On July 2, the OP4IMPACT Community of Practice gathered at Cottino Social Impact Campus. The Community brings together the Order of Chartered Accountants and Accounting Experts of Turin, the Turin Bar Association, the Notarial Council of Turin and Pinerolo, and the Order of Labour Consultants of Turin.

The Community of Practice met for its second impact capacity-building session: an opportunity to listen to and understand the visions and needs of the social economy, interpreting them through the role of professionals with complementary and distinctive skills that can provide significant added value to the growth of this paradigm. The aim of the pathway is to respond to the needs of the social economy and continue building, through an interprofessional approach, strategies and actions capable of generating concrete impact.

The meeting focused on the analysis of a case study through the testimony of Cooperativa Animazione Valdocco, a Torino Social Impact partner. For the occasion, Elisa Profico and Matteo Gagino presented the 2026–2029 Strategic Plan: a plan developed through a participatory process involving members and stakeholders, starting from identified needs and translating them into objectives, measurable results and concrete actions to guide several strategic priorities over the next four years.

Elisa Profico underlined: “As a cooperative, we realised that all the richness that nourishes us internally must also become accessible externally in a more usable way. Speaking about impact is one of the few ways we have to help those looking at us from the outside understand the value we produce.”

Among the key themes that emerged:

• Market positioning: strengthening presence in the public market and in co-design processes, while ensuring economic sustainability, service quality and the capacity to innovate responses to emerging needs.
• Generating social value: increasing social impact across the territory by promoting projects, networks and initiatives that contribute to inclusive, cohesive communities oriented towards collective wellbeing.
• Distributed governance: simplifying and distributing decision-making processes, increasing the autonomy of the service units, valuing middle management and involving members more deeply in strategic choices.
• Regenerating associated work: strengthening work and the capacity to attract and develop young people and their skills.
• Digital innovation and AI: developing tools, skills and processes that improve efficiency, data management and service quality.

Caterina Soldi then reconnected the themes observed by the professionals to the principles of impact and to the importance of grounding them in a strategic vision equipped with methodologies, tools and approaches capable of generating both tangible and intangible social impact. She also highlighted the role of impact measurement as a tool for learning, strategic orientation and decision-making support, offering an overview of the Theory of Change as a useful method for understanding the connection between needs, actions, expected results and generated transformations.

In the following workshop activity, the four professional Orders were invited to identify possible trajectories of support for social economy organisations, starting from their respective technical skills and from the themes observed in the case study. The discussion generated insights and reflections that can help strengthen professionals’ ability to understand the needs of social economy organisations and accompany them with appropriate tools and expertise.