Stories Behind The Wall: A Development Plan Connecting People and Heritage

s t o rie s b e h i n d t h e w a ll
A d eve lo p m ent pla n c o n n ec tin g p e o p le a n d h e rit a g e
M Sc in Building and Urban D e sign in D evelop m ent 2007/2008 JUNE 2008
Developm ent Planning Unit

T his r e p ort w a s pr e p a r e d in Ju n e 2 0 0 8 by stu d e n ts of M S c B uild in g a n d Ur b a n D e sig n in D e v e lo p m e n t C la ss 2 0 0 7/ 2 0 0 8: C ristin a A c o sta , D ie g o C ol la z o s, El sie Y e u n g, H a o xu a n L u , H e Xia o, H ui- c h e n Liu , I sis P a ola N u e z, Jo n a th a n R o s e , O la j id e B a b a tu n d e , Ric c a r d o C a c c iotti, R oi K a v a lie r a to u , R u c hit Pur o hit, S te p h a nie Jo h n sto n
Table of C ontents
I. II. III. IV. Table of contents List of Figures and Maps Acknowledgements Executive Summary 1 2 5 7
Chapter 4: Towards Proposals

Guiding Principles Vision and Mission List of Priority Action Matrices
139
140 143 144
Chapter 1: Introduction
The Issue About the BUDD Project Methodological Framework Objectiv es
19
20 22 24 34
Individual Project Action Projects

Tangible and Intangible Heritage 150 Designing Community Culture Centres 151 Preserving Heritage through Cooperation between Local and Fatih Municipality 158 Sulukule Street Culture Museum 164 Please Dont Stop the Music 166 Self-Help Restoration of Historic Buildings 176 On-Site Resettlement 186 Affordable Renting Scheme 187 On-Site Social Housing for Renters 195 Tenants Cooperative for Security of Tenure 210 Sulukule Fund A Sustainable Rev olving Loan Scheme 215 Livelihoods 224 Revitalising Local Economy through Mixed-Land Use 225 The Job Resource Centre 232 Street Market: An Alternativ e for Informal Traders 239 Skill Training Program 248
Chapter 2: Setting the Scene

Turkey Istanbul Fatih Municipality Nesli!ah and Hatice Sultan
35
36 40 46 50
Chapter 3: Analysis
Legal, Policy and Institutional Frameworks Analysis Physical, Social and Economic Analysis Municipality Proposals Analysis
54
51 83 107
Conclusions and Suggestions Appendix
254
List of figures and m ap s

MAP
Map2. 1 Map2. 2 Map2. 3 Map2. 4 Map2. 5 Map2. 6 Map2. 7 Map2. 8 Map2.9 Map3. 1 Map3. 2 Map3. 3 Map3. 4 Map3. 5 Map3. 6 Map3. 7 Map3. 8 Map3. 9 Map3. 10 Map3.11 Map3.12 Map3.13 Map 3.14 Map3.15
Map2. 1 Location of Sulukule within the Istanbul metropolitan region Map2. 2 Turkey bordering eight countries Map2. 3 Strategic location of Turkey in an international context, straddling Europe and Asia Map2. 4 Istanbul city map Map2. 5 Geographical location of Nesli!ah & Hatice Sultan in the Fatih District Map2. 6 Fatih Districts strategic location Map2. 7 Renewal Areas proposed by Fatih Municipality Map2. 8 The Nesli!ah & Hatice Sultan Mahalles and the renewal area. Sulukule Land Use Demolished Buildings Community Landmarks Built Heritage Interactions with the Walls Current Condition of the Walls Threats to the Walls Gathering Open Space by Activ ity Gathering Open Space by Users Example of Users Renovation Areas in the Fatih Municipality, Master Pla n for the Neslisah and Hatice Sultan districts. Limit for the height of buildings in relation to the Theodesian Walls. Semi-priv ate gardens. Location of new housing
Map3.16 Map3.17 Map3.18 Map3.19 Map3.20 Map3.21 Map3.22 Map3.23 Map 3.24
Location of facilities Street pattern in new project. Contrast between the existing street pattern and the one from renewal project Example of excess of circulation for serv e the hotel Land allocated for roads. Localisation of underground parking lots in the project and UNESCO heritage line. Satellite picture indicating the area of Sulukule in relation to the area of Tasoluk general design of the dev elopment site in Tasoluk Detail of masterplan in Tasoluk
FIGURE
Figure1.1 Figure1.2 Figure2. 1
Figure2. 2 Figure2. 3 Figure2. 4
Figure3. 1 Figure3. 2 Figure3. 3 Figure3. 4
Framework for designing Priority Action Projects Field Work Time Table Figure2. 1 Comparison of regional disparities in OECD countries using Gini index for GDP per capita OECD report (2008) Figure2. 2 Av erage annual population growth rates among OECD metro regions. Figure2. 3 Gov ernance structure of Istanbu Figure2. 4Distinctiv e historic heritage within Fatih Municipality: Kariye Mosque (Left) Ayv ansaray area (right) Stakeholders Diagram of the Nesli!ah and Hatice Sultan urban renewal project Chart of stakeholders interests and influence Variety of activ ities Key Findings
List of figures and m ap s

Figure3.5 Figure3.6 Figure3.7 Figure3.8 Fgure3.9 Figure3.10 Figure3.11 Figure3.12 Figure3.13 Figure3.14 Figure3.15 Figure3.16
Example of layout of new housing (90m2). Restored area adja cent to the Theodesian Walls and used as municipal infrastructure. Situation for owners general v iew of the construction site in Tasouk, 06/05/2008 The 83 m apartments block
The 118 m apartments block pie-chart no1. Rent in YTL that tenants pay per month in the Urban Renewal area pie-chart no. 2. Average current income level in YTL per family in the Urban Renew al area. Diagram to show the financial implications for tenants who move from Sulukule to the Tasoluk housing Common courtyards in Sulukule and activities that take in place there View s from Tasoluk, 06/05/2008 Graphic representation of the incompatibility of the relocation site in Tasoluk and the current urban form in Sulukule.
TABLE
Table3. 1 Table3. 2 Table3.3 Table3.4 Table 3.5 Table 3.6 Table 3.7 Table3.8 Table4. 1 Table4. 2 Employment in the Area Level of Education Allocation of land in the Master Plan Land Use Table Inventory of residents and contracts signed with the municipality for relocation and resettlement. Composition of the cost of housing. Cost of the new housing Compensation for landowners in expropriation process. M ATRIX of guiding Principles M ATRIX of cooperation
Acknowled ge m ents
We would like to acknowledge the support of many people and organization that made this work possible. We sincerely thank Istanbul Technical University, Sulukule Platform, Fatih Municipality, the Human Settlements Association, Istanbul 2010 Capital of Culture Committee, Fener-Balat Urban Rehabilitation Program (EU), United Cities and Local Governments (UCLG)- Middle East and West Asia Section, Nesli!ah Neigbourhood Association, Istanbul Metropolitan Planning and Design Centre and others too numerous mention. W e are specifically indebted to the following people within these institutions who, in different ways, hav e contributed to our recent study: Mayor Mustafa Demir, Mustafa ifci, Nilfer Tredi and Basak Kara of the Fatih Municipality; Asl Kyak ngin of the Human Settlement Association; Korhan Gm of the Istanbul 2010 Capital of Culture Committee; Prof. Alper nl of the Istanbul Technical University; Hacer Foggo of the Sulukule Platform; Orhan Esen, the urban historian; Burcin Altinsay of Fener-Balat Urban Rehabilitation Program (EU); Murat Diren of the Istanbul Metropolitan Planning and Design Centre; Cenk Tikiz and Gulce Baser of the United Cities and Local Gov ernments, Middle East & West Asia Section; Sukru Punduk of the Sulukule Romani Culture and Dev elopment Association; Dilek Turan, the sociologist; Mehmet and other students.
Acknowled ge m ents
Although the v iews and interpretations in this report are, of course, those of the contributors and editors, the assimilation and compilation of the issues could not hav e been possible without the time and inspiration from these people and the institutions they represent. We found our interactions with them intellectually rewarding and cannot but express our sincere gratitude. In carrying out this exercise including the analysis and writing the report, we have drawn from the experience and guidance of all our tutors at the Development Planning Unit, UCL, with special reference to Prof. Yv es Cabannes, Prof. Nabeel Hamdi, Dr. Cassidy Johnson, Miss. Sara Feys and Mr. Michael Safier. We would also like to acknowledge the work and report produced by our predecessors: Placing Sulukule: Towards an alternative proposal to conserv e the living heritage of the Romani Culture (MSc BUDD 2007). Our v ery special thanks therefore go to all of them for their contributions that will remain indelible in our minds. Most of all, we would like to express our deep appreciation to the host community, Nesli!ah and Hatice Sultan District, for their inv aluable support throughout our survey and analysis of this study area, one of the Historic Districts of Istanbul. Finally, our acknowledgment would not be complete without a word of thanks to our families and sponsors, to whom we are most grateful for their belief in our abilities. BUDD-2007/2008
Executive Su m m ary
The students from the Building and Urban Design in Dev elopment (BUDD) course at the University College London hav e chosen for the second sequential year to address the issue of Sulukule. Stories behind the wall, a development plan connecting people and heritage is a report based on the analysis, findings and proposals that had resulted from a six exercise including a three weeks trip to Istanbul, Turkey carried out by thirteen international students from 28th April to 20th May 2008. Current trends In the present context of globalization, Turkey is experiencing a shift from industrial economy to services based economy, in accordance with the ideals of modernization and capital inv estment. Consequently, a reorganization of the urban form is taking place where there is an evident struggle concerning the distribution of resources and the maximization of assets, attempted to become achiev able by the redev elopment of urban land. The historic districts are first and foremost v ulnerable to these pressures. The built heritage they encompass and their proximity to the central business districts reinforce the potential of attracting inv estment for tourism and cultural purposes. Moreov er, in dilapidated inner-city areas, where there is a high demand for housing, property-led regeneration has become an opportunity for the provision of housing for middle and high-income groups. The recently approv ed Urban Renewal Law 53661 has made possible the implementation of such regeneration plans across the country. The law enables the expropriation of properties and the deletion of ownership rights, in the name of protection against natural hazards, namely earthquakes. Under these premises, it has been estimated that 1.2 million buildings in the city will be demolished2, the overwhelming majority of which are squatter settlements (known also as gedgekondus) in historic districts. Sulukule, which belongs to the broader area of Nesli!ah and Hatice Sultan districts, is the location of a Romani community that has been living next to the Theodosian W alls for centuries; therefore the residents hav e indisputable, strong claims in this area. In spite of this, the Nesli!ah and Hatice Sultan districts are the first place where the law 5366 is being implemented within the Historical Peninsula of Istanbul.
1 2
Appendices, Law 5366. See E. Y. Ankara (2008)
Also, it should be noted that the affected Romani community are no strangers to interv entions within their physical environs. Since the 1960s it has been the subject of displacement by v arious dev elopment programmes due to Sulukules strategic location in the city. The community has also been excluded from the economic development of the city after the mandatory closure of their entertainment houses in the 1990s, which comprised its basic economic support. In the present, people are being ev icted from the area. The urban renewal project that is being implemented, aims to improv e the living conditions of the area by rectifying the dilapidation of the physical environment of Sulukule which, conv ersely, is only a reflection of the poverty of its inhabitants. The displacement of this Romani community is a violation of the international human rights and will result in an irrev ersible damage to the cultural heritage of the place. As a result of the forgoing, different stakeholders hav e channelled their resources towards finding a sustainable solution to the problems facing the community without much success. With the renewal project still in progress, there is an evident lack of common ground for the actors inv olved to negotiate a solution for Nesli!ah and Hatice Sultan District and there at least five more districts within the Municipality of Fatih hav e being proposed for regeneration under the same conditions. Therefore, there is an urgent need of a legitimate response that is coherent with the principles of human and housing rights and stand against evictions. Aim and objectives Stories behind the wall aims at achieving developmental conserv ation for Sulukule and its inhabitants threatened by fear of forced eviction within the city of Istanbul. In other words, the focus is on connecting people and heritage to development in a sustainable way. The objectiv es of this effort are to find feasible alternativ es to the current interv ention that has brought rifts between people and municipality. These objectives include the following: 1. Establish an approach by which the explicit link between tangible and intangible heritage can be strengthened, to protect both built environment and multicultural relations. 2. Generate alternatives for on-site resettlement of all residents in the renewal area, to achieve viable and profitable conservation for all.
3. Strengthen and diversify income-generation activities to conserve and improve the livelihoods of residents and those working in the renewal area. Sulukule will act as precedence to many other renov ation projects in the historic districts of Istanbul since he overall objectiv e of the BUDD project is to embody an alternative to the current conv entions of regeneration in historic districts. Methodology In carrying out our analysis, we relied on basic tools such as physical survey, direct observ ation, onsite interview, focused meetings, community asset mapping, literature review and a comprehensiv e stakeholder diagnosis. The analysis was carried out under three broad areas to allow for an in depth research and better understanding of the problems. Ev entually, this led to the presentation of key findings and the formulation of guidelines for our priority action projects described as emerging development strategies for Sulukule. Findings Legal, Policy and Institutional Framework analysis The analysis of the Laws, policies and Institutional framework within the Turkish context was carried out for two main reasons. On one hand, we queried their adequacy to tackle salient issues within the renewal area. On the other hand, we examined the ability of the implementing institution to apply the existing frameworks for the benefit of the affected community. Our findings include the following: Lack of coordination, dialogue and understanding between actors. There is no recognised participatory approach. There is no common approach by all stakeholders in the preservation of both tangible and intangible heritage Tenants are not considered in the regeneration law 5366. TOKIs social housing policy does not match the income of the poorest of citizens and their ability to afford.
Physical, social and economical analysis Also, the current socio-economic situation and the spatial dimensions within the community hav e been inv estigated and analysed. The findings hav e most rev ealing and require urgent attentions by all actors within and outside government circles. These findings include but are not limited to the following: There are tensions between the platform and Fatih over what is considered as heritage buildings. The div ersity in the spatial conformation of the built environment enables a wide range of social activities. Conditions of pov erty and economic inequality are eased by a strong sense of community and reciprocal support. The multiculturality of the area implies a div erse and multiple use of the space. Social and physical features of the area are strongly related: who people are and where they live constitutes an indissoluble relationship. Analysis of the renewal and resettlement proposals Finally, our team deemed it fit to analyse the proposed resettlement plans of the Fatih Municipalities to determine the implications to the people of the Nesli!ah and Hatice Sultan District directly affected by these plans. Below are our findings: The solutions provided by the municipality are not affordable for tenants nor owners The design of the renewal and relocation project does not reflect the way of life and needs of the community The resettlement programme will result in the displacement of owners and renters and will lead to gentrification There is a lack of rental housing policy in the programme
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Our emerging development strategies The importance of been guided by participatory approaches that respond the social, economic, physical, political and ev en spatial dimensions of developmental conserv ation can nev er be over emphasized. Therefore, we would like to reinstate our commitment to design a response to the issues so far identified within the confines of the following guiding principles: 1. Give residents and businesses a feasible choice to stay within the renewal area. As we had identified that the whole Sulukule community has specific characteristics tied to the site that should be preserv ed, the relocation program should consider accordingly the right of the local community to remain on the same site, rather than moving a long distance away. At the same time, the tenants should be given rights to stay on site. The distance to the proposed resettlement site (Ta!oluk) is too far and should be av oided, as it may completely break down the existing social and economic connections that sustain community liv elihoods. 2. Create income generation activities for low income and unemployed groups. The loss of entertainment houses has exacerbated the level of pov erty in the area, contributing to negative impressions of Sulukule from outsiders. Therefore, it is important to highlight the role of local economic activities and include these in future development plans. To address this issue, we need to propose activities that can generate income for unemployed community members and try to find ways to take adv antage of the cultural v alues in Sulukule, helping to improve the economic situation and reduce pov erty. 3. Generate on site affordable housing solutions for the renewal area. Tenants are facing both financial difficulties and physical disintegration with the current resettlement plans for the renewal project. Housing provision must be affordable and match the socio-economic situation of the local community. On site options are therefore essential for tenants, and our proposals seek to suggest more flexible and adaptable housing programs for renewal projects.
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4. Defend housing rights. From reviewing the relev ant international and local laws and policies, rights for housing and the right to stay where people hav e liv ed for a long period of time already exist. In these proposals, security of housing tenure is considered a basic human right for all v ulnerable groups and individuals, and the right to adequate housing should be protected and guaranteed. 5. Strengthen the capacity of negotiation between the community organisations and Fatih Municipality. A strong channel for the local community to present their needs and aspirations to authority figures is one key element to ensure community participation in decision-making processes that affect them. This forms the basis for a better level of understanding and trust between local authorities and community. A participatory approach also produces more accurate information regarding the needs of the community, and makes implementations more likely to be sustainable by bridging any gap that may currently exist between real needs and provision. 6. Be coherent with principles of Local Agenda 21 in Turkey: Namely the promotion of City Councils, Participation, and Millennium Development Goals and Law 5393. In accordance with the Turkey Local Agenda 21, the Law 5393 Article 76 supports the principles of accountability, transparency, participation and subsidiarity in governance. Howev er, the nonimplementation of this law, enacted about the same time with Law 5366, has been an impediment to maintaining the fundamental housing rights of the affected community within the renewal area. 7. Preserve tangible and intangible heritage and the specific interrelation between the physicality of spaces and social activities. As we hav e identified, Sulukule is a heritage site which has both tangible and intangible heritage v alue, and there are opportunities for development through emphasizing the link between the built environment and historical monuments - such as the wall, the fountain and traditional buildings - and the intangible culture and way of life of the community.
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At the same time, the promotion of social and cultural links between Sulukule and other renewal areas, such as Ayv ansaray, Fener Balat, and Bulgur Palas, could form a cohesive group of unique and div erse areas within the larger city of Istanbul. 8. Promote partnerships for implementation of ac tions. A participatory approach by which the community could be engaged in the planning process and mutual cooperation with authority figures is essential for efficient and effective implementation. Similarly, the cooperation and negotiation between stakeholders in general - such as local community, NGOs and CBOs (e.g. Sulukule Platform), local institutions (e.g. univ ersities), local authorities (e.g. local muhtar, Fatih Municipality, Istanbul Municipality), central government bodies (e.g. Conserv ation Board) and international organizations (UNESCO and CESCR) - is also essential to achieving an efficient and effective implementation process. Vision In summary, we agreed on a common v ision in building a new Sulukule. Our Vision which we believ e should not be diminished is stated below: To see the residents of Nesli!ah and Hatice Sultan Districts and their descendants be the direct beneficiaries of the future of their community.
Pilot Action Projects Pilot action projects are proposed as small scale with: short- term objectives to address some of the urgent issues and long-term objectives to driv e towards overall development. Our Priority Action Plans hav e been grouped into three main aspects according to the mission statements. These plans attempt to be in line with as many of the teams guiding principles as possible. 1. Action projects promoting Tangible and Intangible Heritage This set of project are designed to establish an approach by which the explicit link between tangible and
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intangible heritage can be strengthened, to protect both built env ironment and multicultural relations. Designing community cultural centres This project provides an alternative strategy for designing cultural centres in the renewal area. Through integrating v arious elements, it intends to help conceptualize a series of cultural centres which both 1) directly respond to the needs of the intended users, and 2) strengthen the organizational capacity of the community. The proposed cultural centres hope to provide places where the particular way of life in the area might be safeguarded in light of dramatic changes taking place to the built env ironment. Conservation committee for the walls The project is based on the fact that the Theodosian W alls are in bad condition, but local people are not knowledgeable about the importance of conserv ation and lack the technical-know how to institute the process. The project aims to conserve the W alls through a participatory model inv olving the community. Sulukule Centre; Living street museum The tangible artifacts and intangible culture of Sulukule should be preserved for their ethnographic significance to the history of the city of Istanbul. Till date, no project has been designed and implemented along these lines. Therefore, the Sulukule Centre to be located along one of the byzantine streets and in an ottoman style house already approv ed for preserv ation will help project the rich cultural heritage of this settlements from generation to generation. Please dont stop the music Currently, the closing down of entertainment houses in Sulukule has caused a major socio-economic disruption within the settlement and urgent steps must be taken to address the resultant death of the historic music industry Istanbul spanning over a 1000 years. Consequently, the project titled dont stop the music is designed to revitalize this music culture in the most sustainable manner and encourage income generating activities through tourism. Self-help historic building restoration The Self-help historic building restoration is a pilot project aimed at exploring the possibilities of property owners improving their own property putting in consideration this needs and their income capacity. It is established to pull together v oluntary technical assistance and grants to
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support the owners of the 85 buildings approved for conserv ation in Sulukule. 2. Action projects promoting: On-site Relocation Through the following projects we plan to ggenerate alternativ es for on-site resettlement of all residents in the renewal area, to achiev e viable and profitable conserv ation for all. Affordable Renting Scheme This proposal focuses on offering tenants the opportunities to stay on-site and ensuring that the owners are adequately remunerated. To achiev e this, it is necessary to establish a renting office to keep the existing connection between owners and tenants by issuing a standard contract to secure the tenure. At the same time, the office also acts as a platform for the dissemination of information within the community and bridges the gaps between the stakeholders. principles of preserving the existing ways in which space is used. Secondly, the action project tackles the delivery, implementation and management of the onsite social rental housing. This project will deliv er social rental housing on site for the poorest of the poor within the development area and tackle the issues of affordability if implemented and incorporated accordingly. Tenants Cooperative for Secure Tenure The securitization of land tenure has been identified as a major problem within the Neslisah and Hatice Sultan context context. Tenants rights are not protected by local laws making the relocation proposal of the municipality attractiv e to them in pursuit of real rights. Howev er, urgent steps must be taken to support all tenants in this regard as the Tasoluk option is not feasible. This project is to secure property rights for tenants by instituting a process of transfer of title to them from the owners. The main component is formation of Tenant cooperative models used in cities like Mumbai, India were such goals hav e been successfully achiev ed through this process.
On Site Social Rental Housing This action project firstly demonstrates how social rental housing can be physically incorporated during the review of the current dev elopment plan based on the
15
Sulukule Fund: A sustainable revolving loans scheme & Sulukule Children's Centre (SCC) Immediate steps must be taken to help improve the economic situation of the Sulukule given the 69% statistics of redundant educated/ skilled of this population. W hatever percentage this group represent within the community or the kind of education or skill they possess, their efforts should be completed by creating income generating opportunities for them and encourage the cheap transfer of their skills to others within the community. Howev er, the community cannot support liv elihood group who hav e skills with cheap or interest free loans that hav e eluded them for sev eral reasons. The Sulukule Fund is designed to tackle this issue. As one of the two demonstration projects, the Sulkule Childrens Centre is been set-up for educational purposes with a strong conviction that the art craft production which the children have now mastered can be sold to support the SCC if given a loan under the Sulukule fund. 3. Action Projects for Income-Generating Activities And the last set of projects is to strengthen and div ersify income-generation activities to conserve and improv e the liv elihoods of residents and those working in the renewal area. Residential and commercial areas based on mixed land use concepts The aim of this proposal is to inculcate the ways by which the people of Sulukule perceiv e and use space in design. By so doing, any dev elopment plan for this area must respect among other important elements, the principles of mixed land use planning. The justification is based on the fact that the entire Sulukule is characterized by small-scale and local entrepreneurship which sustain local customs and traditions, and give div ersity to cities and neighborhoods. In a nut shell, this is a proposal for the review of the Sulukule dev elopment plan by Fatih Municipality to incorporate greater mixed-use property formations.
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The job resource centre The aim of this Priority Action Plan is to provide guidance and information regarding income generating activities. The wide range of services would include assistance in the allocation of jobs and training courses, legal and financial adv ice or ev en management guidance to start a new business or consolidate professional organizations. Street Market: an alternative to informal traders The project aims at the creation of a street market that will attract external citizens from all Istanbul (beyond Sulukule area) and tourists. It is seen as a good opportunity for the area to open up to the city, and at the same time, for the provision of income generating activities to informal traders with unstable livelihoods. Skills training Program Lastly, we proposed the introduction of free skill acquisition for the residents of the Sulukule community as part of the revitalisation of socio-economic activities. Through this gesture, the people can begin to add to the overall economic base of the city of Istanbul and bring the problems of poverty ev ident amongst the people. Achieving the objective and moving forwards Our work has tried to embody an alternative to the current conv entions of regeneration, using Sulukule as a contextual setting. W e believ e that we hav e developed our interventions following set guidelines and made proposals and recommendations based on common visions we share with all stakeholders and so, we deliver this report with the hope that our proposals will be carefully considered by all suggested implementers. To date, the Istanbul European Capital of Culture 2010 commission has shown sincere interest in our proposals and would like to dev elop plans for other historic areas in the future with direct reference to our work. Furthermore, they have invited our team to exhibit their work at the Capital of Culture 2010 office. The Sulukule Platform is also interested in some proposals, which in their opinion should be initiated urgently, and they are currently working with the respective students to develop and implement them further. Similarly, Fatih Municipality has shown interest in some of the proposals. We hope that to some degree our efforts will help in addressing and securing the interests of different stakeholders.
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Report Outline The document is structured in the following chapters: Chapter 1 presents the context of the issue at different scales - national, city wide, and local - and highlights the economic, social, cultural, political, and spatial perspectiv es of the study area. Chapter 2 describes the methodology used for research; the findings from the analysis carried out in three categories: the legal, policy and institutional framework; the physical, social and economic aspects of the renewal area; and the proposals from the municipality. Chapter 3 includes the teams guiding principles; the vision, and the mission statements, which together inform the Priority Action Projects, developed for the area. Chapter 4 highlights the suggestions drawn from the analysis; deliv ers our proposals, and concludes the report.
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The Is sue Ab out the BUD D project M ethod ological Fra m ework O bjectives
introduction
19
The Is sue
In the present context of globalization, Turkey is experiencing a shift from industrial economy to a prov ision-of-services economy, in accordance with the ideals of modernization and capital investment. Consequently, a reorganization of the urban form is taking place where there is an evident struggle concerning the distribution of resources and the maximization of assets, attempted to become achiev able by the redevelopment of urban land. The historic districts are first and foremost v ulnerable to these pressures. The built heritage they encompass and their proximity to the central business districts reinforce the potential of attracting inv estment for tourism and cultural purposes. Moreov er, in dilapidated inner-city areas, where there is a high demand for housing, property-led regeneration has become an opportunity for the provision of housing for middle and high-income groups. The recently approv ed Urban Renewal Law 53663 has made possible the implementation of such regeneration plans across the country. The law enables the expropriation of properties and the deletion of ownership rights, in the name of protection against natural hazards, namely earthquakes. Under these premises, it has been estimated that 1.2 million buildings in the city will be demolished4, the overwhelming
3 4
Appendices, Law 5366. See E. Y. Ankara (2008)
20
The Is sue
majority of which are squatter settlements (known also as gedgekondus) in historic districts. Sulukule, which belongs to the broader area of Neslishah and Hatice Sultan districts, is the location of a Romani community that has been living next to the Theodosian W alls for centuries; therefore the residents hav e indisputable, strong claims in this area. In spite of this, the Neslishah and Hatice Sultan districts are the first place where the law 5366 is being implemented within the Historical Peninsula of Istanbul. One should notice that the affected Romani community is no stranger to interventions in its physical structure. Since the 1960s it has been the subject of displacement by v arious dev elopment programmes due to Sulukules strategic location in the city. The community has also been excluded from the economic dev elopment of the city after the mandatory closure of their entertainment houses in the 1990s, which comprised its basic economic support. In the present, people are being evicted from the area. The urban renewal project that is being implemented, aims to improve the living conditions of the area by rectifying the dilapidation of the physical environment of Sulukule which, conv ersely, is only a reflection of the poverty of its inhabitants. The remov al of this Romani community is a violation of the international human rights and will result in an irrev ersible damage to the cultural heritage of the place. There hav e been made v arious efforts by different organizations to look for an alternative solution to the problem, however the renewal project is still in progress, and there is an ev ident lack of a common ground for the actors inv olved to negotiate a solution. At least five more districts within the Municipality of Fatih hav e being proposed for regeneration under the same conditions of the Neslishah and Hatice Sultan districts. Therefore, there is an urgent need of a legitimate response that is coherent with the principles of human and housing rights. It is crucial to recognize that evictions are inhumane and counterproductive to a genuine effort of development. Any attempt to regenerate the built environment has to reach for an inclusiv e approach that integrates a social and economic rehabilitation in any physical intervention.
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About the BUD D project

Stories behind the Wall; A Development Plan Connecting People and Heritage is a six weeks project about people and the way they face transformations in their built environment and their livelihoods. It looks for the integration of a social dimension in the physical interv ention that is taking place, and contributes to finding a viable alternative to the existing renewal project. Thirteen students and four staff members from the MSc Building and Urban Design in Development (BUDD), of the Development Planning Unit (DPU) of UCL, conducted the BUDD project. The project has been implemented in three phases: (1) the analysis & diagnosis that took place in London during the first week; it consisted of an assessment of the situation based on the av ailable information from the literature and the prev ious years BUDD report concerning the issue; (2) the fieldtrip that took place from 28th April to 20th May 2008 in Istanbul, Turkey; it included a series of interv iews and meetings that allowed a better understanding of the situation, a part of analysis and a part of proposals by the students, and the presentation of those to the v arious stakeholders involved the community of Sulukule, the NGOs, the Municipality of Fatih in three different presentations; (3) the final presentation of the analysis and proposals, once back in London, in DPU, and the preparation of this final report.
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About the BUD D project

Structure of the Report
The document is structured in the following chapters: Chapter 2, Setting the Scene, presents the context of the issue at different scales national, city wide, and local - and highlights the physical, economic, demographic, political, and historic perspectives of the study area. Chapter 3, Analysis, describes the findings from the analysis of three fields: the legal, policy and institutional framework; the physical, social and economic aspects of the renov ation area; and the proposals from the municipality. Chapter 4, Towards Proposals, includes the teams guiding principles, the vision, and the mission statements, which together inform the Priority Action Projects developed for the area. Chapter 5, Conclusions and Suggestions, highlights in the suggestions drawn from the analysis and proposals, and concludes the report.
About the Contributors

Members of Staff Prof. Yv es Cabannes Dr. Cassidy Johnson Mr. Michael Safier Miss Sara Feys
Chair DPU Lecturer and Director MSc BUDD Senior lecturer, DPU Course Coordinator MSc BUDD Mexico Bolivia Hong Kong China China Taiwan Honduras United Kingdom Nigeria Italy Greece India United Kingdom
Students Cristina Acosta Diego Collazos Elsie Yeung Haoxuan Lu He Xiao Hui-chen Liu Isis Paola Nuez Jonathan Rose Olajide Babatunde Riccardo Cacciotti Roi Kav alieratou Ruchit Purohit Stephanie Johnston
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M ethodological Fra m ework

A range of methods were used in order to guide both the research and analysis necessary to ev entually inform our own proposals. Figure1.1 illustrates how this was an ongoing process throughout the project, and the different methods used at v arious times. These methods are outlined in further detail below, approximately according to the sequence in which they occurred. A presentation giv en at the DPU in London by the urban historian Orhan Esen, in December 2007, also provided a key introduction to the context of the city of Istanbul, in terms of historic and current urban dev elopment.
Tours
Upon arrival in Istanbul two tours were arranged with Orhan Esen (urban historian) in order to gather an understanding of the urban changes that have taken place in Istanbul. Brief summaries of these tours are included below: Bus Tour - 29.04.08 Industrial areas to immediate west of city walls, Zeytinburnu, Golden Horn, new CBD, Levent. Istanbul is not undergoing deindustrialisation, but rather changes in scale and character of industries. This is motiv ated by political will and large scale inv estment, which has a negativ e impact on small scale industries. Political agendas and a shift to profit-seeking development driv es housing models and laws towards fav ourable conditions for priv ate inv estment in housing and ownership. The result is that informal housing becomes necessary but illegal and therefore v ulnerable to redev elopment, plus no housing model accounts for rental strategies.
London workshop 23.04.08-25.04.08

The project began by focusing on factual research which was possible to carry out in London, and as such was largely based on an extensiv e reading list prior to the abov e date and a series of class discussions. The reading list was comprised of a wide v ariety of media including books, articles, journals, and websites, and ranged from the general to the specific. The work of last years BUDD students was central to our understanding of the situation in Istanbul and Sulukule before arriv al. W hile we were aware that much information would need to be updated once in the field, the introduction provided by last years report as well as a presentation from two of last years students was indispensable. This allowed for a head start in terms of our understanding before we reached the field.
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Village development of urban areas occurred 19501970s, as a result of rural-urban migratory communities settling in groups close to factory work. Gecekondu areas which these communities built for use-v alue are now shifting to post gecekondu typologies based on multifunctionality and exchange v alue, and being replaced by housing models more suited to the current lifestyles of inhabitants (for example apartment blocks are now feasible as the practice of households keeping animals at ground lev el is less common). The question is now how to manage this emphasis on exchange v alue and allow for these areas to engage with the housing market without creating a housing underclass: as the city has spread these areas are now centrally located, and the v alue of this land may be too high for current residents to retain ownership on the open market. Safe public inv estments are made (e.g. infrastructure) and more general financial preparation for coming inv estment, but no social or cultural preparation is in place. For example: there is a lack of emphasis on managing the displacement of fully functioning small-scale local industries, which could hav e a knock-on effect on the economic stability of a community and could lead to social unrest; and on the possible changes in class structure due to outsiders inv esting in a dev eloping area, and any subsequent social tensions that may be caused. Lack of housing for white-collar workers on the European side of the city is strong motiv ation to develop middle class housing, although strategies exist to manage the growth of central business districts and possibly decentralise across the city.
Walking Tour - 03.05.08 Topkapi city gate and immediate surroundings, Ayvansaray, Fener-Balat From the wooden housing of the 16th century, housing has progressed to more modern re-enforced concrete structures first emerging in the 1920s. Laws forbidding wooden houses in the early part of the 19th century due to the widespread fires did not stop people building in wood because of the prohibitive costs of metal and brick, however the authorities were able to require that people build fire walls made of bricks between their houses. Fatih municipality had a much lower density during the early 20th century, then growing by as much as 90% during the1930s; rural-urban migration saw illegal gegekondus filling up the spaces, in village type settlements (see previous point in Bus Tour summary), as Fatih was bought up piece by piece by rural immigrants. Much of the current land speculation around the city walls is attributable to these areas being targeted for redev elopment: in a city that presently lacks areas for
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relocation and therefore must transform current stock, these areas represent places where land v alue has not been maximised in that they are mainly village type settlements, with high proportions of low density gecekondus, and low income residents.
Fieldwork: Interviews & Observation

On-site fieldwork in Sulukule allowed us to gain a better understanding of the area outlined by the municipality plan, in terms of both built env ironment and the way of life of the community. The dates of fieldwork are included in Figure 1.2 . The team tried to conduct fieldwork on a v ariety of days and at different times of day in order to maximise the div ersity of information gathered, and build up a more complete picture of the way in which daily life operates in Sulukule. For example, fieldwork during mornings allowed the team to hav e a general impression of the proportion of children not attending school, and similarly weekday afternoons in the caf indicated a proportion of men who were either unemployed or working as part of the night time economy. More specifically, some case studies were built up interviewing individual people/families, in order to add a more enriched human dimension to the analysis and help make visible more intangible aspects of community life. All team members went to the field with an outline of the data to be collected, which aimed to support the general research topics. Much of this research was able to be transferred to maps which are included in more
Meetings
A series of meetings allowed us to gather a quick yet comprehensive picture of the urban dev elopment agendas which exist in Istanbul and Sulukule. The meetings are listed as below: (For a summary of each meeting see Appendix B) Sulukule Platform initial meeting Sulukule Platform presentation at BUDD residence, Asl Kyak "ngin Sulukule Platform meeting, Hacer Foggo Sulukule Spring Festiv al Fatih Municipality initial meeting, lunch with Mayor Mustafa Demir Fatih Municipality meeting, Mustafa ifci Municipality visit to Ta!oluk Local Agenda 21 (UCLG offices) Fener-Balat Rehabilitation Program (EU) Istanbul Metropolitan Planning Unit Historical Peninsula Group, Conserv ation Plan, Anthropologist (at IMP offices) Prof. Dr. Alper nl, ITU
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detail in the following section Physical, Social and Economic Analysis. Use of space: gathering spaces, open spaces, empty spaces. Users of Spaces: genders, ages The W all: human activity along the wall, state of repair Liv elihoods: income generation, community networks, property assets Landmarks for Community: important nodes according to ev eryday users Cultural Heritage: ethnicity, religion, traditional leisure activities Built character: buildings, streets, pav ements, courtyards, state of repair, heritage v alue.
Collating research
All individuals were asked to write up a short summary of readings allocated in London and any further readings. These summaries were then collated into a complete research document and circulated among the group, so that everyone had easy access to the information the group had collected as a whole, thus saving time and prov iding a consistent basis of information with which smaller groups would be able to work. In addition, all the abov e meetings and tours were also written up, collated, and circulated in the same spirit. It should be noted that many areas of analysis overlapped and were strongly linked, and that separations were created for working purposes only. For this reason the team felt that collating all research was vital to provide everyone with a similar and comprehensive basis of understanding before detailed analysis. Smaller groups were then established to prepare for the interim presentation according to three general research topics relev ant to Sulukule: Tangible and Intangible Heritage of Sulukule Resettlement strategies of the municipality project Livelihood profiling of Sulukule
The nature of informal data collection means that there was a lot of discrepancy in the efficiency of visits in terms of gathering information. This was largely due to language constraints and unreliable meeting arrangements, howev er the dates included in Figure 1.2 represent a conserv ative estimate of the days on which at least a third of team members were conducting fieldwork for at least half a day.
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Interim presentation 09.05.08
The purpose of the interim presentation was to share the research to date among the whole group in a coherent and organised way. From this point the team could then mov e towards more specific and analytical examinations of the situation in Sulukule. It was decided that the framework to be used for presenting the three research topics outlined abov e would be an examination of Strengths, W eaknesses, Opportunities, and Threats, i.e. a SW OT analysis A summary of SW OT analyses given at the interim presentation is as follows: For the community, public space takes form in the streets, as it constitutes a space for social interaction that reinforces feelings of trust and cooperation within the community. However, radical transformations threaten this urban fabric within which cultural heritage is played out in everyday activities. There is a multiplicity of actors with a high lev el of interest in the processes of urban transformation, yet there is a lack of coordination of efforts, so there is a need for a common ground to be found so as people can come together and coordinate efforts. There is recognition for the need to provide housing for owners and renters to be resettled within the project area, howev er there is a need to integrate a holistic approach that encompasses a social and economic dimension in the provision of housing.
Blog 26.04.08-21.05.08
URL: http://buddies-turkey2008.blogspot.com/ The team wrote an internet blog daily, with an individual team member allocated per day. The purpose of the blog was crucial in encouraging reflectiv e practice, and allowed the team to share immediate thoughts and reflections on each day. It also allows for a more qualitativ e record of the BUDD project activities specifically during the time spent in Istanbul, making reactions easier to recall and retaining the v alue of these reactions during the report preparation stage in London.
Three fields of Analysis

The team split into three groups following feedback from the interim presentation, in order to examine in detail specific fields for analysis. Diagrammatic tools were used such as mapping, spider diagrams, sphere diagrams, and stakeholder analysis. Separating the analysis into
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three fields greatly helped the team mov e towards a consolidation of analysis, with a v iew to dev eloping missions and guiding principles for proposals. The three fields of analysis are listed below, and what follows Chapter 3, Analysis, is detail of each field including findings and recommendations: 1. Legal, Policy and Institutional Frameworks Analysis 2. Physical, Social and Economic Analysis 3. Municipality Proposals Analysis To this end, the mission statements below act as banners for grouping our proposals, and are intended to address the findings of our analyses: 1. Establish an approach by which the explicit link between tangible and intangible heritage can be strengthened, to protect both built environment and multicultural relations. 2. Generate alternatives for on-site resettlement of all residents in the renovation area, to achieve viable and profitable conservation for all. 3. Strengthen and diversify income-generation activities to conserve and improve the livelihoods of residents and those working in the renovation area. By dev eloping proposals for the situation under specific themes such as these, we aim to produce a bank of ideas which may be useful to stakeholders and work towards achieving our vision for the area. Our v ision is: To see the residents of Nesli!ah and Hatice Sultan Districts and their descendants be the direct beneficiaries of the future of their community. As a final conceptual framework for the coherent development of proposals, the team formulated a set of guiding principles for working purposes. Each proposal attempts to adhere to as many of these guiding
Mission Statements, Principles
Vision,
and
Guiding
Ov er the course of our analysis the team continually had in mind that when mov ing from the analysis phase of our work to individually dev eloped proposals, our work would need to be coherent and consolidated under specific themes which we deemed important. W hilst these themes were decided by ourselv es, essentially as outsiders to the development situation in Nesli!ah and Hatice Sultan, the thorough and broad nature of our analysis is precisely intended to ensure that these decisions are as informed as possible and might accurately reflect the issues surrounding the development of the area.
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principles as possible, thus strengthening their relev ance and maximising their potential to achieve the mission statements. The project matrices which follow the guiding principles (see Chapter 4,) show diagrammatically how each project is intended to address key findings from the analyses, fulfil as many guiding principles as possible, and how they might relate to each other in terms of implementation so that they might be read as a coherent set of proposals.
EXISTING SITUATION
DEVELOPMENT OBJECTIVES Long-term
Priority Action Projects

