Roberto Lipparini

The Management of the Regional Segretariat of Emilia-Romagna. A Testimony

Introduction

The management of the regional segretariat of emilia-romagna. A testimony. Sabina Magrini's 2015-2018 management of Emilia-Romagna's MIC Regional Secretariat. Details reform implementation, COREPACU activation for cultural heritage, and the 'Ducato Estense' tourism project.

Abstract

Sabina Magrini directed the MIC (Ministry of Culture) Regional Secretariat of Emilia-Romagna from 9.03.2015 to 5.11.2018. In this role, she was called to implement in Emilia-Romagna the reform of the former Ministry of Cultural Heritage and Activities and Tourism, promoted by Minister Dario Franceschini between 2014 and 2016. Both the activities carried out and some resistances encountered are briefly illustrated. In particular, this work illustrates Dr. Magrini’s commitment to the activation of the Regional Commission for Cultural Heritage (COREPACU), the new body in charge of deciding on most of the measures for the protection of cultural heritage, as well as, with regards to the competences in the field of tourism at the time exercised by the Ministry, the start and development of the important cultural tourism project ‘Ducato Estense’.

Review

The paper, titled "The Management of the Regional Segretariat of Emilia-Romagna. A Testimony," offers a highly specific and potentially insightful first-hand account of the implementation of significant administrative reforms within the Italian Ministry of Culture. Focusing on the tenure of Dr. Sabina Magrini as director of the MIC Regional Secretariat of Emilia-Romagna, the abstract clearly positions this work as a personal reflection and case study rather than a traditional empirical research paper. Its value lies primarily in providing a practitioner's perspective on the practical challenges and successes of navigating major governmental restructuring at the regional level, making it particularly relevant to scholars and professionals interested in public administration, cultural policy, and regional governance in Italy. A key strength highlighted in the abstract is the paper's focus on a concrete and well-defined period (2015-2018) and specific initiatives. The author's commitment to illustrating the implementation of the Franceschini reform, particularly the activation of the Regional Commission for Cultural Heritage (COREPACU), provides a valuable glimpse into the bureaucratic and operational complexities involved in establishing new decision-making bodies. Furthermore, the mention of the 'Ducato Estense' cultural tourism project demonstrates the tangible outputs and strategic development efforts undertaken during this period. Crucially, the abstract's acknowledgment of "resistances encountered" suggests an honest and realistic portrayal of the change management process, which is often overlooked in official reports. This personal narrative element is what distinguishes it as a "testimony." While offering a unique and valuable perspective, the abstract also points to potential limitations inherent in a "testimony" format. It implies a narrative that might lack a rigorous theoretical framework, comparative analysis, or deep quantitative evaluation of the impacts of the reforms and projects. For a more robust academic contribution, future iterations or a full paper would benefit from a more detailed exposition of the nature of the "resistances encountered," how they were addressed, and a critical reflection on the long-term effectiveness and sustainability of the implemented changes and initiatives like COREPACU and 'Ducato Estense'. Nevertheless, given its specific nature as a "testimony," this piece holds significant value as a primary source document, offering practical insights for practitioners and a foundational case study for researchers. It is recommended for publication as a valuable contextual account, perhaps within a section dedicated to practitioner perspectives or case studies, thereby enriching the understanding of cultural policy implementation in Italy.

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