The multi-stakeholder model of Torino Social Impact has been published on the Interreg Europe Policy Learning Platform as a good practice in territorial governance, within the European project METRO-CASE. The publication highlights the capacity of the Turin ecosystem to connect institutions, businesses, finance, the Third Sector and the research community around shared strategies for the social economy and impact.

“The multi-stakeholder governance ecosystem of Torino Social Impact” is the title of the good practice published on the Interreg Europe Policy Learning Platform, the European platform dedicated to sharing policy experiences and solutions already tested across different territories.

The good practice was submitted by the Metropolitan City of Turin within METRO-CASE – METROpolitan Collaborative Strategies and comparative Enhancements, a project funded by the Interreg Europe programme and dedicated to strengthening the governance of European metropolitan areas.

Within the Interreg Europe programme, a good practice is an initiative related to regional development policy that has demonstrated concrete results and has potential relevance for other territories. Collecting and exchanging these experiences is an integral part of Interreg projects, with the aim of fostering learning, adaptation and the transfer of effective models across European regions.

An Ecosystem Built on Multi-Stakeholder Collaboration

The published practice focuses on the governance model developed by Torino Social Impact, created to overcome fragmentation between actors and policies and to build a territorial platform capable of connecting public and private organisations, for-profit and non-profit actors, around shared social impact objectives.

In the assessment published alongside the good practice, Interreg Europe thematic expert Mart Veliste highlights in particular the maturity the model has achieved over time and the ecosystem’s ability to translate stakeholder collaboration into concrete tools, skills and policies.

Among the elements highlighted are the establishment of the Competence Centre for Impact Measurement, the role played by Torino Social Impact in the process that led to the development of the Torino 2030 Metropolitan Social Economy Plan, and the coordination provided by the public sector. Active since 2018, the Competence Centre was developed to spread impact assessment culture and tools through training, capacity building and methodological support.

Particular attention is also given to the Communities of Practice, considered a distinctive feature of Torino Social Impact’s governance. The model allows organisations within the network to come together around specific themes and challenges, pooling expertise without requiring every partner to be involved in all the ecosystem’s activities.

The Communities thus become flexible spaces for collaboration, capable both of strengthening relationships among partners and of generating projects of collective interest. Torino Social Impact currently applies this approach across areas ranging from Benefit Companies to gender equality, from the circular economy to care and proximity, as well as democratic spaces and communication.

From European Projects to a Territorial Strategy

A further element highlighted in the assessment is the ecosystem’s ability to use European projects not as isolated initiatives, but as opportunities to consolidate collaborations and develop tools that can continue to generate value locally even beyond the duration of individual funding programmes.

It is precisely this ability to bring together projects, expertise and strategic directions within a shared governance framework that makes the Turin model potentially transferable to other territories seeking to strengthen their social entrepreneurship and social innovation ecosystems.

Publication on the Interreg Europe Policy Learning Platform therefore gives the Torino Social Impact model a new dimension for exchange at European level.

The Turin experience becomes part of a shared body of practices from which other territories can draw tools, approaches and insights to build more coordinated ecosystems capable of translating collaboration among different actors into long-term policies and projects.

In this sense, the good practice reflects the value of a pathway built over time: not a single project, but a governance model that continues to evolve through new skills, alliances and tools serving the social economy.