Figure 1.1 below indicates the framework to which our proposals were designed, again intending to provide coherence across the board and aid in the legibility of the proposals as a complete set.
IMMEDIATE OBJECTIVES
INPUTS
ACTIVITIES
RESULTS (expected) OUTPUTS
Figure1.1: Framework for designing Priority Action Projects
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In addition, all individual proposals attempt to include, to a greater or lesser extent, details regarding the following: Estimated DURATION of the project Main PARTNERS inv olv ed Origin of RESOURCES, particularly human and financial Sulukule, 19.05.08, Proposals (translated) Present: Community members, Asl Kyak "ngin (Human Settlements Association) translating - Vital feedback from this presentation was specifically with regards to proposals. As these proposals were to be further developed in London and included in this report, it was important that the community had not only been giv en an opportunity to see them, but also to provide feedback as to their suitability in addressing their current situation and needs. Fatih Municipality Mayors office, 20.05.08, Proposals (translated) Present: Mayor Mustafa Demir, Mustafa ifci, Basak Kara, Nilfer Tredi translating - The content of the presentation to Fatih Municipality was almost identical to that presented the previous day in Sulukule. The focus was on proposals in order to gain as much feedback as possible before returning to London, so that final proposals as presented in this document might reflect the interests of both the community and the municipality.
Final Presentations
Four final presentations were giv en to summarise the proceedings of the project to date, details of which are giv en below: ITU, 16.05.08, Analysis and Proposals (translated) Present: Interested parties including students, academicians, Prof. Dr. Alper nl (ITU), Asl Kyak "ngin (Human Settlements Association), Mustafa ifci and Nilfer Tredi (Fatih Municipality), community members and leading figures (Sulukule), Korhan Gm! (Istanbul Capital of Culture 2010 commission) and other persons whom the team had met with during the field trip. - The team were only able to present the Analysis of their work as great debate and discussion was generated and time ran short. However, the playing out of this discussion at ITU emphasises how the university might play a central role in providing a round table where stakeholders may interact constructively.
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Dev elopment Planning Unit, UCL, 28.05.08, Analysis and Proposals Present: Interested parties including students, academicians, and other persons interested in the BUDD project - This presentation was intended to consolidate the output of the project in a coherent and academic manner, in order to inform the writing of the report. Feedback from this presentation has been incorporated into this document. A small leaflet was also produced enclosed in this report. The presentations allowed us to disseminate our analysis and proposals to as many stakeholders as possible, of particular importance in Istanbul itself, as we hoped to create a situation whereby all interested parties might be able to engage with the situation on equal and common ground. In addition, v aluable lessons were learnt regarding the range in the nature and style of presenting needed when catering to such a div ersity of stakeholders, in a sensitive and highly charged situation, and with limited time and communication capacity (i.e. language barriers).
Production of Report
This document is the culmination of six weeks work by the BUDD 2008 students as outlined by this methodological framework. By producing a physical and portable output in this report, and distributing it to as many stakeholders as possible, its purpose is to provide a common talking point between stakeholders. In this way it may help to reopen lines of communication, and allow for the possibility of negotiation to take place working towards a resolution of the current situation agreeable to all. W hile it prov ides a comprehensiv e view of the situation, the aims and approach of the team, and possible ways forward, it cannot presume to include in detail all study elements of a six week working period of thirteen individual students and their tutors. Discrepancies in interpretation and opinion did and will continue to exist, however every effort has been made throughout each stage of the methodological approach to ensure coherence and consistency, for the purposes of communicating our common intentions accurately as well as producing a report which might be useful to stakeholders.
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Figure1.2 Field Work Time Table
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O bjectives
With regards to the terms of reference (TOR)5, the overall objective of the BUDD project is to forge tools for urban revitalisation analysis and planning through a rapid assessment and appraisal of the opportunities for urban rehabilitation. It is based on a socially inclusive and participatory approach, which will respond to the needs of the main stakeholders inv olved in the process. This objective is to be achieved by: Making explicit the link between tangible and intangible heritage, protecting both built environment and multicultural relations. Generating alternatives for on-site resettlement for all residents. Strengthening and diversifying income-generation activities to improve the livelihoods of residents and those working in the area.
Appendix A, Terms of Reference
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Turkey Istanbul Fatih M unicipality Nesli!ah and Hatice S ultan
Setting the scene
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Turkey
The issue of Sulukule is linked to a wider context: what is happening in Turkey as a whole, and more importantly the forces that are shaping the general development of Istanbul. In order to create a feasible development plan for Sulukule, one must understand the interlinking, mutually reinforcing dynamics between the main developmental spheres of the city. The main dimensions of dev elopment in the city will follow the theoretical framework mentioned in chapter 1: Economic, Social and Cultural, and Political and spatial dimensions. From an understanding of these dimensions, a more accurate picture of local dynamics in Fatih municipality and Nesli!ah and Hatice Sultan can in turn be drawn, forming a more complete context of the situation Sulukule is currently facing. Map 2.1 shows the central location of Sulukule within the metropolitan region of Istanbul.
Sulukule
Map2. 1 Location of Sulukule within the Istanbul metropolitan region Source: Google Earth
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Turkey
The modern day Republic of Turkey was established under Mustafa Kemal Atatrk in 1923 after the fall the Ottoman Empire. Under the leadership of Atatrk, many radical reforms were implemented, establishing Turkey as the the modern day democratic, secular, constitutional republic. The reform movement began with the modernization of the constitution. This was followed by a thorough secularization and modernization of the administration, with particular focus on the education system. The dev elopment of industry was promoted by strategies such as import substitution and the founding of state enterprises and state banks6. The modernisation approach taken was under the principles to westernize7. Turkey borders with eight other countries including Middle Eastern countries such as Iraq, Iran, and Syria, Map 2.2 while also straddling the continents of Europe and Asia, (Map2. 3). Its strategic location has giv en Turkey influential power in one of the most unsettled regions of the world and also, the role to act as a bridge between the west and the east.
W ikipedia w ebs ite , At at rks reforms: htt p://en.w ikipedia.org/w iki/At at %C3%BCrk%27s _reforms 7 S. N. Eis enst adt , ( 1984) The K emalist Regime and M odernizat ion: Some Comparat ive and An alyt ical Remarks , in J. Landau, ed., At at rk and t he M odernization of Turkey, Boulder, Colorado: W estview Press , 316.
6
Map2. 2 Turkey bordering eight countries Source: www.touringturkey.com
Map2. 3 Strategic location of Turkey in an international context, straddling Europe and Asia Source: Istanbul Master Plan (IM P) 2007
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Turkey
The country is div ided into 81 provinces for administrative purposes8 and has a population of 74.8 million9. The population of Turkey is 99% Muslim10. The controlling political party that came to power in 2002 is the Justice and Dev elopment party, AKP, headed by prime minister Recep Tayyip Erdo#an, a former mayor of Istanbul.11 The current president Abdullah Gl was chosen by parliament in 2007 and is the first head of state with an Islamic background. Consequently, an increasingly Islamic rooted administration has taken form within Turkeys secular system, causing some recent tensions between the government and secularists. The military has reinforced its position to protect Turkeys secular system.12 Since becoming a candidate for membership to the European Union in 1999, and the official launch of membership talks in October 2005, there have been substantial human rights and economic reforms in Turkey. EU pressures have led to the abolition of the
8 Administ rative divis ions of Turkey: htt p://en.w ikipedia.org/w iki/Republic_of_Turkey#Administ rative_divis ions 9 U N st at istics , 2007 10 M Sc BU DD students of DPU: Placing Sulukule: t ow ards an alt ernat ive propos al t o cons erve the living herit age of Romani Cult ure. June 2007, pp18. 11 W ikipedia w ebs ite , Government and polit ics of Turkey: htt p://en.w ikipedia.org/w iki/Republic_of_Turkey#Administ rative_divis ions 12 BBC news w ebs it e. Count ry profile: Turkey. [updat ed: 3 April 2008] htt p://news.bbc.co.uk/2/hi/europe/c ount ry_profiles /1022222.st m
death penalty and reforms in areas of women's and Kurdish rights.13
13
BBC news w ebs it e. Count ry profile: Turkey. [updat ed: 3 April 2008] htt p://news.bbc.co.uk/2/hi/europe/c ount ry_profiles /1022222.st m
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Turkey
The economy of Turkey in the 1980s has seen a shift from the previous protectionist, import-substitution growth strategy to a market- oriented approach attracting foreign capital. Turkey has made good economic progress since 2001. One of the main issues resulting from the economic growth highlighted in a recent OECD report14 is the huge regional disparities across the nation: Turkey has the highest Gini Index15 out of all the OECD countries and also, more significantly, the largest increase between 1998- 2003. See Fig 2.1 The Policy Brief of OECD Territorial Reviews report (2008)16 suggests the importance for central gov ernment to develop a national strategy in managing the balance of development across the country, whilst sustaining the growth of major metropolitan areas such as Istanbul in order to alleviate the mounting pressures from internal migration.
Figure2. 1 Comparison of regional disparities in OECD countries using Gini index for GDP per capita OECD report (2008)
14
Organis at ion for Economic Co-operat ion and Development , Policy Brief: OECD Territ orial Reviews : Ist anbul, Turkey, M arch 2008. 15 The Gini I ndex is a meas ure of st at istical dis pers ion us ed t o calculat e t he inequalit y betw een t he amount of income per pers on ( GDP per capit a) acros s all t he regions of a count ry. Gini I ndex of 0 corres ponds t o perfect equalit y ( everyone having exact ly t he s ame income) and 1 corres ponds t o perfect inequalit y (w here one pers on has all t he income, w hile everyone els e has zero income). 16 Organis at ion for Economic Co-operat ion and Development , Policy Brief: OECD Territ orial Reviews : Ist anbul, Turkey, M arch 2008.
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Istanbul
Istanbul metropolitan region has a population of 15 million17. The metropolitan region is made up of 27 districts which also encompasses Istanbul province.18 It is located on the Bosphorus Strait and encompasses the natural harbour known as the Golden Horn. See map 2.4 The city covers 1,539 km2 of surface area19, and straddles Europe and Asia. (It is of similar size to the Greater London area of 1,577 km2.) 20 Istanbul was once the capital of the Byzantine Empire and later established itself under the name of Constantinople. The city was distinctly Greek in culture. It was the centre of Greek Orthodox Christianity, adorning the city with many magnificent churches, including the Hagia Sophia. In 1453, Sultan Mehmed II conquered Constantinople to establish the city as the new capital of his Ottoman Empire. The city was rejuv enated economically and transformed into a cosmopolitan society. This period saw the city being enriched with culture: with the construction of the Grand Bazaar, Topkapi Palace and many grand Mosques
Map2. 4 Istanbul city map Source: http://www.aboutistanbul.net/istanbul_city_map.jpg
17
Organis at ion for Economic Co-operat ion and Development , Policy Brief: OECD Territ orial Reviews : Ist anbul, Turkey, M arch 2008. pp1 18 W ikipedia w ebs ite: htt p://en.wikipedia.org/w iki/Ist anbul 19 ibid 20 W ikipedia w ebsit e: htt p://en.wikipedia.org/w iki/London
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Istanbul
including the works of Sinan. W hen the republic of Turkey was founded, the capital was mov ed to Ankara and so the city was being overlooked. But the 1950s saw the rebirth of the city as a result of structural changes. Many of the modern urban fabric of new roads, factories, boulev ards and public squares were constructed throughout the city during this period. And now, Istanbul, the largest metropolis of Turkey and also Turkeys cultural and financial centre, has been continued to rapidly transform in recent years. The dynamic of these transformations, although has its roots in the historical and cultural dominance of Istanbul over the rest of the country,21 also shows that global influences are playing an important role in shaping todays Istanbul. transformations brought about by economic restructuring, 75% of service firms receiving foreign inv estment are located in Istanbul23. This has led to the flourishing of the service sector within central business districts, mainly in the northern areas of the European side of the city. Urban land use in the city centre is expected to become dominated by the service sector. The Istanbul Metropolitan Masterplan encourages the decentralisation of CBDs into sub centres, identifying localities such as Ka#thane, Alibeyky, Bakrky, "kitelli and Siliv ri on the western wing (European Side) along with Haydarpa!a, skdar, Kadky, Kartal, Pendik and Tuzla on the eastern wing (Anatolian Side) as possible future CBDs.24 There is still a sizable and labour-intensiv e manufacturing industry. The sector represents 37% of labour force, 26% of GDP, and 80% of exports in Istanbul 25. The nature of the industry is changing from Small Medium Enterprises (SMEs) to large scale industries orientated for exports,
Economic:
Istanbul is leading the economy of Turkey, producing 27% of national GDP; 38% of total industrial output; more than 50% of serv ices; and generates 40% of the countrys tax revenues22. Istanbul has been at the heart of the
Erkip, F. ( 2000). Global t ransformations vers us local dynamics in Ist anbul: Planning in a fragment ed met ropolis . Cities , Vol 17( 5) pp371-377, pp371 22 Organis at ion for Economic Co-operat ion and Development , Policy Brief: OECD Territ orial Reviews : Ist anbul, Turkey, M arch 2008.
21
23 24
Erkip, F. ( 2000).
Ist anbul M et ropolit an Planning, (IMP). Ist anbul M ast er Plan: Summary. August 2007, pp16. 25 Organis at ion for Economic Co-operat ion and Development , Policy Brief: OECD Territ orial Reviews : Ist anbul, Turkey, M arch 2008. pp2
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Istanbul
and as such are increasingly situated further from the city centre where more land is av ailable. The clearing of SME industries from the urban cores to make way for the service sector, and the springing up of large scale industries outside the city, are testimony to the transformations in the main economic sectors.
Social and Cultural:

Istanbul represents a concentration of 20% of the national population, and is the most densely populated city of Europe26. Fig 2.2 shows the large growth rate of the citys population in comparison with other OECD metropolitan regions. The economic growth of the city has attracted an influx of migrants since the 1950s putting strain on the citys infrastructure, and leading to sprawls of informal settlements and the spurring on of an informal economy. 30% of city labour force works in the informal sector.27 This has to some degree hindered human capital dev elopment due to less emphasis on on-the-job training and adult education. The upgrading of skills is necessary to sustain the long term competitiveness of the new service sector.
26 27
Figure2. 2 Average annual population growth rates among OECD metro regions. Source: OECD (M arch 2008)
In Istanbul, 75% of the population are Turkish, other communities that inhabit the city are Kurdish, Armenian, Jewish and Greek. 60% of its population were born outside of Istanbul.28 There are diverse cultural groups within the city but the main social polarisation occurs between economic groups. Income disparities are
28 M Sc BUDD st udents of DPU: Placing Sulukule: t ow ards an alt ernat ive propos al t o cons erve the living herit age of Romani Cult ure. June 2007, pp19.
ibid.
Organis at ion for Economic Co-operat ion and Development , Policy Brief: OECD Territ orial Reviews : Ist anbul, Turkey, M arch 2008. pp3
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Istanbul
amplified with the increase of a new highly educated, high waged group in the service sector and further magnified due to large influx of low skilled migrants. This translates into fragmentation of the citys residents into low and high income citizens. The globally influenced metropolitan lifestyle of this emerging middle/upper income group has led to a high demand for luxurious suburban v illas, priv ate universities, shopping malls and hotels. These dev elopments are usually supported by state policies as they are profitable, hence fuelling inequalities in the distribution of public benefits. Many parts of Istanbul, rich in historic and cultural heritage, are already on the UNESCO world heritage list and with its recent nomination as 2010 European Capital of Culture, it will allow for a series of culturally orientated development projects to be showcased on an international platform. It also acts as opportunity for economic incentives to develop Istanbuls tourism sector and attract inv estment.
Political:
Since 2004 there has been a decentralisation of planning responsibilities from central government to the Istanbul Metropolitan Municipality.29 Comprehensiv e statistical analysis of the socio-cultural and physical structure of the city was conducted and efforts regarding a strategic plan hav e been made through the Istanbul Metropolitan Municipality, IMM.30 Levels of Governance
Istanbul Metropolitan Municipality (locally elected)
District M unicipalities (27 small municipalities) Governor (centrally elected) + Mayor (locally elected)
The Mahalle run by the Muhtar (M ahalle is the last administrative level of neighbourhood authority locally elected.) Figure2. 3 Governance structure of Istanbu
29
Organis at ion for Economic Co-operat ion and Development , Policy Brief: OECD Territ orial Reviews : Ist anbul, Turkey, M arch 2008. pp6. 30 W hat t he new Ist anbul s haped by capit al makes one t hink Urban regenerat ion and sust ainability. Vol 93 pp189-197.
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Istanbul
Howev er there remains a strong lev el of control from central gov ernment and there are areas of ov erlapping responsibility between the metropolitan agenda and certain central ministries such as that of culture, infrastructure, and housing, 31 sometimes resulting in conflicts and incoherent development principles. Also, problems in coordination between the district municipalities of Istanbul hav e led to discontinuity and a highly fragmented decision making process. According to Turgut (2006), some problems associated with decentralisation of the planning and administering of the city include: the insufficient experience and expertise of local authorities to carry out their duties; the tendency to attract inv estors to the city in a manner without any principle; and establishing planning, implementation and control processes that do not suit professional approv als and ethics.32 Such disparity in acts of planning, driven by populist attitudes and capital, may lead to changes in the built env ironment which extinguish the more intangible and irreplaceable v alues that form the essence and character of the city.
Spatial:
With the prev iously mentioned massive influx of migrants of the 1950s, the dev elopment of Istanbul in the following decades was determined by rapid unplanned urban growth. Gov ernment policies of the 1950s gav e priority to the construction of highway systems with many new roads built along the shoreline, greatly affecting the physical form of the city which had prev iously been shaped according to the natural environment. Istanbul grew into a linear city, with dev elopments following the transportation network. With no sufficient land use planning control, unplanned industrial developments equally with unplanned residential dev elopments came to dominate the lands surrounding the highways. Middle and high income groups hav e created their own suburbs beyond the densely populated sections of the city, and with the construction of the Bosphorous Bridge in 1973 forming a major link between the European and Asian sides of the city, automobile became the transportation of choice for commuters. 60% of the working population that lives in the Asian side works in the tertiary sector of the European side.33 This has led to a second bridge being put into service in 1988, the Fatih
33 Yenen, Z. AW orld cit y on w at er: U rban development of Ist anbul and t ransformat ion of t ow ns cape. Neda Archit ecture and Planning Journ al. pp8.
31
Organis at ion for Economic Co-operat ion and Development , Policy Brief: OECD Territ orial Reviews : Ist anbul, Turkey, M arch 2008. pp6. 32 Turgut , S. ( 2006). W hat t he new Ist anbul s haped by capit al makes one t hink Urban regeneration and sust ainability. Vol 93 pp189-197.
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Istanbul
Sultan Bridge. Both bridges run abov e capacity at present, with gridlocks being a common feature on the Istanbul freeway systems. Recent attempts to ease road congestions have been the efforts to expand the public transport system. In the last decade there hav e been extensive developments of the citys tram lines, metro buses, the Istanbul Metro and the Light Rail. Ferryboats still function as an important method to transport people across the city. Howev er, there is still immense need to further dev elop the public transport system to accommodate for the growth of the city, for example current plans for the Marmara under-sea rail tunnel project are intended to help ease the congestion problems of the city. The dev elopment of housing in 1950s to meet the demands of the rapid increase in population during the industrialisation period of the city has been through the welcomed approach to informal housing34 construction at the time. The urban core of Istanbul is densely built with gecekondu construction35. A more organised approach to informal self built housing was established with Yapsat construction36. Housing produced in this way is of low quality and dominates large parts of the city. They are highly v ulnerable to earthquake risk and the replacing or reinforcing of them is proving a challenge. Indiv idual elements of the Istanbul Earthquake Master Plan are being adopted at present such as major projects for seismic reinforcements and of law enforcement on illegal occupation.37 But with 50% of the citys population housed in informal settlements, the task to upgrade housing stock and eliminate the citys earthquake risk is immense, and results in more radical transformation of the urban form. Istanbul is undergoing major changes as it develops into a world city. Some of the transformations that are most ev idently driven by global forces are happening within the heart of the historic city centre, in which the Fatih and Sulukule lies.
35 Gecekondu is a Tu rkis h t erm built in t he night but refers t o hous es t hat had been put up quicky and w it hout proper permiss ion. This is more widely know n as s quatt ers hous e. 36 Yaps at const ruction allows occupiers of Gecekondu hous ing or a co-op of people t o gain const ruct ion rights t o build housing of s everal st oreys in place of t heir Gecekondus . 37 Organis at ion for Economic Co-operat ion and Development , Policy Brief: OECD Territ orial Reviews : Ist anbul, Turkey, M arch 2008.
34
I nformal housing refers t o const ruct ion on land given for free from t he st at e but t he occupiers are in charge of t he const ruct ion of t he hous es through a s yst em of s quat , build, infrast ruct ure input . Source: Orhan Es s en on t he bus t our of t he cit y.
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Fatih M unicipality
Fatih District is one of the 27 districts that form Greater Istanbul, located within the Theodosian Byzantine city walls that mark the perimeter of the historic peninsula. Many of the well-known historic sites and landmarks of Istanbul are situated in the neighbouring district of Eminn, although the area that composes Fatih district still has significant v alue regarding both tangible and intangible heritage. This is a consequence of the different civilizations that historically hav e occupied the area, particularly the Roman and the Ottoman empires. The most significant historic landmark of the area is the Theodosian Byzantine land wall, which crosses the historic peninsula between the Golden Horn river and the Marmara Sea. Besides giving an important historic v alue to the area, the wall has also been the trigger for the evolution of different communities which hav e developed along it. It is also important to mark the potential archaeological v alue that might exist underground in the surrounding areas, which has led UNESCO to label the wall and parts of the surrounding areas as protected sites.
Map2. 5 Geographical location of Nesli!ah & Hatice Sultan in the Fatih District
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Fatih M unicipality
Other historic landmarks and neighbourhoods are spread throughout the northern part of Fatih in a more isolated way, such as the Kariye Mosque and the Fatih Mosque. Howev er the land close to the Golden Horn has a denser concentration of historic areas, such as the Fener-Balat Neighbourhood or the Ayv ansaray area (Turk Mahalle) next to the Emir Buhari Dervish Lodge.
Governance
Fatih district, governed by its Mayor Mustafa Demir, is composed of 69 Mahalle (neighbourhoods), which each hav e a local authority or representativ e known as the Muhtar. Both the Mayor and the Muhtar are publicly elected and focus on providing the infrastructure to the municipality, leaving other management tasks such as health or education to the municipality Gov ernor who is appointed by the state. At the moment Fatih Municipality is not a member of the United Cities & Local Gov ernments (UCLG), therefore the municipality does not hav e a City Council, this perhaps limits citizen participation in public projects. The new national Urban Transformation Law 5366 (passed in 2005), which allows for conservation and usage via revitalization of decrepit historical and cultural
Figure2. 4Distinctive historic heritage within Fatih M unicipality: Kariye Mosque (Left) Ayvansaray area (right) Source: www.flickr.com
monuments and renov ation38, has allowed the municipality to dev elop a series of renov ation projects within significant historical sites. Potentially these projects could jeopardise the social composition of the current inhabitants and represent a threat of massive gentrification (see Chapter 1 Introduction).
Economic
Istanbul is transforming from an industrial centre to a service city, and Fatih is no exception. Its strategic location between the Eminn tourist area in the east
Municipalit y of Fat ih, ( 2008), Renovat ion Areas , document dist ribut ed t o t he BUDD2008 s t udents by t he Fat ih Municipalit y t he 28 of April 2008.
38
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Fatih M unicipality
and the Commercial Business Districts (CBDs) in the west puts Fatih district in an adv antageous position where development and economic growth is only a matter of time. The dev elopment of the new commercial area, which is one of the objectives of the Istanbul Metropolitan Planning Office (IMP), consists in connecting the already established Levent business district with the peninsula, by implementing a series of new Commercial Business Districts (CBDs). Some of these planned CBDs are within a close distance of Fatih district, and as such will affect the existing economic framework of the district. The area is more likely to increase job opportunities in the service sector, and the layout of the built environment will need to adapt in order to provide white collars workers houses and other facilities, which will increase the income of the area.
Map2. 6 Fatih Districts strategic location
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Fatih M unicipality
Spatial
The current landscape of the Fatih area is widely inconsistent and at the moment is a fringe district made up of strong historic areas, post-industrial sites, deteriorated old buildings, and middle-class low density residential areas. The increasing dev elopment of the district and rise in land v alue has meant that the few remaining gecekondus are been replaced by formal residential blocks; and industrial enterprises are leav ing to be replaced by more commercial establishments. These changes in the built environment are dramatically affecting the composition of the inhabitants, and there is a clear tendency to displace the poorest communities out of Fatih. As previously mentioned, Fatih Municipality has already proposed sev eral renewal projects: they hav e planned 5 projects that will sum a total of 2,351,277 m of renov ation39. There are also other projects working on the conserv ation of Istanbul heritage, such as the "FenerBalat Urban Rehabilitation Program funded by the European Union 40
Municipalit y of Fat ih, ( 2008), Renovat ion Areas , document dist ribut ed t o t he BUDD2008 s t udents by t he Fat ih Municipalit y t he 28 of April 2008. 40 Rehabilit ation of Fener and Balat Dist rict Programme htt p://www.fenerbalat .org/
39
Map2. 7 Renewal Areas proposed by Fatih Municipality
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Neslis ah and Hatice S ulta n

Situated next to the Theodosian walls, these two Mahalle within Fatih municipality hav e important v alue in terms of location and heritage. The Mihrimah Sultan Mosque is the most important landmark of the area, however there are also many historic buildings and architecture, mostly demonstrating traditional Ottoman style. The area is highly v alued for its location and there is a project for renewal proposed by the Fatih Municipality, which means that a lot of the existing buildings will hav e to be cleared in order to dev elop the project that will attract different households, with a probable outcome of gentrification in the area. One of the most affected areas is the southern part of the Nesli!ah Mahalle, popularly known as Sulukule. Sulukule has a majority of Romani people41. It is believ ed that Romani people hav e been living along the wall in the immediate area for more than 1000 years, and certainly for more than 35 years in what is currently known as Sulukule itself, after they were remov ed from their prev ious settlement in order to make way for a new road in the 1960s42. The polemic nature of the municipality renewal project, in which a lot of people
41 Acc ording t o t he Sulukule Plat form t here is at least 70% Roma people, on t he ot her hand t he M unicipalit y st at es t hat only 17% are Romani. 42 Es en O. ( 2008), W alking Tour acros s Fatih M unicipalit y, Tour t aken by BU DD 2008 st udents in M ay 2008
might be displaced because they are unable to pay for the new houses or rental rates, has brought national and international attention to Sulukule.
Map2. 8 The Nesli!ah & Hatice Sultan Mahalles and the renewal area.
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Governance
There is an increasing sense of civil society organisation in Sulukule mainly in response to recent demolitions of houses by Fatih Municipality in order to make way for the renov ation project. This has led to the merging of different NGOs and existing Civ il Societies into an alliance known as Sulukule Platform. The alliance is also backed by different groups of students, associations and academics interested in the situation happening in Nesli!ah and Hatice Sultan, and more particularly in Sulukule. The relationship and communication between the Sulukule Platform and Fatih Municipality has not been very positive and in most cases is confrontational, lacking confidence to communicate and trust between both actors. The relationship between the community and the Muhtar (the neighbourhood representative to the municipality) is also quite weak43. Also in recent times there was the emergence of another NGO named Nesli!ah Neighbourhood Association, howev er it is not clear its objectiv es within the Mahalle and its position towards the renewal project.
Map2. 9 Sulukule.
MSc BU DD students of DPU: Placing Sulukule: t ow ards an alt ernat ive propos al t o conserve the living heritage of Romani Culture. June 2007, pp23.
43
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Economic
The area known as Sulukule used to be a prominent cultural and entertainment centre of Istanbul nightlife. In the 1950s residents organised themselv es and applied to the Ministry of Culture and Tourism to be put on the City of Istanbuls official tourism map as an entertainment hub44. The community wanted to legalise the existing Houses of Entertainment, where Romani music and dance was performed, attracting many of tourists and the Istanbul elite into the area. These houses were also crucial to sustaining the local economy by employing around 35 persons per house in each of the 35 existing houses45. Howev er after a law was passed in the early 1990s closing these houses, the economy of the area all but collapsed and the area became impov erished. Nowadays most employment in the area requires only a low lev el of education, the most common professions being: Artisans (21%), Informal Jobs (15%), Labourer (14%), Musicians (3%), Unemployment (8%), School drop-outs, (26%)46. MSc BU DD students of DPU: Placing Sulukule: t ow ards an alt ernat ive propos al t o cons erve the living herit age of Romani Cult ure. June 2007, pp23. 45 Dalkiran, E, ( 2008) , Dat a collect ed in an int erview w ith t he leader of t he Sulukule Romani Orkest ra in t he 13th of M ay 2008. 46 Municipalit y of Fat ih, ( 2008), Renovat ion Areas , document dist ribut ed t o t he BUDD2008 s t udents by t he Fat ih Municipalit y t he 28 of April 2008. The t erm Art is ans probably means s mall business or crafts man.
44
Spatial
The proposed renov ation area is composed mainly of low density residential use with some exceptions of apartment blocks. There are many open spaces but few formally dev eloped enough to be considered as recreational space and a lot of social activity takes place in the streets. According to the Fatih Municipality Survey47 there are 645 residential units, and 45 commercial units; the number of tenants is 434, and 256 land owners, having a total population of 3430 persons. Many of the buildings are severely deteriorated or need urgent refurbishment. The renov ation project proposed by Fatih Municipality means that most of the existing houses hav e to be cleared in order to start the construction of the new buildings. The bulldozing process has already begun and particularly in the Sulukule area the level of demolition is quite adv anced (see chapter 6, physical analysis).
47 Municipalit y of Fat ih, ( 2008), Renovat ion Areas
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Social / Cultural
Despite, as previously stated, a strong Romani community living and working in the proposed renewal area, the problem in Sulukule is primarily related to poverty rather than ethnic or religious divisions. The reason for people not been able to afford the alternativ e housing options dev eloped by the municipality (discussed in Chapter 3 Municipality Proposals Analysis) is a reflection of their lack of opportunities in the employment market in order to improv e their economic situation. This chapter of setting the scene carefully describes the driving forces of development that relates to the: global; national; city; district and neighbourhood levels. The understanding of these underlying issues and the body of knowledge that allows us to familiarise with the locality of the project provides a firm foundation for us to begin our analysis of the situation.
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Legal, Policy and Institutional Fram ework Physical, S ocial and Econo mic M unicipality Proposals
Analysis
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Leg al, Policy and Institutional Fra m ework Analysis

