The first management step in the ATRI process is to detect and list the gaps of opportunity that abound in consolidated neighborhoods. They may be unbuilt plots, plots already constructed but that have not been built to their maximum capability or free spaces, excessively broad and therefore inactive, when not inhospitable, insecure and difficult to maintain.
The second step of the strategy is to verify if the detected gaps are "atrizables": if they have the minimum requirements to accommodate residential units of inclusive repopulation. The suitability of each space will depend on multiple factors. First, it will be necessary to estimate the number of residential units that the selected urban void is capable of accommodating. This estimate will make it possible to assess whether the subsequent economic or management efforts required to obtain the land are cost-effective or excessive . Secondly, it will be necessary to verify that the eventual filling of each void does not affect the quality of the urban fabric and that it will not generate any justifiable rejection in the social fabric. To this end, it is possible to contemplate the possibility of establishing a dialogue with the neighborhood through information and participation tables. Third, it is mandatory to create a forecast of the legal, economic and constructive feasibility of the action.
The third step in the strategy is to make sure that both the acquisition investment of the property or the right to use the site plus the construction investment match affordable housing standards. A joint venture of public and private non-profit funds may be a good starting point.