State of the Art 15 Years After the Games

Abstract

The following chapter focuses on managing the Olympic legacy in the post-Olympic period. The Olympic legacy is identified as a positive element that, in the long term, can intertwine different areas: 

1. Cultural, social and political

2. Environmental 

3. Economic

4. Urban

5. Sport

Therefore, we can define the Olympic legacy as an element that can determine the tangible and intangible benefits of the Olympic Games. The interviewees agree that there needs to be more post-Olympic management planning at the Turin Olympics to develop a long-term Olympic legacy. Therefore, the intangible possibility of training and involving new profiles on the ground is crucial in managing the Olympic facilities in the post-Olympic period. The management of the Olympic legacy must be implemented through various tangible and intangible resources that can support the post-Olympic project as a whole. The professionalism of resources, goal setting, management tools and human resources are some of the critical elements for the organisation of a working team for the post-Olympic transformation of host cities. In this sense, new forms of governance and attitudes during the different bidding and post-Olympic planning phases can catalyse new attractive forces for the region and the city. This new force could enable the development of a new form of governance and territorial cooperation. 

The interviewees about the post-Olympic management of the Turin Olympics agree on the lack of a specific organisation that could have been developed during the Olympic event.

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Keywords

• Olympic Games
• Territorial planning
• Sustainability
• Regionalisation
• Olympic legacy

How to Cite

della Sala, V. (2024). The Material and Immaterial Transformation of the Territory: State of the Art 15 Years After the Games. InTurin’s Olympic Legacy. The 2006 Winter Games and the Piedmont Region. https://doi.org/10.1007/978-981-97-9064-7_5

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