1.0 Legal, Policy and Institutional Frameworks
independent groups within our team. These include: the Law on Conserv ation and Restoration of Turkey code number 5366; the New Law on Municipality for Turkey code number 5393; the Urban Conserv ation Law of Turkey code number 5266; the Organisation for Economic Co-operation and Development (OECD) Policy on Istanbul; the UNESCO W orld Heritage Conv ention; the European Conv ention for the Protection of Human Rights and Fundamental Freedoms 1950; the Conv ention for the Protection of the Architectural Heritage of Europe, Granada, 3.X.1985; the Conv ention for the Protection of the World Cultural and Natural Heritage; and the Millennium Dev elopment Goals, amongst many others. Our analysis considered two main issues: on one hand, we queried the adequacy of the laws, policies and institutional frameworks to tackle the salient issues within the renewal area. On the other hand, we examined the ability of the implementing institutions to apply these frameworks for the benefit of the affected community. Therefore, this section highlights the implications of existing legal, policy and institutional frameworks instigated by Fatih Municipality in pursuit of their renewal programme for Nesli!ah and Hatice Sultan Historic Districts.
In the course of our diagnosis of the current interventions of Fatih Municipality in the Nesli!ah and Hatice Sultan Districts, we found it necessary to review the existing legal frameworks both nationally and locally to determine the room for manoeuv re as researchers and make recommendations where necessary. This is indispensable because whether good or bad, enabling or disabling, these laws and policies continue to be tools in the hands of city managers and dev elopment practitioners as mechanisms for intervention. This is v ery much so because from a planning point of view, policies which enable as many stakeholders as possible to be satisfied and happy with any interv ention, as opposed to disabling which limits the amount of stakeholders which might benefit from an intervention, or concentrates the benefits towards a particular stakeholders agenda. Consequently, we dev oted ample time to studying the legal, policy and institutional frameworks within the Turkish context weeks before our fieldtrip and throughout our three week physical survey of our intervention area. Accordingly, sev eral laws and policies directly related or relevant to our study area were reviewed by two
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1.1 Legal Framework
The importance of legislation in development practice is now fully recognised the world ov er, howev er the real issue is how to make laws effectiv e both in conception and implementation for the benefit of the present and future generations within every locality. These laws now guide dev elopment, redev elopment and renewal of cities all ov er the world and it is with the same rationale that the Turkish government hav e enacted laws expected to reshape their Historical Districts, which hav e up to now dev eloped in a piecemeal and organic pattern ov er time. Be that as it may, the practicality of these laws to address an array of interests - economic, social, organisational and cultural, as well as spatial and physical - must be questioned and determines whether they are enabling or disabling. Accordingly, we hav e examined the existing legal framework to determine its credibility in enabling the creation of a sustainable environment and/or successful developmental conserv ation. 1.1.1 Existing legal framework At a local lev el, it is important to understand the legal context within which Fatih Municipality currently operates, in terms of how it might inform the urban renewal projects being implemented within their city territory. Also a thorough inv estigation, including direct observ ation and meetings with the affected community, is necessary to understand popular perception of the laws which might ideally create an enabling environment for all stakeholders. W hether this approach takes place or not, our research aims at identifying any potential area for review within the provisions of this laws. Therefore our research focused on a number of national laws promulgated by the Turkish gov ernment specifically for municipality administration, the improvement of their physical env ironment, and the conservation of historic sites within their jurisdiction. The Law on Conserv ation and Restoration of Turkey code number 5366, the New Law on Municipality for Turkey code number 5393, and the Urban Conserv ation Law of Turkey code number 5266, all mentioned abov e, constitute the existing legal framework within which Fatih Municipality derives powers and legal backing to carry out their renewal programme of the Nesli!ah and Hatice Sultan Historic
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Districts. The relev ant content of these three laws is briefly set below. 1.1.2 Key Laws for consideration Law 5366: The Law on Conservation and Restoration Law 5366, enacted on 16t h of June 2005, has been produced as part of the Turkish Governments strategy to modernise the historic districts and make them more attractiv e for tourism inv estment. This strategy does not giv e due consideration to the social and cultural perspectiv es of the existing residents within these areas before the promulgation of this law. The possible implications of this law cause great alarm not only among the residents of affected historical districts, but it has also attracted the attention of academics and the organised civil societies in Turkey and beyond. The law seeks to achieve the upgrading and subsequent protection of historic and cultural heritage across Turkey, for the greater public good, through the urban renewal of these areas. It is for this reason that the law is generally perceived as empowering the local government to take action, whereas the affected community hav e no choice. The prov isions of the law stipulate the following: Restoration zones will be determined at the municipality level All fixed assets within such areas are subject to the terms of the municipalities restoration project (prepared in accordance to the law 5366) Implementation of such projects could be carried out by the municipality or delegated to public agencies or organisations Fixed assets incompatible with municipalities plans may be expropriated whether an agreement on compensation is reached or not. Consideration is giv en in special cases of public interest, such as educational, health, cultural or social rights within the area All local laws contradicting law 5366 are not enforceable within the designated conserv ation and restoration area Finally, it will respect the provisions of international laws48
Clearly, the law neither adequately protects the housing rights of the established property owners (property being the primary fixed asset in this context), nor does it consider the interests of the tenants within the area, or
48
Republic of Turkey, 2006, Laws on Municipalities number 5393
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much less any squatters and others that may become homeless in the process. Howev er, the affected community can seek solace in article 7 of the law 5366, which pledges obligation to the provisions of international laws. Efforts to reiterate these laws will be seen in one of the teams Priority Action Projects presented to Fatih Municipality by our predecessors (see chapter fiv e, Priority Acton Project one: Halt demolition Hatice Sultan & Nesliisah in DPU report 2007). Therefore, we believ e that the continued implementation of the law 5366 in parts is clearly ev ident without due consideration for article 7 will not only adv ersely affect the relationship of Fatih Municipality and the people they serv e, but it will be an impediment to gaining international confidence toward the Istanbul city of culture 2010 project and the accession to the European Union in v iew. Law 5393: The New Law on Municipality Credit must be given to the Turkish gov ernment for instituting a legal framework that empowers the municipalities, seen as the arm of government closest to the people, to carry out dev elopment within their area according to citizen opinion. The New Law 5393 on Municipality, enacted in July 2005, is therefore admirable not only because it supports the principles of decentralisation of decision-making, but also because it is possible to see a real dispersal of powers and resources in the administration of the city. Howev er, Fatih Municipality must note that their transferral of this gesture to the community they serve is not apparent and appears to not hav e been respected in their interpretation and implementation of the law. Therefore, for Fatih Municipality to achiev e a more coordinated, effective, and citizen-based strategy towards municipal management, we believ e and recommend strongly the implementation of projects through a City Council, as provided for in Article 76 of the new Law on Municipalities (No.5393). This article aims towards institutionalisation of participatory approaches, and the pulling together of financial and intellectual capacities within municipal authorities, civil and nongovernmental organizations, central gov ernment departments, and other stakeholders, for the benefit of the City and Citizens. This is conceived as the umbrella of all stakeholder or interest to contribute to development that affects them within all municipalities in Turkey. The law explicitly stipulates the establishment of the City Council for dev eloping a common v ision for the city and
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a sense of citizenship, as well as the principles of transparency, accountability, participation and 49 for project design, implementation and subsidiarity ev aluation. Law 5266: Law on Urban Conservation It is important to first note that this law has been incapacitated by Article 7 of the above law 5366: this article stipulates that provisions in violation of this Act (5366) of other laws shall not be enforced in the restoration zones cov ered by the act.50 Therefore, in light of our study area being designated a restoration zone as abov e and by the appropriate authority, in accordance with Article 1 of the Law 5366, the urban conserv ation Law 5266 becomes redundant. Law 5266 actually supports the preserv ation and conserv ation of historic sites and monuments. This is a less disruptive approach that than of Law 5366, which targets redevelopment and rehabilitation of historic sites and repeals other laws that stand in its way. The approach of the Fener-Balat Rehabilitation Program (EU), also within Fatih municipality, is based on the Law 5266. It has caught the attention local communities, academics and the international organisations as a scheme that defends the housing rights of all categories of residents existing within the project area and discourages gentrification and maintains rental v alue. 1.1.3 Comments from stakeholders At this junction we feel it necessary to restate the anxiety of the Sulukule community, openly expressed by their lawyer, that the establishment of the City Council has been delayed and suppressed by Fatih Municipality. In the process third parties hav e both already bought and hav e established contracts to buy property in the renov ation area, meaning that accurate representation of the Sulukule people in the City Council is almost impossible to determine, and subsequently their genuine v oice may hav e been lost. This is somewhat surprising because both Law 5366 and 5393 were enacted about the same time (June/July 2005 respectiv ely), and the renewal of Nesli!ah and Hatice Sultan Historic Districts represents a perfect test for showcasing both laws in harmony with each other.
49
Republic of Turkey, 2006, Law on M unicipalities number 5393, Article 76 50 Republic of Turkey, 2006, Law on Conservation and restoration number 5366, Article 7
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Regarding Law 5366 specifically, it is strongly criticised by the affected communities, some academics and some officials within the city management who remain anonymous. Our working relationship with these groups of citizens during our research rev eals that the law is already due to be repealed or at the very least amended. In fact we are of the strong opinion that renewal plans cannot continue to go ahead under this law until it is deemed satisfactory by all. We must not fail to acknowledge an observ ation of the United Cities and Local Governments (Middle East & Asia Section): that the prev ailing problem is the lack of participation and accountability in the exercising of municipality responsibilities to its residents, particularly in the case of Sulukule. The question has been raised as to why Fatih Municipality is yet to established a City Council which could serv e as an effective bridge with the community and join the league of district municipalities in Istanbul (Burcsa & Nilufer) already benefiting from the structure. Howev er it is nev er too late for efforts to be made: the City Council in our view is the perfect platform to bring together all actors and ensure that no interest is marginalized. It comprises representatives of civil society, organizations, professional bodies, trade unions, universities, political parties, public institutions, amongst many others (when I said before that we needed to say what a city council was this is what I meant, but it needs to go much earlier, when you first mention them, and say that it is a decision-making mechanism). 1.1.4 Conclusions A review of the legal framework and inv estigation into its implementation indicates that non-compliance with some of the provisions of the laws tampers with the fundamental rights of the affected communities. For example, the Law 5366 on conserv ation and restoration submits to international laws in Article 7, and the Law 5393 on municipality dwells on the principles of transparency, accountability, participation and subsidiarity. Howev er these two prov isions hav e not been fully considered in the implementation of ongoing interv entions by Fatih Municipality, in order to benefit the citizens they serve.
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1.2 Policy Framework and Planning Documents
Policies are instruments that guide decisions and actions within planning. They are formed in order to achieve outcomes that are coherent with a pre--determined overarching vision or set of principles. Unlike laws, it does not hav e the legal power to make actors comply. The strength of each policy v aries, depending on the recognition and approv al it has received from the governing bodies and main stakeholders. To highlight this, one of the key policy documents we hav e studied is the Istanbul Metropolitan Plan Document by the Istanbul Metropolitan Planning Unit. The Istanbul Master Plan has been approved at 1:1, 00,000 but not at 1:25,000. In contrast, the Mass Housing Authority, TOKIs policy is endorsed and supported by the gov ernment and so it is fully being adhered to. Depending on individual municipalitys willingness to sign up to Turkeys Local Agenda 21, the compliance of this policy is optional. Despite the v arying legitimacy between different policies, examining the policy framework is still important in determining the main agendas of the stakeholders and to find out the possibilities of what could and should be done. 1.2.1 Existing Policies The Housing Dev elopment Administration (HDA), Gov ernment of Turkey also known as TOKI has developed an Emergency Action Plan (Housing and Urbanisation) which addresses recently made housing policies. Under the heading of Social Polices, the two important articles of the plan are given below:
SP 44 of the Action Plan states that; squatter housing construction will be prevented in cooperation with the local governments and existing squatter areas will be rehabilitated.51 SP 45 of the Action Plan urges that; low-income groups will be provided adequate housing units in a short period of time and with low repayments.52
Kocabas(2006) explains that new policy drivers, particularly increased awareness of earthquake risk and the European Union (EU) harmonisation process, are also
51 52
http://www.toki.gov.tr/english/overview.asp http://www.toki.gov.tr/english/overview.asp
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creating an opportunity to mov e towards more effective policies for sustainable urban regeneration.53 1.2.2 Key Policies and planning documents. The team identified three key planning documents to further inv estigate. These are: the Istanbul Master Plan Document prepared by the Istanbul Metropolitan Planning Unit, The Turkey Local Agenda 21 Document, and the policies of the Mass Housing authority TOKI. Istanbul Master Plan Document prepared by the Istanbul Metropolitan Planning Unit (IMP) The IMP is a special planning department set up by the Mayor Istanbul Metropolitan Municipality (IMM) with the specific mandate for regional strategic planning, and consists of 15 departments all working on the preparation of a master plan for the growth of Istanbul with respect to its current growing global needs. The key agenda addressed in the document is the accession to the EU54, as Turkey is currently a candidate for EU membership. It is important to highlight at this stage that the document represents part of much larger efforts of Turkey to become a part of the EU, thus many of the countrys activities are channelled to be coherent with standards set by the European Union. The vision and missions of this policy document are numerous. Listed below are those which we found to be coherent with our school of thought and wish to adv ocate: Sustainable and harm onious growth of Istanbul taking into account social, econom ic and cultural dim ensions Protection of the ecological balance and the fostering of sustainable and disaster resistant developm ent Protection of the historical, cultural and natural values of Istanbul Protection of Bosporuss and the Historical Peninsulas historical and cultural structure, their universal identity, landscape and silhouette The Istanbul Master Plan Summary, IMP, August 2007
Kocabas A, (2006), pp. 107126, "Urban conservation in Istanbul: evaluation and re-conceptualisation", Habitat International 30
53
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Developm ent of the tourism sector whilst increasing its proportion within the urban econom y and im proving overall quality of the sector Developm ent of the city economy focusing on services sector, inform ation and comm unication economies and cultural industries To develop Istanbul as an International Main Door for Investors, Tourists and Visitors Providing diverse housing opportunities for different social groups Creating Em ployment Opportunities for Unskilled Labour or Limited Skilled Labour Producing sm all and inexpensive housing for middle and low incom e groups, in the inner city Using Mortgage Systems for sm all and inexpensive housing Fostering Housing Developm ent Administration of Turkeys authorities for planning and im plementation, to be used for the renewal of the existing settlements within the partnership of m unicipalities Creating hierarchical focal points of public services Using urban design approaches in order to increase the spatial standards Transferring to new governance approaches in order to encourage continual and close cooperation am ong the central and local governments To establish a fram ework of governance that em phasizes cooperation between partners 55
The IMP further believ es that by applying the v ision recommendations to the Istanbul metropolis, the future of the city and its inhabitants can be better protected through the application of sustainable development principals. The IMP thus understands and acknowledges the issue of a current lack of participatory approaches, which they believe are the crux of sustainable design methods. The Turkey Local Agenda 21 Document The Turkey Local Agenda 21 program is divided in 4 phases Phase I - Prom otion and Developm ent of Local Agenda 21 in Turkey Phase II - Im plem enting Local Agenda 21 in Turkey
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The Istanbul Master Plan Summary, IMP, August 2007
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Phase III - Localizing the UN Millennium Developm ent Goals and WSSD(World Summit on Sustainable Developm ent) Plan of Im plementation through the Turkey Local Agenda 21 Governance Network Phase IV - Localizing the UN Millennium Developm ent Goals in Turkey through the Local Agenda 21 Governance Network56 Partnership with 10 metropolitan municipalities, 21 prov ince centre municipalities, 38 district municipalities in Turkey. Increased partnership with municipality mayors in Istanbul to include 5 District mayors today (Bakrky, Be!ikta!, Saryer, $i!li and Zeytinburnu)
The core principle of the project which is the establishment of city councils is the much publicized and accepted approach to project design, implementation and ev aluation The key achiev ements of the UCLG in promoting the Agenda 21 include the following: Publication of the Turkey Local Agenda 21 Handbook (printed February 2005) Gathering of support for the Millennium Dev elopment Goals Women and Youth participation in dev elopment: both a W omens Council and a Youth Council hav e been established nationally
In addition to these achiev ements, the enactment of the New Law on Municipalities 5393 as previously described encourages the institutionalisation of the principles of Local Agenda 21, namely the establishment of a City Council, as well as principles of accountability and participation. We recognise that to obtain a more coordinated and effectiv e system of good gov ernance, the importance of implementing projects through the City Council (as provided for in Article 76 of the law) must again be emphasised. This is because the City Council strategy aims to institutionalise participatory approaches and pull together financial and intellectual capacities of all stakeholders.
56
http://www.la21turkey.net/
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Mass Housing Authority (TOKI) TOKI was established in 1984 as a public sector entity under Law 2985. Its primary role is to build, promote and support the construction of social housing as well as social facilities and infrastructure. TOKI reports directly to the Prime Ministers Office of the Republic of Turkey. It has no share capital and its reserves are primarily made up of retained earnings. The TOKI housing framework promotes home ownership for lower to middle income groups. TOKI develops three type of housing aimed at: i) upper middle class, ii) middle class, iii) social housing. It seeks profits from development of type i & ii, in order to subsidise the construction of its third type.57 TOKI has prepared a new model specifically for the renov ation of squatter areas. Under this model TOKI constructs modern settlements, evicting illegally occupied and underdev eloped squatter regions. These are the regions which lack basic services such as water, sanitation etc. The evicted households are then relocated in a v acant area which belongs to the government. The cleared land, then, is used by HDA
Information from Fatih Municipality representative and TOKI Contractor, given verbally during meeting dated 6/5/2008.
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(Housing Development Administration of Turkey) and the municipality for regeneration through urban renewal projects, since those squatter areas are often v ery v aluable in terms of urban rent. 58 1.2.3 Comments from stakeholders IMP representative, Mr Murat Diren identified a lack of social rental housing strategies in Turkeys housing policy framework. Tasoluk, the resettlement area provided by the municipality for the evicted tenants of the Nesli!ah and Hatice Sultan renewal project, is not considered ideal by IMP as it contradicts their strategic plans for the city of Istanbul. In addition, Tasoluk is not a suitable area for housing since it is near to forest conserv ation and water catchment areas. There is also no plan to build an underground transport connection close to Tasoluk due to the same reasons. IMP further stated that the issue of relocating Sulukule is essentially concerned with financial gains to be made, arguing that people cannot be so easily transferred because culture itself cannot be easily transferred. They further add that earthquake risk is not a
58
http://www.toki.gov.tr/english/mass_housing_law.asp
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reason enough to displace people, as much more developed areas of the city face the same problems. Professor Alper Unlu at Istanbul Technical Univ ersity shares the view that there is a gap in institutional policies in the protection of tenants rights and issues, which is emerging as a common problematic in the current series of renewal projects around the historical districts of Istanbul. 1.2.4 Conclusions The policies developed by the IMP provide a holistic view for sustainable growth of the city. The policies identified abov e need to be considered and are extremely useful in the case of an alternative development plan of Nesli!ah and Hatice Sultan. There is a high demand for social housing which puts pressure on TOKI to provide housing, the results of which are mass housing systems, often located at the periphery of the city, and at times on unsuitable land (e.g. Tasoluk). Emphasising the previous conclusion from the legal framework analysis, a City Council as promoted by Local Agenda 21 is in our view the perfect platform to bring together all actors and ensure that no interest is marginalised. Again the question is why Fatih Municipality is yet to join the UCLG, and the task is to ensure that it benefits from the wide range of opportunities that are they present.
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1.3 Institutional Framework
Laws and policies, howev er important and relev ant they may be to the development proposals, require effective implementation by institutions. The nature of their role and the agendas of these institutions can highly influence how the legal and policy framework is interpreted and implemented, as prev iously discussed in the last two sections. Identification of all the stakeholders is therefore important in the analysis of the situation. These are the people or organisations that stand to be affected; hav e influence or vested interests ov er the Nesli!ah and Hatice Sultan Renewal project. 1.3.1 Presentation of stakeholders The compilation of all the stakeholders is presented in a Stakeholders Diagram classified under the main categories of State, Civil Society, Market, International Agencies, Academic, and Media ( see figure 3.1). Through this diagram, the relationships between the main spheres of stakeholders and more specifically between the individual stakeholders hav e been identified. It must be noted that as the urban renov ation project progresses, the stakeholders and/or the relationships between them may change. This can be seen in the changes made with comparison to the stakeholders diagram of last years BUDD report: Placing Sulukule.59 A significant development from the previous analysis has been the classification of the People of Sulukule into a series of sub-groups. As the municipalitys plans develop, it has become apparent that certain sub-groups of the community will lose out more than others depending whether they hav e documentation to prove their status, or whether they are owners of the property or tenants. The status and interests are v astly different between each of these groups and so one can no longer regard the community as a homogenous sub-group. A second local organisation has also been identified, the Nesli!ah Neighbourhood Association. During a walking tour with the urban historian Orhan Esen, this association was described as associated with the more puritan and slightly wealthier class of the neighbourhood. This organisation and the Sulukule Platform hav e conflicting interests, with the supporting the municipalitys plans, for
59
Msc BUDD students of DPU report: Placing Sulukule: towards an alternative proposal to conserv e the living heritage of Romani Culture, June 2007, pp 36
67
Figure3. 1 Stakeholders Diagram of the Nesli!ah and Hatice Sultan urban renewal project
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example by working in conjunction with Fatih Municipality in implementing certain skills training courses. There is strong support from Faith Municipality for this community association. There has also been an addition of the media sphere in the Stakeholders diagram. Throughout the previous year, the situation in Sulukule has gathered significant interest for people within Turkey and across the globe. This is evident through the inv olvement of INURA, the International Network of Urban Research and Action, carrying out workshops based on the Sulukule project. During our field work, we also came across v arious film directors and other academics keen to document and prov ide proposals for the project. The local and international media hav e played a significant part in generating these interests using the musical and cultural heritage of Sulukule area as the foundation to attract attention. In contrast, the media has also a role in exacerbating the common stigmatisation of Roma people, or the manipulation of and misrepresentation of information to do with the project. This stakeholders diagram (see fig. 3.1) suggests a breakdown in the relationship between the Platform and Fatih Municipality at present, which is detrimental to the community as the Platform represents the v iew of many members. This allows the municipality to directly negotiate with individuals, which may leav e the community as a whole more v ulnerable to dictation of decisions from the municipality, as the collectiv e force of the civil society is not being mobilised in order to lever some bargaining powers. As we can see, there are an abundance of stakeholders inv olved in the project adding to the complexity of the situation. Further complexity exists even within stakeholder groups, such as the state itself: the roles and responsibilities of each tier of gov ernance are unclear. There is still a multitude of plans that involve a large number of actors with ill-defined competences leading to a diluted global vision and focus on the principal priorities.60 It is acknowledged that the diagram is useful to demonstrate the v arious linkages between certain actors, but is unable to annotate the nature of these relationships. This shortfall will be addressed in what follows.
60
Organisation for Economic Co-operation and Dev elopment, Policy Brief: OECD Territorial Reviews: Istanbul, Turkey, March 2008.
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1.3.2 Key stakeholders To further dev elop the analysis of stakeholders we need to prioritise and identify the key stakeholders in this situation. Then we can understand each of their roles and assess their individual interests. We hav e identified the key actors as: the ones who are most directly affected by the project (the people of Sulukule and their representative local organisation, the Platform); the most influential actors/ institutions (Fatih municipality and TOKI); the organisations which have the potential and should have more influence ov er the project (UNESCO/ ICOMOS). People of Sulukule The community of Sulukule as a whole hav e some consensual interests which include the choice to remain in Sulukule, as well as a majority who want to erase the negative perception associated with the area.61 As prev iously discussed, the people of Sulukule can be categorised into sub groups based on their differing status and interests. Registered Owners: This group can be disaggregated into owner occupiers; owner non occupiers and 3 rd party owners who are people who hav e purchased a property after the inception of the project in hope to gaining purchase rights for the new houses in Sulukule. Our concern is mainly for the first two groups of owners, who would like to remain as house owners in Sulukule or receiv e compensation which is on par with the market v alue for the sale of their property. The rehabilitation of the physical env ironment in the area is also of benefit to them. Certified Tenants (Fatih municipality recognises all tenants with papers prov ing residency pre-2006 as certified): They would ideally like to remain as tenants in Sulukule and hav e controlled affordable rents after the rehabilitation process. If relocation has to take place, socio-economic opportunities are required for them in the new location. Uncertified Tenants: they would like to be recognised within the resettlement program otherwise to hav e access to interim support for searching new locations.
Residents of renov ation area, Informal interviews during fieldwork, May 2008
61
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Once recognised as certified, their interests will match that of the certified tenants. Certified business owners: They would like to obtain similar rental space within commercial premises of the new dev elopment and with that; there is a potential increase in income due to economic opportunities bought about by the dev elopment. Informal business owners: They would like to hav e their business legitimised or have the option to hav e their business maintain functioning within the new project. Sulukule Platform The Sulukule Platform is formed of an alliance of NGOs and CBOs: the Accessible Life Association; Human Settlements Association; Sulukule Romani Culture Solidarity and Dev elopment along with many others. The Sulukule Platform campaigns to preserv e the existing Sulukule and protects the interest of its original inhabitants. Their work aims to mobilise the community and gather the attention and support of outside interests in order to strengthen their campaign. They fundamentally would like to be able to influence in the decision making processes of the project. Fatih Municipality and TOKI Fatih Municipality wants to redev elop the Sulukule area in order to improv e the physical and social conditions. There is also a desire to develop the Fatih district into a zone for commercial and tourism activities as well as preserving the historic heritage of the area. TOKI provides and manages affordable social housing for ownership by the low income group. As described prev iously in this analysis, it has a profit making section through dev elopments for middle and high income groups to achieve funds for its social housing. As part of its housing program, the role of TOKI is also to renov ate squatter areas and rehabilitate existing housing stock in cooperation with municipalities.62 Fatih municipality has a strong working relationship with TOKI, with TOKI as the
62
Housing Development Administration of Turkey. (2008) NEW IN HOUSING DEVELOPM ENT AND THROUGH HDA's FINANCIAL TECHNICAL M ECHANISMS.
PROSPECTS INNOVATIVE
www.toki.gov.tr/english
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administrators for the development in Sulukule and the proposed relocation settlement of Tasoluk. UNESCO/ ICOMOS Both UNESCO world heritage and ICOMOS are international organisations which hav e shared v alues and agendas in the conserv ation and protection of heritage places. They act as standard- setters and perform as a council for the sharing and dissemination of knowledge in the field of cultural heritage preserv ation. So in the context of Turkey, Istanbul and Sulukule, their role could potentially be to provide effectiv e support to the central gov ernment for the safeguarding of the integrity of world heritage property; actively promote the cooperation between Fatih Municipality, the Metropolitan Municipality and the Ministry of Culture and Tourism as well as promoting heritage v alues among the local population. The agenda of these institutions are extremely compatible to the situation in Sulukule, therefore their inv olvement and influence in the project should be enhanced. 1.3.3 Influence and Interests tool for stakeholders By mapping all the stakeholders in a chart of relative lev el of interests and relative level of influence (figure 3.2), one can easily identify who stands to lose or gain significantly from the project and whose actions could potentially affect the projects outcome. This method intends to address the nature of the relationships between stakeholders, which we were unable to see from the earlier diagram (See figure 3.7). The assessment of the ratings of interests and influence of each actor is based on our own perception gathered during our field research. Howev er it is still a useful tool allowing for diagrammatic representation of the strength of position of each stakeholder and where the concentration of decision making powers lies.
72
Figure3. 2 Chart of stakeholders interests and influence
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The chart reinforces Fatih Municipalitys and TOKIs crucial roles in determining the success of the project, as they hold both high interests and high influence. There is also a div erse range in the scale of influence amongst the people of Sulukule, further strengthening the need to not homogenise the community. Despite the high relevance of the issue in terms of heritage conserv ation, UNESCO has failed to become directly inv olv ed in the project to provide their expertise in the field of conserv ation, and hav e largely limited themselv es up to this point to comment only. There is also a wide dispersion of stakeholders in the chart, highlighting the complexity of power struggles and disparity of inv olvement between them. 1.3.4 Conclusions The macro forces driving the rapid transformation of Istanbul and the wider issue for the renewal of Sulukule were described in chapter of [Setting the Scene]. W e believe the project of Sulukule will set precedence for a series renewal projects that are planned around the historic districts of Istanbul, such as those already in progress in areas such as Fener-Balat and Tarlaba!i. For this reason, there is a high lev el of interest by v arious institutions to deliver a socially, economically, and physically sustainable stakeholders. solution that satisfies all
The first stakeholders diagram (see fig. 3.1) demonstration of a breakdown in the relationship between the Platform and Fatih Municipality is a big hindrance towards achieving a solution to satisfy all that is concerned. The potential of the Platform to act as an aggregate force of the community is not being utilised. The team hav e also identified ov erlapping areas of responsibilities and fragmentation between different state bodies. There seems to be a lack of global vision and dev elopment principles running coherently through the state system, hindering the process of planning. From the chart (see fig. 3.2) we can identify a large number of actors with a high degree of interest and influence in the project. Conflicts ov er the renewal project of Sulukule have been ongoing since 2005 despite efforts of these actors to reach a consensual solution. In conjunction with the complexity of relationships or lack of relationships between these actors, we hav e also identified there to be a lack of coordination, dialogue and understanding between the actors.
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1.4 International Policies
International policies are the shared agreements and standards internationally. They are collaborated and signed up to by a large group of countries as guiding principles for ev eryone to work in accordance with. The international is often for recognition the motiv ation for countries to comply with such requirements. Specifically to Turkey, as mentioned in chapter 2, many reforms hav e been carried out as a result of EU pressures for Turkeys accession to the European Union. Therefore we hav e examined the main international policies that are closely related to the issues in Sulukule as part of our analysis. 1.4.1 Existing International Policies The ev ictions currently taking place in the Sulukule area violate v arious International Laws, Charters, and Cov enants, which are fully referred in last years BUDD report63 and are listed in the appendix. Other than those listed, we hav e identified UNESCO and CESCR as the two main international organizations engaged in this issue. UNESCO - the United Nations Educational, Scientific and Cultural Organization is working to create the conditions for genuine dialogue based upon respect for shared v alues and the dignity of each civ ilization and culture64. CESCR is the body of independent experts that monitors implementation of the International Cov enant on Economic, Social and Cultural Rights by its States parties65. For UNESCO, the definition of heritage, especially intangible heritage, needs to be clarified. At the same time the recommendations related to the conserv ation of intangible heritage also importantly need to be reviewed. For CESCR, key policies mainly focus on housing rights, and there are particular documents concerning Roma people. These clarifications will be made in what follows.
64
http://portal.unesco.org/en/ev.phpURL_ID=3328&URL_DO=DO_TOPIC&URL_SECTION=201.html DPU(2007) Placing Sulukule, Towards an alternative proposal to conserve the living heritage of Romani Culture, pp75)
63
65
http://www2.ohchr.org/english/bodies/cescr/
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1.4.2 Key documents reviewed UNESCO: Intangible heritage 66 According to the 2003 Conv ention for the Safeguarding of the Intangible Cultural Heritage, the intangible cultural heritage (ICH) or liv ing heritage is the mainspring of our cultural diversity and its maintenance a guarantee for continuing creativity. The Conv ention states that the domains of ICH including performing arts, such as traditional music, dance and theatre and Social practices, rituals and festiv e ev ents and traditional craftsmanship. It is also said safeguarding measures for traditional performing arts should focus primarily on transmission and strengthening the relations of master and apprentice which should follow the participation of the community, groups or individuals concerned. Funding for the Safeguarding of the Intangible Cultural Heritage is established giving special attention to the ones inscribed on the List of Intangible Cultural Heritage in Need of Urgent Safeguarding and for the preparation of inv entories. As Sulukule community has the specific performing arts which is dancing and they hav e the capacity to organize culture events, they should hav e the right to stay and sustain this tradition and hav e the opportunities to promote it. One of the safeguarding measure should be preserv e the social connections within the community which is also a key issue in the regeneration project. CESCR: Housing rights and Roma people67 The major international human rights instruments codifying the right to adequate housing include the International Cov enant on Economic, Social and Cultural Rights and the Revised European Social
All quotations under this subheading are taken from UNITED NATIONS Press Release (2007) Governments should take positive steps to protect housing rights of Roma in Europe, UN and Council of Europe Ex perts Say, UNITED NATIONS Press Release (UN Document A/HRC/4/18).
67
All quotations under this subheading are taken from http://www.unesco.org/culture/ich/index .php?pg=00002
66
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Charter. Many other UN treaties are also relev ant, such as the European Conv ention on Human Rights and EU legislation in the field of non-discrimination. The right to adequate housing is crucial for the enjoyment of other rights such as priv acy, freedom from degrading treatment, education, employment, food, health, social security, freedom of mov ement and so on. So to grantee the basic rights, concerted effort is required at national, local and pan-European lev el to end the housing crisis of the Roma. The recommendations of CESCR emphasize strengthen Domestic legal provisions to ensure security of tenure for all v ulnerable groups and individuals. That means it is necessary to bring Legal protection against forced ev iction into conformity with international law and encourage national authorities to apply the Basic Principles and Guidelines on Development-Based Evictions and Displacement prepared by the Special Rapporteur under the auspices of the UN Human Rights Council. At the same time, it requires the use of criminal law measures to thwart nomadism should be ended, and adequate site provision should be prov ided for Trav ellers in countries, regions or areas where there are such communities, which means the persons and/or communities have been expelled from their housing or land should be swiftly forthcoming and persons or entities culpable for violations of law should be brought to justice. In addition, the Roma settlements which is recognized lacking formal tenure. So to ensure the dignity of the inhabitants, full and meaningful consultation with affected Roma communities is required. Finally, when come to the legal framework, the national legal frameworks and European legal standards on antidiscrimination law should be enforced to ensure compliance by local authorities with the international law of housing rights. The arbitrary treatment based on racial animus against Roma should be ended. The Roma who often act as tenants rather than owners who should also hav e correspondent tenure security and be considerate in the regeneration process. At the same time, to offer the adequate site, the relocation program should take on-site relocation at the first place if it is possible. The provision of adequate housing to Roma people should be part of the key part for regeneration project as well.
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1.4.3 Conclusions The Sulukule community has a long-established tradition of performing arts, such as music, dancing, and festive ev ents, which need to be conserved and promoted through the participation of the community, groups or individuals concerned. Safeguarding measures for traditional performing arts should focus primarily on transmission and strengthening the relations of the community members. The Sulukule community members, through existing international policies, hav e a right to secured tenure for all v ulnerable groups and individuals. Adequate site provision should be provided in the relocation of Sulukule community members, with onsite relocation as the best choice. Recognised tenure should be formalised and brought up to standards adequate to ensure the dignity of the inhabitants in Sulukule. The promise of Fatih municipality that the physical and socio-economic conditions of the local people in the area marked for renewal hav e been taken into consideration, and participation and the consultation of all these projects were ensured, should be transparent and recognizable to local people.68
68
Gay M cDougall (2008) PROMOTION AND PROTECTION OF ALL HUM AN RIGHTS, CIVIL, POLITICAL, ECONOMIC, SOCIAL AND CULTURAL RIGHTS, INCLUDING THE RIGHT TO DEVELOPM ENT, Report of the independent ex pert on minority issues, Seventh session Agenda Item 3, UNITED NATIONS Human Rights Council.
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1.5 Summary of Findings
1.5.1 Presentation and Justification of key issues After carrying out the analysis in the four main areas of legal, policy, institutional and international policies framework, we hav e identified three key issues that our main findings relate to. These are categorised under the areas of participation, housing and conserv ation. The renewal project is not currently following a recognized participatory approach for all actors. It has also been observed that the tenants are demanding onsite relocation alternatives. Howev er, there is lack of protection within the institutional laws to safeguard the interests of renters and to transfer the possible merits of relocation strategies to future development projects. The team also observ es that work regarding heritage in the renewal area should include both Tangible and Intangible heritage, cooperation from all stakeholders. with the
The team sees an opportunity for the promotion of tourism from a civic point of view, which would enable employment generation for residents and encourage economic and social growth. This would be coherent with the UNESCOs conv ention on world heritage and other important charters on conserv ation.
1.5.2 Participation Our research into assimilation of key issues and alternativ es for the study area demonstrates the fact that people can only become genuinely committed to projects and programmes which are deriv ed from their needs, which adv ance their interest, which take into consideration their capacities, limitations and constraints and which incorporate their participation in problem definition, project determination and design in choice of modalities or strategies of programme implementation
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and in the ev aluation of the past and present effort69. This is not currently the case in the renewal plan; therefore, Fatih Municipality must take urgent steps to gain the trust of the people they serve, by establishing processes of enablement and principles of participation. In the implementation of such long term projects such as that of the Nesli!ah and Hatice Sultan renewal, participation at all stages, at all levels, and amongst all actors is vital, and the importance of pulling together all stakeholder resources cannot be ov er emphasized. 1.5.3 Housing The Housing Administration of Turkey, more commonly referred to as TOKI, runs on a sophisticated model to promote home ownership to low income people. Howev er there is a need for onsite relocation for those affected by renewal projects, and additional help is required for the v ery poor, who are not covered by TOKI housing policy. The Istanbul Metropolitan Planning department supports this observ ation within their own master plan: they hav e suggestions for small and inexpensive housing for middle and low income groups in the inner city, and they suggest that a balance of land use distribution is needed in order to minimise the distance from home to work. Also representativ es of IMP say that there is a lack of social rental housing strategies in Turkeys social housing policy framework. Additionally, there is a lack of protection within the legal framework to safeguard the interests of renters. Law 5366 effectiv ely allows for the expropriation of both owners and renters but emphasizes the need to seek agreement with priv ate legal persons (owners). Commendable attempts hav e been made by Fatih in the case of Sulukule to recognize the additional needs and rights of tenants, but such efforts should be made compulsory through inclusion within institutional policies and laws. 1.5.4 Conservation
Taiwo, D.O, 1995 Institutionalization of the Sustainable Cities Concept in City Management Paper presented at the City Consultation of the Sustainable Ibadan Project on environment issues, held at the House of Assembly, Secretariat Ibadan, Nigeria, 23 rd 27 th October, 1995
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Together with the built tangible heritage of the wall and other historical monuments, Sulukule also has a long
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history of performing arts such as traditional music and dancing and festiv e ev ents, all of which also need to be conserved as intangible culture. To preserve this intangible heritage, the key issue is identified as transmission and strengthening the relations of master and apprentice, through the active participation of the community, groups or individuals concerned. The physical linkages between peoples activities and space and the social connections within the community, work together to strengthen the relationship between tangible and intangible heritage. It is this relationship which at the same time also needs to be preserved. areas of potential for further development which we consider significant. The recommendations are: A platform such as a City Council should be established in Fatih Municipality, as stipulated by Article 76 of Law 5393, - To have a common arena in which all actors m ay participate and negotiate with each other. - To promote a balance of power am ong actors.
1.6 Summary of Recommendations

Through our analysis of the legal, policy and institutional framework there are a few key recommendations we would like to put forward for consideration. These recommendations are based on the both fundamental issues that need to be addressed, as well as identifying
Amend the current laws and insert provisions to safeguard the interests of tenants, - To be coherent with international standards and rights.
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Appendix D70 European Conv ention on Human Rights Article 8 (Right to Respect for Priv ate and Family Life) Article 13 (Right to Effective Remedy) Article 14 (Prohibition of Discrimination) Declaration on the Rights of Persons belonging to National or Ethnic, Religions and Linguistic Minorities (UN General Assembly) Article 1 (Protection from State) Article 4 (Exercise of Human Rights without Discrimination) Article 5 (Obligation of State to International Treaties and Agreements) European Social Charter Article 4 (The Right to a Fair Remuneration) Article 16 (The Right of the Family to Social, Legal and Economical Protection) Article 31 (Housing) The Conv ention Concerning the Protection of the W orld Cultural and Natural Heritage of Join ICOMOS/UNESCO World Heritage Committee Article 1 (Cultural Heritage) Article 4 (Duties of State Party) Article 5 (Measures of Protection, Conserv ation and Presentation) Article 6 (Sov ereignty of the States)
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DPU(2007) Placing Sulukule, Towards an alternative proposal to conserve the living heritage of Romani Culture, pp75)
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Physical, Social and Econo m ic Analysis
1. PHYSICAL ANALYSIS
The physical analysis of the area proposed under the current Nesli!ah and Hatice Sultan urban renewal project was undertaken largely through mapping, combined with interviews and fieldwork observ ation. W hat follows is the analysis grouped into categories for working purposes, primarily in order to be able to produce graphic maps.
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Land Use
(Map 3.1) Describes the v arious land uses in the renewal area. Ov er half of all houses are residential, and most shops in the area are mixed use with residential use to the upper floors. In the northeast of the area, the area coloured as recreational represents a small park and an empty space where people can enjoy their active social lives. In addition, a nursery school nearby engages children in education. Places of worship represent the two major religious denominations in the renewal area; a Christian Church (roughly central to the map) and two Islamic mosques of very different scale, both of which are notable for their historic significance. A Hama, Turkish therapeutic baths, is attached to the Mosque in the northeast of the site and is for exclusiv e use by males. From this map it is clear that the heterogeneity of land use within the area makes it a highly diverse and selfcontained area where a v ariety of activities take place. Distribution of different land uses within the project area creates dual activities in and concentrations of activities apparent at v arious nodes creating dual realities. Areas of concentration, such as that of economic activity around the south western crossroads, imply that significant sites exist for the community which bustle with ev eryday exchange and should be both retained and encouraged.
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Map3. 3 Land Use
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Demolitions
This map (Map3.) shows clearly that ov er the course of one year the number of demolished buildings has increased substantially. Most of the demolition has been focused on the most vulnerable area of Sulukule, both in terms of built environment (a concentration of gecekondu), and social v ulnerability (the southern area is mainly inhabited by Roma people). The v olume and concentrated location of demolition activity has led to the inevitable result that the communication divide that exists between Fatih Municipality and residents has become more acute and tangible. Both actors hav e little trust in the other, and there is little information exchange between them, which at the moment markedly reduces the possibility of cooperation in the development of the renewal area. Moreov er, because the rate of demolition is becoming faster, it is presumed that Fatih Municipality are looking to implement their project as soon as possible. In addition it should be noted that the current municipality plan approv ed for the area constitutes a concept plan only, not a set of working drawings, effectiv ely meaning that demolitions are occurring before the future of the land is known. W hen taken together, these two observ ations suggest that the task of how to resettle people on-site should be addressed in our proposals as soon as possible, before the built env ironment no longer allows for the possibility.
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Map3.2 Demolished Buildings
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Landmarks
Through some surveys carried out in the field trip, it can be seen that in the renewal area, there is a sense that community landmarks (cafes, shops, and streets intersections) where people engage in more informal routine, are more significant to the community in terms of their spatial understanding than more official landmarks (mosques, wall). Official landmarks v isually form a significant part of the landscape yet interactions seem to be less animated than around community landmarks (this will be illustrated in later maps regarding activities around the wall). A reason for this may be linked to the unique cultural lifestyle of the community, in which informal networking has all but replaced formal networks, and face-to-face communication in everyday spaces thus holds more importance in their daily lives. Secondly, the presence of buildings used by surrounding communities, such as schools and mosques, creates an opportunity for social integration, attracting outsiders into the area. In this sense, landmarks contribute to the integration of urban fabric both outside and inside the renewal area, and play a crucial role in maintaining the characteristics of community culture while changes to the built environment are made.
W all Mosque
Mini Market
Cross
Mosque
Adv ice Centre
Cafe
Shop
Map3. 3 Community Landmarks
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Built Heritage
The built heritage in the renewal area is multiple and div erse, and includes architectural heritage (the Adv ice Centre, Ottoman-style wooden buildings), religious heritage (mosques, Hama), and archaeological heritage (Theodosian W alls, traditional street patterns). From this point of view, the renewal area has great potential to inv ite tourism, which might be seen as an agenda for local dev elopment that is of benefit to both the main stakeholders.
Map3. 4 Built Heritage
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The Wall
Map3. 3.5 illustrates that the network of the Theodosian W alls which bordering the renewal area are not only listed as UNESCO W orld Heritage, but are also an integrated element of the ev eryday life of local people. Although the relationship is less animated than other streetscapes (as discussed regarding Map3. : Community Landmarks), the community interacts with the wall in ev eryday routines, in terms of: - Household: the walls provide a space for cleaning activities - Commerce: the walls support local economic activities, prov iding a street frontage - Entertainment: the walls are the site of leisure activities for community, such as playing music, chatting, less frequent events such as festiv als - Transport: the walls determine the entry and exit points to the community for road and pedestrian traffic, embodying the link between the inside and outside of the community.
Map3. 5 Interactions with the Walls
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Howev er, Map3. and Map3. 7 show how the current situation of the wall is far from optimal. Although a small part of the wall has been rebuilt by the municipality in recent years (towards the northern end of the renewal area), a large proportion of it remains without any conserv ation efforts and much has collapsed (see Map3. ). In addition, there is no management strategy currently in place for any part of the wall in this area.
Map3. 6 Current Condition of the Walls
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Furthermore, Map3. 7 show how the wall is in the process of further degrading due to the following threats: Natural forces: - Efflorescence: an inevitable natural force corrodes the surface of the walls gradually - Plants: plant roots hav e very high strengths which can destroy the inner structure of the walls. - Creatures: small creatures may dig holes in the walls. - Earthquakes: a powerful natural force which could potentially demolish the walls. Human activities: - Burning: can damage the surface of the walls both physically and chemically. - Pollution: can be dirty and foul-smelling - Inappropriate Rebuilding: can reduce the historic and cultural v alue of the walls - Transport: contributing to pollution, smoke and noise can be harmful to the wall area - Informal structures: reduce the visibility of the walls, and may damage the walls through a concentration of daily activities.
Map3. 5 Threats to the Walls
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2. SOCIAL ANALYSIS To present the teams social analysis we hav e again used a combination of maps to highlight certain social patterns in the area, showing how these patterns are necessarily linked to the physical environment itself.
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Gathering Spaces
An important aspect in order to understand the community and their relation with the physical site is the analysis of their behav iour and way of life. A study of gathering patterns in public open spaces is a perspectiv e which tries to understand how people interrelate with spaces and with each other, and which are their main interests when they are using open public space. W hat is shown in this section is that there is a strong relationship between the community and the open space in the existing built env ironment: streets, door steps and other public space is where most people spend their time in activities which enable contact with other people. Therefore, public open space can be said to constitute the stage for diverse social interaction in the community, based on activities which underline a sense of community cooperation and reciprocal trust. In Map3. 88: Gathering Open Space by Activity, there are four main types of activities that hav e been mapped which generate social interaction in the Nesli!ah and Hatice Sultan area: Commercial: Bars, cafs and stores giv e people an opportunity to relate with other people within the community, based on some form of commerce.
more animated activities such as dancing. These kinds of social interaction usually take place in the streets next to houses, where women hav e a significant role in both participating and monitoring.
Recreational: This activity mainly gathers children and young people in play, and might take in place in unsuspected and impromptu places which leads to a more subtle understanding of how the community perceive space. Transit: Aside from the streets themselves being in effect spaces of transit, people also interact while moving through the area. Therefore the most important streets are also spaces which enable social encounters. This interaction is dynamic and gives a sense of liv ely community within the streets.
Cultural: These activities are based on cultural characteristics of the way of life of the people, which can be simple things like chatting, drinking tea, or
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Map3. 6 Gathering Open Space by Activity
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Figure3. Variety of Activities
There is also a clear pattern of how different users are located throughout the area, which correlates with the different activities. For instance, as a further mapping exercise Map 3.9 shows that there is a clear differentiation between the spaces used by women: who generally use the fringes of street area, men: who tend to be in the commercial areas, and children: who are widely dispersed on the streets.
Figure3. 3 4 x Activity Pictures
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Map3. : Gathering Open Space by Users
These findings lead the team to the conclusion that the strategic use of gathering space enables users to hav e control of what is going on in streets, giving a sense of community ownership and appropriation of public space. Given that people naturally occupy the open space in a strategic way, the distribution of different categories of users within the space follows a clear pattern which derives from a natural commitment to community protection and collectiv e security. For instance as seen in Map3. 10 : Example of Users, adults are concentrated on the boundaries of a large gathering space, controlling and protecting the children which are mainly located in the middle of that open space.
Map3.9 Gathering Open Space by Users
Map3. 7 Ex ample of Users
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Diversity
As previously stated, there is a strong cultural heritage in the Nesli!ah and Hatice Sultan area both built and in the performance arts activities which dominate the area. This is the result of many years of history and the gathering of diverse cultures on the same site. Therefore, in order to understand the div ersity of the people it is important to realise the importance of identity and what it means to the inhabitants. Different elements of identity within the Nesli!ah and Hatice Sultan area are: At an Indiv idual Level: age, gender, economic status
At a Local Lev el: working cooperativ es, religious groups, ethnicity At a National Level: perception of Roma by outsiders, also discourse on transient peoples suggests that the assimilation of a host culture is common, in this case assimilation of Turkishness
The most important aspect concerning identity is the strong presence of Roma people in the Nesli!ah and Hatice Sultan area, particularly in Sulukule. Howev er there is a lack of coherence between the different sources of demographic data concerning the actual numbers of Roma people: Fatih Municipality cites a
significantly lower percentage of Roma people (17%) which contrasts with the data of the Sulukule platform (70%)71. There is also the problem of inaccurate responses from population due to fears of social exclusion; the popular stigmatisation of Roma people as lazy, unhealthy, noisy and untrustworthy make people prefer to identify themselves as Muslims rather than Roma to external persons, including the BUDD team. Howev er, the sense when interacting with the community was that there was little or no active discrimination between the Roma and non Roma actually living in Nesli!ah and Hatice Sultan, and actually the Roma people were very proud of their roots and cultural background and shared this with the community as a whole. To say the area is only div ided by Roma and non Roma would be a mistake, and there are other ethnic groups in the area which should be recognized such as Black Sea peoples and Armenian Muslim. The area is truly a multiethnic community which seems to publicly display high lev els of tolerance towards different members regardless of ethnicity or religion. In our limited
This information was gathered in semi formal interviews with members of the Fatih Municipality and the Sulukule Platform during the BUDD 2008 Fieldtrip in Istanbul. However the real data of the ex act % of Roma people is not clear.
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experience we found out that public everyday tolerance is high. The other important issue concerning diversity related is concerning the type and status of households, which are different according to: renters/owners; and geekondu/apartment blocks. These different living situations make for a div erse community in terms of income levels and property rights, which could lead to the creation of sub social classes. In summary, the community demonstrates a high lev el of social heterogeneity, meaning there are multiple ways to define the character of the community; therefore, all proposals which assume the homogeneity of the community are likely to be inadequate in addressing the totality of community needs and wants.
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3. Economic Analysis
Macro-economic forces Two particular economic forces at a broader scale can be outlined which hav e particular effects on the Sulukule area. The first is the market pressure to renov ate the quantity and quality of housing stock in Istanbul. Av ailable land for housing in the city in general and particularly within Fatih is currently saturated. At the same time demand is growing, particularly for middle-class, white-collar worker housing prov ision currently lacking on the European side of the city. Sulukule represents a central city location, desirable for middle class housing provision, and a high land v alue, increasing the pressure to transform the area through renewal. This agenda also suggests that according to the logic of this macroeconomic pressure, the current working class residents of Sulukule are not the intended beneficiaries of renewal, despite Fatih Municipalitys stated intentions, simply because they would not be able to afford the sort of residences that would maximize the economic v alue of the land. The second force which has an impact on the economic strength of Sulukule is the changing scale and nature of industry in Turkey as a nation. The current agenda of attracting foreign inv estment in large scale industry (see Chapter 3: Analysis, Methodology, bus
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tour) results in a deindustrialization of the central city, hav ing a negative impact on small scale m anufacturing businesses. For the renewal area, this means that small and/or unregistered manufacturing businesses will lose their market to larger scale industries, as well as losing the strategic v alue of a city centre location as the land they occupy becomes lass v alued as an industrial location. Local Context Loss of income from the closure of Entertainment Houses during the 1990s is the major factor still affecting the community long after the events themselv es. Through onsite observ ation, interviews, and statistical information we were able to identify other forms of occupation that are significant to our economic analysis of the area. The table below (Table3. ) shows the results of a 2006 surv ey undertaken by Fatih Municipality regarding employment in the area72. It is v ery important to note that these figures are considered highly conservative by the Sulukule Platform and many members of the community in general, particularly regarding musicians, and no formal employment.
Table3. 1 Employment in the Area
ARTISANS (small businesses) INFORMAL JOBS* LABOURING MUSICIANS UNEMPLOYMENT W ORKING CHILDREN
21% 15% 14% 3% 8% 26%
INFORMAL JOBS: from fieldwork observation and interviews, this is taken to mean: retailers (t-shirts, vegetables, perfumes, watches, bicycles), shoe shiners, also a proportion of musicians. Source: Sulukule Platform Social-Economic survey (2008)
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Figures from Fat ih Municipality publicat ion (nd): Bir ingene Yolculu!u, doc ument regarding gy psy cult ure. Please not e t he percent ages do not equal 100%. The reason giv en by t he municipalit y is t hat t he remaining percent age is const it ut ed of housew ives.
Table3. Table to show main areas of em ploym ent and percentages am ong the Sulukule community W hat is most important to note is that am ong local residents, the rate of unem ploym ent will increase after the planned renewal project, because unregistered small businesses (a proportion of the abov e 21%) hav e no rights to commercial premises in the renewal plans. Moreov er, plans to relocate residents away from the site (e.g. to Tasoluk) mean that the distance from residence
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to place of work will increase to such an extent that regular income will be compromised, as many residents currently work in the Fatih area or the nearby commercial hub of Taksim. Education The table below (Table3. ) shows some 2006 municipality statistics regarding levels of education in the renewal area73.
Table3. 2Level of Education
ILLITERATE ELEMENTARY SCHOOL GRADUATES ELEMENTARY SCHOOL DROP OUTS HIGH SCHOOL GRADUATES
30.6% 34.7% 16.9% 4%
Illiteracy in the area, currently at 30.6%, is a chronically high figure, closely linked to the meager 4% rate of high school graduation. This reveals a community whose educational levels do not reflect the fact that they are embedded in a wealthy European country, perhaps reflecting findings of gross inequality in Turkeys society, according to the latest OECD country profile and GINI index (see Chapter 2, Setting the Scene, Turkey). This brief analysis of the sev ere state of affairs regarding education in the area shows that the upcoming generation is not likely to be able to improve the economic security of the area. It is crucial that measures taken to im prove economic security of the comm unity also address future capacity to m aintain this security, by addressing education. Economic Inclusion Economic inclusion primarily in the employment market of Istanbul is largely determined by the extent to which the Sulukule community are included or excluded socially in the city. The European Roma Rights Centre suggests that special policies to alleviate the poverty and lack of inclusion in mainstream society of Roma peoples would help their social inclusion with the city as
NB. Also to note here is the statistic from the prev ious employment table, which shows a figure of 26% W ORKING CHILDREN Source: Sulukule Platform Social-Economic surv ey (2008) Table3. : Table to show levels of education in the Sulukule community
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Figures from municipality document of present at ion: Nesli!ah and Hat ice Sult an renov at ion area, dist ribut ed at meet ing 30.04.08.
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a whole74. This in turn would help ensure better equality of access for Roma to employment opportunities. As a general assumption, increased employment and collectiv e income helps counteract conditions of poverty, such as the poor physical conditions of buildings, and anti-social behaviour such as drug use and v iolence. It is evident through both social analysis and general observ ation that the Sulukule communities follows a unique and to some extent traditional culture embedded within the many multiethnic, heterogeneous cultures which make up modern Istanbul. The current option of low paid informal work represents an unattractive departure from a traditional way of life, embodied in the economically thriving Entertainment Houses of prev ious years, as well as other activities such as horse-cart driving which has also been banned. As a result of the dramatic economic deterioration that has ensued, a culture has developed in Sulukule of sharing and mutual surviv al, embedded in the community, and rev eals how mutual comm unity support has replaced form al networks such as salaried employment, thereby going some way towards alleviating the negative effects of poverty. An example of mutual community support is the informal exchange and bartering which replaces regular forms of goods markets: informal systems work in the interests of the community, overcoming a lack of monetary resources to meet basic needs. Not being able to pay for goods is often temporarily accommodated for by the generosity of other community members, alleviating shortages. For example, children often receiv e breakfast bread from a particular store owner despite not being able to pay. The children or their parents then give a little money to the store owner as and when means permit. In the planned renewal project, where residents would be displaced and are likely to be separated, inform al arrangem ents such as these would be decim ated and poverty alleviation strategies in the community would be weakened. A further point regarding the decline of traditional employment and social stigma: a general assumption exists that Roma or Sulukule people are not interested in working outside of their traditional areas of employment, and hav e a lazy approach to employment. The results of the municipality surv ey show that this assumption is unfounded. Despite the provision of skills training courses by the municipality, 61% hav e no information regarding
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These and other opinions and suggestions put forward by the European Roma Rights Centre can be found on their w ebsite: www.errc.org
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skills training. The reason for this may in fact be a problem of communication, advertising, and access to these courses, rather than the often cited and racially discriminatory laziness of the community. Crucially, of those aware of courses, 49.2% said they would be interested in participating, clearly demonstrating that alm ost half of the comm unity does not adhere to the outsiders assum ption which suggests that Rom a/people of Sulukule are disinterested in non-traditional em ploym ent, an assumption which reinforces social exclusion.75
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Figures from municipality document of present at ion: Nesli!ah and Hat ice Sult an renov at ion area, dist ribut ed at meet ing 30.04.08.
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4. Key Findings
After collecting and processing the data, it is important to relate the three main spheres of our analysis (physical, social and economic) in such a way that the strong messages at their intersection can be clearly stressed and emphasized. The relev ant findings outlined so far in the previous section can be summarized as follows: As far as the physical sphere is concerned it has to be underlined that the incredible heterogeneity of the built env ironment offers a strong opportunity, as it is now configured, for social interaction and community relations. The social sphere highlights the multicultural essence of the area that after centuries of adaptation has found a rare and admirable balance between ethnic and religious differences, livening the hope for social integration and communal coexistence. Finally the economic sphere exposes how pov erty and financial inequality, although eased by effectiv e social networks (informal credit and loans within the community) and physical support, are still one the most determinant obstacles to an appropriate and sustainable development solution for the area. Based on the experience of our analysis, we can observ e how the strongest of the relationships between the three spheres lies at the intersection between the physical and social dimensions (see Figure3. ): W here physical and social realities intersect, place v alue and intangible v alue are linked, strengthening the concept that who people are and where they liv e are two features indissolubly related. The change of one will consequently undermine the stability of the other. This represents the key message of our analysis that can be considered extremely relev ant especially in the context of the ongoing process of demolition in the urban renewal area.
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5. Key Recommendations
Focusing on the three main areas of our analysis and specifically on the main finding arising from these, a series of recommendations can be drawn out: The promotion of partnerships for implementation of action should be aimed directly to preserve the tangible and intangible heritage of the study area, and specifically the interrelation between social activities and physicality of spaces. The social networks and micro-finance facilities developed to ov ercome the issues of pov erty should be safeguarded and strengthened through appropriate interv entions both at physical and policy lev els. The multiple social and physical characteristics of the urban renewal area should be emphasized in order to v alue its cultural uniqueness, both to discourage social segregation and potentially form the basis of adequate economic dev elopment, particularly in the tourism sector of Istanbul.
Figure3. 4 Key Findings
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M unicipality Proposals Analysis

