As part of the project “Update of the Management Plan” funded under Law no. 77 of 2006, the Municipality of Genoa commissioned the Santagata Foundation to develop the new Management Plan for the UNESCO Site.

Context

The UNESCO Site “Genoa: Le Strade Nuove and the system of the Palazzi dei Rolli” located in the historic center of the Ligurian capital, represents the first European example of unified urban planning led by a public authority. It is also an exceptional system of official hospitality in private residences.

The Site comprises a collection of palaces built between the 16th and 17th centuries along the so-called “Strade Nuove” by some of the most prominent aristocratic families of the Republic of Genoa. By a Senate decree in 1576, these buildings were classified into lists, known as “rolli,” and divided into three categories based on their value and luxury to host high-ranking guests such as ambassadors, princes, popes, and emperors.

The Site was inscribed on the UNESCO World Heritage List in 2006. On that occasion, a Management Plan was developed to ensure its protection and promotion. This plan was later updated with the drafting of the 2020–2024 Management Plan, prepared by Fondazione Santagata.

Objectives

The goal of the project is to draft the new Management Plan for the UNESCO Site “Genoa: Le Strade Nuove and the system of the Palazzi dei Rolli” for the years 2025–2030.

The update is based on an analysis of the current status of the Site and the 2020–2024 Plan, involving a participatory process with stakeholders to define shared strategies for effective management. Additionally, the document includes an analysis of local cultural and creative industries to promote synergistic actions for sustainable socio-economic development and heritage conservation.

The Plan will be rooted in the local context, addressing the specific characteristics of the Site while aligning with international guidelines, particularly the 5 C’s of the UNESCO Convention (Credibility, Conservation, Capacity Building, Communication, and Community).

It will also include a flexible monitoring system based on appropriate indicators to evaluate objectives and allow for adjustments as needed.

Lastly, it will feature a dedicated section assessing urban transformations related to the Site through the development of guidelines for Heritage Impact Assessment.

Work phases

  • Analysis of the 2020–2024 Management Cycle: Quantitative analysis (reviewing the progress of activities and results of the 2020–2024 Plan) and qualitative analysis (evaluating strengths, weaknesses, challenges, and opportunities through internal audits, interviews with key stakeholders, and reporting).
  • Updated Analysis of Cultural and Creative Industries: Evaluation of local cultural and creative industries to build synergies and enhance their presence.
  • Development of the Management Plan and Action Plans: Identification of objectives, stakeholders, priorities, and expected results, with reference to relevant case studies.
  • Creation of a Monitoring and Evaluation System: Definition of indicators to measure progress, economic and socio-cultural impacts, social inclusion, and community empowerment.
  • Drafting of Guidelines for Heritage Impact Assessment: Involving key stakeholders and adhering to the methodologies outlined in the Guidance and Toolkit for Impact Assessments (2021) and Guidance on Heritage Impact Assessment for Cultural World Heritage Properties (2011) by ICOMOS.

Partner

Municipality of Genoa