Page 190 - 360.revista de Alta Velocidad - Nº 6

Fernández-Ges, Andrés.

10. Strategic plan of Zaragoza in 1998

In May 1994 it is created Ebropolis, a new Association for the Strategic Development of Zaragoza
and its metropolitan area. It was funded by the main agents of the city: Administrations,
University, the Chamber of Commerce, the Federation of Neighborhoods Association, Local
banks and labor unions, among others.
In its foundation Ebropolis (4) emphasizes in articulating public and private interests, and the
convenience of a joint action to drive in an adequate way economic and financial resources
for the projects that the citizens of Zaragoza demand to achieve an attractive city to live and
appropriate city to invest.
The main objective of the Association was to elaborate the first Strategic Plan of the City. The
first Strategic Plan was delivered in July 1998. Summarizing, the main goals for the city were:

• Improvement and integration of the infrastructures in the territory
• Implementation of an intermodal center in the new railway station, including bus and
commuter train
• Creation of a logistics center of transportation
• Boosting Zaragoza knowledge economy

So, the important questions for the city were similar to the described in the Master Plan,
referring to a more economic than spatial approach. Just like other strategic plans, this one
was ambitious and covered a broad spectrum or the main issues for the city, but the conclusions
were general, needing more concretion and spatial definition through urban projects.

11. Intermodal Station of Delicias

In the meantime, the works of the HSR line had started and also the steps to build the new
Station. In July 1999 GIF, state company manager of the railway infrastructure, put out to public
tender a restricted competition for the design of the new station, in two phases. GIF proposed
a new concept of railway station, inspired in the airport operations, with two different areas,
separating arrivals from departures. Another condition was that HSR trains should be completely
inside the building. The station should include some different uses, such as a business center,
hotels, and retail and leisure areas. The design should provide space also for a Railway Museum.
The competition had several entries but only seven passed to the second phase. Two of the final
proposals clearly highlighted. Ricardo Bofill designed a big curved glass roof, oval shaped, that
involved the whole building. The proposal also planned the surroundings of the area and drew
a main pedestrian connection to the Palace of La Aljaferia, current Regional Parliament. This
project gave to the city most of that it was looking for: a symbolic and representative building,
an icon. Soon it took the favor of politics, mayor Rudi included, but most people also warned
about the problems that a glassed roof and façade could produce in the extreme weather of
Zaragoza, especially in summer. There was also a concern in the National Rail Manager about
the cost of construction and maintenance of the building.

There was another project that was not so spectacular but that fulfilled the conditions of the
competition. It was also some kind of iconic but more functional and it was clearly cheaper.
The team leaded by the architect Carlos Ferrater ( the team included the architects José María

188 360.revista de alta velocidad