The need for a specific examination of certain singular situations or opportunities gives rise to action strategies designed to strengthen the PDU model in specific areas with problems and/or potential on the metropolitan scale.
ACTION STRATEGIES
In areas whose intervention requires them to be delimited, three categories of actions are determined: metropolitan projects, with the aim of influencing the structural elements of the metropolis; areas of opportunity, territorial areas that still have scope for further urban consolidation; and regeneration spaces, where there are accumulations of urban planning deficiencies that require non-generic intervention.
Some of these cases should be treated as areas for joint studies with different categories of action strategies, given that there are relationships and links between them that need to be tackled in a coordinated manner before other problems in their environment can be considered.
Some of these cases should be treated as areas for joint studies with different categories of action strategies, given that there are relationships and links between them that need to be tackled in a coordinated manner before other problems in their environment can be considered.
AREAS OF ACTION
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They strengthen the structure of the metropolis. They require detailed studies that are coherent on all levels. Their thematic diagnosis identifies three different categories: areas of new centrality, elements related to the territory, and new fabrics.
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![Metropolitan Projects]()
They strengthen the structure of the metropolis. They require detailed studies that are coherent on all levels. Their thematic diagnosis identifies three different categories: areas of new centrality, elements related to the territory, and new fabrics.
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![Metropolitan Projects]()
They strengthen the structure of the metropolis. They require detailed studies that are coherent on all levels. Their thematic diagnosis identifies three different categories: areas of new centrality, elements related to the territory, and new fabrics.
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They represent two different situations that provide opportunities to reinforce metropolitan cohesion: planning sectors in different stages of development which have a strategic metropolitan role, and the areas specifically established by the PDU due to their potential as empty spaces pending definition or obsolete areas that can be transformed or remodelled.
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![Areas of opportunity]()
They represent two different situations that provide opportunities to reinforce metropolitan cohesion: planning sectors in different stages of development which have a strategic metropolitan role, and the areas specifically established by the PDU due to their potential as empty spaces pending definition or obsolete areas that can be transformed or remodelled.
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![Areas of opportunity]()
They represent two different situations that provide opportunities to reinforce metropolitan cohesion: planning sectors in different stages of development which have a strategic metropolitan role, and the areas specifically established by the PDU due to their potential as empty spaces pending definition or obsolete areas that can be transformed or remodelled.
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Areas with urban planning problems that cannot be solved through the application of generic regulations and require transformation, remodelling or restoration on a metropolitan scale to reverse their situation if their current role and uses are to be maintained.
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![Areas of Regeneration]()
Areas with urban planning problems that cannot be solved through the application of generic regulations and require transformation, remodelling or restoration on a metropolitan scale to reverse their situation if their current role and uses are to be maintained.
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![Areas of Regeneration]()
Areas with urban planning problems that cannot be solved through the application of generic regulations and require transformation, remodelling or restoration on a metropolitan scale to reverse their situation if their current role and uses are to be maintained.
INDICATIVE MAP
Aims presented in the PDU Preliminary Document with respect to the action strategies.