Introduction
In this chapter, after the thorough examination and analysis of the physical, social and economic background of the area of study, there follows a systematic ev aluation of the urban transformation proposal of Fatih Municipality for this specific area, and its impact on the existing community and urban fabric. This ev aluation comprises of the analysis of the two main components of the proposal; (1) the project that the Municipality proposes for the Nesli!ah and Hatice Sultan districts (the Urban Renewal Masterplan) - a mixture of demolition of the existing housing, construction of new housing units, and refurbishment of 45 registered buildings. The demolition of the Neslisha and Hatice Sultan district has been underway since 200776 - (2) the resettlement programme for both residents that are allowed to stay on site and those being evicted that follows it. At the end of this chapter, in our perspectiv e towards the Fatih Municipalitys proposals, there are being presented the parts that are consistent to our logic and the others that, from our point of v iew, need to be revised. Secondly, a series of key findings and recommendations are being presented, as a closure of this part of the analysis, which will guide us to the following part of the related proposals. Background As result of the implementation of the Urban Transformation Law 536677 presented above, a series of projects of transformation of residential areas have been put into practice in historic districts that are ev aluated as derelict and under threat of natural hazards. This law enables the renewal of areas that have the following characteristics: The majority of the buildings hav e completed their economic-cycle Abandonment Unsafe building structure that might collapse in the ev ent of earthquake Deterioration of the built heritage leading to destruction On this basis, the Municipality of Fatih has selected the following areas (Map3.11) for renewal projects: the Neslisah and Hatice Sultan districts, Ayv ansaray, Fener and Balat and Kurkcubasi district (Bulgur Palas).
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Institut Franais d'Etudes Anatoliennes (2008)
77
Appendix D
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Rehabilitate the quality of life and the living conditions of the residents and helping their integration to the city. Also, the protection and conservation of the historical and cultural asse ts in the area.78 The main components. The proposal for the Neslisah and Hatice Sultan districts (Map3.12) comprises the redevelopment of 91, 731.46 m2 located in an area next to the Theodosian W alls. This project that inv olv es 12 blocks and 381 parcels, was designed by the Municipality of Fatih and approv ed by the Renewal board.
The aim of the renewal projects for those areas according to the municipality is to:
78
Map3.11 Renovation Areas in the Fatih Municipality, Source: M unicipality of Fatih, Renewal Areas Report, April 2008
Municipality of Fatih, the NeslisahAreas Report, April 2008 Map3.12 Master Plan for Renewal and Hatice Sultan districts.
Source: M unicipality of Fatih.
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(1) The masterplan project mainly includes: The construction of 620 new ottoman style houses. The construction of a Romani cultural centre. The construction of 48 new commercial spaces. The construction of a hotel. Underground parking lots for residential and commercial use. The conserv ation of 45 buildings registered as built heritage. (2) The resettlement program states that: All the buildings in the renewal area are under the act of compulsory purchase 620 owners will hav e the right to purchase prov ided they can afford it - a new built house on site. 343 renters will be evicted and will only hav e the right of purchasing - provided they can afford it - a new built apartment in Tasoluk, an area 40 km. away of the Neslisah and Hatice Sultan districts. 45 buildings registered as built heritage will be preserved and should be renov ated during the lifespan of the renewal project.
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1.1 The Master plan
Table3.3 Allocation of land in the Master Plan
In regards to the Municipality of Fatih, the aim of the regeneration project for the 9 has is to achieve spatial renewal through the creation of public space, commercial and cultural facilities and thereby improving the living conditions of the inhabitants.79 The strategy is the replacement of existing buildings with new houses as well as the construction of social, commercial and services facilities, and underground parking lots to serve them. The project is being implemented by the Municipality of Fatih and will be build by the Mass Housing Administration (TOKI). An analysis of each component of the master plan is provided in the following section. 1.1 Housing The housing aspect inv olves the design and construction of 620 housing units. The plan presents a housing typology based in an ottoman-style architecture, which aims to conserv e the character of the historic district. The size of this units ranges from 75m2 to 180m2 (Table3.3). The proposal includes the clustering of houses around semi-priv ate gardens and a shared underground parking for each cluster. The height of the new houses is restricted by the proximity of the buildings with the Theodesian walls (Map3.13), reducing the height of the buildings in proximity to the monument.
79
Source: M unicipality of Fatih
M unicipality of Fatih, Renewal Areas Report, April 2008
Map3.13 Limit for the height of buildings in relation to the Theodesian Walls. Source: M unicipality of Fatih.
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In regards to the design of the housing, although the facade of the houses simulates the Ottoman architecture, the layout (Figure3.5) not only does not take into consideration the life style and culture of Sulukule but, on the contrary, it reflects the market standards. The housing programme does not meet the needs of the community, since it does not provide common facilities for collective use, as kitchens or laundries, which exist in the current situation. Additionally, according to the land use table of the project (Figure3.5), housing will occupies 34% of the total land in the project, reducing it from the current amount that corresponds to 46%.
Figure3.5 Ex ample of layout of new housing (90m2). Source: M unicipality of Fatih, Renewal Areas Report, April 2008
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1.2 Land use The land use plan is the element of the Master Plan that defines the components and land allocation of the renewal area. As the land use table shows (Table3.4), the project conserv es the uses of housing [living areas], religious, parks, commercial, cultural and education. Additionally, the project introduces the use of accommodation facilities and playground, and increases the quantity of land for education, parks, culture and commercial use. land to parks and playgrounds (Table3.4) in comparison with the exiting amount in the area. The project provides internal gardens for each cluster of housing with the justification of preserving common spaces for social interaction. Nevertheless those gardens will only be accessible for the surrounding houses and not for the rest of the community, thus will not hav e the quality of public space. In addition, those gardens represent 22% of the total land of the project, which when is compared with the land allocated for housing makes incoherent the distribution of land. The similarity of the allocation of land can be observed from the comparison between Map3.4 and Map3.5.
Table3.4 Land Use Table
Howev er, the project allocates an excessiv e amount of

Source: Municipality of Fatih, Renew al Areas Report, April 2008
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Map 3.14 Semi-private gardens. Source: M unicipality of Fatih.
Map3.15 Location of new housing Source: M unicipality of Fatih.
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Another issue is a lack of mixed land use in the project, either housing and commerce, or housing and workshop, and although the project provides commercial spaces within the area, those spaces will be clustered in a single building and will be isolated from the housing. This component of the project does not reflect the pattern of life of traditional neighbourhoods where spaces of income generating activities are intgrated with housing. 1.3 Facilities The project provides different facilities for the renewal area that comprises commercial, educational, cultural and accommodation areas. The hotel development is situated at the centre of the area, in proximity to the Theodesian walls (Zone A,Map3.16). The area occupied by the hotel is of 2,740m2 (Map3.16), in addition to the area of its underground parking space. Considering that only part of the residents will be relocated on-site, it seems that the provision of a hotel in the area disregards the objective of improving the living conditions of the inhabitants of the area by superposing the commercial interest over the peoples housing rights.
Map3.16 Location of facilities. Source: M unicipality of Fatih.
The project also includes the provision of a cultural & commercial centre that will be located in a two layer building of 1,500 m2. The building will be located in area market as B in the Facilities Plan (Map3.16). The commercial retail acivities will be concentrated in the first floor of the building and will contain 48 commercial spaces. The Romani cultural center will be located in the second floor of the building. The building will integrated an underground parking lot. The land allocated for commerce, culture and education corresponds to 2,473m2 (Map3.16).
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1.4 Roads and circulation. The original street pattern of the area will be maintained with few changes, as part of the conserv ation of heritage along with the registered buildings. Howev er, the width of the streets is almost the double from the original one (e.g. fiv e meters against eleven meters), therefore, it could be assumed that the area occupied by roads and circulation is remarkably high (Map3.17). In addition, in some parts of the project there is an excessive use of circulation to serv e the projected hotel and other facilities, as Map3.18 illustrates.
Map3.17 Street pattern in new project. Source: M unicipality of Fatih.
Map3.18 Contrast between the ex isting street pattern and the one from renewal project. Source: M unicipality of Fatih.
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Map3.19 Example of ex cess of circulation for serve the hotel. Source: Municipality of Fatih. Map3.20 Land allocated for roads. Source: M unicipality of Fatih.
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Furthermore, the project proposes the construction of 7 underground parking lots within one of the four zones of the Historical Peninsula of Istanbul defined by UNESCO as a heritage and archaeological site. The justification for the underground parking lots is the intention of hav ing few cars in the street, howev er, a small number of the current residents own a car (only 4% of the current residents in Sulukule80), thus in this aspect, the need for a parking lot is minimal. In addition, the excav ation and construction of those elements will endanger the remains of a water system from Roman times and other remains that are believed to be located in the area81.
Map3.21 Location of underground parking lots in the project and UNESCO heritage line. Source: Municipality of Fatih and Sulukule Platform (UNESCO heritage line).
Sulukule Platforms Social Survey 2008. For ex ample, the existence of Deuteron Palace built in 569-570. Source: Informal interviews with Sulukule Platform.
80 81
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1.5 The management of the Wall There is no plan for managing the Theodesian walls that delimit part of the renewal area within the proposal from the municipality. The land in the outer part of the walls is managed by the Metropolitan Municipality of Istanbul and therefore is out of jurisdiction from the Fatih Municipality. Yet, in the inner part of the wall, the project conserves the existing road along the wall, neglecting other uses that may offer the possibility of integrate the wall with high quality public urban space. The location of a road in such proximity with the wall endangers its conserv ation and imposes a strong division between the community and the wall. By the contrary, in the recent past, the Municipality of Fatih has interv ened in the management of the other areas adjacent to the Theodosian walls and in the restoration of the walls themselves. This can be illustrated by the Map3.21 and Figure3.6. Additionally, in the inner part of the walls the previous road was closed and the area was turn into a pedestrian zone.
Figure3.6 Restored area adjacent to the Theodesian Walls and used as municipal infrastructure.
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Conclusion of Part 1
At this stage of the analysis there hav e been analysed the physical components of the municipality proposal. The contribution of the plan is the prov ision of land for education and cultural facilities, and the interest for conserving a part of the built heritage of the place, by preserving the street pattern. Howev er, there are some aspects that could be improved in order to meet the initial objectiv e of the master plan of improving the living conditions of the inhabitants.82 In terms of conserv ation, the integration of an adequate management of the built heritage of the area could increment the final contribution of the master plan. In order to achieve this, three actions need to be done: (1) an increase of the number of protected buildings, (2) the remov al of the underground parking lots and, (3) an action plan for the management of the Theodesian W alls. This last element could be addressed not only by protecting its surroundings, and avoiding v ehicular traffic in its proximity, but also (as the previous example illustrates) by taking the initiativ e of integrating conserv ation with provision of a high quality urban space. In terms of zoning, several actions could be done in order to increase the amount of land designated for housing. To address this, the amount of land allocated
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for roads, parks and accommodation facilities could be reduced or removed. In addition, a strategic use of zoning could improv e the tourist and commercial potential of the area without compromising the space for housing and cultural or educational facilities. Finally, in terms of housing, there is a need for the rev ision of the design and layout of the typology of housing that goes beyond esthetical implications and primarily looks for the provision of living areas that account for the needs and customs of the current inhabitants of the renewal project.
M unicipality of Fatih, Renovation Areas Report, April 2008
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2. The Program
The program of the Municipality proposal is concerned with the resettlement of land-owners on-site, by the contrary, with the eviction and relocation of renters offsite, meaning that 70% of the people who currently live in the area (Table3.5) will be evicted and resettled offsite.
Table 3.5 Inventory of residents and contracts signed with the municipality for relocation and resettlement.
Owners hav e purchase rights that enable them to stay in the area and access a house in the new dev elopment. Therefore, the resettlement process consist of the expropriation of their property and the economic compensation for its v alue. Landowners that are able to stay in the area hav e signed a protocol; the size of the new house will depend on the price that they are able to afford. For the owners that will be temporarily relocated while the area is being redeveloped, the municipality is prov iding a rent aid for temporary accommodation for the amount of 400 YTL per month. Nev ertheless, some inhabitants from the area have stated that the aid has not being deliv ered. 83. 2.1 Selection and location of the new house According to the program84, owners hav e the right to choose a property in the similar place than the original one. In the case that the number of owners that apply for a particular typology of housing is bigger than the amount of the model in the project, houses will be allocated by lottery. Owner-occupiers that live in apartment buildings, they hav e the option of selecting a house in a different location, if the amount of houses in
83
Source: M unicipality of Fatih, Renovation Areas Report, April 2008 and meeting w ith Mustafa Cifci on the 07/05/08.
Primary data from interviews in the Neshlisah and Hatice Sultan districts. 84 Source: Meeting with Mustafa Cifci on the 07/05/08.
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the original location is not enough. In the event that a person owns several properties (e.g. it occupies one and rents out the rest), it should be able to acces an equal number of properties. Howev er, during the reasearch carried out in the field, sev eral owners stated that in the case of ownership of sev eral properties, they were not able to access and equal number of properties in the new development since the ov erall amount of the compensation of total number of properties was only enough to cov er the price of a single property. The issues of compensation and affordability will be addressed in the floowing sections. 2.2 The Price The Municipality of Fatih in agreement with the Mass Housing Administration (TOKI) defined the cost of the new houses. The final selling price of the new housing is of 1,243 YTL per m2 (Table3.6). The cost corresponds to price of the land that is of 729 YTL per m2, in addition to the cost of the construction that is of 504 YTL. As far as the research for the report concern, the cost of the houses has not been subsidised.
Table 3.6 Composition of the cost of housing.
There is an increment of approximately 20% between the final cost of the land and the v alue of the compensation for the land offered to owners. It could be inferred that the augment in the price corresponds to the cost of urbanization and infrastructure. Howev er, ev en if the increment is not exorbitant, there is an issue of affordability in relation to the final cost of the housing (Table3.7), that will be addressed in a further section.
Table 3.7 Cost of the new housing
Source: M unicipality of Fatih, Meeting with Mustafa Cifci on the 07/05/08.
Source: M unicipality of Fatih, Meeting with Mustafa Cifci on the 07/05/08.
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2.3 Compensation rates With regards to the Renewal Areas Report85, the assesment of the v alue of the compensation (Table3.8) was conducted on the basis of the price list from: the Istanbul Trade Chamber, the Chamber of Real Estate Agencies, and the Ministry of Public Works and Settlement. The inv entory of the building stock was done in the year 2005 and included physical measures of the buildings and record on the number of floors.
Table 3.8 Compensation for landowners in ex propriation process.
of the compensation, the owner will pay the difference within a period of 15 years. If the v alue of the actual property is higher than the v alue of the new one, the owner will get the difference in cash. Howev er, the assesment of the quality of the house does not take into consideration the quality of the property. In addition there is an issue of accountabiliy since there is no inv olvement of any external agent in the process of ev aluation of the property that guarantees a just value for the property. Additionally, the conditions for the payment of the compensation to landowners, in the case that they decide to sell and move outside of the area, are not clear. According to members of the Sulukule Platform, the expropriation offices have the privilege of paying the compensation in a span of fiv e years via instalments. In this context, many owners preferred to sell to third parties, which offerred a higher v alue for the property in a single payment. 2.4 Third Parties So far, there is no real estimation of how many landowners have sold to third parties. By September of 2007, the Sulukule Platform assessed that the number was abov e 20%, but according to recent updates, 400 of the 620 houses in the project hav e been sold to some
Source: M unicipality of Fatih, Meeting with M ustafa Cifci , 7 th M ay 2008
If the total cost of the house is bigger than the amount

Source: Municipality of Fatih, Renovation Areas Report, April 2008
85
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people not from Sulukule district.86 The v alue of the compensation that the municipality giv es for the property to landowners is very low; especialy when is compared with the offer of third parties which in some cases in three times higher. This component of the program causes land speculation and the displacement of owners from the area. There is not component in the program that addresses this particular issue. By the contrary, other regeneration programs within the same municipality hav e giv en special attention to this issue, and hav e taken particular measures for avoiding the inv olvement of third parties and displacement of the poor. The Fener and Balat project is a good example of that. The selection of the houses for renov ation was delimited to properties that would not have been recently sold, using as reference the date in which the intention of renov ate the project was made public.87 2.5 Management of heritage & protected buildings Forty-five buildings were registered as built heritage by the municipality and will be preserved in the area. The owners of those buildings are able to stay in their property as long as they rehabilitate them during the implementation of the renewal project. In the case that
Sulukule Platform 2008 Plans for the renov ation of the area were drawn in 1997, see www.fenerbalat.org
86 87
they cannot afford the rehabilitation, they will hav e to sell the rights to the municipality, receive the v alue of the compensation, and access a new house in the development. Renters of these houses hav e no right to stay if the renov ation of the building is carried out by the municipality. In January of the present year, the Sulukule platform applied for the registration of additional 85 houses that were categorized as built heritage by the organization. The register was offered for 33 houses. However, demolitions continued to take place during the year and consequently, two of the officially registered buildings were destroyed. The interest of preserving the built heritage of the area is acknowledged, howev er, any attempt of protecting monuments should not be dissociated from the protection of the people who liv e on them; they giv e a meaning to buildings and monuments, and are part of the intangible heritage that identifies the historic districts. Therefore, the component for managing the heritage of the area lacks of a human constituent that protects the intangible heritage of the area. 2.6 Affordability This section assesses the affordability of the program by the analysing the situation of owner-occupiers and owners of registered buildings, with the cost of the renewal project. Since the situation of every landowner
123

is subject specific, the analysis is done through the use of case studies to illustrate the particular conditions of each case. Howev er, in spite of basing our findings on a particular case, the majority of the owner-occupiers of the area share a condition of pov erty88. Case Study 2: Owner-occupier of a registered building in the Renovation area A 78 years old non-Romani man that shares the ownership of a registered building with four of his brothers. All of them were born in the neighbourhood, in the same house. Currently, he is still living there with one of his brothers. He has no source of income but makes a living through the channels of the community. The house needs renov ation, but none of the owners can afford it. According to other regeneration projects in the area89, the cost of such interv ention will be at least of 15,000 euros. The owners that occupy the house are unwilling to sell, but the rest negotiates with the municipality and somehow sell the property. Each shareholder receiv ed 60,000 YTL. After having being living all his life in a neighbourhood, an old man will be displaced not only from a house, but also from the economic and social structures that support him.
Case Study 1: Owner-occupier in the Renovation Area The only source of income for family is the rent of part of its house. The compensation for their house of 90m2 has a v alue of 105, 000 YTL. The cost of house they need in the new development is of 165,000 YTL. They cannot afford a house since after the implementation of the renewal project, the family will be left without income. Their only option is to sell to a third party which offers them 165,000 YTL. That represents 60% more than the offer from the municipality and, in addition the payment will be in fewer instalements. The familily sold their property, but they keep living in the area while they are looking for another house within the district. After a few months, the family keeps staying there because they cannot afford another house in the area. At the end, this family will hav e lost their only income and one more renter will hav e lost their house as well.
As it was stated in the previous chapter, the income of residents in the area ranges from less than 120 euros per month for a third of the population, and less than 220 euros per month for the half of it.
88
89
See Fener and Balat, www.fenerbalat.org.
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For the most of the owners the project is unaffordable because On the one hand, for many of them rental housing is a source of income that will lose once they have mov e to the new houses as the design and size of the those new houses (Figure3.7), will not allow them to keep renting out part of the building. On the other hand, the compensation for the v alue of their property is too low, and the size of the houses is too large, therefore that the final price of the property is too high for the payment capability of the inhabitants. For owners of registered buildings the situation is not favorable either. The cost of the restoration is out of reach for most of the inhabitants of the area.
Figure3.7 Situation for owners
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3. The relocation project Tasoluk
The relocation programme proposed by the Fatih Municipality mainly inv olv es the resettlement of renters, which are no longer allowed to stay on site, in the area of Tasoluk. An analysis of both the physical and the socio-economic aspects of this plan is provided in the following section.
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3.1 The area Tasoluk is located in the northwest area of Greater Istanbul, approximately 40 km. away from the area of Sulukule (Map3.22). According to M. Diren90, Tasoluk is in the metropolitan region - not in the metropolitan area of Istanbul, and it is near a forest conserv ation and water catchments area. Therefore, as M. Diren argues 91, Tasoluk is not an appropriate site for an urban development project.
Tasoluk
40 km.
Sulukule
Map3.22 Satellite picture indicating the area of Sulukule in relation to the area of Tasoluk92 Map3.22 Satellite picture indicating the area of Sulukule in relation to the area of Tasoluk92
Murat Diren, planner, from the v isit in Istanbul Metropolitan Planning office(IMP), 05/05/2008.
90 91
Ibid.
92
Google Earth
127

For the time being there is a bus line that connects Tasoluk with the center of Istanbul. In a weekday, at 10:00 a.m., it takes around 50 minutes drive from the city center to get to Tasoluk93. The Fatih municipality guarantees for the construction of a new metro line within the next 6 years that will serv e the needs of the people in the new residential area. However, the new metro station will be located in a 20 minutes drive distance from the residential site, therefore people will hav e to use a mini bus line to get from their houses to the station94. In terms of employment opportunities in the area, there is a significant amount of construction sites and some textile industries that could potentially provide jobs to newcomers in Tasoluk.
Map3.23 general design of the development site in Tasoluk95
Primary data, v isit to Ta!oluk, 06/05/2008. Information prov ided by the Fatih Municipality during our visit to Tasoluk, 06/05/2008. 95 Designs prov ided by the Fatih Municipality.
93 94
Map3.23 general design of the development site in Tasoluk95
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3.2 The site The urban development project in Tasoluk inv olv es the design and construction of 120 buildings, of 150 000 m in total, and the surroundings streets, gardens, open spaces - in a 550 000 m piece of land. Regarding the built env ironment, apart from the apartment buildings, there is provision of a commercial center, a mosque, two schools elementary and high school , a library, and a sports center. The commercial center has 16 shops in the ground floor and cafes and restaurants in the top floor.
Figure3.8 general view of the construction site in Tasoluk, 06/05/2008
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In terms of housing, there are two types of apartment buildings: the 83-m apartments block (Figure3.9) and the 118- m apartments block (Figure3.10). All of them are 3-storey buildings with 2 apartments in each level. There are 1356 housing units in total, the 336 of which hav e been built for renters from the area of the Municipality Urban Renewal plan.
Figure3.10 The 118 m apartments block
3.3 The process The dev elopment company that is responsible for the implementation of the whole project is TOKI. Therefore TOKI is the initial owner of the houses and sets up a scheme for the provision of houses to the prospective buyers. As this is a social housing project96, there is a special providence for affordable economic terms and TOKI is subsidizing part of the cost of the houses. Those who are interested in buying a house from TOKI,
Fgure3.9 The 83 m apartments block
TOKI is implementing 3 types of urban development projects: upper middle-class residential areas, middle-cla ss residential areas, social housing residential areas. The profit that the company makes from the first 2 types, subsidizes the social housing projects.
96
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prov ided they meet the qualifications that TOKI has set up97, are asked to apply for it. In the case of the renters from the Urban Renewal area, the Fatih Municipality prov ided a house in Tasoluk only to those who had papers (rent contracts, bills) that could prov e their residence in that area before 2005. The applicants were able to choose the type of apartment (83 m or 118 m) according to their needs, but the delegation of apartments was made through a lottery. In the issue of the actual price of the apartments there was a v ariation of prices, depending on the floor, the orientation and the views of each apartment. The prices apply for the people coming from the Urban Renewal area: The 83 m apartment: 49 000-56 000 YTL The 118 m apartment: 70 000-80 000 YTL The ov erall cost of the house will be transferred as a mortgage charge to the buyers, which hav e to pay it off within 15 years (180 months)99. At this point one should add that the Fatih Municipality negotiated with TOKI so that the people coming from the Urban Renewal area do not hav e to pay any taxes or extra money for a stamp. They will have to pay for the water, electricity and natural gas services. The profits made by the commercial center will cov er the general maintenance costs for ev erybody.
3.4 The economic terms and costs 98 In regards to the cost of buying a house in Tasoluk, there are three different grades in the selling prices: The market price: 1200-1500 YTL per m The TOKI price for social housing: 1000 YTL (+ taxes) per m The price for comers from the Urban Renewal area: 600 YTL per m
Qualifications for applying for a TOKI house: monthly income under 800 YTL, not any property in the applicants name, not any property in a close relativ es name, liv e in Istanbul for at least the last 5 years. 98 All the data that follow are prov ided by the Fatih Municipality during our v isit to Ta!oluk, 06/05/2008
97
This is only for buyers coming from the Urban Renewal area. The others have to repay the mortgage charge within 10 years (120 months).
99
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3.5 The affordability This chapter researches on the legitimacy of the housing costs in Tasoluk in relation to the economic background of people coming from the Urban Renewal area, and the av erage rent they hav e been paying at this area so far. From the data provided abov e, one can observ e that the smallest and cheapest apartment in Ta!oluk (83 m) costs 49 000 YTL, which has to be paid off within 180 months. That equals to 273 YTL per month. 273 YTL x 180 months = 49 000 YTL (mortgage charge) According to the following pie chart no.1 (Figure3.11), the 59,38% of the renter families in the Urban Renewal area pay less than 200 YTL for the rent.
Figure3.10 pie-chart no1. Rent in YTL that tenants pay per month in the Urban Renewal area100
Figure3.11 pie-chart no1. Rent in YTL that tenants pay per month in the Urban Renewal area100
100
Sulukule Platforms Social Surv ey 2008.
132
Municipality Proposals Analysis

According to the pie chart no.2, (Figure3.12) the 44,44% of the renter families earn less than 500 YTL per month. almost 150 families that are supposed to mov e to Tasoluk will most likely not be able to afford it and in a short period of time will become homeless.
TODAY TOMORROW
Daily Expens e Travel Cost +
SULUKULE
TASOLUK
200Y TL Rent Fee

3-bedroom house
44% tenant families Income< 500 YTL

83m2
273YTL
Mortgage charge / 1 bedroom apartment
Figure3.13 Diagram to show the financial implications for tenants who move from Sulukule to the Tasoluk housing
.101 Figure3.12 pie-chart no. 2. Average current income level in YTL per family in the Urban Renewal area.101
If a family that mov ed to a TOKI apartment in Tasoluk, is not be able to afford the monthly mortgage, the procedure is the following: In three months (after the last payment) TOKI is sending a warning note that the payment has to re-start. In four months people hav e to start paying the mortgage. If they still cannot afford to pay, TOKI returns them the amount of money they hav e already paid (in cash), and they are obliged to mov e out of the apartment.
Considering the abov e information, one can argue that a family of a low income lev el (les than 500 YTL per month) which mov es to Tasoluk, therefore has to pay 273 YTL per month for housing, in addition to daily expenses and travel costs, is unlikely to afford the social housing solution provided. (This scenario is illustrated in fig 3.8) Consequently, the 44,44% of the 336 renter families
101
Roi bid.
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TOKI allows the people to rent or sell the house to a third party before they have paid off the mortgage.102 Howev er they hav e to mov e in the house and stay for the first 3 months before they do so.
3.6 Evaluation of the relocation project If one would make a comment on the physical form of the relocation site in Tasoluk, it would certainly be its incompatibility with the current organic urban form of the area that the Municipality incorporates in the Renewal Plan. (See Map3.24) The physical env ironment in Sulukule, that mainly comprises of one/two lev el houses around common courtyards, promotes the collectiv e use of space and represents the impossible division of the built environment and social life. (see Figure3.13 )
Figure3.13 Common courtyards in Sulukule and activities that take in place there103
Figure3.14 Common courtyards in Sulukule and activities103 that take in place there28
The design of the relocation site is formal and symmetric, and adopts the clear division of the priv ate, public and commercial space. (See Map3.24) It represents the typical suburban area that promotes the social and cultural isolation of its inhabitants.
Normally people involved in social housing provided by TOKI are not allowed to rent or sell the property before they have completely paid off the mortgage. There has been made an ex ception for the comers from the Urban Renew al area.
102
103
Pictures from the Sulukule Platforms presentation.
134

14 m 4m
?
Map3.24 Detail of the masterplan in Tasoluk104
5m
Figure3.16 Graphic representation of the incompatibility of the relocation site in Tasoluk and the current urban form in Sulukule.
Map3.24 Detail of the masterplan in Tasoluk104
In regards to the terms and conditions of the relocation project in Tasoluk, one has to acknowledge the fact that it is an opportunity for the renters of the Urban Renewal area to become owners of an apartment in Tasoluk. Considering that there is no such provision for the tenants in the urban regeneration law 5366, this can be perceived a gesture of good will by the Fatih Municipality.
Figure3.15 Views from Tasoluk, 06/05/2008

104
Designs provided by the Fatih Municipality.
135

Howev er, this project does not take under consideration the unregistered tenants and, in general, those who could not prove by adequate papers their residence in the area before 2005. Additionally, it does not pay significant attention to the employment situation of the people that are forced to mov e out of the Urban Renewal area; neither to those who will continue to work in the city center and are obliged to spend an important amount of time and money to daily travel, nor to those who are in need of a job. There is no clear proposal by Fatih Municipality for employment opportunities in the area, rather than a general support but no commitment for people who would organize themselv es and apply for a job in groups.
4. Evaluation Municipality.
of
the
proposals
by
Fatih
After the thorough examination of both the Urban Renewal Masterplan and the resettlement programme, proposed by Fatih Municipality in regards to the future development of the Neslisah and Hatice Sultan districts, in the following there are being presented the key parts that, from our point of view, are acceptable as being considerate to the current physical and social context, and those that are incompatible to the logic of a socially inclusive and participatory approach to the future dev elopment of the area.
The most important thing to be mentioned, howev er, is that the project does not take under consideration the fact that people do not want to be relocated to an area 40 km away from their current housing location as all of them hav e to break their long-term ties and established social networks within that area.
Parts that are being acceptable: Conserv ation of street pattern Issued contracts for owners Conserv ation of 45 heritage buildings; with the possibility of integrate more Prov ision of space for cultural and commercial facilities Prov ision of land for education facilities The fact that the relocation project is an opportunity for some renters, who wish to become homeowners, to own, if they can afford, an apartment in Tasoluk
136

