Chiara Appendino


886,837 (2017)

Innovation Website
Lead Innovation Officers

Paola Pisano, Gianfranco Presutti

Innovation is helping to:
  • Improve internal government operations

  • Save costs and improve efficiency within the public sector

  • Improve service delivery

  • Simplify administrative procedures for firms and residents

  • Generate new sources of revenue

  • Engage residents and other stakeholders

Critical success factors:
  • Dedicated funding

  • Focus on measurement

  • Dedicated innovation team

  • Human resource support

  • Leadership from Mayor

  • Culture of innovation in city

  • Engagement with partners

  • Support from outside city administration

Spotlight on innovation in Turin

Turin developed the Turin City Lab, a strategic redesign of its policies to support local development, aiming at strengthening the penetration of new technologies as well as creating social impact to provide citizens and businesses with new opportunities. In line with the "Memorandum of Understanding—Torino Social Impact: City Lab for Change", an open and collaborative platform was developed for local public and private sectors to support entrepreneurship and finance with a social impact. Through this type of platform, the municipality intends to promote models and forms of economic development capable of responding in an innovative way to the ongoing challenges as well as contributing to improving the competitiveness and attractiveness of the Turin economic system, including new and better jobs.

Note: The City Innovation Snapshot (PDF version) was produced in 2019 and some aggregate findings have been updated with the latest survey results below.

Vision and approach to innovation capacity

Along with 50% of cities surveyed, Turin has an explicit innovation strategy. Similar to 20% of cities surveyed, Turin approaches innovation capacity from a holistic/macro level.

Policy areas that Turin is focused on

Economic Development
Policy areas by number of cities

Turin utilizes 3 different innovation skills or roles

Project manager
Data scientist
Communication officer
Innovation roles by number of cities

As an independent department, Turin’s innovation capacity work is led by the Deputy Mayor of Innovation, Smart City and ICT, and the Director of Innovation.

Terms Turin most associates with innovation

Social impact

Turin's most common innovation activities

Taking risks and testing new ideas
e.g. prototyping new programs or models to address a persistent city challenge
Developing new solutions based on digital technologies
e.g. use of drones or smart sensors
Facilitating organizational change within the municipality
e.g. silo-busting; new internal performance management; staff training and capacity building on innovation tools or techniques; reforms to contracting or procurement
Human-centered design
e.g. prioritizing the end-user at each stage of the design process
Rethinking approaches to financing and partnerships
e.g. new public-private-partnerships; collaboration with neighboring jurisdictions
  1. 1

    Taking risks or testing new ideas

  2. 2

    Data-driven analytics/public data management

  3. 3

    Engaging residents in new ways

  4. 4

    Developing new solutions based on digital technologies

  5. 5

    Organizational change within the municipality

  6. 6

    Human-centered design

  7. 7

    Rethinking your city’s approach to financing partnerships

How is innovation funded here?

Like 19% of cities surveyed, Turin does not have dedicated funding to support innovation capacity.

Top sources of funding

Turin has no reported sources of funding.

Activities being funded

Turin does not fund any specific activities.

47 cities
Launching or sustaining a project
79 cities
Idea generation & brainstorming
51 cities
Investing in digital systems
36 cities
Investing in physical infrastructure
30 cities
Paying for services

How is innovation measured?

Turin has developed partnerships to promote its innovation capacity with other public agencies, private firms, not-for-profit organizations, and city residents/resident associations.

To improve data use, the city has also developed data partnerships with academia, think tanks to collect and analyze data, as well as with other cities.

Data availability by policy area


Sufficient data


Housing and built environment

Environment and climate change




Insufficient data


Labour market and skills

Social inclusion and equity

No Response

Economic Development

Policing and law enforcement


Waste and sewage

Public works

Digital governance