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General Council Term of Office 2016-2019 End-of-Tenure and 2019 Report Text approved by the General Council on 20/04/2020 Contents Preface: Letter from the General Council 3 Institutional activity 2016-2019 37 Research and public health International affairs programme Historical and legal profile of FCSP 6 Art, cultural heritage and cultural activities Cultural innovation Social policy Housing programme 2016-2019: data on institutional activity ZeroSei programme Philanthropy and Local Communities undertaken in the four-year period, and 2019 “Social Report” 11 Major system-building projects 63 Inclusion in practice: MOI – a response to the migration emergency FCSP 2016-2019: Public health as a value-generator: progress towards the Turin Health Park reorganisation and processes 26 Injecting dynamism into cultural heritage: the Residences of the House of Savoy Becoming a HUB: operational effects “Riconnessioni”: the digital education model Evolution of the multiplier vectors: At the service of a cohesive, enterprising ecosystem of territorial innovation the High-Impact Innovation Department The metropolitan environment and ecosystem The Planning, Studies and Assessment Department for the growth of social enterprise FCSP: a stand-alone entity and a Group Boosting competitiveness in Turin’s higher education system More than just method: a sustainable new angle on traditional goals Communicating strategically The Administration function: The contribution of the Council’s subject-specific committees 71 evolution of the organisational set-up Applicants for support: an in-depth analysis 76 Internal control architecture Asset management over the four-year period and mission-related investments 84 Fulfilling the role enshrined in our governing document: the General Council’s legacy 89 End-of-Tenure and 2019 Report Fondazione Compagnia di San Paolo 2 Solid foundations for the reconstruction work ahead By the General Council of Fondazione Compagnia di San Paolo Fondazione Compagnia di San Paolo (hereinafter FCSP) has helped its native territory through countless crises over the four and a half centuries since its formation. Our historical archives chronicle FCSP’s role in countering the repercussions of the recurrent plagues of the 1600s and the smallpox and cholera epidemics of the 1800s. This mainly involved supporting the public health system, but it also extended to organising vaccination campaigns for the needy, providing funds for the cities’ main hospitals and taking daily action to relieve poverty, under what would now be described as social inclusion initiatives. From the vantage point of April 2020, it is impossible for the General Council of FCSP to consider even the recent past without also seeing the harsh, unexpected reality of the present and the fears for an uncertain future, at every level. At the same time, the heroism of countless men and women, who have been working with unmatched intensity in recent weeks, restores our faith in Italy’s ability to rebuild the foundations of a mature, cohesive society and re-pave the way for sustained and sustainable development. But it also prompts us to reflect on the many previously hidden failure points on which this unprecedented emergency has cast a stark light. There are many lessons to be learned, for each of us as individuals and for every organised aspect of our society, including our institutional capacity for management and governance – management and governance that we expect our institutions to provide in the most effective possible way. The report that follows provides an account of the work done by FCSP over the past four years, and the efforts it has made to bring about the necessary structural changes to enhance its efficiency, effectiveness and preparedness. We had certainly not anticipated that an external impact such as the pandemic would strike our collective life so suddenly and so painfully, from individual territories to the national dimension and beyond. But Francesco Profumo recent decades – and the best human thought across the centuries – have clearly shown President of Fondazione Compagnia di San Paolo that we belong to a single planet and a single human race. And warning signs were End-of-Tenure and 2019 Report Fondazione Compagnia di San Paolo 3 there to be seen. FCSP’s recent decision to re-shape its organisation around the United on capacity-building, knowledge-sharing and the implementation of complex models Nations Agenda 2030 Sustainable Development Goals is no coincidence. In light of of capital or mixed intervention, in keeping with the goal of becoming a skills hub, the increasing pace of worldwide change, we were aware that FCSP, which has always which we set down in our Multi-year Planning Document. As a result, the network of kept a close eye on change and often acted ahead of it, needed to review its approach: auxiliary bodies – both historic and research-oriented – and subsidiary companies that not to overturn it, but to bring the organisation’s specific mission as a philanthropic lie within the orbit of FCSP and work towards achieving its general mission through institution into closer harmony with the clear and less clear challenges it was facing on their own specific missions, can now operate in a more cohesive, integrated manner. a daily basis. As we commit these thoughts to paper at the end of our four-year term of Although not in the form of a legal entity, in practice there is now an “FCSP Group” office, by way of an introduction to the substantial report we have compiled, we feel we of substantial size in Turin, which shares a basic set of strategies and acts in concert. can fairly claim that considerable progress has been made. And within the framework of the current emergency and the complex reconstruction process that will follow, this Lastly we have endeavoured to develop a fine-grained dialogue with local, progress leaves FCSP well placed to be of help to our local areas and communities. national, European and international stakeholders at every level and in every aspect of our work. We have created specific opportunities for transparency and Let us sum up our working principles and accomplishments: FCSP has always adhered willingly embraced everyday exchanges of views with our many partners, without to the principle of prudent investment, and this has enabled us to pursue a policy precluding our openness towards anyone wishing to contact FCSP to discuss a of stability in relation to our grant-making activity across the territory. It is therefore good idea or offer constructive criticism. While we are in no doubt that FCSP needs no secret that the markets, the high level of technical professionalism of our internal its own subjective outlook and clearly delineated physiognomy, we are equally and external teams and our clear strategic policy-making have yielded more than certain that our responsibilities include taking part in defining the common good satisfactory income streams in the period 2016-19. Our view has spanned both the on an equal footing with all parties that nurture and safeguard the common good short and medium term, enabling us to build up a solid capital structure capable of institutionally, by choice and by passion – among whose number we count ourselves. weathering financial storms, such as the present one, which we all trust will be short-lived. This is the FCSP that we can now present to our communities, not with pride but with We have reviewed our organisational structure in order to simplify it, while at the the satisfaction that comes from a collective job well done. It is a “machine with a soul”, same time retaining that combination of strategic thinking, sectoral specialism which has not hesitated to respond in countless ways to the many pressing needs that and capacity for technical implementation that has made FCSP an agile and have arisen in recent weeks, with ceaseless work and increased effort at every level. responsive player, despite the significant increase in our work load and the number It is an intermediate entity within society, which is as independent and autonomous of relationships we are managing. We have boosted our capacity for ex-post as it is unequivocally committed to the common good. And precisely because it is evaluation and clarified our commitment to learning by reviewing what we do, “intermediate”, it is acutely aware that the best outcomes for everyone can only be sharing our knowledge, eliminating unnecessary duplication of work and increasing achieved if all of us – from public authorities to businesses, third-sector actors, scientists, the efficiency and pace of innovation of the entire system that works with us. families and citizens – play our part responsibly. We can therefore reiterate, with confidence, that FCSP is ready, alongside its many travelling companions, to set to work We have extended the range of resources we make available to civil society as well as here and now, and start digging the deep foundations on which the future will be built. public organisations: alongside our various forms of our grant-making, we have focused End-of-Tenure and 2019 Report Fondazione Compagnia di San Paolo 4 Almost 500 years of commitment to social health and welfare None of what we have achieved would have been possible without the constant Over the course of the 17th Century and more particularly the 18th Century, Compagnia determination of all of FCSP’s Governing Bodies and its Chair, General Council, di San Paolo was left many legacies and bequests, some 400 of which are documented Management Board, Committees, Board of Auditors and the two Secretary Generals in our historical archive. Some of the bequests involved sums of money to help sick who have held office in succession. FCSP’s structure has developed and sometimes people in need. Leavers of legacies often specified the categories of beneficiaries they inspired its work.

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