Parts that are no t being acceptable: The eviction of tenants to Tasoluk against their will The fact that 3 rd parties were allowed to sign contracts and buy houses in the renewal area The excessive allocation of land for semipriv ate gardens and roads The lack of mixed land use The creation of a hotel in a residential area where there is a need for more houses The construction of 7 underground parking lots in an archaeological site The relativ ely small number of new houses in relation to the land prov ided The large size of the new houses in comparison to the current size of the houses The high prices of the new houses in both the renewal area and Tasoluk that make them unaffordable for the people to buy The low v alue of the compensation for owners and the process of v aluation The fact that the relocation project in Tasoluk does not take under consideration the unregistered tenants The incompatibility of the relocation site in Tasoluk with the organic urban form of current area The lack of employment opportunities in the area of Tasoluk
5. Key Findings
The analysis of the proposals that hav e been made by Fatih Municipality has been formulated in two parts: the analysis of the design of the masterplan regarding the Urban Renewal area (9 hectares), and the analysis of the programme that the Municipality has been implementing for the relocation of the residents of this area. The key-findings of this analysis are the following: The incompatibility of the design of the proposals with the urban fabric of the current residential areas How little the design of the proposals reflects the way of life and the needs of the current inhabitants. The physical and social inappropriateness of both the masterplan and the programme
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The persistent fac t that all the solutions provided by the Municipality are not affordable for both owners and renters of the Urban Renewal area. The inevitable result of the displacement of the poor caused either by enforcement by the authorities, or by the financial incapability of the people to maintain their houses. The threatening of the already vulnerable economic situation of the owners of the Urban Renewal area by the loss of their steady income from rents and small-commerce The unavoidable selling of their properties to third parties, a fact that will inevitably lead to gentrification. The lack of a proposal for on-site rental social housing in the programme of the Municipality. the houses, of the width of the roads, of the parking lots) in order to accomplish a more appropriate allocation of land. 2. Ensure that the 620 housing units of the project are affordable for low-income households and v ulnerable groups; seniors, disabled and homeless. 3. The provision of an on-site rental social housing programme. 4. The freedom and possibility of choice for all residents to remain on site. 5. The need to improve the outcomes conservation and to share its benefits with the poorest sectors of the population.
6. Key Recommendations
The recommendations that emerge from the analysis of the Municipality proposals and, principally, from the key findings are the following: 1. The urgent revision of the masterplan (allocate more land to houses, reconsideration of the accommodation facilities in the area, of the sizes of
138
Guiding Principle s Vision and M ission Statem ents List of Priority Action Projects Priority Action M atrices Individual Priority Action Projects
Toward s Prop osals
139
G uiding Principles
After the integrated analysis described in Chapter 3, we formulated eight Guiding Principles which attempt to cover social, political, cultural and economic issues to be considered in a sustainable development plan for Nesliah and Hatice Sultan Districts. 1. Give residents and businesses a feasible choice to stay in the renovation area. As we had identified that the whole Nesli!ah and Hatice Sultan Districts community has specific characteristics tied to the site that should be preserved, the relocation program should consider accordingly the right of the local community to remain on the same site, rather than mov ing a long distance away. At the same time, the tenants as homeowners should hav e an equal right to stay on site. The distance to the proposed resettlement site (Ta!oluk) is too far and should be av oided, as it may completely break down the existing social and economic connections that sustain community livelihoods. 2. Create income generation activities for low income and unemployed groups. The loss of entertainment houses has exacerbated the level of pov erty in the area, contributing to negative impressions of Sulukule community from outsiders. Therefore, it is important to highlight the role of local economic activities and include these in future development plans. To address this issue, we need to propose activities that can generate income for unemployed community members and try to find ways to take adv antage of the cultural v alues in Nesli!ah and Hatice Sultan Districts, helping to improv e the economic situation and reduce pov erty. 3. Generate on site affordable housing solutions for the renovation area. Renters are facing both financial difficulties and physical dislocation in the current resettlement plans for the renov ation project. Housting provision must be affordable according to the socio-economic situation of the local community. On site options are therefore essential for renters, and our proposals seek to suggest more flexible and adaptable housing programs for renov ation projects. W hen comes to the owner, other than be relocated on site, the extra cost for the new house need to be carefully examined and giv en adequate compensation. 4. Defend housing rights. From reviewing the relev ant international and local laws and policies, rights for housing and the right to
140
G uiding Principles
stay where someone has lived for a long period of time already exist. In these proposals, security of housing tenure is considered a basic human right for all v ulnerable groups and individuals, and the right to adequate housing should be protected and guaranteed. 5. Strengthen the capacity of negotiation between the community organisations and Fatih Municipality. A strong channel for the local community to present their needs and aspirations to authority figures is one key element to ensure community participation in decision-making processes that affect them. This forms the basis for a better level of understanding and trust between local authorities and community. More community members engage in decision making process also produces more accurate information regarding the needs of the community, and makes implementations more likely to be sustainable by bridging any gap that may currently exist between real needs and provision. 6. Be coherent with principles of Local Agenda 21 in Turkey: Namely the promotion of City Councils, Participation, and Millennium Development Goals and Law 5393. In accordance with the Turkey Local Agenda 21, the Law 5393 Article 76 supports the principles of accountability, transparency, participation and subsidiarity in governance. Howev er, the nonimplementation of this law, enacted about the same time with Law 5366, has been an impediment to maintaining the fundamental housing rights of the affected community within the renov ation area. 9. Preserve tangible and intangible heritage and the specific interrelation between the physicality of spaces and social activities. As we hav e identified, Nesli!ah and Hatice Sultan Districts is a heritage site which has both tangible and intangible heritage v alue, and there are opportunities for development through emphasizing the link between the built env ironment and historical monuments - such as the wall, the fountain and traditional buildings - and the way of life of the community including the Roma culture heritage. At the same time, the promotion of social and cultural links between Nesli!ah and Hatice Sultan Districts and
141
G uiding Principles
other renewal areas, such as Ayv ansaray, Fener Balat, and Bulgur Palas, could form a cohesive group of unique and div erse areas within the larger city of Istanbul. 10. Promote partnerships for implementation of ac tion. A participatory approach by which the community could be engaged in the planning process and mutual cooperation with authority figures is essential for efficient and effective implementation. Similarly, the cooperation and negotiation between stakeholders in general - such as local community, NGOs and CBOs (e.g. Sulukule Platform), local institutions (e.g. univ ersities), local authorities (e.g. local muhtar, Fatih Municipality, Istanbul Municipality), central government bodies (e.g. Conserv ation Board) and international organizations (UNESCO and CESCR) - is also essential to achieving an efficient and effective implementation process.
142
Vision and Mission Syte The team dev eloped an ov erall central be achieved m ents for what is hoped to vision and tree mission statements
through our work.
Vision and missions:

To see the residents of Nesli!ah and Hatice Sultan Districts and their descendants be the direct beneficiaries of the future of their community. The three Mission Statements below serve as more immediate objectives that contribute to reaching the Vision. The Guiding Principles already outlined are in turn intended to guide our work towards achieving the missions. 1. Establish an approach by which the explicit link between tangible and intangible heritage can be strengthened, to protect both built environment and multicultural relations. 2. Generate alternatives for on-site resettlement of all residents in the renovation area, to achieve viable and profitable conservation for all. 3. Strengthen and diversify income-generation activities to conserve and improve the livelihoods of residents and those working in the renovation area.
143
List of Priority Action M atrices

Priority Action Plans hav e been developed by the team, which are small scale projects with short-term and longterm objectives. Following from the analysis of the situation in Nesli!ah and Hatice Sultan Districts, our Priority Action Plans hav e been grouped into three main aspects according to the mission statements. These plans attempt to be in line with as many of the teams guiding principles as possible, as shown in the Project Matrix that follows this list. 1. Tangible and Intangible Heritage MISSION STATEMENT: Establish an approach by which the explicit link between tangible and intangible heritage can be strengthened, to protect both built env ironment and multicultural relations. Designing community cultural centres Conserv ation committee for the walls Sulukule centre: Living Street Museum Please dont stop the music Self-help historic building restoration 2. On-site Relocation MISSION STATEMENT: Generate alternatives for on-site resettlement of all residents in the renov ation area, to achiev e viable and profitable conserv ation for all. Affordable Renting Scheme On-site social housing for renters Tenant cooperative for security of tenure Sulukule Fund: A sustainable rev olving loans scheme
3. Income-Generating Activities MISSION STATEMENT: Strengthen and div ersify incomegeneration activities to conserve and improv e the livelihoods of residents and those working in the renov ation area. Revitalising local economy through mixed land use The Job Resource Centre Street Market: an alternative to informal traders Skill training program We hav e three matrixes to show how Priority Action Projects adhere to the key points from analysis, the guiding Principles and their cooperation between each other. Each project designer scored the principles they felt their project was most in line with, with priority guiding principles scoring 2, and secondary guiding principles scoring 1.
144

In the matrix of guiding Principles, the fiv e most frequent guidelines addressed through our projects are highlighted in the matrix with larger totals in the right hand column: preserv ing tangible and intangible heritage, promoting partnerships for implementation, prioritizing on-site relocation, creating income-generating activities, and building capacity for negotiation. These most frequently addressed Guiding Principles are strongly coherent with our Vision and Mission Statements showing how Priority Action Projects hav e been designed to achiev e them. In the matrix of cooperation, we arrange each proposal in the same project process and highlight their linkages between each other. Two of them will
support the others through provide financial or special resources and others will work in group to solve specific issues which are shown on the table.
145

land use The Job Resource Centre Self-hel p historic buil ding Sulukule Fund: revolving Conservation committee Tenant cooperative for economy through mixed Sulukule centre: Livi ng Designi ng community On-site social housing
Proposal
cultural centres
Principle
1. Gi ve resi dents and bus inesses a fe asi ble choi ce to stay i n the renovati on are a. 2. C re ate i nc om e-gener ati ng acti vities for low-i ncom e and unempl oyed groups. 3. G enerate on site affordabl e housi ng solutions for the renovati on are a. 4. D efend housi ng ri ghts
traders Skill traini ng program
Affordable Renting
security of tenure
loans scheme
for the walls
restoration
music
alternative to i nformal
Please dont stop the
Revitalising local
Street Market: an
Street Museum
Scheme
TOTAL
2 1 1 1 2
2 1
2 1 2
2 2
2 1 1
1 2
1 2 2
16 16
9
2 1 1
2 2 1
1
5. Strengthen the capacity of negotiation betwe en com munity organi zati ons and Fatih 6. B e coher ent with princi ples of Local Agenda 21 i n Turkey 7. Pr eserve tangi ble and intangi ble heritage and their specifi c interrelation 8. Prom ote partnershi ps for impl em entation of action
1 2 2 1 2 2 2 1 2 2 2 2 1
2 1
2 2 2 1 2 1 1 1 1
1 1 1 1 1 1 2 1 1
10
2 1 2 1
15
9
1 1
1 1
1 2
1 2
18 18
Table4.1 M ATRIX of guiding Principles
146

The next matrix shows the lifespan of all projects and how they cooperate with each other. According to the whole project process, we will hav e eight stages from preparation to come into function. They are Supporting mechanism, organizational preparation, schematic design, design dev elopment, construction, Moving, Occupancy and Functional Management. The detail process of each project will in a specific chapter and this matrix is roughly shows their relation. The Sulukule Fund: rev olving loans scheme will act as the financial support for the other four project including Tenant cooperative for security of tenure, Affordable Renting Scheme, On-site social housing and Self-help historic building restoration as all of them will need micro-finance support. The Revitalizing local economy through mixed land use proposed the mix-land use which can link to and lead other different ways to utilize the space such as community culture center, Living Street Museum, Job resources center and street market. These two project which can act as the preparation for others will go earlier. At same time, as we both hav e suggestion on physical space design and action program, the sequence for them will be space design first and program later. Howev er, we need to think about the potential of those spaces to address these activities at first place in dev elopment design. To show how our priority action plans generate more options for solving the same issue, we group our proposals in three cluster to show how they work together to claim housing rights, generate income and contribute to both tangible and intangible heritage.
147

hhh
Project proces s S upporting Organiz ation mechanism al preparation 1-4 months 5-6months Schemetic design 7-12 months D esign Construction dev elopment 1-2 y ears 2-4y ears Moving 6-8month after construction O ccupancy 5-6 m onth after m oving Functional Management A fter the project
Time line
Sulukule F und: re volving loa ns sch eme
T enant cooperativ e for s ecurity of tenure Cons ervation committee for the walls Affordable R enting Schem e R evitalising local economy through mixed land us e O n-site social housing Self-help historic building restoration D esigning comm unity cultural centres Sulukule c entre: Living Street Mus eum The Job R esourc e Centre Street Market: an alternative to inform al traders Pleas e dont stop the m usic Skill training program
Financial support
Housing rights
Provide space
Tangible and Intangible heritage
Income generation
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Priority Action Plans
Tangible and Intangible Heritage On - Site Resettlem ent Livelihoods
Individual Project Action Projects
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Priority Action Projects T a n g ib l e a n d In t a n g ib l e H e rit a g e
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Designing Community Cultural Centres
This project prov ides an alt ernative strat egy for designing cultural centres in the renewal area. Through integrating various key elements, it intends to help conceptualise a series of cultural centres which both 1) directly respond to the spatia l needs of users, and 2) stregthen the organisational capacity of the community. Key elements include: - Participation, particula rly in design - Multifunctional spaces - Strategic locations - Management strategies - Ownership structures Together these elements make up a more comprehensiv e picture of what cultural centres in the renewal area could be, as an alternativ e to the proposal currently put forward by Fatih Municipality. The ideas explored here are also intended to form a basis of good practice in designing community cultural centres, which might be useful in other areas where dramatic urban transformation is taking place. The proposed cultural centres hope to prov ide places where the particular way of life in the area might be safeguarded in light of dramatic changes taking pla ce to the built env ironment. This is based on a central finding of our analysis, which suggests that who people are and where t hey li ve are inextricably relat ed concepts, meaning t hat change of one will consequent ly undermine the stabilit y of t he ot her.
Project Framework:
in line with the common framework for projects as outlined in Chapter 1: Methodological Framework. The arrows show how one section directly relates to or addresses the other.
1. The organisation of Sulukule Platform could be stronger; currently no central office or formal working framework exists, which could be undermining the community capacity to negotiate or be inv olv ed in decision-making. 2. Changes to the built env ironment are occuring as city agendas and political will see the value of land increasingly in terms of exchange value. Howev er, tangible built environment and intangible way of life are linked, therefore changes to the built environment could threaten the preserv ation of culture. 3. Current spaces of communal use are unhealthy and often dangerous, in terms of both anti-social activ ity and semi-demolished buildings.
existing situation
- longer term goals of the project 1. GUIDELINE: Strengthen the organisational capacity of the community through strengthening Sulukule Platform. 2. GUIDELINE: Preserv e tangible and intangible heritage and their interrelation. Ongoing generation of intangible heritage is channelled into place and not fragmented or lost through urban renovation changes to the built env ironment. 3. Preserv e face-to-face relationships and thereby help raise a sense of social security.
development objectives
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Prov ide pla ces where activ ities can take place: a. prov ide WORKING OFFICE SPACE for Sulukule Platform. b. prov ide ACTIVITY SPACE: e.g. for economic dev elopment activ ities (see PAP: Skills Training Program), performance space (see PAP: Please dont stop the music). c. prov ide space for EVERYDAY ACTIVITIES, e.g. caf, laundry/kitchens, spaces based on gender use (see Users map, Chapter 3: Physical, Social and Economic Analysis). d. DESIGN of these spaces must be reflectiv e of the CURRENT USE OF SPACE: more than one location, dispersed throughout community, and reflecting locally significant landmarks, to encourage street activ ity and mov ement, and discourage segregation. e. an effectiv e MANAGEMENT SYSTEM must be in place for these spaces and activ ities.
immediate objectives
Re Output A: TRAINING of Sulukule Platform staff in office administration, archiv ing, management etc. Re Output B: ROTA of activ ities designed by Sulukule Pla tform Re Output D: SURVEY OF CURRENT STREET SPACE Re Output E: DESIGN OF MANAGEMENT STRATEGY Re Output F: SURVEY/FOCUS GROUP both before and after interv entions, to establish quantitativ e proxy for qualitativ e sense of security in the community
activities
a. fully equipped office: including 3xFull Time and 1xHot desk. b. 5 workshops per week established and rota in pla ce. c. detailed proposal for caf, at similar dimensions to existing (including forecourt area), and laundry/kitchen facilities. d. detailed design proposal dev eloped, using participatory design. To include 30% of total street space currently used. e. management strategy set up for use by committee. - both d. and e. published in the Republic of Turkey Official Gazette (in line with Local Agenda 21 published projects) f. Increased sense of security for most vulnerable, e.g. child heads of households, the homeless, psychologically vulnerable.
outputs
Re Outputs C and D: PARTICIPATORY DESIGN ACTIVITIES, e.g. Community profiling, to establish needs and prioritise demands for space. In the renewal area, at this stage the priority is the setting up of a foundation where advice (legal, health, employment, disaster risk reduction) can be disseminated and efforts and resources concentrated. (feedback from Sulukule final presentation 19.05.08) Community planning forums and design forums with extensiv e feedback and amendments NB. The nature of participatory methods is difficult to determine at any outline stage because they are dependent on the specific community (e.g. if workshops must be run separately with women, drug users, drop-out/working children, musicians etc.) - represented here is only the basis of a prov isional strategy. TECHNICAL ASSISTANCE to be secured, for example through ITU: urban design studios in support of outputs c and d could be incorporated into student credits. PREMISES to be secured, through rehabilitation of existing buildings (see PAP: Self-help restoration of historic buildings) or construction of new buildings.
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inputs
- resources needed in order to carry out activities SPACE for design activ ities and planning forums. Currently the community tend to use the caf and adjacent la rge open space for goup activ ities. PREMISES, building or building renovation materials: Building renovation adv isors Architect Look to technical aid centres/ITU AVAILABLE LAND for premises OFFICE EQUIPMENT CAF EQUIPMENT, possible from existing caf, in which case storage costs need to be taken into account LAUNDRY/KITCHEN EQUIPMENT STAFF: 3 no. full time for coordination and management. 1 no. for managerial training, monitoring and periodic rev iew. NB. Who is responsible for paying the salaries of these staff is not expanded upon in this proposal but it must be recognised that a fair, realistic, and reliable salary proposal is essential to any project when looking to recruit staff.
Additional details:
duration
Completion date should be before that of any other proposals, so as to be able to design cultural centres with as coherent a sense of community as possible, not yet fractured by changes to the built environment. 24 months
main partners
-
PART-FUNDING: MANAGEMENT: TECHNICAL SUPPORT:
Fatih municipality Transfer budget already allocated to the planned cultural centre Committee, led bySulukule Platform Univ ersities, e.g. ITU
origins of resources
-
Current budget for planned cultural centre Look to grants, such as EU project grants, e.g. Fener-Balat rehabilitation program Fundraising activ ities Loans schemes (see PAP: Sulukule Fund)
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Beginnings
There are four points in the project framework which appear with stars next to them, these are: DESIGN OF SPACES: LOCATION SURVEY OF CURRENT STREET SPACE DESIGN OF MANAGEMENT STRATEGY DURATION OF PROJECT (imm. obj.) (activ ity) (activ ity) (detail)
design of spaces: location

The map below shows 4 suggested locations for community cultural centres in the project area. Multiple sites help to encourage transit and maintain the lev el of street activ ity which currently characterises the community, as well as discouraging spatial segregation which often exacerbates cultural or racial segregation. Identifying sites of local significance is a way of ensuring the least interference with the complex intangible v alue currently attached to an area or a particular site. 1. close to school
What follows are the beginnings of dev eloping these specific points in more detail, as would be necessary for all points if this project were to move to dev eloping a feasibility study with a v iew to securing funds for implementation.
Opportunity for cultural activities to directly involve younger generation
1 2
2. proposed site of hotel
See PAP: Mix ed land use proposal
3. current caf
Community hub
4 3
4. historic building
Prominent position as entrance to area
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survey of current street space
A preliminary surv ey was carried out into the current street space with a view to: 1) understanding the qualitativ e aspects of how the community relate to the built environment, and 2) making a quantitativ e estimate as to the proportion of street space currently used by the community. This twofold approach to analysing street space and activ ities helps to paint a comprehensiv e picture of what might be lost through urban transformation. This picture informs any designs for community cultural centres; designs must seek to both dev elop spaces where similar activ ities might take pla ce, as well as replace a proportion of the street area currently used. 1) QUAL ITATIVE aspects of how community relates to the built environment METHOD: sketches, observation, mapping of - community gathering spaces, landmarks, activ ities, users of space (see Chapter 3: Analysis) The sketch opposite was used in a larger format to present the approach described here to the Sulukule community and Fatih municipality. It is intended to show key elements of how the community use space today: Security: e.g. women watching from windows, face-to-face relationships in the street Ev eryday interaction with Landmarks: mosque, caf Div ersity of users & uses: Men/women/children, commercial/social Spaces of transit: pav ement and street 2) QUANTITATIVE esti mate of proportion of street space used METHOD: conservativ e calculation based on observation, pacing out on site, mapping of gathering spaces (see Chapter 3: Analysis) CALCULATION: o 1m intensely used either side of street, i.e. pavement o NOT including formal childrens play area near kindergarten o 7/26 possible nodes identified in gathering spaces map:
5 - 30+30+30+30+15 = 1- 20+10 = 1- 33+25.5+6.5+15 = (Open space nex t to caf = Temporal and not full capacity use therefore 30% of total =
135 streets 30 entrance 80 southern crossroad 2000, AutoCAD = 2095m) 600 open space
TOTAL = 845m Suggest spread across 4 no. buildings at approx 210m each Current proposal = 750m
design of management strategy
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A complete strategy would need to be dev eloped for professional working purposes for both the duration of the project (outlined in more detail in the following timeline), and importantly for after the centres are declared operational. A strategy helps to ensure consistency, accountability, and responsibility, av oiding conflicts of opinion and allowing for ongoing changes to develop and be incorporated in a structured and positiv e way. Ownership One founding aspect of this strategy might be to develop struct ures of ownership. For example, a design strategy for the Tarlaba! district of Istanbul included an example of how ownership might be used as a tool for management of the area: in Tarlaba!, plots owned by institutions and foundations were identified and it was suggested that their owners be approached to stregthen the social infrastructure of the area, complimenting planned changes to physical infrastructure.105 The following table suggests basic types of ownership that might be categorised in the renewal area, with regards to the spaces of the community cultural centres. The suggestion is that these categories of ownership might add to the effectiv eness of the project in terms of achiev ing dev elopment objectiv es: basing a strategy on physical and contractual patterns of ownership is likely to lock in commitment and unite a management committee, as all members hav e vested interets in the success of the project. The effectiv eness of the project as a whole might then be secured: the achiev ement of dev elopment objectiv es relies
105 Project
heav ily upon the immediate objectiv e of implementing a management strategy, designed to draw out the maximum potential of the spaces created. Public - Open spaces - Courtyards - Landscaping, green spaces - Maintenance: funded by priv ate and inst. Owners, proportional to m owned Priv ate - Performance area - Caf - Laundry - Kitchens Institutional - Music school - Offices - Adv ice Centre - See PAP The Job Resource Centre
Management committee: suggestions The patterns of ownership abov e help to identify actors already existing in the community who may be interested in formin g a management committee: Small-scale inv estors (both original residents & newcomers) Local organisations, e.g. Sulukule Platform Operators: caf manager, laundry/kitchen manager Heads of institutions: Orkestra, Job Centre, Adv ice Centre Local figureheads Municipality representativ e
dev eloped by Prof. Dr. Alper nl, I T U
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duration of project
The graph opposite prov ides more detail as to a preliminary timeline for the project. It is intended to show how certain activ ities might be undertaken simultaneously to make efficient use of time and complete the project within 24 months. With the exception of 2 stages which require technical proficiency (feasibility study, and det ailed design), ALL stages of the project have been designed to maximise stakeholder participation. In this way, opportunities for actors to communicate their needs are created, increasing the likelihood of a product which is suitable for all, and thus more likely to be economically and socially sustainable.
MONTHS 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Community Profiling: specific spatial needs of the community to be identified through profiling, e.g. survey, ex ercise, workshop. Project Group: made up of representatives from different stakeholder groups To focus on different roles over duration of project: Months 2-8 - preparation - feasibility funding applied for, technical ex perts appointed Months 8-18 - construction - contractor appointed/community organised for self-build also future management strategy designed Months 18-24 - appoint future management committee, design and implement strategy Community Planning forum: ideas and support generated among community. Feasibility Study: continued consultation with stakeholders to ensure needs are addressed in design, design meetings held. Options are developed, ex plored, and costed. Interactive display: different options generated by feasibility study displayed at a venue/venues suitable for all stakeholders to be able to access and ex amine. Feedback generated and analysed by project group. Detailed design: final designs drawn up by technical experts, based on stakeholder feedback. Construction: buildings erected by either contractor or community self-build (or partial self-build). Opening celebration, representatives of all stakeholders to be present. Fundraising activities: to generate funds. Locally, cityw ide, and any overseas interested parties. Participatory building evaluation: to ensure suitability of product - maximise efficiency, use value, effectiveness - provide feedback for funders - inform ongoing changes. Ongoing: - M anagement Strategy to be continued by management committee - Periodic review , by original project group, as part of continued evaluation (above)
Conservation Committee for the Wall
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Preserving Heritage through Cooperation between Local and Fatih Municipality 1. Current situation and justification of Project
Current situation and justification The Theodosian W all butts against the project area. UNESCO has classed it as a W orld Heritage site and is of unprecedented importance to Istanbul as it forms the centre piece for tourists attracted to the city. The W all is steeped and intertwined with Istanbuls rich history, however, a v ariety of threats hav e contributed its physical degradation from pollution, ill conceived preserv ation, earth quakes, fires, v egetation in the vicinity and v arious damaging activities on the W all. Amongst the local population, there is a lack of knowledge about the long history of the W all, its importance to world and general ignorance around the conserv ation process needed to sav e the W all from further damage. Existing studies and main recent dynamics. Although UNESCO has defined the conserv ation area of the W all, in the recent Istanbul Master Plan made by the Istanbul Metropolitan Planning and Design Center, the W all is not respected and mentioned. Relation of the project in relation with official documents, such as Master plan, Regional Plan, exiting laws, etc. (This relation can be a contribution, an alternative, a detail of according to the cases.) This project can contribute to the conserv ation plan of the Theodosian W all, which must be integrated into the comprehensive planning programs through the UNESCOs documents.106 No specific conservation plan has been produced by any organization.
2. Objectives
Development objectives: - The conserv ation through a better management combined with trained conserv ation workers from the local population, to ensure a sustainable protection system of the W all. - Inv olving a v ariety of actors in a dialogue on the W alls conserv ation offers the best chance of local
106
UNESCO, General Conference at its seventeenth session Paris, ( 16 November 1972), CONVENTION CONCERNING THE PROTECTION OF THE WORLD CULTURAL AND NATURAL HERITAGE, Article 5: (a) to adopt a general policy which aims to giv e the cultural and natural heritage a function in the life of the community and to integrate the protection of that heritage into comprehensiv e pla nning programmes;
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participation in management and skilled restoration work. -The training of conserv ation workers with the aim of their employment after the completing a course. Immediate objectives: -Cooperation between preserv ation volunteer workers from the community and municipality, by building bridges around their common goals. -Disseminating the need for the W all to be better preserved which then can act as a basis for building support for a peoples led conserv ation plan.
4. Description of the action and of its main components.
Local community is enabled and empowered through the following actions: Training courses and Workshops for local people The syllabus equips trainees with issues and concepts to do with conserv ation of the built heritage, through workshops they will be taught hands on practical skills. Working with trained professionals they hav e the opportunity of learning by doing, to demonstrate their working knowledge and pick up new skills. These courses and workshops can be taken in the Community Cultural Centre. Some experts from universities in Turkey, ICOMOS-Turkey, Ministry of Culture, and other relevant institutions will be inv ited to take courses. Initially, a group of 30 suitable candidates would be selected to attend the course. The local community and Fatih Municipality would be in charge of the courses and therefore have to decide on the implementation of the following: -To invite experts and/or organizations, generating excitement for the course in the conserv ation world. -Create a schedule for classes.
3. Expected results at the end of the Project

-A committee to administrate the conserv ation of the W all. This committee is both local level and multistakeholder lev el. The committee overlooks issues of how best to preserve the W all for future enjoyment of the people of Istanbul. -Trained physical heritage workers, that have undergone practical conserv ation skills training.
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-Select 25 people living locally to the W all accompanied by 5 municipality workers. -Hire a Suitable v enue. -Acquire materials needed in the workshops. -Regular running of the course ev ery weekend for 3 months. -Prepare for later courses/follow up courses. Instituting Conservation Committee for the Wall (CCW): The CCW is a committee which takes the responsibility for the management of the W all in the renov ation area. The able students that hav e confidently managed the content of the course and demonstrate high lev els of potential for future employment would be found work placements with the CCW . The committee would be in charge of hiring conserv ation workers, who hav e graduated from the training. CCW and their mission: As a leading partner, that guides the course and informs the committee, here are their objectiv es for the W all: 1. Establish tsigns explain the history, hav e an archiv e kept of the W all preserv ation, and dedicated organization/person for channeling superv ision. 2. Keep the negotiation channel with the UNESCO, ICOMOS-Turkey, Municipality, Sulukule Platform, universities in Turkey, Ministry of Culture, in the decision-making process. 3. Research in current conservation approaches.
4. Co-operate with the partners for a planned series of projects to be established. The main components are: Logistical actions required for a conservation committee for its formation and consolidation -Contacting organizations in charge of maintenance and preserv ation -Renting an space for the office -Select local people, persons from Municipality, ICOMOS, universities, built heritage departments, Ministry of Culture, NGOs and CBOs in project area that can form a committee -Constitute the committee and appoint a secretary -Decide on which areas of work the committee will concentrate on and research it wishes to carry out
5. Implementing institution
-Inhabitants in the renov ation area -Fatih Municipality
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6. Main partners
- University departments activ e in preserv ation of the built heritage, in Turkey -ICOMOS- Turkey (Committee of country-wide preserv ation experts,) -Ministry of Culture These three will provide experts for the training courses and workshops, technique support in the whole project, and be members in the CCW . - Sulukule Platform and other NGOs and CBOs those are activ e in the renov ation area. They can provide the materials needed in the workshops and partly finance the project. And they are members of the CCW also.
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7. Expected duration of the Project, provisional budget and origin of resources.
Activity Conservation training courses and workshops for local people Components I nv ite t he experts or organizat ions make a schedule Expected duration 1 w eeks (1st mont h) 1 w eeks (1st mont h) 1 w eeks (1st mont h) 1st 3rd mont h Estimated budget in 500 Origin of resources Fat ih Municipality
100
Fat ih Municipality ; locals Fat ih Municipality ; locals Fat ih Municipality ; locals Fat ih Municipality ; locals Fat ih Municipality
select t he st udent s
100
rent t he Community Cult ure Centre get t he mat erials needed in t hew orkshops hold courses ev ery w eekend temporary courses lat er Institute Conservation Committee for the Wall (CCW) cont act t he organizations involved in rent a place for office select t he members constit ut e t he regulat ions of t he committ ee st art to w ork Estimated Total
1000
1st 3rd mont h
1000
1st 3rd mont h
2500
4th 9th mont h 2 w eeks (3rd mont h) 4th 18th mont h 4th -5th mont h 6th 8th mont h 9th -18th mont h 18 mont hs
1500 500 5000 500 500 20000 33200
Fat ih Municipality Fat ih Municipality, locals Fat ih Municipality, Fat ih Municipality, locals Fat ih Municipality, locals Fat ih Municipality
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8. Coherence with the Local Development Plan
This project contributes to the following guiding principles: - Create income generation activities for the low income and unemployed groups. - Strengthen the capacity of negotiation between the local community organisations and the Fatih Municipality. - Preserve tangible and intangible heritage and the specific interrelation between social activities and the physicality of spaces. - Promote partnerships for implementation of action.
9. Spatial implications
The v icinity of the W all and its environment shall be cleared of unwanted debris, with permission of the local people, unwanted structures can be removed, and damaging aspects in contact with the W all shall be negotiated for their remov al. Local peoples roles as guides to the visitors through the site, benefits both tourists and local people from the changes. The park along the W all lacks quality design suffering from inadequate maintenance, v isitors would be able to tour the W all, using the park, if it was designed for such a purpose.
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SULUKULE Centre
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PLEASE DONT STOP THE MUSIC
1. Current situation and justification of Project One of the most important Roma Culture characteristics is their millenary artistic heritage. Roma music flourished during the Ottoman Empire as they were considered one of the most important entertainers in the palaces creating and interesting music industry that will be developed throughout the years. In more recent times (from the 1950s to 1992) Roma music had a big impact in the Nesli!ah Mahalle, more particularly in the area known as Sulukule which has a majority of Roma people. In a clev er partnership between the community and the Ministry of Culture and Tourism, the music industry had a significant growth in the area. The Ministry promoted and prov ided licences in order to regulate a series of establishments known as Entertainment Houses, which already started to appear in the area close to the W all. These places functioned as Bars that had a stage where Roma musicians played and women danced along the orchestras tunes. These Houses brought a lot of outsiders and tourists into the area, not only promoting the music business but also improving the economy of the area,
since each of the more than 30 houses employed at least 35 persons107 (Musicians and no Musicians).
Music activity taken place in Sulukule such as the 40 gn 40 gece S ulukule Festival (Above). Maestro Erdo!an Dalkran leader of S ulukule Roman Orchestra (Left ).
Howev er the current context of the Music in Sulukule is very different; a law was passed in the early 1990s which closed all the Entertainment Houses arguing that these
107Dalkran E. (2008), Dat a collect ed from an int erview w it h Erdo#an
Dalkran, leader of t he Sulukule Ro man Orchest ra
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places had a contributed with the increasing alcoholism, use of drugs and prostitution. Now days the number of musicians in the area has decreased from 1500 of which about 50% lived in Sulukule to only 50 musicians that play in the touristic places in Istanbul108; therefore there is a real danger of losing the cultural heritage of Roma music in Sulukule, considering that younger generations are not interested in learning how to play the instruments or form orchestras. The closure of the Entertainment Houses also affected in the economic situation of Sulukule and was a major factor for the impov erishment of the area, moreov er the sentiment of the people when remembering those days is a nostalgic memory when life was better. The project targets to address the importance of Music in Sulukule and its people within the existing site. Fatih Municipality supports the preserv ation of Cultural Heritage within the district; and the Roma community are an important actor generating culture based in music and dance. Therefore the project will not only be in the agenda of the Municipality, also supporting the people inhabiting Sulukule and promoting an alliance between the community and the Municipality that could ev olve into bigger objectiv es.
2. Objectives Development objective: Link the Intangible heritage of Roma people with the physical space of the Nesli!ah Mahalle, by bringing back music as an important activity taking place in Sulukule. Short term objectives Promote music in order to bring outsiders and tourism into Sulukule, generating the economy and promoting indirect employment.
108 Dalkran E. (2008), Dat a collect ed from an int erv ie w it h Erdo#an w
Dalkran, leader of t he Sulukule Ro man Orchest ra
Figure 1. Music generating the local economy
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3. Expected results at the end of the Project Ev en if the project starts in small scale the immediate expected result is to have sustainable enterprise that will incrementally evolve into a big music institution establishing the term of Sulukule with Music . Once the total project is implemented it is expected that the area will be in the touristic agendas for people visiting Istanbul and also generating a Cult mov ement between musicians of Turkey and abroad. 4. Description of the action and of its main components. 4.1 Outputs after the implementation of the project Implement a Space to Perform Music on a regular basis in order to impulse music to tourists and local people: Implemented in a joint v enture with the Street Market: an alternativ e for informal traders PAP (See PAP 12) which will take in place each weekend. The objective is to start in small scale in a designated area of the market in which the buyers can enjoy music in a v ery informal way. Once the place is fully recognized it can be developed into a more established space. Implement a Music School in order to teach music to younger generations and outsiders: The School is part of the Designing Community Cultural Centres PAP (See PAP 1). The objective is to hav e a sustainable institution that will be managed by the musicians of Sulukule supported by official entities.
4.2 Activities to achieve these objectives The following are the most important actions that must be done in order to implement the outputs previously pointed within the priority action plan Study of the Existing Music Framework in Sulukule: A detailed study of the current framework of the music industry and market to see the strengths, define priorities and opportunities in order to hav e a successful plan. Workshop with the Musicians and Partners: A series of workshops in order to organize the community, join the involved actors and most important to coordinate and monitor the project by delegating responsibilities. It will also be important to coordinate with the other PAP inv olved (Street Market: an alternative for informal traders, Designing Community Cultural Centres ) Building of a Performance Stage:
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-
The building and setting of a remov able stage, that can be easily mov ed and stored. Refurbishing of a building to be use as a Music School: The proper renov ation of a building (already has been targeted by the Designing Community Cultural Centres PAP) in which the effective activity of a music school can take place. The building must hav e at least: one classroom big enough to place 15 people with instruments, an office for administration, and open space in order to use it as ev entual practice area. Implement an office for administration: It will be located within the school. The office will hav e the task of administrating the School, promoting the groups playing in the Stage in the market, and also networking with other groups or institutions in order to spread and bring attention to Sulukule.
Theoretical Study of Music Framework in Sulukule: Submission of a document or report done by students and other specialized professionals which will surv ey the existing music framework in a community based approach. Workshop for Organization: Hire a trusted person or group, in preference if it is within academia, in order to run a series of workshops that will engage and organize the community and different partners.
Promotion of Sulukule as a Music Spot: Ev en if most of the network marketing will be office based, there will be the need to promote the Music ev ents and the Music School activities throughout the city and also internationally. This can be done by recruiting v olunteers to distribute flyers, put posters, or implement a webpage. 4.3 Inputs needed to realize the activities -
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Spatial Building of a Performance Stage Materials and workforce to build the stage. Buy basic music equipment to be used in the stage and locate a space where it can be stored when is not used. Music School: Negotiation with the owner of the building where the music school will be implemented in Sulukule. Materials and workforce to refurbish the existing building. Buy the equipment for the music school and the office. Management Office for administration: Equipment to hav e all the facilities for the correct administration of the Music School and Stage. Hire a full time professional who will support the community in the administration and marketing activities. Music Professors: Hiring and organizing the community musicians in order to teach in the Music School and promote it.
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Figure 2. Please Dont Stop the Music Project Framework.
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5. Expected duration of the Project There are 3 stages in the project, firstly the preparation time which is preparing the ground to work and empower the community, the second stage is the building of the Stage to be used in the Market, the third stage is implementing the Music School, the last stage needs more time of preparation and logistics, since there are more people as well as finance inv olved. The whole implementation of the project will last around 12 months, considering the deadlines of the Sulukule Spring Festiv al (Stage for Performance) and the beginning of the Istanbul Capital of Culture (Music School). Time line of the project
Figure 3: Time line of the implementation of the project
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Priority Action Project

6. Implementing institution The intention is to be a participatory project in which the community takes action implementing and managing it, hav ing total control of the enterprise and its benefits; in this aspect the existing community of musicians are an ideal implementing entity since they are the main benefiters and already are an existing organized group. Howev er it is necessary the local knowledge of the Sulukule Platform in order to enable organize and coordinate the workshops and planning. Since the project is v ery specific there might be the need of the support of a consulting group to help in the more technical issues, in this aspect the University and other academics can hav e an important role taking into practice methodologies and techniques, that should be useful in the planning and running of the workshops stage. 7. Main partners Main Partners Network of musicians (Istanbul Turkey): Their role is more in the Networking area, hav ing contacts and knowledge of the project their capability to promote and also bring musicians to Sulukule is quite important Ministry of Culture and tourism: Besides been able to support financially and promoting to tourism, their role can extend to capacity building for the people of Sulukule, as well as formalizing the project in order to promote it as part of the Touristic agenda. Istanbul 2010: Supporting financially, promoting the project and networking with other similar projects and technical support. Fatih Municipality: They can support in a more physical form by providing infrastructure, materials and technical support. Also the political support they can bring is very important to formalize and giv e legality to the project.
173 173

