing Building on the successes of the first strategic the path to Turin, City of Opportunity. plan the City launched a new effort to consol- idate progress and secure the city’s econom- ic prospects. Completed in 2006, the second strategic plan, Knowledge City, envisioned a future with Turin at the forefront of the global knowledge economy. However, just as the sec- ond plan was set to take off, the global finan- cial crisis ushered in a recession that restricted implementation capacity. In June 2012 Mayor Piero Fassino renewed the City’s commitment to inclusive change 5 2000 2006 2011 2015 • Turin’s First Strategic • XX Olympic • 150th Anniversary • Turin’s Third Strategic Plan published Winter Games of Italy celebration Plan published • Major urban renewal • Turin’s Second activities programme Strategic Plan published METROPOLITAN TURIN 2025 Cornerstones of Metropolitan Turin 2025 6 While the first round of strategic planning was • private-sector entrepreneurs to take a leader- launched to develop a new vision of the city’s ship role in developing and implementing the post-industrial future, the second aimed to re- agenda to revive the metropolitan economy; inforce and solidify the city’s economic restruc- • academic, training and research bodies given turing to realise that vision. The third round of their critical role in cultivating human capital strategic planning, however, was launched as a and spurring innovation. local response to a sharp global crisis and a na- tional economic recession that revealed struc- Given the limited capacity for public and private tural challenges in the local economy, and this investment in the current climate, and a strong context shaped the framework of the entire plan- propensity towards identifying actionable projects, ning process. the plan focuses on improving the mechanisms and processes that generate economic growth rath- The most fundamental decision was to engage er than on capital-intensive infrastructure; in other the metropolitan area of Turin, 38 municipalities words, the plan aims to upgrade the ‘software of the in all, to join forces to confront crisis through a economy’ to facilitate entrepreneurship and enable truly collective planning process. The area was growth across the board. defined based on the degree to which munici- pal administrations already partner to provide Inclusion and sustainability are core values un- services jointly, their geographic contiguity and derpinning the mission of the third strategic functional integration, and the interest shown by planning initiative, informing all the proposed their administrations in the initial engagement objectives and actions. In particular, the plan stages. The metropolitan area they form has vast places social inclusion at the centre of its mission potential for growth and brings together numer- by laying the groundwork for an economy of ous development drivers. opportunity. The City of Opportunity, therefore, must mean opportunity for anyone and everyone. The need to engage a broad, cross-sector range of stakeholders capable of leading metropoli- Finally, the third round of strategic planning was tan change was clear from the outset. The third deliberately selective in its priorities. The focus is strategic planning process was therefore con- on the issues that stakeholders identified as most ceived to include: urgently requiring reform and innovation on a • the political leadership of the municipalities systemic level. Moreover, the consultative plan- within the metropolitan area, so as to foster ning process necessarily reveals the priorities cooperation and the integration of services and reflects the expertise of the actors involved, and functions; which are broad and varied but not exhaustive. Limit of the Metroplitan City of Turin (former Province of Turin) Limits of the Homogenous Zones 7 Metropolitan area defined by the Metropolitan Turin 2025 strategic plan City of Turin Milano TORINO METROPOLITAN TURIN 2025 2025 Facts and Figures Average per capita annual income € 25,400 of<70% the entire 1.586.000 Metropolitan City population (formerProvince of Turin) 8 38 Municipalities 124,600 56% registered of which businesses reside in Turin (2013) of5% national exports 6 major conservation 312 areas square miles • Stupinigi Park • Mandria Park • of which 50% is agricultural • Superga Hill Park • 20% is green and open space • Po River Greenway • Sangone River Greenway • Mount Saint George <3 million passengers annually transit through Turin Caselle International Airport 94,000 university students attend 84 the Polytechnic museums University and the University of Turin including combined • Venaria Palace • 15% foreign students • Egypt Museum at the Polytechnic
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