We view culture and participation as key elements for people’s well-being, social cohesion and the sustainable development of our catchment area. We leverage cultural identities, art, creative production and innovation to make places more attractive and generate new economic and social opportunities. We focus on skills and training to meet the needs of the cultural sector and promote the dissemination of cultural experience in education and social care. Together with our partners, we build long-term projects on cultural heritage by proposing innovative and sustainable approaches. We promote the active participation of people in cultural, social and democratic life, while creating opportunities that foster shared growth and a well-informed citizenry.
This is our commitment to harnessing the value of culture, and turning it into an innovative tool for aligning ourselves with national and international models of sustainable development.
As established in the United Nations Pact for the Future, culture is a facilitator of sustainable development and cuts across many of the Agenda 2030 Sustainable Development Goals.
We are aligned with European planning through actions with a new focus on the relationship between cultural production and the major challenges of today, enhancing cultural and creative value chains, extending the social base of culture, and a new commitment to citizenship, democracy and extending creative and cultural skills.
Italy’s National Recovery and Resilience Plan, the PNRR, has also established significant interventions in the cultural sector. Our role is to guide organisations towards quality project design, by supporting projects facing delays and inefficiencies, and organisations that are the target of structural interventions or promoters of capacity-building pathways.
The Culture Goal pursues FCSP’s strategy by promoting culture and art in all its forms, as key contributors to sustainable local development and the reduction of inequalities, through the action of its Missions.
The Culture Goal operates in a widely varying range of geographical areas. This prompts us to focus on disparities and marginalisation, including through networks with other foundations, and to give priority to the younger generations.
In line with FCSP’s Multi-Year Planning Document 2025-2028, data plays a vital role by offering insights into the trends, phenomena and needs affecting the cultural sector and enabling us to evaluate the effects of interventions by means of ex post measurements. Data culture is therefore a pre-requisite for the digital innovation of our partner bodies.
We are taking action to address the green transition, which cuts across every area of FCSP’s work. In this respect, we also strive to raise awareness and develop new practices that enable cultural spaces to take more account of the sustainable development goals in the way they approach their work.
In terms of social responsibility, we encourage partner-bodies to be agents of civic engagement. As part of our focus on social cohesion, we are committed to improving synergies with public bodies on access to and protection of heritage, the relationship between culture and tourism, forms of growth for cultural operators and the active participation of citizens.
The implementation of the Cavallerizza Reale di Torino project will be one of the highlights of the 2025-2028 term of office, and will significantly enrich and influence the cultural landscape in the city and beyond.
Delivering this project will involve identifying the best ways to manage public-private partnerships, to launch a cultural hub in the heart of the city.
The Culture Goal helps FCSP make the most productive use of its assets, in line with the key principles, thematic priorities and cross-cutting methodologies set out in the Multi-Year Planning Document 2025-2028.
Trust, risk and flexibility
The experiments aimed at building geographical and subject-specific networks and reinforcing strategic bodies represent a risk factor, but also lay the foundations for the trust invested in these new relationships and in identifying new partners.
Flexibility translates into an approach to intervention that is geared less and less towards mere support, but pays close attention to the needs emerging from the catchment area, and to investment in process innovation.
Cross-cutting methodologies
In terms of advocacy, the experiments undertaken by FCSP qualify the Foundation as an authoritative voice and source of experience.
Work on data in relation to culture and participation, meanwhile, backs up our role as a learning foundation, including for the benefit of other stakeholders.
The focus on internationalisation takes tangible shape in participation in subject-specific networks and in fostering new synergies, to build the catchment area’s capacity to attract beyond the current borders. The Mobilisation and Partnership approach involves shifting away from widespread interventions in the catchment area, towards new forms of partnerships that encourage additional investment and innovative intervention methods.
Thematic priorities
The contribution to reducing inequalities will involve broadening the base of cultural participation, promoting youth participation in society, promoting the cultural component in educational communities and, more generally, interventions designed to strengthen the most fragile communities and hinterland areas.
The sustainable development of the catchment area will find expression in the implementation of new strategies shared with policy-makers on culture and tourism, in skills-training projects for cultural professionals and in mentoring for cultural organisations in relation to the ecological transition, as well as in the work on the post-PNRR.
The two speeds
Initiatives for the redevelopment of major cultural facilities are an example of possible high-impact interventions in which FCSP, through the Culture Goal, could deploy not only economic resources but also useful skills for developing related processes, thus bringing added value to the planning of public bodies.
Participation spaces, the relationship between cultural offering and tourism, youth participation, actions on data and actions with cultural bodies on social responsibility and sustainable development are all areas that can be targeted with a systemic approach.
The Culture Goal is structured into four missions, which work in synergy and share common instruments and project designs, to turn heritage, art, creativity and participation into a driver of sustainable development.