9. Coherence with the Local Development Plan
The project primarily addresses the following Guiding
Principles stated in the Local Development Plan: 1. Giv e residents and businesses a feasible choice to stay in the renov ation area. 2. Create income-generating activities for lowincome and unemployed groups. 7. Preserve tangible and intangible heritage and their specific interrelation 8. Promote partnerships for implementation of action Secondarily it has effects in the following Guiding Principle: 5. Strengthen the capacity of negotiation between community organizations and Fatih Municipality.
Figure 4: Roles of the different Partners
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10. Spatial implications. The project will not affect greatly in the current layout of the area since it consists in small scaled interv entions, however depending in its success there is a possibility that the existing activities of the citizens ev olve and the economic growth will lead to the improv ement of the built env ironment. As prev iously stated the stage will be part of the Street Market next to the wall, thus there will be a strong tangible connection with the physical heritage of the area. Also by putting it in the limits of the community it wont interfere with the daily activities of the residents. The Music School will be located in a strategic place which will enable outsiders to easily find the place. As seen in the previous chapters in the analysis, the place is considered a space of social interaction that can be identified by the community.
Figure 5: Spatial Interventions
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Im plementing Institution and Main Partners The main partners inv olv ed in the Self-Help restoration project are: European Union (European Capital of Culture 2010 Committee) - Funding Organisation. Sulukule Platform- Community Based Organisation Fatih Municipality- District Municipality Academics- Specifically ITU (Istanbul Institute of Technology) in the role of bringing together academic commitment of all Istanbuls univ ersities willing to contribute. Fener-Balat Consultants- Offering the experience gained from the Fener-Balat restoration project. Conservation Board and KUDEB - Respectively the national and municipal bodies for application approv al. The implementation of the pilot project is managed by a partnership between three main actors. The Sulukule Platform. Representing the community and more specifically the owners of historic buildings, the implementation role for the Platform will ensure a more participatory approach to design and will contextualise the interv entions adapting them to peoples actual needs. Academics. Univ ersities of Istanbul, although prov iding technical support to the planning and construction phases, will act as a communicational bridge between the CBO and the Municipality, creating a neutral ground on which to start negotiation. The Fatih Municipality. The participation of the municipality in the implementation institution will give a more structured legal framework to the project and, more importantly, it will legitimise its objectiv es and recognise its v alue.
The organisational scheme outlines the main actors and their roles in the context of the pilot project showing the interrelation and linkages between them.
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Partnership: ORGANISATIONAL SCHEME FOR PILOT PROJECT
EU
Sulukule Platform-Academics-Fatih Municipality
European Capital of Culture 2010 Programme
Funding
Revolving Fund/Micro Finance Schemes
Technical Support: Academics Fener-Balat consultants
Plans& Plans& Planning Drawings Drawings
OWNERS
Conservation Board
Nat ional Level (Ext ensive Works)
Construction Monitoring S ELF-HELP RES TORATION OF THREE HIS TORIC Application Approval BUILD INGS
Skilled local people (15) trained in building

and restoration courses already promoted by the Istanbul Metropolitan Municipality
KUDEB
Protect ion Implementat ion and Inspect ion
Cooperative of local builders
(Immediate Outcome)
Evaluation S caling-up
(At neighborhood level) (Extend to historic districts)
Community Development Trust
Controlling
(Long-Term Outcome)
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Coherence with Local Development PlanThe Self-Help Restoration project is in line with the Local Development Plan
suggested by the BUDD group in the 2007/2008 report. There are three broader areas in which this project and the plan seems to be particularly congruent. The first area inv olv es housing. The issues regarding the provision of a feasible choice for residents to stay in the renov ation area, and the commitment to defend housing rights (Guideline 1, 4) are strongly emphasised by both the development and immediate objectives of the pilot project. Not only the self-restoration method is aimed at the defence of rights of owners of historic buildings, but it also tries, through the opportunity for controlled rental schemes of the restored structure, to safeguard the conditions of renters giving them an affordable option to remain on-site. The second area in which the project and the local dev elopment plan converge regards the creation of income generating activities (Guideline 2). The restoration of the buildings gives the chance to owners to access credit and to extend their buildings, generating new units that can be rented. This will hav e three positiv e impacts on the development of the area: first it will allow renters to afford on-site accommodation; second it will generate a regular income for the owners of the historic buildings; third it will promote densification of the area so that more people will be accommodated in the area. Finally the third area regards the preservation of the tangible and intangible heritage, and specifically the interrelation between the built env ironment and the social activities (Guideline 7). W hile for what concerns the architectural importance of the historic building the project focuses on the restoration of specific structural characteristics, i.e. on the re-instauration of the original v alue of the physical elements, for what regards the social component of the heritage of historic buildings, we can talk about preserv ation, i.e. about a process of maintaining the social interaction with buildings as it currently is, in time.
The Self-Help Restoration pilot project is firmly grounded on the principles set for the local development plan and responds to urgent practical needs raised directly from the experience in the field, truly reflecting the reality of the area and tackling its most influential issues.
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Priority Action Projects O n - Sit e R e s e ttl e m e n t
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The affordable renting scheme
Brief instruction Based on the situation that the long-distance resettlement will hav e strong negativ e impacts on the livelihoods of the community and the on-site relocation need to be prioritized, this proposal focus on offering renters the opportunities to stay on-site and ensuring the owners benefited from receiv e these renters. To achiev e this, the project is formed which aims at establishing the renting office to keep the existing connection between owners and renters through standard contract to secure the tenure. At the same time, as we hav e identified the serious miscommunication among the stakeholders who hav e the interv entions in the regeneration project of Nesli!ah and Hatice Sultan Districts, the special function of this onsite renting office which can act as the information platform within the community to bridge the gaps between the stakeholders is also highlighted here. Clarification Everyone who serv es the heritage area should be served by the authority of this area. Everyone who lives in the heritage area has the responsibility to contribute to heritage. Everyone who contributes to the heritage has the right to stay in heritage area.
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1 Current situation
In the regeneration project, the renters will be relocated 40 kilometres away to Tasoluk, which will cause: " The owners lose the income from the rents and still need pay for extra construction cost of the new house. At the same time, 59%of the renters are not occupiers and they can keep on rent their houses out. " More than half of the current renters cannot afford the monthly payment for the ownership in Tasoluk based on their current income, needless to say the extra fee for transportation and the risk of unemployment after mov ing. " The intangible culture cannot sustain without these renters. The information such as demographic and socio-economic data of the community from different stakeholders could not correspond to each other.
Case 2 The owners are not given a f ree gif t. If an owner has a two-layer house with a basement and each layer is 30 m2, the compensation is 90,000TL [(600+700+800+900) x30]. If he wants a new apartment which is the same size, he gets 90m2 with the cost of 111,870TL. The difference is 21,870 and is paid by 180months that is 121.5TL/month. The exa mple proves when the empty land is taken into account only once, the outcome is that the more layers built on the same plot, the more the owner suffers the loss. If he has more than one empty land, not including the plot of the existing house, he will lose the potential to build more houses on the empty lands since there is no more private open space in the new master plan.
(Source from the master plan of Fatih Municipality)
Case 1 Most of the owners are able to rent their houses out and the renters are the majority in this community who need to be especially concerned. Out of 620 owners only 256 are occupants which mean 364 owners who have more than one property for rental.
Case 3 The housing is not affordable for more than half of the current renters. It is positive that the tenants are taken into account in this project and are given the opportunity to have a property in Tasoluk. Besides, they will have a 50% discount (approx. 600TL/m2) of the normal price. And the monthly rate for the renter ranges from 272 to 444 TL/month. [83 m apartment is 49,000-56,000TL (272 to 311 TL per month) and 118 m apartment is 70.000 to 80.000TL (388-444TL per month)](Source: The Master P lan of the Fatih Municipality). However, the monthly rate (from 272 to 444 TL/month) for the new houses in Tasoluk is unreachable for 24.44% of fa milies whose incomes are under 300TL/month and is unaffordable by another 20% who have 301-500TL/month. Even to those who have a higher income (up to 750), which is about 22.22%; it is still a heavy burden to them. (Source: The Social Survey of Sulukule P latform).
(Source from the master plan of Fatih Municipality)
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2. Specification for the project 2.1 Purpose, aims and ac tions 2.1.1 The purpose of this project " Bridge the communication gap among all stakeholders and to cause the community members to engage in the planning and management which results in regenerating the heritage areas. Housing the homeless renters at an affordable rental rate by securing the current contract between owner and renter through the offering of the corresponding compensation to the owner. Keeping the social-economic connection of the community to preserve intangible heritage through promoting on-site relocation. 2.1.2 The aim of this project " Establishing a community-based rental office with the cooperation of the Fatih Municipality and the community members. Establishing an information platform to keep the record of the community members and keep the entire stakeholder informed with the accurate demographic and socio-economic data. Standardizing the contract between owners and tenants to secure the tenure.
"
"
"
"
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Establishing the rental office
2.1.3 The actions The whole project will be div ided into three main steps. The first is to establish the rental office which is the core of this scheme. The second step is to establish the information platform by which all stakeholders could inform the community directly and, at the same time, collect the accurate data of the community. These records will be used as the key evidence for applying subsidy from authorities. The last step is to set up a standard contract for both renter and owner, which is the main function of the rental office. The description of each action is detailed in the table.
Program ming
The Fatih Munic ipality will organize a preparat ory work for es tablis hing an on-sit e offic e taking care of the iss ue of the t enants. Ot her t han officers from Municipality , over half of the st affs will be elect ed from the communit y. Ex ec utive offic ers from the Municipalit y will take c harge of t he financial iss ue and the st affs from the community will t ak e res ponsibilit ys to enregister t he profile of the Es tablis hing the working model for the renting office and define the responsibilit y t hrough disc ussion among the s taffs from both s ides. Sit uate t he staffs t o the working model and giv e dit ailed t as ks. Gathering relevant information from all stakeholds and k eep them
Selection of the Stuffs
Schematic D esign Organizational Design
Information sharing and budget making

Database informed Es tablis hing the database profile for both owners and renters. Documents processing Budget Ex aminating the rent er's profile, prioritizing the emergency and deciding the rent er's price. Ev aluatings the hous es in Sulukule and Tasoluk . Comparing t he subs idy given to t he renters t o mak e the budget for compensation.
R eporting to the authorities a nd to raise and manage the fun ding
Securing the Contract

Negociation Commission C ontract Informing t he community members of the s cheme and rec eiv ing fe edback from rent ers and owners concerning the rental rat e and Constituting the st andard claus e of t he c ontract which gurante es t he ternure for t he renter and the compensation for t he owner who receives the rent er. Moving Occupancy secure contract Locating t he renter to t he house and signing t he c ontract with both owner and renter Re-evaluating the rental rate and compensation acc roding to the inflation of the market t o ke ep the rat e adaptable
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2.3 State parameters 2.3.1 Timescales It will need 16 months to accomplish the project. The chart below shows the sequence of the actions and the time need in each action. The light blue grid shows the actions will finish in the lifespan of the project and the dark blue grid shows the actions will come into functions and keep going after this project is finished.
Table 1 The timeline for Affordable Rental Scheme Project
Timeline( Month)
Pro gr ammi ng Sel ectio n of the Stuffs Sche ma ti c De sig n Org aniza ti on al D esi gn Do cume nt Da tab ase s pro cess ing Bu dge t Ne go cia ti Commiss io on n Co ntra ct Movi ng Lo cate
2.3.2 Rough Budgets W hen come to the Budget for this project, the expense of the Fatih Municipality is mainly used for hiring staffs and keeping the daily function of the rental office. If the time span in Table 1 is A, the number of people needed in Table 3 is B, the formula for the cost of Municipality is [AxBx750]. The subsidy from the Tasoluk roughly is 26170200TL109; the additional cost of the new house for the owner in Sulukule is totally 5447817TL110, which means after paying back the reconstruction cost of the owner, there will still have 20722383TL left which can giv e renter 265TL111 per month for 15 years. If use this subsidy to compensate the owner, together with the rent the renter paid before which is 200TL/month, the owner will receive 425 TL/month which corresponds to the market price.
10
11
12
13
14
15
16
Table 2 The rough budget for Affordable Rental Scheme Project
Oc cup an c se cure y co ntract
109
C as e 3 has analy z ed the subsidy to the renters. C as e 2 has analy z ed the additional cost of the new hous e for the owners. [20722383/434/180=265]
[600x(83+118)/2x434=26107200]
110
[44838X121.5=5447817]
111
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Budget(T L) Fatih Municipality Subsidy International Funding Total
Programming Selection of the Stuffs Schematic Design Organiz atio nal Design Documents Database processing Commission Movin g Occupancy T otal Budget Negociation Contract Locate secure contract
6000 6000 45000 16500 22500 13500 54000 18000 20250 12000 213750 26170200 18000 26170200
6000 6000 45000 16500 34500 26189700 54000 18000 20250 12000 26401950
12000 6000
As ov er half of the staffs will directly come from the community, it will be much easier for the office to carry on the physical and social surv ey to get more accurate data. At the same time, as there are people with different background work together in the same department, there will be more negotiation between the municipality and the community which can also help to build up the understanding and trust between each other and relief the conflicts.
Table 3 The Human resources for Affordable Rental Scheme Project
Human resource Programming Sele ction o f the Stu ffs Schematic De sign Organizatio nal Design Docum ents processing Commission Moving Occu pancy Data base Budge t Ne gocia tion C ontract L ocate secure cont ract Fatih Municipality 4 2 6 2 2 6 0 4 0 7 NGOs 2 2 1 1 2 0 0 0 0 0 Community 0 6 9 9 8 0 9 4 9 9 I nternat ional Organizations 0 0 0 0 4 2 0 0 0 0 Total 6 10 16 12 16 8 9 8 9 16
2.3.3 Actors and partners In this project, the Fatih Municipality will take the leading role at the first place. At the same time, they are required to engage in the community members and finally transfer the responsibilities to them; and ev entually the community will be the main role. The international organization and NGOs will be invited to take part in certain stages, such as the selection of staffs and the gathering of the information to make the whole process more transparent and stringent. The numbers of people required in each stage and the origin of the organization are shown on the following table. Since some people can change their tasks in different stages, so total of 16 people are required.
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3 Complete the project
Other than the traditional contract between the owner and the renter, the new contract will include a third party, the rental office, who acts as an adapter between the renters affordability and the owners profit after the regeneration project. W hen the project is completed, there will be a rental office comes into function which offers the service of this rental scheme and keeps the process easier for the renters and owners.
4 Tips for implementation

The transparency of the municipality and the participation of the community are the two curtail issue for build up and maintain the trust between the municipality and the community. This trust will be the foundation for the success of any other actions taken in this regeneration project. As far as the information platform is established, there will be accurate data for ev ery stakeholders to do surv ey and inv estment. This issue should come earlier than the master plan of the regeneration project, so there is also a suggestion that this rental scheme can be addressed at v ery beginning in other project. There are positive things can be learned in the regeneration project of Nesli!ah and Hatice Sultan Districts. Howev er, as a pilot project, something better is expected.
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This project is to deliv er social rental housing on site for the poorest through the adjustment of current masterplan. Existing Situation and Justification There are four aspect of the existing situation which I would like to address: i) ii) iii) Affordability problems of the resettlement plans for the poorest. There is no option at present for renters to maintain in Sulukule. The urban fabric, critical in preserving the cultural heritage, will be destroyed with the current master plan. Houses for purchase in Tasoluk subsidised but yet still unaffordable. are heavily
Figure 1 Diagrammatic representation of Justif ication of action project
ON SITE SOCIAL RENTAL HOUSING
iv)
This action project seeks to be a single integral solution for addressing the resulting needs that stems from these four current conditions. The process of achieving this is highlighted in Figure 1.
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SUPPORTING EVIDENCE AND JUSTIFICATION BOX 1) i) AFFORDABILITY PROBLEMS FOR THE POOREST From our analysis, the main finding that has to be urgently resolv ed is the reality that a significant proportion of the community are very poor. Despite the efforts by the municipality to increase the length of repayment period to 15 years and negotiating for lowering the selling prices of TOKIs housing in Tasoluk by half its market v alue: There are owners who will still not be able to meet the repayments of the differences in housing cost for the new Sulukule houses. There are renters who cannot afford to purchase a house in Tasoluk. Reinstating what was talked about in the analysis of the Urban Dev elopment and Resettlement Proposal112, from the social economic surv ey carried out by the Sulukule platform: 47% of the families in Sulukule earn less than 500 TYL113 . For the renters sample of the surv ey, close to half of the people pay less than 200 TYL a month for rent. There remains to be 100 tenants yet to agree to purchase house in Tasoluk. And we understand through
Refer t o previous chapt er 3: Analys is: on affordabilit y of the relocat ion s cheme. There is an informat ion gap in t he s ize of t he s urvey s ample and t he met hodology of how t his survey w as carried out by t he Sulukule Plat form which w e w ere unable t o confirm w ith t he implement ers.
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v arious conversations with Fatih representativ es, that 80% of owners have signed for a new house in Sulukule leaving 120 owners who hav e yet to agree.114 I do not believe it is conserv ative to attribute the main reason for this to be affordability. 220 families are left without a resettlement solution. The platform have identified these 100 tenants to be highly v ulnerable to homelessness as unlike the owners, they do not have their house as an asset and finding affordable rent for these tenants elsewhere will prove challenging.
Figure 2 Recalling from analysis: Difference in value between old and new properties in Sulukule. Source: Municipality of Fatih, meeting with Mustafa ifci 7/5/08
114
Source: Fat ih municipalit y Renovation Areas April 2008 + I nt erviews w ith M ust afa ifci on 7/5/08. Refer t o Chapt er 3,
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Looking at the compensation rates and the cost of new housing under the analysis of the resettlement program section, there is a significant difference between the v aluations of the existing properties to the cost of the new houses in Sulukule. (Figure 2) The owners will hav e to pay for the increase in v alue if they are to maintain in Sulukule. The properties of the owner occupiers are significantly smaller than the majority of the new houses, (new houses range from 75m2 to 180m2). It was also identified that the municipalitys v aluation of the existing properties is v ery low in comparison to rates offered by the market. The lack of choice for a property of similar size and the low lev el of compensation rates offered by the municipality contributes to the unaffordability of the new houses for the owner occupiers. They lack the income generating capacity to meet this demand. An apartment in Tasoluk for Sulukule residents costs 49,000-56,000 TYL for a 83 m apartment and 70,00080,000 TYL for 118 m apartment. Source: Mustafa ifci on Tasluk visit 6/5/08.115 Ov er the 15 years, the monthly repayment without including interests as yet will range from 272TYL per month to 444 TYL per month. Compared to the statistic that 40% of people earn less than 500 TYL and the av erage rent paid in Sulukule at present is 200 TYL, these repayments still seem out of
115
reach for a significant portion. So we predict that although majority of tenants hav e signed up to a house in Tasoluk, they will ev entually realize they cannot afford it especially if their income generating rev enues cannot be sustained through the relocation. Need: An alternative to the present resettlement options is required aimed primarily for the v ulnerable, ie the poorest.
Refer t o analys is.
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SUPPORTING EVIDENCE AND JUSTIFICATION BOX 2) ii) THERE IS NO OPTION AT PRESENT FOR RENTERS TO MAINTAIN IN SULUKULE All owners hav e been given the right to purchase new housing in Sulukule but this does not safeguard the staying of the renters. Furthermore, as the v alue of the property increase through the rehabilitation project, owner landlords will lever for higher rent to cov er the difference in price for the improved property. As there are no provisions within the resettlement plans to control the rent or strategies to encourage landlords to maintain with the existing renters, many of these renters will be ev icted out of Sulukule. They hav e the option to go to Tasoluk, but with the problem identified in part i), sometimes this is not feasible. In the analysis of the physical and social situation116, we hav e also identified the strong physical- economical linkages. Residents livelihoods are strongly linked to the locality of Sulukule. The demographic structure surv ey carried out by scholars presented in Fatih municipalitys Renov ation Area report April 2008 shows that the most common professions in the district are Artisans: 21%, Informal jobs: 15%, Labourer: 14%, Musicians 3%. It is ev ident that the nature of these jobs is not suitable for locations such as Tasoluk. These liv elihoods depend on being in the city centre, thriving on the existing formal
116
networks and people pool of the city. We recognise there are employment opportunities in Tasoluk in the forms of industries, but the residents of Sulukule do not hav e the skills to adapt to such jobs. Training courses are a good measure to address this, but is a limited strategy that cannot be sustained to cov er for all the relocated tenants.
Figure 3 Years lived in the neighbourhood of both tenants and owners. Source: Social and Economic Survey by Sulukule Platform
As well as the strong physical- economical linkages, there are also strong physical- social linkages in this community. The majority of residents hav e lived ov er 20 years in the neighbourhood and so there is a v ery strong
Refer t o analys is of phys ical, s ocial and economical
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and ev ident existing community network. The tenants are also fully integrated into this community network and a lot of the residents in the neighbourhood depend strongly on these neighbourly ties for their everyday living, therefore tenants as well as owners should maintain in Sulukule in order to preserv e and capitalise on such a community asset. The physical and cultural ties of Sulukule are reflected by the Romani communitys long residency, (over thousands of years), in this settlement along the land walls. There is still a strong Romani presence within the community, (34% of the community).117 This has meant the cultural heritage associated with the Romani community, namely the music and the dance, still exists in the present day Sulukule.118 This was witnessed by the team during the spring festiv al. It is important that such richness of culture is maintained and so the Romani community, (who are amongst the poorest of the residents after the closure of the entertainment houses) must be allowed to stay in Sulukule. Need: An alternative to the present resettlement options is required to allow tenants to hav e the choice to stay in Sulukule.
Refer t o previous chapt er 2: Setting t he s cene: Neslis ah and Hat ice Sult an on informat ion about Romani culture wit hin t he renovation area. 118 M Sc BU DD students of DPU: Placing Sulukule: t ow ards an alt ernat ive propos al t o cons erve the living herit age of Romani Cult ure. June 2007, pp23 Refer t o for informat ion on t he significance of Romani cult ure t o Ist anbul.
117
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SUPPORTING EVIDENCE AND JUSTIFICATION BOX 3 iii) THE URBAN FABRIC CRITI CAL IN PRESERVING THE CULTURAL HERITAGE W ILL BE DESTROYED W ITH THE CURRENT MASTER PLAN. In the physical and social analysis119, many findings were yielded through our mapping activ ities. There is now in depth understanding into the heterogeneity of land uses, the significance of community landmarks in the interaction within the community and integration with areas outside the area and most importantly, the interrelation between social activities and the physicality of space. The design of the current master plan was not informed with this body of knowledge and so does not reflect any of these aspects. It should be revised to incorporate these findings which are fundamental to preserving both the tangible and intangible heritage. Through adjustments of the current master plan based on the principles of preserving the existing ways in which space is used, it will be demonstrated later on that this can also hav e the bonus effect of making more efficient use of land hence yielding av ailable land for the inclusion of the social rental housing. A series of design interv entions to achiev e this will be discussed later. Need: Adjustments are required to the current master plan
119
SUPPORTING EVIDENCE AND JUSTIFICATION BOX 4 iv ) HOUSES FOR PURCHASE IN TASOLUK ARE HEAVILIY SUBSIDISED BUT YET ARE STILL UNAFFORDABLE. Houses in Tasoluk are part of the TOKI, mass housing authority, social housing scheme. From interviews with Mustafa ifci during the Tasoluk visit, 6/5/08, we understand that the houses provided are cheaper than the real cost of the buildings. Actual cost of the houses in the area would be 1200 TYL/m2 but TOKI is charging 600TYL/m2. So in effect for each 83m2 unit of apartment in Tasoluk, TOKI is subsidising 49,800 TYL as part of the social housing strategy. However, as discussed in box 1), these houses are still unaffordable for some Sulukule residents and the reduction in income opportunities through the relocation to this area will make Tasoluk home ownership scheme impractical for them. By utilising the subsidy TOKI is handing out in this scheme into an alternate scheme that is more suitable for these people, a more appropiate solution can be achiev e. Need:To transfer the subsidies being inputted into Tasoluk to alternativ e schemes.
Refer t o Chapt er 3- Analys is: Phys ical Social and Economical s ect ion of t he report
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The W ider Issue and Justification The Wider Issue: So far, we hav e justified how this PAP addresses the existing situation in Sulukule. But the objective for this project by the students of UCL, is to create solutions that will be transferable to other renov ation projects in the historic centre. On site social rental housing is not only an action project to be delivered in Sulukule but is a strategy that we hope will become a common approach for other similar projects. The project aims to demonstrate the feasibility of such a strategy through its implementation in Sulukule and will use the Sulukule case as the starting post to institutionalise on site social rental housing within the social policies of Turkey. Justification: There is high demand for social housing in Turkey, to meet the ev er increasing population growth of the city. Pressure on TOKI to deliver mass housing is high. This is evident in Tasoluk with 5000 applications for the 1000 remaining units. As with many other European countries, namely the UK: the social housing scheme includes an array of strategies to tackle the needs of the div erse population. Solutions aimed at the most v ulnerable, include social rental scheme where the state, or a state assigned association (housing associations in the case of UK) acts as the landlord and therefore able to prov ide affordable controlled subsidised rent to the poorest. There is scope at present to include such a strategy within TOKIs portfolio of housing schemes. This will contribute to meeting the high social housing demands. At present the strategy being implemented by Fatih and TOKI in tackling the renov ation of Sulukule is demonstrated in Figure 4.
Figure 4 TOKI's (Housing development authority, HDA) mechanism 120 for the delivery of renovation projects Source: http://www.toki.gov.tr/english/2.asp
This mechanis m achieves t he rehabilit at ion of t he "dilapidat ed urban zone" , als o at t he s ame time a vacant area is planned for t he purpos e of providing modern hous ing units for evict ed hous eholds from t he renovat ion areas .
120
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Problems with this mechanism has been the unsuitablity to rehouse evicted people from the renov ation area in alternate non- occupied land. It also creates an unsustainable demand to seek new land, and may result in dev elopment on unsuitable land, such as Tasoluk and contribute to urban sprawling. Our main concern also is the social stratification of the city such an approach will create. The continual renov ation of the city centre with developments such as that proposed for Sulukule, will result in lack of affordable housing for the low income groups. They will either be relocated to the citys periphery, as suggested with this TOKIs mechanism or priced out of the city centres housing market. The lack of div erse stratified income groups in the city will cause long term social and economic problems as it is being witnessed in London. The force of the priv ate housing market in the centre London has made prices unaffordable for large proportion of the population. As the low income group cannot afford to live in the city, it has created a shortage of blue collar workers121. This low cost labour pool is critical in sustaining a healthy economy and so extensive strategies hav e been put in place in London now to address this problem. Strategies being implemented include the obligation to deliv er large amounts of on site affordable housing along with ev ery priv ate housing dev elopments in the city. Details of this strategy can be found in the supplementary planning guidance on affordable housing in the London Plan122. This is in effect what this project tries to achieve through the delivery of on site social housing through adjusting the nature of land 2 in Figure 4 from alternative non occupied land to a proportion of the renov ated area. It is recognised that the amount of social rental housing that can be delivered on site cannot possibly accommodate everyone that is displaced. But it is aimed primarily for the poorest and forms an option to supplement the array of strategies for on site resettlement.
122 GLA ( 2004) Affordable Hous ing: The London Plan Draft Supplement ary Planning Guidance. Great er London Aut horit y, Cit y Hall, The Queens W alk, London, SE1 2AA.
121
Blue collar w orker is us ed t o des cribe uns killed, manual labourers .
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Project description On site social rental housing is an affordable option for the poorest residents to maintain in Sulukule. As the rents will be subsidised by the state who will act as social landlords. By adjusting the masterplan, social rental housing can be incorporated through minimal disruption to the current contracts for the new Sulukule houses. There will be no significant additional financial burden on the municipality or dev elopers TOKI when compared to the current relocation plan. The Dev elopment Objectives To deliv er on-site social rental housing for the poorest, with the hope to institutionalise social rental housing within the housing policies of Turkey in the long term. Immediate Objectiv es Adjust the current plans to allow for land space for social housing prov ision. Compose a delivery, implementation and management strategy for the social rental housing. 1 2 3 Output A & Output B Outputs Technical delivery of the project through: A) An adjusted master plan that: Reflects the current cultural v alues of the urban fabric. Utilises land in an efficient manner. Allows for a minimum of 220 social rental units. B) Social rental housing adequately designed and constructed on site to suit the needs of users. Organisational delivery of the project through: C) Manual of instructions and rules of qualifying criteria, application procedure, terms and conditions for the social rental housing. D) A committee/ working group set up between TOKI, Fatih municipality and other stakeholders and support personnel to establish social rental strategies as part of TOKIs social housing delivery model.
Figure 5 Diagram showing corresponding activity and output
Output C & Output D
5 6 7
Act ivit y
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Activities
1) Desktop study on the design of social housing 1 m onth This is to carry out research on the design of social rental housing. Issues such as sizes, design and layout of social rental housing units should be understood in order to inform the design of such housing in this project. One particular aspect would be the use of communal facilities in order to make efficient use of space. 2) Examine the existing living condition in Sulukule 1 m onth Examine the existing living conditions of potential candidates who will live in the social rental housing. Understand the way they liv e to identify their needs for the design of their homes. to ensure adequate design is delivered. 3) Adapt the master plan through various interventions 6 m onths Design exercise to achieve the objectiv es set out. This will include re-design the master plan to make more efficient use of land in order to incorporate social housing. Refer to Possible suggested ways to adapt master plan for guidelines on how this could be done and Figure 6 and Figure 7 for estimation of the number of units that can be deliv ered. This activity will also include the design of the social houses. Sev eral other PAPs also require the review of the master plan, for example the
project to look at residential and commercial areas based on mixed land use. This activity can be concurrently run if all these projects are to be implemented. 4) Investigate into the demand for social rental housing 3 m onth An extensive survey is required to preliminary identify the people who require/ desire the option for social rental housing on site. Their situation in relation to the existing resettlement plans should be understood and their circumstance assessed in order to be able to prioritise the people in need of this strategy the most. The priority target group are tenants unable to afford Tasoluk, and owners who cannot purchase a new Sulukule house. These owners can sell their house to become tenants in the rental housing if they desire. 5) Identify details of the rental program in Sulukule 6 m onth Details on how to implement and manage the social rental program hav e to be established. This will include the finance of the strategy, how much subsidy is giv en to the rent, who is eligible for the program, the application procedures, the terms and conditions for being tenants. This will be collated into a manual of instructions which can be used as a base for Fatih to initiate dialogue with TOKI and other actors.
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6) Communicate the program to the community 1 m onth Awareness raising campaign should be formed to make sure all the residents know of this new option to the resettlement program and the details. An office should be set up to give advice, receiv e applications and disseminate information about the social rental housing program. This office can be the same centre as the one proposed in the PAP on Affordable Renting Scheme, where a renting agency has been proposed. This should transform into a one- stop- shop centre for the administration and management for all the different options within the resettlement program. The centre will hold information on all the renters and owners of the area. 7) Establish dialogue between actors for institutionalisation of social rental housing 5 m onths The manual for the social rental housing in Sulukule can be used as the tool to begin the dialogue between Fatih municipality and TOKI with many other relev ant stakeholders who has a part to play in dev eloping social housing policies for Turkey. These may be other municipalities who are interested in such a scheme, central gov ernment, relev ant experts in this field. Through gathering these people, hopefully this will result in a working group between representativ es from these institutions to further dev elop this strategy in order to be institutionalised and applied elsewhere. This dialogue should include recommendations from experts based on other case studies around Europe.
Estimation on no# of units to be delivered Estimation will be based on this initial social housing dimension model. Size of one unit: 50m 2 Number of storey: 5 stories Units per storey: 2 units Total units per block: 10 units Gross Floor Area: 500m2 Building occupied area: 100m 2 Plot ratio: 1:2 Plot land area: 200m2 to deliver 200 units Figure 6: Model used for estimation of land required per unit housing Possible Design Interventions Densify potential area with 5 storey housing in vacant land. Review the need of hotel and perhaps remove Land made available m2 3200 2740 Units allowed 160 137 Culmative no# of units 160 297
Reduce propose green 4179 208 505 are by 20% Reduce w idth of streets. Total area of streets 1133 56 561 reduce by 5% Figure 7 Table showing number of units made available through possible design interventions
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Possible suggested ways to adapt the master plan
Series of possible design interventions: Dense area of 5 storey housing within the potential area identified. This is the basis of t he project so this intervention must be carried out. See potential are info for justificat ion. To achieve t he minimum of 220 units, extra design int ervent ion must be carried out. It is questionable to have a need for a hotel in such an area, review this and perhaps remove. These last t wo suggested intervent ions are also ident ified in the analysis. These interventions better adheres to t he current cult ural use of space. Reduce proposed green space of (20893m 2) by 20%. Reduction in the street width, reduce area of streets by 5%.
Potential Area for social housing provision.
Within the potential area are buildings (grey blocks) that are being kept in place as suggested by the masterplan. At present, this area is dominated by the large area of vacant land belonging to the municipality.
Potential Area becaus e: In an already dense area of site with no height restrictions. Can build houses to the nature of the ex isting buildings (as show n in photos) which is of high density. Social housing of this design w ill complement the ex isting urban fabric in this area than the planned ottoman style villas. Ex isting large vacant land already owned by municipality so little disruption to ow ners of the land. Area is spatially separate, so minimal disruption caused to the rest of the development. 7 proposed villas will have to be located elsewhere. (see possible design interventions for more efficient land usage) Large number of social housing units can be built within the vacant land proposed for internal courtyard at present, courtyard is not required 206 here.
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Figure 8 Activity Timeline and Inputs to Activity Figure Activity timeline and Inputs for Activities
Figure 8 shows the ov erall activity timeline for the PAP. Many of the information gathering and design activities
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can take place concurrently. The set up of the program can happen after the design is set, as the number of units av ailable and cost of the project will be better known. The whole project to deliver the design, to set up the organisation of the management and to initiate the long term sustainability of the strategy, is estimated to take one year. Main Implementers The main implementer for this priority action project is to be Fatih Municipality. They must recognise the need for on site social housing and therefore initiate the inception of this project. This will ensure effective changes to the master plan to be made. TOKI is also a v ery important actor in this project. They are the current dev elopers of the Sulukule project and so any changes will hav e to be agreed with TOKI. But more importantly, they also hav e the role of housing administration of Turkey; in charge of delivering the countrys social housing. Other main partners in this project are the 2010 European Captial of Culture Committee. They hav e shown interest in achiev ing alternative solution to this project. They can act as an independent body to make sure efforts are made to achieve objectives and share their knowledge. Sulukule platform also has an important role in this project as the community needs to be engaged to understand the social situation of the residents and the demand for the housing. The platform already has good information on this and has close ties with the community. Figure 9 shows the make up of the design team in charge of deliv ering output A and B. The management committee in charge of deliv ering output C and D. Design team
2x architects 1x structure; 1x infrastructure; 1x transport; 1x build services engineer 1x landscape architect 1x planner 1x quantity surveyor. 2010 Culture Capital Committee Fatih municipality Mustafa ifci 2x Fatih reps 2x TOKI reps 2x Community Officers: Asli & Hacer 2x Community reps. 1xSocial housing experts 1xLobbyist 1xEconomist
TOKI
Sulukule Platform
M anagement committee
Figure 9 Human resource needed for the PAP
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Financial Resource and Provisional Budgeting As well as human resource, financial resource is also required for the implementation of this PAP. The partnership of Fatih municipality, TOKI municipality and the 2010 European Capital of Culture should provide the budget for the project. The incentive for the municipality and TOKI is that by undertaking this project and making it a 2010 European Capital of Culture project, they can lever for significant funding from the culture capital committee to their overall project. Sulukule platform will of course supplement this by offering their services for free.
Figure 10 Provisional estimate of budget123
123
Overheads cover all t he expens e cost of each pers on, t he office s pace, bills , expens e, administ rat ion, t ools. From experience w orking in des ign office, 0.2 of s alary is us ed. I n a normal office for management , 0.1 of s alary.
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Tenants Co-operative for Security of Tenure
This Priority Action Project is a part of onsite resettlement proposals. As the title mentions the project aims to generate the concept of a Tenants Cooperative which will then be responsible to get land title contracts. 1. Current situation and justification of Project As already mentioned in our analysis, the Law 5366 does not consider the tenants. Ev en if the Fatih Municipality considers the tenants and provides them with houses with contracts, which we see as a positiv e attempt, it is not satisfactory as it displaces the people. The new master plan by the Fatih Municipality leads to land speculation and thus gentrification. The occupied owners earn their livelihood by renting their houses to these tenants. Our interviews with the community show that a number of houses hav e been sold to third party, as the current occupied owners do not hav e enough income to sustain in the new master plan. The studies by the Sulukule platform and our interv iews show that most of the tenants hav e been living in the area for more than 40 years. The livelihood of people is attached to this area, and a lot of tenants are searching for rental accommodation in the neighbourhood. It has been observ ed that the current struggle with the Fatih Municipality has been divided through the issue based on roma and non-roma people. We believ e that the master plan will lead to lot of people being displaced and hence the current situation demands groups to be displaced to come together for their security. There is an urgent need of a mov ement at the grassroots lev el which then the municipality has to take account for and provide support to. There have been cases around the W orld where such cooperatives hav e been successful in compelling the State to listen to them and national policies being devised for scaling up of the process.
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2. Objectives Dev elopment Objectiv es
1. 2. A solution for housing in the renovation area This project forms a pilot for formulating a national lev el policy for tenants. 3. A specialized gov ernment institution to giv e support and guidance to tenants Tenants Serv ice department
the local level will help the tenants in matters regarding to laws, policies and also design and reconstruction. This quantitativ e output is expected to create rouse in the country leading to a mov ement at National Level, which will lead the State to formulate a National Policy for Tenants.
4. Description of the action and of its main components. The Initial Activ ities are divided in 7 steps. 1. Training and Capacity Building W orkshop for Sulukule Platform 2. Survey of Tenants, listing of tenants by area physically marked on site. 3. Sulukule Platform initiating the tenants to form a cooperative 4. Formation of Cooperatives in 5 zones as marked in the map. (These areas are zoned as per roads and hence physical boundaries. These can be modified as the stages progress) 5. Training and capacity Building for Cooperativ es
Immediate Objectiv es Increase security of tenure for tenants. 3. Expected results at the end of the Project 1. 5 numbers of Cooperativ es formed. 2. Federation of Cooperativ es will be formed.
3. 434 tenants family will be with security of tenure and secure contracts.
The
cooperative
thus
formed can then manage
renov ation/reconstruction of their properties with the help of the Local Municipality. A special committee at
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6. Formation of Federation of Cooperatives 7. Application for registration for contracts (titles).
tenants to form a cooperative 4. Formation of Cooperatives in 5 zones as marked in the map. 5. Training and capacity Building for Cooperatives 6. Formation of Federation of Cooperatives 7. Application for registration for contracts (titles).
1 Month 3 W eeks 3 W eeks 1 Month
After the application, the expected time taken for registration is minimum 2 months. The total duration of the project is expected to be approximately 8 months. 5. Expected duration of the Project
1. Training and Capacity Building Workshop for Sulukule Platform 2. Survey of Tenants, listing of tenants by area physically marked on site. 3. Sulukule Platform initiating the
6. Implementing institution The key implementing institution identified is the Sulukule Platform. Since it has been working in the community from 3 years, is well acquainted about the community and has been successful in gathering attention for Sulukule all over. It has gathered the required trust of the tenants which are the key players of the project.
3 W eeks 1 Month
1 Month
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7. Main partners The main partners of the project are the Sulukule Platform and the Federation of Tenants Cooperatives The platform will be helpful in initiating the required interest for the project. It will carry out capacity building and training for as the well tenants, as the establishment federation of of the cooperatives cooperatives. The platform and the cooperativ e hav e to be successful in conv incing the occupied owners as well as the unoccupied owners to share the land title. Once these objectives are accomplished, the platform will excuse itself from the project and let the Federation work out on its own with the rapport they build with the Local Municipality. 8. Provisional budget and origin of resources (financing) The mov ement is a grass root mov ement. It is expected that the tenants realise the gravity of the situation and hence finance, should not be seen as a hindrance. The Capacity building and training sessions for each session will require $500. There are 3 sessions for the Platform and 3 sessions for the community which amounts up to $3000. Other than that, renting of a small hall for meetings, conferences, workshops, and stationary will require another $1000 The funds are expected to be generated from donor agencies which would be International Agencies like the World Bank, United Nations, and European Union.
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9. Coherence with the Local Development Plan This project has been designed specifically keeping our vision and guiding principles in mind. Vision To see the residents of Neslisah and Hatice Sultan Districts and their descendants be the direct beneficiaries of the future of their community. Key Guiding Principles addressed:
Giv e residents and businesses a feasible choice to stay in the renovation area. Generate on site affordable housing solutions for t he renovation area. Defend housing rights. Strengthen the capacity of negotiation between the local community organisations and the Fatih Municipality Promote partnerships for implementation of action.
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Sulukule Fund: A sustainable revolving loan scheme & The Sulukule Childrens Centre (SCC)
1.0 Current situation and justification of the project (Why?) The city of Istanbul is becoming more and more elegant, but its the poor who foot the bill. In Fatih Municipality, at the end of June 2007, the Mayors office gav e the go ahead for one of the most massiv e and violent forced ev ictions of Romani ancient settlements in the world. Ov er 500 of about 1000 households who reside in Sulukule, Fatih Municipality, Istanbul will be hit by the ongoing forced evictions and demolitions. This is coming after the closing down of the entertainment houses (a major source of the peoples liv elihood) in 1992 coupled with the issues of social exclusion and stigmatization that has crippled the wellbeing of this race in Istanbul over the years. Sulukule being a low-income settlement with mixed land use, it is expected that the Fatih Municipality is aware of the fact that their current interv ention is a disruption of economic activities that has contributed in no small way to the evident high rate of unemployment, high percentage of school drop-outs, amongst other social issues. And our recent surv ey of socio-economic and livelihood patterns within the community revealed that the resettlement programme of the municipality will only spell doom of disintegration and the extinction of a truly Romani settlement in the city of Istanbul. In opposition to this disruption, several associations of local inhabitants joined by v arious international concerns, NGOS, celebrities, as well as academics are breaking the wall of silence, including that of the press, by mobilizing initiatives based on the appeal launched by the Sulukule Platform which calls for an end to these forced evictions and demolitions, compensation and on-site resettlement of all residents including the homeless in hosing they can afford. Howev er, the urgent issues to be addressed now are directly related to children and women who are the most v ulnerable within the community. Also, the revitalisation of economic activities through the provision of income generating opportunities and the provision of cheap or interest free loans can help sustain the livelihood of all age and gender grouping within Sulukule. This way, the community will be better positioned financially to meet their immediate challenges and armed through the education of children to tackle the root causes of problems affecting
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the community as a whole. It is then and only then that our interventions can be viewed as sustainable since in my opinion, education is the engineering for personal development, it is through education that the son of a miner can become the mine head, the son of a farmer can become a president and the children of Sulukule can be at par or ev en surpass others from the rest of Istanbul and thus forget the stigmatisation of been Romani. Accordingly, the proposal for the setting up of a rev olving loan scheme and the demonstration of how the loans may be applied particularly with the Sulukule Childrens Centre initiative has been drawn from all the abov e as a priority action for immediate implementation. 1.1 Current situation at a glance Summarily, the current situation of Sulukule community that has attracted the attention of both local and international concern and ultimately informed the visualization of the Sulukule Fund (SF) and the Sulukule Childrens Centre (SCC) is presented below for your perusal:
70% 60% 50% 40% 30% 20% 10% 0%
Figure 1: Current situation of Neslisah and Hatice Sultan District Source: Faith Municipality, 2005, Bir Cingene Yolculugu p. 168-178
It is evident from the abov e that the closure of the music houses in this predominately music community in 1992 by the Fatih Municipality brought down the population of persons inv olved in music related industry to a mere 3%. The effect is not surprising with children (33%) now becoming the bread winners of their families and no less than 26% of those of them enrolled in school dropping out for the same reason. 1.2 Project Justification Consequently, in the course of our survey, analysis and planning (SAP) for the Surviv al of the Sulukule
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community, it came across to us that immediate steps must be taken to help improv e the economic situation of the community given the 69% statistic of redundant educated/ skilled of this population. W hatever percentage this group (redundant educated/skilled) represent within the community or the kind of education or skill they possess, their efforts should be completed by creating income generating opportunities for them and encourage the cheap transfer of their skills to others within the community. The Sulukule Fund is therefore designed as an interest free revolving loan scheme within the community to support livelihood group who have skills but access to cheap or interest free loans eludes them for several reasons. Also, the childrens interest must not be left out of any vibrant project that responds to the needs of this community. At this junction we must acknowledge the effort of Dilek Turan for organising a group of v olunteers and the negotiation of space, transportation and support from the Belgi University for the training of the children particularly those that hav e dropped out in science and arts. Howev er, the community recently lost the support of the university and must now negotiate for another space if the educational support must continue but it should also be done in a manner that it is sustainable. Accordingly, with the participation of the children, a Sulukule Childrens Centre is now been advocated by Dilek Turan with the conviction that the art craft production which the children have now mastered can be sold to support the SCC if given a loan under the Sulukule fund. The children are also willing to show that if given the loan, they can demonstrate the ability to repay from their profits within a year. We are really humbled that our proposals in this regard is enjoying attention of the community and the implementation is now ongoing because it is v iewed to be deriv ed from their need. Attached below is a progress report from Dilek and brief from the community meeting of Friday 23 rd may 2008 on the establishment and support of the SF & SCC design with the support of a member of team through consultation and sensitisation of the community aimed at dev eloping a sustainable participatory model:
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In conclusion, we will like to reiterate that our mission and guiding principles are strictly adhered to in the conceptualisation of this approach.
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2.0 Objectives It should be reinstated that the ov erall objective of the SF & SCC is the economic revitalisation of the Sulukule community by addressing the root causes of the peoples problems within the city of Istanbul and beyond. Also, the SF & SCC are based on specific short term and long term objective itemised below: 2.1 Short Term - Establish a revolving loan scheme - Establish partnership with the community - Implement two demonstration project (e.g. the SCC) - Improve the livelihood of two groups 2.2 Long Term - Improve the ov erall living standards of the community - Reduce unemployment - Strengthen the capacity of the Community Based Organisations - Strengthen the possibility of the community to attract partnership from all sectors - Support Educational dev elopment of the community - Preserv e tangible and intangible heritage through participation It should be noted that SF & SCC are limited to the Sulukule community in the short term and the model can be replicated in other areas of Istanbul or any other part of the Republic of Turkey based on their situation and needs. The extension of this initiative to other areas within the Neslisah and Hatice Sultan District is a decision that requires further consultation between our team and the Sulukule community. 3.0 Expected Results at the end of the Project We are of the opinion that the project that has already started has no end. However, SF & SCC will continue to support and improve the socio-economic situation and the educational dev elopment of the community year after year. It is our Vision that the SF will eventually grow to become a strong community bank that would help develop several businesses and initiatives of the Romani people all over the world. By the time the SF & SCC are formally launched in 20 months from the 1st of June 2008, the children will hav e their own sustainable (self help) productiv e communal space and interest free loan will be av ailable to others to improv e their liv elihoods from the SF. 4.0 Description of the actions and its main components A participatory approach similar to what is obtainable under the implementation of Turkey Local Agenda 21 by United Cities and Local Government (UCLG) - Middle East & West Asia Section. The creation of the SF & SCC is currently been implemented through the pulling together of stakeholder resources with the community donating funds and material items towards the projects.
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Also, as part of the process of fully supporting the Sulukule Childrens Centre, the our team of students at the Univ ersity College London are already planning fund raising activities amongst many other issues receiving attention. The main components of the activities expected to take place in the next 20 months are group under the following classifications: 4.1 Participation - Community enlightenment - Formation of livelihood groups - Group registration 4.2 Appraisal - Group contribution - Group application and interviews - Project loan approv al 4.3 Fund Raising - Setting up of group cooperativ es - Solicit for external grant - Establish community account 4.4 Demonstration Projects - Sulukule Childrens Centre dev elopment - Funding of another feasible project 4.5 Monitoring - Liv elihood group monitoring - Demonstration project supervision 4.6 Evaluation - Sulukule Fund - Demonstration projects 4.7 Handover - Launching of the Sulukule Fund - Certification of successful projects 5.0 Expected duration of the project The project is expected to be fully operational and handed ov er to the community for self determination and implementation within 20 months when the formal launching will be held. The project duration will therefore be the 1 st of June 2008 to 31st of January 2009. Please find attached a detailed Gant chart indicating the sequence of activities with dates. 6.0 Implementing Institution (who?) Together with the community, it has been agreed that the Sulukule Platform will be the implementing Institution. This is also contained in the brief of community meeting attached abov e from both Dilek Turan (SCC) and Asli Kiyak Ingin (Human Settlement Association) to our planning team. The Self Help Communities Nigeria (SHCN) which a member of our team belongs has pledged support for the counterpart funding of the SF and the SCC during the demonstration Phase and are now considered to be a non for profit Institution inv olv ed in the project. 7.0 Main Partners
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Participation in the project is not limited to any Institution but opened to all that has the interest of the Sulukule people as an agenda. Howev er, the main partners include the following: 7.1 Fatih Municipality Fatih Municipality has been acquainted with the SF and SCC initiatives during our final roundtable discussion with Mayor Mustapha Demir. W e believe that the Municipality will not only prov ide financial support in the near future but will create the enabling environment for immediate take off. Also, technical personals can be seconded from the pool within the Municipality to compliment the efforts of the resident Community Based Organisation and the donor agency inv olved in the ongoing process. 7.2 United Cities & Local Governments (UCLG) - Middle East & West Asia Section Bringing in their wealth of experience in the implementation of similar projects under the Turkey Local Agenda 21 in other Municipalities in the city of Istanbul, Ms Gulce Baser, the project s officer of the UCLG has asked that the Fatih Municipality contact her office to help kick start the project. Also, Ms Baser has informed us of the av ailability of funds managed by her office to support the SF under the Millennium Dev elopment Goals (MDGs). However, the application can only be through the Municipality. 7.3 Development Planning Unit of the University College London The entire conceptualisation of the SF & SCC is ideas and efforts of students and staff of the Development Planning Unit of the Univ ersity of London. They community can depend on the commitment of the team from the Institution to continue to provide cost free assistance towards the monitoring and ev aluation of the project. 8.0 Provisional Budget and origin of resources (financing) Bearing in mind that the community has started donating personal effects towards furnishing and equipment the SF & SCC, we hav e come up with a moderate budget for the take off. The Budget estimates are as followings:
Compone nt s i.Revising of property t o house SCC (First six mont hs) ii. Library (SCC) iii. Furnishing (SCC) iv. Loans (SF) v. Miscellaneous
Est imat ed Budget $1000.00
Origin of funds Communit y
$600.00 $1000.00 $2000.00 $400.00 $5000.00
U CL St udent s SHCN SHCN Sulukule Plat form
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9.0 Coherence with the local development plan The SF & SCC initiatives hav e been designed based principally one of our guiding principles which supports income generating activities. However, because of the flexibility of the loans from the SF, it can be cancelled to meet any of the other guiding principles but one. In spite of this, the project aims to start small. 10. Spatial implications SF & SCC will be implemented by and for the Sulukule people. They will be run from a rented property from outside the community temporarily till the on site relocation of the community is achieved and then and only then, the SF & SCC will hav e their permanent locations within the new Sulukule.
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Existing Situation
- Forced Eviction - High rate of unemploy ment - Poor instruments of participation - Disintegration of the community - 26% school drop-out recorded
Development Objective
- Improve the overall standard of living - Reduce unemployment - Strengthen the capacity of the CBO - Preserve particularly intangible heritage - Support educational development
Immediate Objective
- Establish a revolving loan scheme - Establish partnerships - Implement two demonstration projects - Improve the livelihood of two groups - Item C
Input
Activities Participation
- Community enlightenment - Formation of livelihood groups - Registration - Re-training of members
Output Sulukule Childrens Centre

- Focused children participation - Education and training - Profit from children handcraft
Financial Support
- $2000 SHCN fund (Seed funding) - Local cooperative funds - Local and international grants
Appraisal
- Group contribution - Group application and interviews - Project approval
Reduce Unemployment
-Improve income generating activity
Tech/Legal Support
- Suluku le Platform - Human Settlements Association - Community
Main Actors
- Community members - Suluku le Platform - SHCN
Sulukule Funding
- Provide residents with interest free livelihood support funds
Fund Raising
- Set up group cooperatives - Solicit for external grant - Establish a community account
Strengthen the CBOs

- Demonstrate how CBOs could be strengthen and attract partnerships
Demonstration Project Main Partners

- Fatih Municipality - UCLG - DPU-UCL - Suluku le Childrens Centre development - Funding of another feasible project
Monitoring
- Group monitoring - Demonstration project
Evaluation
- Demonstrate Project - Suluku le fund concept
Handover 223
- Launching of the Sulukule fund
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Priority Action Projects Liv e lih o o d s
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Residential and commercial areas based on mixed land use concepts
commerce and services to small-scale manufacture. In this context, the liv elihoods of current residents and workers, and their capacity to stay in the new development will be affected by the implementation of the plan.
The Potential of mix land use. Source: Fatih Mu nicipality
INTRODUCTION
A revision and redesign of the master plan integrating a strategic use of zoning
Modernization is pursued and implemented through urban regeneration projects in historical areas of Istanbul. Consequently, priv atization and gentrification threat traditional low-income neighborhoods and the urban fabric that sustain its residents livelihoods. The segregation of residential areas from production and commercial activities has become a trend in this process of transformation. The master plan for the renewal area is an example of this situation. It provides commercial areas within the project, but clustered in a single area. This represents the idea of the homogenized market place, to the detriment of the traditional street-corner shop. In addition, the plan integrates only the existing formal businesses in the area, disregarding the unregistered working spaces, and the scope of activities that takes place in the neighborhood. These activities, range from
Existing mix land use in the area.
Justification Todays existing urban patterns in traditional neighborhoods support the image of how people live and built the city according to their needs and priorities. The mixed use of buildings and streets allows for the existence of small-entrepreneurship within the neighborhood, and the fulfillment of its residents needs at local lev el. Moreover, the possibility of owning a business with minimal overhead costs represents an important source of income that benefits low-income households.
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The small-scale local economy sustains local customs and traditions through the kind of things they sell and the ways of doing so.124
Figure. Existing mix land us e in t he area. Figure. Renew al Project. Source: M unicipalit y of Fat ih
124
Frank & Stevens (2007), pp 65.
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The Priority Action Project The PAP consists in a study for the revision and redesign of the master plan where principles of strategic zoning will be applied, while integrating a local development plan for the area. It will support the conserv ation and establishment of small and medium size enterprises which create employment opportunities for local people. The current master plan includes a mixture of primary uses: residential, commercial, educational, cultural and religious, among others. The review for the master plan will continue to integrate these uses but in a different approach, where the value of diversity will be incorporated in the project. By doing this, the synergy between the functions that sustain the vitality of the street, and generate sense of community and identity, could be conserv ed.
OBJECTIVES
Long term
Enabling residents to conserve their livelihoods

The dev elopment objectiv e of this project is to enable residents and business owners to conserv e their livelihoods within the renewal area. It will contribute to the Istanbul Master Plan vision of increasing the em ploym ent, supporting business enterprises and supporting the participation of the working class in urban life125 This objective would be achiev ed by: Short term 1. Raising the awareness of PLANNERS to the relevance of mixed land use in regeneration projects. 2. Updating the MASTER PLAN in order to integrate a strategic use of zoning in the renewal area. 3. Dev eloping models for MULTIUSE buildings and streets that accommodate different uses, which are a reflection of cultural identity, and support income-generating activities.
125
The Istanbul M aster Plan (2007) pp. 101
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RESULTS
Immediat e object ives
Outputs # Ex pansion of the capacity of planners to integrate the economic and social perspective in development plans.
development. In addition, the methodologies of this pilot project from the Municipality of Fatih would be expected to be transferred for future regeneration projects in the historic peninsula of Istanbul.
COMPONENTS
Lifespan of the project This Action Plan has a timeframe of 6 months. Actions & components The results will be reached through ten specific activities: 1. Identification of regulations for land use at municipal level and metropolitan lev el. 2. Meetings with local planners to understand and redefine their v ision for the renewal area. 3. Increase awareness of the importance of the mixed land use in community dev elopment in congruency with the principles of in the European Union, Sustainable Urban Dev elopment: A Framework for Action (COM(98)605)126. 4. Identification of business and workshops in the study area; formal and informal, owners and
126
# Integration of a comprehensive framework that recognizes the value of mixed land use as a heritage and cultural component. # Creation of a forum w hich discuss the renewal plans for historic districts and their impact on the social structure of traditional neighborhoods. # Revision and modification of the master plan, zoning for the Neslisah and Hatice Sultan districts. # Creation of a local development plan for the renewal area. # Enablement of an affordable option for residents to pay for the renovation project and remain on-site. # Integration of different land uses in the street that ex press identity and enhances public life.
A prime outcome is expected to be the redesign and approv al of a new master plan for the renewal area, based on principles of social inclusion and local
See Working Group on Sustainable Land Use (2001) Available at:
http://ec.europa.eu/environment/urban/pdf/landuse_wg.pdf
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renters. Understand the nature of liv elihoods, markets and resources. The following can be found along the streets: Cafes Street-level shops Street v endors Car repair shops Tomb stone engrav ers Sheep butchers Among others Creation of working groups with local businessowners to identify their vision for the neighborhood, the areas where they can make a contribution to the local dev elopment, and the obstacles in doing so. Identification of SW OT for local dev elopment in relation to cultural and tourist potentials of the area. Negotiation with local business and workshops to assist in producing a local dev elopment plan. Preparation of framework to implement mixed land use within the principles of socioeconomic dev elopment in the renewal area. 9. Negotiation with the municipality of the local development plan. 10. Modification and redesign of the current master plan for the Neslisah and Hatice Sultan districts. Inputs Technical. Each of the ten activities has a consultancyteam assigned who will collaborate between departments, univ ersities as well with the local population through a working group. Local experts who account for the historical, social and economical interests of the area and its residents will be expected to assist the consultancy team (For example, professionals from the Historical Peninsula Group, or from the Fener & Balat Group Project). The consultancy team will hav e to range from the fields of architecture, sociology, economy, env ironmental dev elopment and planning. Financial. The cost of the project is estimated to be 30,000. This cost includes all consultancy fees, and fees associated with administrative work. The Municipality of Fatih Municipality will cov er the cost of the project. Howev er, if the project is upgraded for future renov ation areas in which the vision for the dev elopment plan
5.
6.
7.
8.
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cov ers the historical districts of the municipality, there are financial instruments that could provided substantial support as for example the European Neighborhood Policy: Funding127, from the EU. This program encourages projects aimed promoting good gov ernance and equitable social and economic dev elopment. The EU neighbourhood policy sets am bitious goals based on the mutually recognised acceptance of common values such as democracy, the rule of law, good governance, respect for hum an rights, sustainable developm ent, poverty alleviation and the im plementation of political, economic, social and institutional reforms. Implementing institution The Municipality of Fatih Partnerships - The Capital of Culture 2010 Programme envisions the need for support projects, which will enrich citys urban character and increase its cultural output.
127
Residents and business owners. From the findings of the Fener and Balat Prject funded by the EU, the m ajority of shopkeepers and tradesmen are ready to support rehabilitation project. Certain of them have already established an association whose aim is to im prove the urban environment.128 In this context, a partnership with local business owners will contribute to the sustainability of the project and an adequate implementation of the local development plan for the area.
Collaborators - Chamber of Architects - Ministry of Tourism and Culture. - Other government economic development agencies. - Univ ersities and other research organizations that can offer technical support and academic expertise through existing research programmes.
See European Neighbourhood and Partnership Instrument, available at: http://ec.europa.eu/world/enp/funding_en.htm
128
SOURCES-UNESCO, pp. 23
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Spatial implication
The impact of the PAP is the preserv ation of the existing mixed land use in historic districts under regeneration, in order to protect its quality and appeal. The main benefit of the PAP will be the enhancement of the capacity of planners to adopt a different approach that promotes local div ersity towards vitality.
Figure. Pot ent ial of mix land us e. Source: Fatih M unicipalit y Figure. Pot ent ial of mix land us e. Source: Fatih M unicipalit y
Env ision of the area
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THE JOB RESOURCE CENTRE The aim of this Priority Action Project is to prov ide guidance, assistance and information for the community regarding income generating activ ities. The wide range of serv ices would include diffusion and allocation of jobs and training courses, legal and financial advice or ev en management guidance to start a new business or consolidate professional organizations. After our mapping activ ities within the community and the meetings held with the different stakeholders, it was clear the unstable economic situation of the inhabitants and their limited alternativ es to adequate income generating activ ities which is strictly related to their precarious liv ing conditions and their capability to afford housing. When it comes to income generating activ ities, the following issues can be identified within the community: - Lack of skills - Lack of interest or awareness regarding training opportunities. - Instability of income mainly due to the informal nature of the existing jobs. - Lack of alternatives or access to opportunities. - Preconceived assumptions and perceptions about the community. - Poor participation of women and the youth.
Current Situation and Justification of Project
LONG TERM OBJECTIVESOur goal for the future The aim of this action plan is to strengthen and div ersify the economic generating capacity of the residents in order to improv e their quality of life and their access to adequate housing.
SHORT TERM OBJECTIVESOur Goal for Today The immediate objectiv e is to establish and consolidate a proper Job Resource Centre office within the settlement.
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1.COMMUNITY DATABASEPreparing the field! In order to assure the success and legitimacy of the serv ices prov ided, it is v ital to consolidate an accurate database of the community. This database would encompass a profile of each inhabitant containing all the information related to liv elihoods that eventually can translate into a reliable groundwork for context-specific responses. Community Profiles Personal Information, e.g: - Name - Age - Sex - Marital status - Dependants, if any Economic Profile, e.g: - Av erage Income - Av erage expenses (daily, monthly, a year) - A record of jobs and work related issues and experiences (e.g. reasons for getting fired, cases of discrimination etc) in order to identify weaknesses and possible problems to target. - Existing skills - Specific potentials and aspirations of the inhabitants in order to develop a future scenario of choices to div ersify income generating activ ities. 2. FOCUS GROUPSgetting to know the community! Most of the information mentioned abov e can be obtained by surveys ran within the community, however when it comes to qualitativ e data two main reasons difficult the access and v eracity of the information: - Cultural connotations might difficult the gathering of information, especially from women, who in some cases are not easy to reach or do not hav e enough time to answer surv eys. - The nature of the qualitative data, this in many cases implies personal and introspectiv e questions that might not be clear enough and could require reasonable time to answer. Hence, focus groups become a feasible tool to approach all sectors of the community (men, women, and youth) through creativ e strategies that enable communication and overcome cultural barriers. A cultural and social analysis must be undertaken to ensure the proper approach in the design and implementation of the focus groups. It is essential to take into account the heterogeneity of the community and the social dynamics that comprises it.
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3. MOTIVAT IONAL WORKSHOPSopening new doors! Although many of the inhabitants have valuable skills that they want to continue developing, others lack of any or might want to explore other alternativ es. It is here, when the motiv ational workshops can increase awareness and encourage the community to explore their potential and other options The motiv ational workshops can include games or ev en interactiv e lectures, where people from different professions can come to the community and share their experiences in the field, opening a whole range of options that might be unknown otherwise. At the same time, inhabitants could clear their doubts by asking questions. It is important that these workshops are handled in an informal manner with a rather conv ersation format in order to encourage the attendance and activ e participation of all men, women and the youth. At the same time, the location of the workshops should also fav or the participation of the community, preferring open spaces where the activ ities can be visible and encourage and raise awareness within the inhabitants. 4.PARTNERSHIPSbuilding networks! The role of the Job Resource Centre can be labeled as a bridge between the community and the different income generating activ ities available. However, in order to properly undertake the role of facilitator, it is essential to establish partnerships with key entities within the field. This network building would comprise a database of partners encompassing training and vocational organizations, job allocation agencies, SME support organizations, credit institutions, related NGOs, funding organizations, univ ersities, legal adv isors, related gov ernment entities and the like. Some examples of potential partners: MEKSA Foundation for the promotion of vocational training and small industry. TESKOMB Tradesmen, crafts men and SMEs TESK Confederation of Turkish tradesmen and craftsmen. KOSGEB Small and Mediu m Industry Development Organization MIT Ministry of Industry and Trade SPO State Planning Organization Ministry of Labor and Social Security
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5.JOB ALLOCAT IONopening doors! Supported by an accurate database of both the community and the potential partners, the Job Resource Centre would help in the allocation of jobs according to the specific profile of the person and the requirements of a job opportunity. 6. TRAININGexploring your potential! The function of the office regarding training schemes would encompass: 1. Diffusion of training opportunities to all the community, through the use of training fairs and advertisement. 2. Design of training schemes according to the specific needs and aspirations of the community, e.g textiles and tailoring. Training courses could also be designed and implemented as a tool to target the weaknesses and issues identified through the surv ey and focus groups, e.g management training for small enterprises. 3. As well as the job allocation serv ices, the office would serv e as a facilitator between training and vocational organizations and the community interested in dev eloping or acquiring new skills. 7. BUSINESS START UPstarting your own business? The Job Resource Centre would encourage and support new ideas and initiativ es through the prov ision of adv ice and information about starting a business, e.g, management advice, looking for sources of credit, budgeting etc. 8. MAKING ALL IANCESunited you are stronger! The office would also encourage the unity and cohesion within the community, thus is crucial to prov id e guidance to foster the organization and establishment of alliances, whether is among women, youth or between different professions. An example is the organization of the informal t raders addressed by another priority action project (See page ). 9. FINANCIAL AND LEGAL ADVICE The office would offer basic legal adv ice, whether is about contracts, social security or ev en la bor rights. At the same time it would facilitate information about potential sources of credit, how to apply or ev en how to effectiv ely manage a budget.
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EXPECTED RESULTS AT THE END OF THE PROJECT The main output will be the consolidation of a Job Resource Centre office, whose functions prev iously described will translate into the following outputs:
ECONOMIC STABILITY. The main output of this project is to secure and increase the income of the inhabitants, in order to facilitate better living conditions as well as the access to services and opportunities. EMPOWERMENT AND CONFIDENCE BUILDING. By ex ploring new alternatives, discovering their potential and promoting unity through alliances, the inhabitants will have the confidence and power to shape their own future into their ex pectations. COMMUNITY COHESION. The promotion of organizations within the community w ill encourage the cohesion among its members, that can translate into a stronger settlement able to affront difficulties and threats. EMPOWERMENT OF WOMEN AND THE YOUTH. Through the surveys and focus groups aimed to women and the youth it will be possible to address their specific needs and concerns, thus formulating accurate responses. This will allow the empowerment of both sectors opening doors to opportunities and encouraging their active participation w ithin the community. IMPROVEMENT OF THE PERCEPTION OF THE COMMUNITY. Finally, the office w ould constitute an opportunity to expose the potential and capacity of the inhabitants and could serve as a platform to express the needs and aspirations of the community to the municipality and the rest of the city. Overall it would improve and counteract any preconceived perception or assumption about the community.
DESCRIPTION OF THE ACTION AND OF ITS MAIN COMPONENTS - The physical establishment of the office, e.g location, equipment and adaptation to the spatial requirements based in the community profile. Training of the staff of the Job Resource Centre, e.g Management, customer serv ice, administration etc The recruitment and training of v olunteers to assist in the preliminary surv eys, focus groups and workshops. The completion of an ov erall surv ey focus groups to conform the community database and profiles. The completion of a database of potentia l partners encompassing training and vocational organizations, job allocation agencies, SME support organizations, credit institutions, related NGOs, funding organizations, univ ersities, legal advisors, related gov ernment entities and the like. Diffusion or adv ertisement activ ities to inform and inv olv e the community in the establishment of the office. The prov ision in a regular basis of all the functions of the Job Resource Centre.
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INPUTS - Working space. (See proposed location in Spatial Implications) - Office equipment for the effectiv e function of the centre and the implementation of workshops, focus groups and surv eys. - Open space for job and training fairs, focus groups and workshops. - Volunteers (Students, NGOs etc.) - Adv ertisement equipment - 1 lawyer to prov ide legal advice 2 days a week. (By appointment) - Management and administrativ e staff - Career and financial advisors EXPECTED DURATION OF THE PROJECT The establishment and consolidation of the office will entail a lifespan of 24 months. MAIN PARTNERS FUNDING
EU-Turkey through the financial assistance for Activ e Labor Market Measures for Local Economy.
IMPLEMENTATION
Sulukule Platform and Nesli!ah v e Hatice Sultan association. However, it is crucial the involvement of other NGOs or organizations actively working with the community in order to promote cooperation between them and av oid ov erlapping of efforts.
POTENTIAL PARTNERS MEKSA Foundation for the promotion of v ocational training and small industry. TESKOMB Tradesmen, craftsmen and SMEs TESK Confederation of Turkish tradesmen and craftsmen. KOSGEB Small and Medium Industry Dev elopment Organization MIT Ministry of Industry and Trade SPO State Planning Organization Ministry of Labor and Social Security
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SPATIAL IMPLICATIONS The location plays a crucial role in the project, as it has to be strategically located to ensure its easy access to the community as well as the continuous exposure of the activ ities. The proposed space is located in one of the mos t frequented areas of the settlement, according to our physical and social analysis (See chapter 3).
The location has a symbolic meaning as it not only it represents a place to gather and share, but also used to be a store and now is abandoned. Its restoration and the new use will give a new meaning to the area and hope to the inhabitants.
The space should be open and invite people to come in; the open area next to the house can be used to shelter focus groups or fairs.
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Street Market: An Alternative to Informal Traders
1. Current Situation and Justification of the Project (why?) As it has been presented in our analysis in regards to the physical and social background of the current area of study, the Neslisah and Hatice Sultan districts are areas of mixed land use, with 48 existing spaces of commerce. Howev er, there is a lack of information relating to the informal businesses and the people that currently rely on informal jobs, as this is a group that is v ery difficult to be targeted, properly counted and defined. Nevertheless, more than 60% of the areas population rely on the informal sector for employment129. Immediately related to that are the unquestionable facts of the high number of unemployment in the area, and the existing pov erty. If one looks at the Urban Renewal project proposed by the Fatih Municipality, there are only being recognized 45 registered business owners that are allowed to keep their businesses on-site, in a different location, within the new commercial centre. Therefore, the proposed masterplan does not recognise or address the majority of workers of the current area that are related to the informal sector. Many of those are shoe or textile makers, handicraftsmen, artisans, musicians, or simple traders to sev eral sporadic, informal markets that already operate in the area.
Fig.1 An informal market next to the Theodosian Walls, 03/05/2008.
One should argue that the Fatih Municipality has expressed130 its interest in adv ancing sev eral commercial and tourist related activities within all the historic districts of the centre, and particularly close to the Theodosian W alls in order to highlight its importance and beauty. In addition to that, the idea of the street market (bazaar) is
130
129
Approximate number provided by the Sulukule platform.
Information provided in the meetings with Fatih M unicipality
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well rooted in the Turkish tradition and represents pure middle-class v alues131. 2. Objectives Development Objective (long-term) To improv e the liv elihoods of people who currently rely on informal jobs. Immediate Objective (short-term) -To facilitate the organization of an official association for the informal traders. -To put forward the procedures for the implementation of a street market that will embrace the informal traders and will attract external citizens from all Istanbul (beyond Sulukule area) and tourists. -To reach a number of 100 stalls in the market within 12 months. focus on opening the Sulukule area to the whole city of Istanbul, and attracting residents beyond the Neslisah and Hatice Sultan districts, as well as becoming a tourist attraction point. The expected number of traders being addressed by this market is 100 for the first 12 months of operation. A secondary output that will support the good operation of the market will be an association of informal traders that will organize and train the informal traders in order for them to work in the new market. 4. Description of components the Action and of its main
3. Expected Results at the end of the Project (Outputs) The main output of this project is a street market that will prov ide income-generating activities for a significant number of traders which, so far, are in an unstable and v ulnerable income situation as they work without a proper license in several informal markets and are in the risk of being penalized by the authorities. The market will
131
Information provided by the urban historian Orhan Esen, 18/05/2008
The market will operate weekly, on Saturdays, and, prov ided there is a significant amount of visitors within the first year of its operation, the operation will be extended to both days of the weekend. Apart from the trading activities taking place, there will be established a series of parallel recreational activities, which will reflect the communitys way of life and traditions (music festiv als, traditional singing and dancing, arts and crafts exhibitions etc.), and that will be implemented in a discrete space in the market. The space that has been chosen for the market, as it will be presented in the following, is the main road parallel to the Theodosian W alls. The main activities that will take place so as to achieve the expected output are the followings:
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1. To organize the informal-sector workers in an official association. So far, they work individually and are not aware of their working rights. There is a need for the exact number of informal workers to be identified and to register those who are interested in participating in the project. In the following there should be identified and classified the interests, skills and capabilities of each worker. The Job Research Centre is considered as the key institution that will facilitate the procedures described abov e. 2. To negotiate with the Fatih Municipality for the pedestrianization of the central road during the operating hours. Additionally, to negotiate with the Municipality for the terms of the provision of the land and serv ices streetlights if needed, water, collection of the garbage and cleaning of the road after the closure for the market. The negotiations with the Municipality will be facilitated by the Implementing Institution presented in the following. 3. To organize a team of market operators. In the beginning, there has to be established a team of three professionals that will be responsible for the organization of the market and that will run it for the first probationary period of six months. After that period, the market can be facilitated by a group of people from the community that will be properly trained by the professionals during those first six months. The professionals hav e to be experts in marketing techniques and business practices. The market operators will be in charge of the operating hours and days, the positioning of the traders, and the annual programme of activities included n the market, like the music festiv als. The Implementation Institution will be responsible to hire the market operators. 4. To set up an operational scheme for the market. This scheme has to define clearly the market regulations, an adequate selection system if the number of applicants goes beyond the av ailable number of stalls, and the roles and responsibilities of all the actors inv olved. The market operators will finalise the operational scheme.
5. To identify the investors and the sponsors for the
market. The inv estors can be producers and artisans that are interested to hire a market stall and a trader responsible for that, and therefore sell their products. The sponsors can be individuals or companies interested for adv ertising their products. For example, the drink and food kiosks can be sponsored by the companies they represent and a part from their profits can be giv en for the improv ement of the market. The market operators in cooperation with the
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Implementation Institution will identify the inv estors and sponsors. 6. Implementing Institution (Who?) The Implementing Institution that has been selected as being the most appropriate to facilitate the overall process of setting up the market, is the Istanbul Foundation for Culture of Arts (IKSV). It is a non-profit NGO that has been committed to bringing together different cultures and contributing to the creation of a platform for multicultural dialogueIt emphasized artistic production based on collective intelligence and the living process of negotiating with physical sites...In 2003, IKSV made a decision to organize innov ative, smaller ev ents in addition to the Istanbul Festiv als. This meant that ev ents would spread throughout the year and not be limited to specific periods of time like they had been.132 The IKSV appears to be the most suitable actor as, one the one hand, it is a neutral organization with experience in the field and, on the other hand, it
Inputs
In regards to the essentials that are needed for the market to be put in operation, the fundamental elements are the following: land and serv ices for the market funds for the preliminary stage and the probationary period, before the market becomes self-sufficient three experts in marketing techniques and business practices for the first six months of the operation. The professionals can keep the role of consultants in case of an emerging difficult situation. an office for the informal workers association (considered as provided by the Job Resource Centre) an office for the market operators
5. Expected Duration of the Project The project has an ov erall expected duration of 12 months for the market to be in full operation and the community to be able to take over its facilitation from the professionals. The fig.2 indicates a general plan of the duration of each of the main stages.
132
From the official website of IKSV, http://www.iksv .org/english
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expresses an interest in the conserv ation of culture and intangible heritage, which is the key component of the proposed project. 7. Main partners The role of the main partner varies in relation to the priority action that takes place each time. The key main partners are the following: the Job Research Center that is mainly responsible for the organizing of the association of the informal workers. In general, the Center will be the main representativ e of the community and will be the mediating actor between the Implementing Institution and the CBOs (Sulukule Platform, Neshlisah Neigh. Assoc.) the Istanbul Chamber of Trade, an NGO that can contribute as a consultant institution prov iding information on trade fairs and exhibitions, on market opportunities, on marketing techniques, on prices etc. It is also a v ery useful actor in case of a future scaling-up of the project.
The negotiation for the provision of land and services
The est ablishment of t he market operat ion t eam Set up t he operat ional scheme 0-4th mont h 0-1st mont h 2-9th mont h
Ist anbul Foundation for Cult ure of Art s
the CBOs, Sulukule Platform and Neslishah Neigh. Assocition, which hav e long-term ties with the community and are the mediating actors between the people and the institutions.
Priority Actions
Expected duration
0-3rd mont h
Implementing Institution
Main Partners
Sulukule Plat form
The association of the informal workers
Job Res earch Cent re
Neshlisah Neighbourhood Associat ion
I st anbul Chamber of Commerce I st anbul Chamber of Commerce Job Research Ce nt re The market operat ors
The market operat ors
I dentify t he inv est ors/sponsors
9-12th mont h
I st anbul Chamber of Commerce
the market operators that are responsible for the good operation of the market.
Fig.2 Table that indicates an estimated distribution of roles and a timeline of the project.
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To improv e t he liv elihoods of people w ho current ly rely on informal jobs Long-t erm objectiv e
To facilit at e t he organizat ion of t he informal t raders int o an official associat ion. To put forw ard t he procedures for t he implement at ion of a st reet market t hat w ill embrace t he informal t raders and w ill att ract external citizens from all I st anbul (bey ond Sulukule area) and t ourists. To ac hiev e a number of 100 st alls w it hin 12 mo nt hs Short -t erm objectiv es
1. Land and serv ices for t he market 2. Fund for st art ing t he I nput market 3. Market operat ors: 3 ex perts in market ing Activ it ies
Organize t he associat ion of informalsect or t raders Negotiate w it h Fat ih Municipality t he pedestrianization of t he st reet during operat ing hours, t he prov ision of land and serv ices Est ablish a market -operat or t eam Set up an operat ional scheme for t he market (roles, responsibilities, selection t erms, annual programme of act iv it ies) The street market for informal traders
Out put
I st anbul Actors
Foundat ion
for Cult ure of Arts Job Research Ce nt er I st anbul Chamber of Commerce CBOs Market operat ors
I dentify inv est ors and sponsors
244 Fig.3 Graphic represent at ion of t he main component s of t he Priority Act ion Project 244

8. Origin of Resources (financing) The project needs a funding support for the first 12 months and after that period it is considered to become self-sufficient, from the profits from the recreational activities and the support from the sponsors. The Istanbul Foundation for Culture of Arts has its leading sponsor, the Eczacibasi Group that since 1942 has sought to serve its community through the establishment and sponsorship of non-profit institutions inv olved in culture and the arts, education, scientific research, public policy and sports.133 Therefore, the implementing institution can contribute to the financing of the project. As a secondary resource, the Job Research Centre can channel funding from the European Union. 9. Coherence with the Local Development Plan The key guiding principles that are mainly addressed in this project are the following: Give residents and businesses a feasible choice to stay in the renov ation area Create income-generating activities for lowincome and unemployed groups Promote partnerships for the implementation of actions 10. Spatial Implications As it has been already mentioned abov e, the market will take place in the main road that is parallel to the Theodosian W alls. (Figs. 4,5)
Fig.4 Map of the area showing the selected area for the priority action project, the main road parallel to the Theodosian Walls
Fig.5 The main road where the market will take place
133
Ibid.
There will be a pedestrianization of the road during the operating hours of the market, which will become a unique opportunity for the residents of the area and the visitors to enjoy the natural beauty of the environment, and particularly the presence of the walls, as this road is usually characterised by heav y traffic.
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The discrete spaces for the several activities that will take place during the market hours, as shown in the map beside (fig.6) are the market space, marked in orange, the food and drinks kiosk area, marked in yellow, and the recreational activities area, marked in purple. The green space in the map is a green, open space av ailable for the visitors to rest after the market or ev en hav e a picnic. There has to be noticed that a big bus starting-point is located right before the entrance of the market, and the metro station is within a walking distance from the presented area.
Fig 6. Indicativ e map for the different activ ities that take place during the market operating hours.
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Figs.7-8 Fictional v iews of the proposed market. The market space and the festiv al scene.
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Skills Training program
Skills training program is base on modifying the current training courses in order to benefit demanded people. Therefore, assessin g existing courses is the way to generate new ideas for program transformation. 1. The current situation and justification of the project The current Training course from Fatih Municipality assists local people to gain employment. Nowadays, these courses are funded by EU and the course comprises textile course and wooden house restoration. However, after our analysis, negativ e findings have emerged. Key Finding includes: Not all local people are aware of the training course. The programs of these courses are not decided by students The training courses did not consider existing skills. Not all renters and owners have equal right to access this resource. No career assistances are offered after training. 2. Objectiv e Short Term The short term target is to build on the capacity of local NGOs to maintain this free resource, con firm that the resource is equally accessed and to prov id e effectiv e career assistance. Long Term The aim of this program is to help prev ent unemployment problems and help the inhabitants reach a stable income in order to afford new houses or upgrade their liv ing standard. 3. Expected results at the end of the project Local NGOs can maintain skills training program. Students can effectiv ely reach stable income. Inhabitants in Sulukule could escape poor liv ing condition. 4. Description of the action and of its main components Financial support The current course is funded by the EU; therefore, the budget continually supports subsequent courses. Fatih Municipality makes collaboration agreements with priv ate sectors which employ Sulukule inhabitants by subsidizing other benefits. National, international NGOs and priv ate sectors prov ide donation. E.g. Accessible Life Association, Human, Sulukule Romani Culture, Solidarity, etc. The Financial circulation system is the way to keep courses free by getting trust from supporting income generation activ ities and then get physical and financial support from former students and cooperativ e sectors, such as promotion or cooperating with self-employment, micro finance and community lev el industry for public benefits.
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134
Situation
Training resources are not equal for everyone Current courses do not match each need Lack of facilities to provide economic assistance after training
Objective (LT)
The aim of this program is to improve the unemployment problems and help the inhabitants reach stable income in order to afford new houses or upgraded living standards.
Objective (ST)
The short t erm t arget is to build t he capacity of local NGOs t o approach maint aining t his free resource and confirm t hat t he resource is equally accessed and also prov ided effectiv e economic assist ance.
Input Final Support

Current EU funding Donat ion from ot her sect ors Financial circulat ion
Action Main Partner

EU Fat ih Municipality U CLG Priv at e Sectors
Output Main Actor
Neslisah Association Sulukule Platform
System and Network

Free skill Training Resource base on community management and maintenance Establishing the collaborative network with private sectors
Technical Support

134
Implementation
The Peer Educat ion Model The course decision making applicat ion The course implement at ion guideline The Economic assist ance Financial and Human resource circulat ion syst em
Course arrangement Coordination with sectors and career consultation Data management assistants and financial experts
Photo source http://www.whitehouse.gov/omb/budget/fy2006/images/state-8.jpg
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Technical support Course Management ! The Peer Education135 program as a model of training supports participants to dev elop and deliv er information workshops to training course managers. ! Course decision-making: professional participatory planners help local NGOs and inhabitants establish the capacity of decision making by workshops. ! Data system establishment: computer technicians organize data. The data includes financial, student, course management, and human resources information. Course manpower ! Outside professional assistance: v ocational training need specific professions such as plastering courses, handcraft courses, small food businesses, etc. ! Volunteer teachers, univ ersity students or public facilities help foundation courses, such as a public health center for Hygiene promotion. ! Return students: former students prov id e physical and technical help such as; teaching assistance and looking after children for women during class time. Economic assistance ! the job resource center, all information of In cooperativ e priv ate sectors is prov ided. So it needs coordinators to negotiate with priv ate sectors. Career adv isors will prov ide suggestions about employment or business. E.g. interv iew skills
135
recommendation or business promotion. Financial management ! budgets need accountants or administrators to All manage budget of skills training program. ! Financial experts help establish circle system in order to sustain these free training courses, when the funding is exhausted. Physical interv ention In the beginning, UCLG prov ides supervisors to help establish the course management group including members from Neslisah Association and Sulukule Platform. In a first stage, UCLG, Neslisah Association and Sulukule Platform implement the participatory approaches for inhabitants to build up decision making capacity, which will from existing social group, such as woman saving group.
The peer education is the use of people from the same group, or former members the group to reach their colleagues.
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5. Expected duration
Expected duration of skills training program

ACTION
EXPECTED DU RATI ON
employs skills training course students, and encourages public sectors or official departments to preserv e vacancies for Sulukule inhabitants.
MAI N PARTNERS
IMPLEM ENTI N G I NSTI TU TI ONS
Peer Education Model Course Decision Making Initial Course Implementation (Foundation Course) Build up the resource of Economic assistance Establishing Financial and Human resource circulation system
1 months 2months 3months 6months 1-2 years
N+S N+S N+S N+S Inhabitants
UCLG
Istanbul Tenik Univ ersity: prov id es professional support for consultants and Education UCLG: prov ides consultant for training courses management group Public and priv ate sectors: need to negotiate for the skills training program collaboration.
UCLG EU,Fatih,ITU,Sp ecialist ,ex perts Fatih, sectors, career consulants Inhabitants, sectors and NGOs
N:Neslisah Association / Fatih: Fatih municipality S:Sulukule Pla tform. / ITU: Istanbul Tenik Univ ersity 6. Implementing Institutions Neslisah Association and Sulukule Platform work on implementing the skills training program and economic assistance. However, in the future, more inhabitants could be engaged and involv ed in program management. 7. Main Partners The European Union (EU): prov ides financial support. Fatih Municipality: prov ides public facilities to support training course, subsidizes private sectors, which
8. Prov isional Budget The budge relies on current funding from the EU In the future, it will depend on financial circulation from business inv olv ement or donations. 9. Action and Implication The Peer Education Model UCLG staff possess experience for engagin g NGOs and community participation. Therefore, availably depending on their profession to help Neslisah Association and Sulukule Platform members is the key beginning.
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The course decision making application park, and open space. Preparation period: courses should be decided few months before it starts, but different courses hav e longer or shorter time for preparation. During this period, teachers, classrooms and equipments for each course need to be confirmed. Courses start announcement: It is important to inform each student the timetable of the course and confirm the number of students are able to attend. Then, the course can start on time or postpone. During the course: teachers can adjust the scheduled progress of courses depending on learning effect. In the end of courses, the achiev ements can be presented by presentation, exhibition and so on. And also it can be decided by students. Besides, the feedback from students is necessary to assess the course by discussion or questionnaires. The Economic assistance Although some courses could be nothing relating to income generation, the others could be designed to reach this aim. For career purpose, the training courses particularly offer certification of specific employments. On the one hand, priv ate, public sectors or official departments offers internship opportunities for relevant courses. On the other hand, priv ate sectors are encouraged to engage courses decision and the contract with trainees can be recommended. In terms of self employed, Job resource center will prov ide free business consultation. Moreov er, if students prefer to
ACTORS
E.g. exist ing social group (w omen saving group, men group)
Participants should be divided by gender because of different interests
ISSUE
E.g. healt h and educat ion
Tools for discussion E.g. discussion, games, video Medias and so on.
PRIORITIZING ISSUE
E.g. t he priority issue is children labors educat ion
Getting a comment agreement for main issues Deciding the types of courses that potentially reach their demands
COURSE DECISION
The course decision making application

The course implementation guideline Office of skills training program will be in Job Resource Center Foundation courses could start at beginning. E.g. reading, writing, hygiene education, health care education, sexual education to talk about prostitutes and so on. Thus, the teachers can be from local school teacher, v olunteer teachers and univ ersity students and other experts. The classroom can be local school in the weekend or in outdoor area, such
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create a business based on community label136, promotion facilities and adversary could completely be offered. But a part of income is suggested to use for program maintenance.
Free Human Resource
Money
STABLE INCOME Career Orientation

Contrast sectors Public, Private sectors Local business Private Business Public Business based on community label
PHYSICAL MAINTENANCE Return Students Local Volunteers Outside Helpers
FIANCIAL MAINTENANCE FREE Training Courses

% income from public business Charging % promot ion program for priv at e business Rent ing equipment s and facilit ies
Resources provide by Job Resource Center

Certification, Interview Consultation, Job Vacancy Info Business Consultation Promotion Consultation
Labors
back
Money
Financial and Human resource circulation system
Finishing Skills Training

Financial and Human resource circulation system In order to sustain the free training program, the manpower and financial support is crucial to transfer from depending on EU funding to self-sustain.
Business and Employment Focuses Trainings
136
Community label means that using Sulukule as a label to create a community business and a part of income will benefit local residents or support public facilities.
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C onclusions and S uggestion s
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C onclu sion s an d Su ggestion s

Conclusions
This section sets out some conclusions from our surv ey and analysis of the current situation within the Nesli!ah and Hatice Sultan Districts in the city of Istanbul, Turkey. These conclusions were drawn from but not limited to the three main categories in the body of our analysis: legal, policy and institutional frameworks; physical, social and economic analysis, and the renewal program of Fatih Municipality in the historic district. It is also a reflection of the experience and lessons drawn from these efforts, which we all now consider as being more than a mere academic exercise. Ultimately, a series of suggestions on the way forward with definite initiatives for each has been prepared, looking towards the future of the district. The suggestions dwell very much on the principles of participation, as well as the creation of an enabling env ironment, so that all stakeholders might hold equal influence in dev elopmental conserv ation. The Relationship to Developmental Conservation World ov er, cities are facing the grav e situation which Istanbul is going through. The challenges of globalisation which we as Dev elopment Practitioners are facing are quite critical. Cities are growing at a rapid rate and struggling to get this global attention. Sassen (2002) mentions that the conditions of cross border flows of capital, labour, goods, raw materials, travellers hav e changed dramatically as a result of priv atisation, deregulation, the opening up of national economies to foreign firms and the growing participation of national economic actors in global markets137. The Global cities, thus produced see a formation of new urban economic core of banking and service activities which replaces the old manufacturing-oriented core138. Thes e forces of change are inevitable in cities like Istanbul and hence the need of Dev elopment Planning and Conserv ation. We believ e that due to these transformations, Cities are turning a blind eye on the locals and the entire issue of Participation. Ev en though our critical analysis and the proposals developed are focussed in one specific area, the understanding of the context came through a lot of reading and explorations of the city in general. It would be crucial to mention that our v isits to the new growing areas in Istanbul as well as the historic districts like Fener Balat and Ayv ansaray gave us an in-depth understanding of the processes affecting the city. Istanbul has a rich heritage which it plans to platform for the Culture Capital 2010 programme. The Nesli!ah and Sassen S (2002) Locating Cities on Global Circuits, Environm ent and Urbanization, Vol. 14 No.1 pg 13 138 Ibid.,pg22
137
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Hatice Sultan is one of the first areas undergoing the transformation and hence the interv entions we develop, we believe are far more applicable to many similar areas. Reflections from the BUDD team what we learnt! The BUDD team realised, in the entire span of six weeks that this was not merely an academic exercise. The challenges faced were real and the work produced was real too. Throughout the fieldwork and presentations we asked ourselves and were also asked by many people if the work we produce is for pleasing our tutors and to get grades. The interviews left us with a feeling that there were expectations attached to our work. Many times we were seen as some prov iders, or the people who will fight for a certain side. W e would like to strongly emphasise on our position of being a bridge Working in groups has been an eye-opener for the team, as to where we draw out our agreements, disagreements and the issue of being critical to your peers about their work. Also, the lessons learnt from different meetings were of information gathering, being diplomatic and maintaining the protocol. We learnt how to dev elop constructiv e discussions and also tailor presentations for specific needs of our work. The lesson learnt from the field surv ey is definitely the most precious and remarkable. The destruction of urban texture, intended as the composition of the built environment, social relation and economic activities, acts as a catalyst for dismembering the community and the physical conformation of the site adapted for centuries to peoples needs. The approach to direct observ ation of development practitioners has to take into account the multidimensionality of the issue faced. Is it enough to walk around observing and recording perceptions and findings got from a visual analysis? We believe its certainly not. W e now know that people make a difference in shaping and determining their environment, in a way which is often not intelligible to outsiders. In Sulukule for example, the poor housing conditions, the collapsed buildings, the rubble and waste on the streets, all contribute to give a distorted image of what the place really is. W hat looks like an abandoned place with a decaying sense of community conceals a completely opposite reality. People are alive, activities go on, women keep chatting and gossiping, children playing and men discussing. W e hav e to reveal what is behind the buildings, what is behind the frame of a half-destroyed neighbourhood. Lets humanize our approach. The insights and benefits that hav e been gained from the multi-stakeholder approach to the diagnosis of the renewal process cannot be ov er emphasised by our
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team. On one hand, it is the assurance that we need as students that Practice is brick, and Theory is mortar; both are necessary to get a good structure139, as this is our first opportunity to put into practice the theory that we hav e learnt at the University College London. Citing the dev elopment theory of Michael Safier: an alternativ e to the current conventions of regeneration will need to confront the required v ariety of responses to shift the balance of forces - economic, social, organisational and cultural as well as directly spatial and physical - which together shape the city140. W e feel that the relev ance of this statement is clear in the Nesli!ah and Hatice Sultan renewal situation, and as such our work is intended to embody an alternativ e to the current conv entions of regeneration. W e believe that we have developed our interv entions following set guidelines and made proposals and recommendations based on common v isions we share with all stakeholders, trusting that they will not be ignored by Fatih Municipality The analysis helped us realise that if the current situation is not addressed immediately these people will become poorer and the situation will worsen. Producing a Dev elopment Plan which has to be practical in terms of
Lumby, S.P (1981): Investment Appraisal and Related Decisions (Van Nostrand, Reinhold), p.1 140 Safier, M (1992): Towards an Alternative Approach to Urban Regeneration in Regenerating Cities, p.18
139
addressing the current challenges and appeal to all stake holders was a task in itself. The task is to as Sunder Burra suggests create a win-win situation for all (Burra, 2008).141 This we believ e is the key strategy in developing a peoples plan. Future Applications of the Project The Istanbul European Capital of Culture 2010 commission has shown sincere interest in our proposals and would like to dev elop plans for other historic areas in the future with direct reference to our work. Furthermore, they have invited our team to exhibit their work at the Capital of Culture 2010 office. The Sulukule Platform is also interested in some proposals, which in their opinion should be initiated urgently, and they are currently working with the respective students to develop and implement them further. Similarly, Fatih Municipality has shown interest in some of the proposals. This would imply to some degree the success of our efforts, in addressing and securing the interests of different stakeholders through our projects. We would like to add further that the projects dev eloped were in the capacity of 13 students and hence some important issues hav e not been directly dealt with. Certainly, the issues of the current condition of the wall,
141
Burra S, (March 2008), in a lecture to the Students of DPU
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archaeological heritage underneath the community are issues of great concern and should be addressed. Suggestions to the Mayor We would like to take this opportunity to reiterate and document our collectiv e suggestions, put forward to Mayor Mustafa Demir of Fatih Municipality on Tuesday 20t h May 2008 for consideration: 1. Stop the evictions of residents from the Nesli!ah and Hatice Sultan renewal area, and halt the ongoing demolition. 2. Revise the current plan: - Settle all residents on-site in housing that is affordable for them. - Help residents gain access to jobs and income earning opportunities. 3. Set up a committee for the revision of Law 5366 4. Apply the provisions of Law 5393 (Article 76), which supports the principles of transparency, accountability, participation and subsidiary in the design, implementation and ev aluation of future interv entions through participatory budgeting and design.
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BUDD Fieldtrip 2008
T erms of Referen ce
UCL developm ent planning unit
Appendix A: Terms of Reference
25
BUDD Fieldtrip 2008
CONTENTS
I II III IV V VI PURPOSE INTRODUCTION TO THE PROJECT CONTEXT TASK OUTPUTS ORGANISATION SCHEDULE
PURPOS E
The purpose of the field trip is to put into practice the methods, tools and techniques learned in the modules over Terms 1 and 2. Through a studio-like approach, the objective is to draw together the v arious elements of the course and demonstrate their utility and application to a real situation. Proposals and submissions will be made to the local stakeholders. The exercise will hopefully enable students to acquire confidence as practitioners in the field of building and urban design and build an understanding of the issues inv olv ed with fieldwork. II INTRODUCTION TO THE PROJECT CONTEXT
The urban landscape in Istanbul is going through rapid changes from new infrastructure projects, to modernisation of gecekondu (squatter settlement) areas. As is the case in countless cities across the world, a new modern city of shopping malls, gated communities and skyscrapers is becoming the norm of new Istanbul. The historic areas of Istanbul are not immune to these changes. In recent decades, people considered outside the formal economic and social systems have inhabited the historic areas of Istanbul. Buildings are
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dilapidated and the areas are generally run-down, yet the communities are teeming with small businesses and the houses are full of occupants, many who are non-owners. Property speculation, along with a new law on urban renewal (Law 5366: the sustainable use of downgraded historical real estate through protection by renewal) has led to plans for urban rehabilitation of the historic centre. Istanbul is the industrial, financial and logistical centre of the country. In 2007 Istanbuls population was estimated at 11.5 million, this is a ten-fold increase since 1950; Istanbul now has 20% of the population of Turkey, compare to 5% in 1950. Current population growth is 3.45% per year and density is 1700 persons per square km. The informal sector makes up 30% of the citys economy. Ov er migration has put a strain on transport , public infrastructure, housing and earthquake risk management; 50% of the population lives in informal settlements and most of the region is at high risk for earthquakes. There are 32 districts in the Province of Istanbul, and 27 of them form Greater Istanbul and are administered by the Istanbul Metropolitan Municipality. Each district forms a municipality with an elected mayor and council. The metropolitan government structure consists of: (1) The Metropolitan Mayor (elected ev ery fiv e years), (2) The Metropolitan Council (decision making body with the mayor, district Mayors, and one fifth of the district municipal councillors), and (3) The metropolitan executive commit tee. There are three types of local authorities: (1) municipalities, (2) special provincial administrations, (3) village administrations (Muhtar). W hile there has been some decentralisation of power from the central government there still remains a complex and fragmented decision-making process, which hinders transport and land use planning. With the rise in urbanization and decentralisation, municipalities are gaining greater importance in decision-making. Istanbuls historic peninsula, comprised the municipalities of Eminn and Fatih, corresponds approximately to the extent of Constantinople in the 15th century. The area lies on the southern shores of the Golden Horn, and is surrounded by the S ea of Marmara on the south and the entrance of the Bosphorus on the east. The historic peninsula ends with the Theodosian Land W all s in the west. Sulukule, which was the subject of the 2007 BUDD field trip, is the first area in the historic centre to undergo urban rehabilitation. Fatih Municipality, the responsible government for the area, is planning to rehabil itate the
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historically Roma area and build Ottoman style villas. S ome community members, sev eral activist groups, NGOs, and academics have contested this plan and the case has been heard in the European parliament. Nonetheless the project is proceeding as planned. Ov er 40 buil dings have now been destroyed and many families hav e been temporarily relocated or put out on the street. Many of the residents of S ulukule are going to be relocated to a new area, Ta!oluk, on the outskirts of Istanbul. For almost 500 families, this will be a chance for them to become fist time homeowners, howev er many families cannot afford this option. Sulukule is considered to be a pilot project for rehabilitation projects in the historic centre. There are several areas within the municipalities of Fatih and Beyo#lu in which similar projects for rehabilitation are being planned. For example in Fatih Municipality, fiv e renewal projects are planned within the historical areas: S ulukule, Ayv ansaray, the coastal areas of Fener/Balat, the coastal areas of Yenikapi-Yedikule and the area surrounding Bulgur Palas. III TASK
Based on one or more of the rehabilitation areas within Fatih Municipality (listed above), our task is to forge tools for urban revitalisation analysis and planning through a rapid assessment and appraisal of the opportunities for urban rehabilitation. We will work within the premise of economic, social, cultural and environmental sustainability, and base our work on a socially inclusive and participatory approach, which respond to the needs of the v arious stakeholders. This task is will be accomplished through four phases: Analysis and Diagnosis 1) Diagnosis of Sulukule: Study the background and ev ents that hav e lead up the current situation in S ulukule. Prov ide a diagnosis of why the project has proceeded the way that it has. This includes looking at t he laws and policies, role of the community and CB Os/NGOs, community organisation and cohesiveness, the municipalitys priorit ies, the role of other stakeholders, and the timeline of events, etc. Use last years BUDD report, and other published documents as a starting point for the research. You will have the chance to
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speak with many of the stakeholders while in Istanbul and you need to be prepared with questions. This diagnosis report has two purposes: 1) to support the work of the stakeholders, especially the S ulukule Platform; 2) to better understand the development process which will help to inform the remaining phases. 2) Mapping of the Rehabilitation Area: Carry out a physical mapping exercise through an examination of physical, economic, social, cultural assets of the area and their relationships to the larger city. This will include mapping of the physical attributes (built env ironment, open spaces, circulation/access) and well as business activities and trade, social and cultural groups and tangible and intangible heritage. 3) Asset Mapping of Stakeholder Groups: Carry out an asset-mapping exercise in collaboration with identified stakeholders. This includes: 1) identifying the actors groups gov ernment, non-gov ernmental organis ations, community groups and institutions such as schools, hospit als, religious organisations, community centres, etc.); 2) identifying the priorities of each of these groups; and 3) identifying the groups assets of and what they are ready/able to bring to the dev elopment process. Part of the exercise is to develop the tools and methods to do this work. SWOT analysis can be used for each step and then consolidated. Proposals 4) Dev elopment Guidelines: Based on the information from the first three steps, propose Dev elopment Guidelines that can be used as the first step for the creation of a rehabilitation plan for the area. Using a project template, and the notions of PEAS (provide, enable, adapt, sustain) elaborate how these guidelines could be implemented IV ORGANISATION
The fieldtrip is lead by DPU staff, Prof. Yv es Cabannes and Dr. Cassidy Johnson. Ms. S ara Feys and Mr. Michael Safier will make inputs into the work at v arious stages.
BUDD Fieldtrip 2008
We will be assisted by professors at Istanbul Technical University (ITU), and will be working with students from the Architecture Faculty. W e will hav e the use of a studio at the Ta!ki!la campus. We will hav e the chance to formally meet with different people and institutions associated wit h our work. For example, we plan that meetings may be organised with: Prof. Dr. Alper NL, Architecture ITU Prof. Dr. Hlya TURGUT, Architecture ITU S ulukule Platform Fatih Municipality Istanbul Metropolitan Municipality, Urban Transformation Directorate Human S ettlements Association Istanbul 2010 Cultural Capital Orhan Esen, urban historian S emra S omersan, sociologist, Bilgi Univ ersity Chamber of Architects United Cities and Local Governments Mass Housing Authority (TOKI) EU Fener-Balat Rehabilitation Project Assoc.Prof.Dr. Murat Yalntan (Mimar Sinan University) You will also hav e informal meetings or discussions with local residents and local organisations. You will be required to organise these sessions among the group. The work will consist of six distinct, yet ov erlapping segments, which will occur in the UK and in Turkey ov er the seven-week period of Term 3, from April 22nd to June 4th, 2008. The field trip portion of the work will take place from April 26th to May 17th, 2008. See diagram below.
BUDD Fieldtrip 2008
we e k 1
SULUKULE DIAGNO SIS MAP P ING STAKEHO LDER ASSET MAP P ING P R O P O SALS DP U P R ESENTATIO N R EP O R T P R EP AR ATIO N LO NDO N ISTANBUL LO NDO N
Each segment will require a group leader and different group organisation. Students are required to orchestrate the group organisation. S ome work will be individual and some in small groups. W e will discuss this along the way. Analysis & Diagnosis The first week (in the UK) will consist of a 2-day workshop, working on the S ulukule Diagnosis based on av ailable information (publications, websit es, etc.). The group will be asked at the end of the week (morning of Friday April 25th) to present their preliminary diagnosis, and questions for further exploration in the field. Once in Istanbul, the group will continue to gather information and analyse according to the phases defined abov e, and will make an interim presentation of the Analysis and Diagnosis on Friday May 9th. Proposals
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To launch the proposal phase, we will hold a plenary group workshop on v isioning for the area, to sketch out ideas for proposals. You are asked to prepare a presentation for the stakeholders, which will be giv en May 15th or 16th. Report Preparation Once back in the UK, the group must begin immediately with writing up the analysis and proposals, which will be included in the report. Once the writing-up has begun, a plenary group w orkshop will be held to determine how the final report will come together. Each person will hav e a clearly defined role in putting together the report. V OUTPUTS 1. Pre-trip Analysis Presentation: Present outcome of 2-day workshop on S ulukule Diagnosis. DPU, Morning, Friday April 25t h. 2. Mid-trip Analysis and Diagnosis Presentation: Presentation to stakeholders and discussion on main findings of S ulukule Diagnosis, Mapping of Rehabilit ation Area and Asset Mapping of Stakeholders. Istanbul, Friday May 9 t h. 3. Presentation of Proposals: Public presentation meant to stimulate discussion between the stakeholders. Present the Dev elopment Guidelines (physical and socio-economic) and mechanisms for its implementation (next steps). Istanbul May 15/16. 4. DPU Public Presentation: Sharing the outcomes of the field trip with the other DPU students and members of staff upon return to London. DPU, May 29 t h. 5. Field Trip Report: Document of the project analysis, diagnosis and proposals, as well as a reflection on the tools for each one of the phases. To be presented both as a PDF and a paper report, and will be sent to our partners in Istanbul. It is expected that the report will consist of sections worked out by the team as well as individual writing. The latter are likely to be indiv idual explorations and responses to the group-dev eloped analysis. Due June 4 t h. 6. Each student will also be required to keep an annotated and illustrated dairy of activities and person reflections of the whole process. This should also contain freehand sketches, surv ey annotations,
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interview field notes, field observations, etc. The dairy will prove useful during the dev elopment of the report, exchange of impressions with colleagues and for future memory.
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Meetings
The following table outlines group and indiv idual work for phases and outputs:
INDIVIDUAL SULUKULE DIAGNOSIS PRE-TRIP PRESENTATION M APPING STAKEHOLDER ASSET M APPING M ID-TRIP PRESENTATION DEVELOPM ENT GUIDELINES IM PLEM ENTA TION OF GUIDELINES PRESENATION OF PROPOSALS DPU PRESENTATION REPORT PREPARATION -Context -Analysis -Proposals -Reflections GROUPS COLLECTIVE
VI
SCHEDULE
This schedule is a guide only and may be subject to change Tuesday 22 April Fri 25 April (London) W orkshop on S ulukule Diagnosis & presentation on Friday morning (see term 3 schedule for details) Sat 26 April Trav el to Istanbul (TK1980, departing from
Heathrow 11:25, be there by 9am)
! ! ! ! !
! ! ! ! ! !
! ! ! ! ! ! ! ! !
Sun 27 April AM Visit around hotel, settle in PM Informal walk around study areas Mon 28 April AM Introductions at Istanbul Technical University (ITU) Presentation by Prof. Dr. Hlya TURGUT (To be confirmed) Meet students PM Visit to study area Evenings* Tue 29 April Visit S ulukule and meet S ulukule Platform Wed 30 April Walking Tour (S leymaniye Rehabilitation Project), Orhan Esen
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Meetings
Thu 1 May (Labour day) W ork at hotel or take ferry to the Princess Islands Fri 2 May Sat 3 May Sun 4 May AM Meeting (TBC) PM Field work Bus tour of Greater Istanbul, Orhan Esen Day off
PM Field work Tue 13 May AM Meeting (TBC) PM Field work Wed 14 May preparation Field work/Proposals/Presentation
Mon 5 May AM Presentation by Prof. Dr. Alper NL PM Field work Tue 6 May AM Meeting (TBC) PM Field work Wed 7 May AM Meeting (TBC) PM Field work Thu 8 May Fri 9 May AM Meeting (TBC) PM Preparation of presentation Interim presentations
Thu 15 May Field work/Proposals/Presentation preparation Fri 16 May Presentation of Proposals
Sat 17 May Wrap-up Sun 18 May - Tue 20 May Days off in Istanbul Tue 20 May Return flight to London at 19:10. Departure from hotel 15:00 Wed 21 May Wed 4 June Preparation of final report and presentation * As a general rule, we will regroup on working days in the ev enings from 18:00 to 19:00 at the hotel for discussion and feedback.
Sat 10 May Day off Sun 11 May PM Visioning workshop Mon 12 MayAM Meeting (TBC)
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Meetings
Appendix B: Meetings
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Meetings
Appendix B This appendix contains brief summaries of key meetings conducted by the team whilst in Istanbul. They do not appear in chronological order, rather they are grouped as follows: - Sulukule Platform/Sulukule located meetings; - Fatih Municipality meetings; - meetings with other professional bodies including the univ ersity. They also do not include the numerous informal or semi-structured interviews conducted by the team over the course of the field trip, and which provided v aluable information and impressions. SULUKULE PLATFORM INITIAL MEETING Platform members/friends, Sul ukule Caf, 28.04.08 The Platform hav e a lack of communication with Fatih municipality. Municipality were previously in discussion with S ulukule people, but agreement was not establish. There is a high risk of potential homelessness. People who are unable to afford the price of accommodation in Tasoluk may become homeless and are the people most at risk.
The fight for S ulukule housing rights still continues.
SULUKULE PLATFORM PRESENTATION Asl Kyak ngin, BUDD residence, during week commencing 28.04.08 Qualitativ e and quantitative information, e.g. The threat of expropriation resulted in speeding up the sale of houses. People learned expropriation decisions for their houses via the media, specifically television. Multi-ownership is common. An Urgent Expropriation Decision for S ulukule was approved 13th December 2006. S ulukule Regeneration Area: approx. 80,000 m 645 eligible households 759 eligible of the shareholders 378 building plots 45 registered buildings (building plots) 474 eligible renters The Fifth Gate (Pempton) has symbolic value and is visited ev ery year by Roma from all ov er the world.
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Meetings
According to UNESCO world heritage criteria: the city walls and its environment should be protected not just as a physical entity but as a cultural and social structure as well.
According to conserv ation regulations there is a two storey limit. Existing physical env ironment and typologies are reflections of the social-cultural structure: - The courtyard is an extension of the house and is used mostly by the women and children. - There are collective and multi usages and spaces. - Streets hav e different social and public levels. - Streets are used by the people as public meeting places. - There are still water fountains and people mostly use them for their daily needs instead of using the city water system. - There is still a sense of neighbourhood life and relations which is lost in much of Istanbul. - There are some big open spaces called bostan (gardens). They are used for ceremonies and football games by the local people - One storey houses around a courtyard SULUKULE PLATFORM MEETING Hager Foggo, during week commencing 12.05.08
Discrepancy between municipality and Platform data. - Considerably higher unemployment rate compared to the 8% established by the municipalitys social survey, considering that most of the population relies on informal and occasional jobs to surviv e and therefore a lack of social security. - Musicians living within the area are more than 3%, considering that in the S ulukule orchestra alone there are 20 members of the community. Daily activit ies. Men often spend time in the coffee shops, where it is common to find informal job opportunities or trade among the inhabitants. Apart from informal occupational activities, women usually spend their time cooking, cleaning, taking care of children or chatting with neighbours. Illiteracy. There is a high rate of illiteracy among women and children, coinciding with the municipalitys social surv ey. Training provided by Municipality. The selection process for these training courses was conducted by the Nesli!ah Neighbourhood Organization. The platform is not aware of its progress. General occupational activities.
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Meetings
- Men. Musicians, Artisans (fixing watches, bicycles, working with marble etc.) and mainly informal jobs, such as selling v egetables and perfumes. - W omen. Mostly informal and therefore occasional occupations, usually women buy cheap and discarded clothes near to factories, repair them and sell within S ulukule, nearby areas, or ev en Taksim S quare. SULUKULE SPRING FESTIVAL Community members and 04.05.08
The S ulukule community has the capacity to contribute to the city. If the intangible heritage of the specific culture of S ulukule such as music and dancing can be well organized, it can increase the v alue of S ulukule for tourism and entertainment, through bringing activities, stories and meanings to this place.
outsiders,
Sulukule,
Sulukule has successfully attracted attention from the outside world. The ev ent has gathered together artists, architects, musicians, journalists and tourists together with community members. The S ulukule community has their own culture and is able to express it by themselves. When the performance of famous musician was cancelled, the community took the leading role and gav e a self-organized show soon after. The S ulukule people are not monsters. Ev en when faced with serious problems such as ev iction and pov erty, they still gave a positive impression to others of their optimism, independence and creativity.
FATIH MUNICIPALITY INITIAL MEETING Mayor Mustafa Demir, Mustafa ifci, Nilfer Tredi and Basak Kara of Fatih Municipality, conference centre adjacent to restored area of the city wall, 30.04.08 Registered buildings. Owners are able to stay in the area and renew the houses by themselves, and they can access loans from TOKI and the Ministry of Culture. However, they can sell the rights of their house to the municipality and get a new house within the S ulukule dev elopment. The ownership of the land beyond the wall belongs to the metropolitan municipality. The municipality has no specific plan for the wall. Presentation Document was distributed containing quantitative information.
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FATIH MUNICIPALITY MEETING Mustafa ifci, municipality offices, during week commencing 05.05.08 Allocation of housing: Landowners that want to stay in the area hav e to sign a protocol which enables them to choose a new house in the area, but not in the exact location. There will be a lottery to allocate the housing within the same block. Renters from S ulukule that accept to mov e to Tasoluk are able to sell the housing unit after 3 months: people are able to sell the rights of the housing unit and the newcomer will continue paying for the house under the same conditions of the first owner, and will pay back the first owner the amount that has been paid to date plus the interest of the market. Renters that are not able to go to Tasoluk (approx. 100 no.), if they can prove that are not newcomers to the S ulukule area, will be offered a place in Kayabasi. The socio-economic survey included participants of which 58% were women. 124
The planned cultural & commercial centre is 1,500m; the ground floor will be used for commercial purposes, and the first floor for cultural purposes.
MUNICIPALITY ACCOMPANIED VISIT TO TAOLUK Taoluk, 06.05.08 120 buildings (2 schools - elementary, high school, 1 mosque, 1 commercial centre, 1 sports centre, 1 library) 336 units for S ulukule (163 apartments of 8m and 163 apartments of 118m) Houses are owned by TOKI, people (tenants) from S ulukule repay the house in 180 months (15 years) 2 building types: 83m apartments block 118m apartments block Commercial Centre: 16 shops in ground floor, caf-restaurants in top floor The shops will not be given to the people from S ulukule - shop owners in Sulukule will maintain their shops in S ulukule Cost of apartments (depending on the floor and the orientation):
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83 m apartment: 49.000-56.000 YTL (272-311 YTL per month) 118 m apartment: 70.000-80.000 YTL (388-444 YTL per month) Market price for the particular area: 1.200-1.500 YTL per m Reduced price for the Sulukule people: <600 YTL per m People do not have to pay any extra money for stamp fees and do not pay taxes. People hav e to pay for their own water, electricity, gas - ev erybody will have a share from the profits of the commercial center which will cover the general maintenance costs. (According to the municipality) the current av erage cost of rent in S ulukule: 200-300 YTL Q. W hat happens if people move to the TOKI apartment and cannot afford the rent? A. -in 3 months TOKI sends a warning -in 4 months people must recommence paying their rent - if they still cannot pay, TOKI returns to them all the funds that they hav e already paid, in cash (+the interest?), and they hav e to move out of the apartment.
-normally people inv olv ed in social housing prov ided by TOKI are not allowed to sell the house before they have completely repaid it. An exception has been made for people from S ulukule so they can sell the house earli er. Q. W hat are the options/opportunities for employment in the area? A. - Textile industries - Many construction jobs in the area The municipality stated that they cannot help each individual person that is in need of a job - if people organize themselves in groups (i.e.10 people together) the municipality could contact/mediate for jobs with factories of the area.
LOCAL AGEN DA 21 Staff of UCLG, UCLG O ffices, 01.05.08 The intention of the Local Agenda 21 is to encourage an approach to project design, implementation and ev aluation which allows for all interested parties to participate in decisionmaking. The key achiev ements of the UCLG in promoting the Agenda 21 include the following:
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Publication of the Turkey Local Agenda 21 Handbook Gather support for the Millennium Development Goals Increase partnership in the program from the municipality mayors to include 5 District mayors today. Women and youth participation in development The enactment of the Law 5393 which dwells on the institutionalization of the principles of the Agenda 21.
city and a sense of citizenship, as well as the principles of transparency, accountability, participation and subsidiary for project design, implementation and evaluation. The City Council comprises representatives of civil society, organizations, professional bodies, trade unions, universities, political parties, public institutions, amongst many others. Fatih Municipality is yet to join the UCLG.
Specifically related to the last achievement listed abov e, we recognize that to obtain a more coordinated and effectiv e good governance system, the crucial importance of implementing projects through the Cit y Council, as provided for in Article 76 of the new Law on Municipalities (No.5393) enacted in July 2005, aimed at institutionalization of participatory approaches and the pulling together of financial and intellectual capacities wit hin municipal authorities, civil and non-gov ernmental organizations, central government departments and other stakeholders to the benefit of the City and Citizens. The law stipulates the establishment of the City Council for developing a common vision for the
FENER-BALAT REHABILITATION PROGRAM (EU) Burcin Altisay and staff, program offices in FenerBalat, 02.05.08 Weak partnership between EU and the municipality because of political changes and limited obli gations imposed as conditions for the funding, resulting in a project as an end, to achiev e short term goals. Therefore the first key challenge mentioned was sustainabilit y of the project, & also a challenge is participation; inhabitants did not take part in repair works. To deliver the social drive of the project in maintaining existing residents in the area, there were policies in place such as:
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Houses recently sold would not be picked for conserv ation. Prohibit the selling of refurbished houses within 5 years. Controls to maintain original renters and monitoring of the rent lev els.
suitable area for housing since is near to forest conserv ation and water catchments areas. There is no plan (at least in this office) to build an underground line near Tasoluk since the water catchments can damage transport infrastructure. The problem of S ulukule is essentially a financial matter; IMP argue that - people should not be transferred - culture cannot be transferred; the renewal of housing stock because of earthquake risk should not be enough reason to displace people. Strategic regional planning; shift industry development to service development; decentralization of industry, focus in dev elopment of technology and information centre + CBD; development of cultural industries and tourism sector. There is a lack of social rental housing strategy, and the weakness of the strategic planning is the lack of a social strategy for pov erty reduction. S ustainable and habitable population size; control population & stop migration = stop industry.
The enforcement of these policies is unsure, partly due to informal arrangements among the community. It was identified that care was required to provide for the community as a whole and not just the owners of the rehabilitated house. Other measures to ensure this were introducing waste collection; improv ement of the market area; and two social centres. Fatih municipalitys development plans for the area overlap the EU project area in parts and the approach of the new plans are disjointed and may negate the work being carried out by the project.
ISTANBUL METROPOLITAN PLANNING UNIT (IMP) Staff of IMP, IMP Offices, 05.05.08 Tasoluk is in the metropolitan region (not in the metropolitan area) of Istanbul. Tasoluk is not a
Historical Peninsula Group, Conservation Plan Anthropologist (at IMP offices)
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Argues that the problem of Sulukule is primarily housing rights, and secondly the disappearance of small manufacturing in a capitalist society. Study was carried out about what people think about the renov ation program; focus groups: home owners, craftsmen, academicians (1,200 participants). Conserv ation plan affects and displaces small manufacturers and informal workers. Recommends minimalising industries as a social policy. decentralization of
Minority groups. Along with the different ethnic groups, sev eral minorit y and often marginalized groups coexist, such as homosexuals and transvestites. Institutional ownership as a tool. The prev ious project addressed the social issues by identifying the plots owned by institutions or foundations and establishing partnerships to create social infrastructure, to support the main focus of the project. Critical Points. Property ownership, Strategy and Inhabitants Participation. Finance
ISTANBUL TECHNICAL UNIVERSITY Prof. Dr. Alper nl, ITU campus, 05.05.08 Social v s. Physical. Tarlabasi Rehabilitation project becomes alienated by the implementation of Law No.5366, as this project previously focused on social rehabilitation, in contrast to the present government project whose main focal point is directed at infrastructure. Ethnic Diversity. From the early 1990s, the community begins to diversify with the increasing migration mainly from the Black S ea (Caucasian), Romani, Kurds along with the Greek groups already established.
S ulukule and the need for Tenants strategies. It has become an issue that raises new concerns about the renters situation. 5 Issues addressed by the Tarlabasi project. Poverty, migration, marginality, crime and assimilation. Law 5366 and participation. The law establishes that organizations should have meetings with neighborhoods affected, howev er this is not always implemented.
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Meetings
Law 5366 and renters. The law does not address the renters issues that might arise from its implementation. Law 5366 key points. Perimeters of intervention areas can be delimited by the Municipality. Also finance for the interv entions should come from national inv estment.
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Secondary Sources
Appendix C: Secondary Sources
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Secondary Sources
Appendix C Bibliography PRE-FIELD READING LIST I Contextual Readings: 1. Marsh, A. and S trand, E. (2006): Gypsies and the Problem of Identity, S wedish Research Institute, Istanbul. 2. Ozcevik, O. G. and Aysan, M . (2001): Clustering Ev aluation of the Istanbul Peri-Urban Areas, TRIALOG, Vol. 70, pp. 34-39. 3. Duyar-Kienast, U. (2001): Aspects of the Formation of Gecekondu in Turkey: A Case Study from Ankara, TRIALOG, Vol. 70, pp. 23-29. 4. UN Human Settlement Country Profile, Turkey. [www.un.org/esa/agenda21/natlinfo/countr/turke y/Turkey_HS .pdf] II A B C D Thematic Groups LAND & ENVIRONMENT SOCIO - ECONOMICS CULTURE AND HOUSING GOVERNANCE AN D PLANNING
A LAND & ENVIRONMENT [a] Turkey & Istanbul
1. zsoy, A. and Esra Kahv eci, . (2005): The Urban Patchwork And Dynamics Of Life. Paper presented at Housing in Europe: New Challenges and Innov ations in Tomorrows Cities workshop. [http://www.blog.hi.is/enhr2005iceland/index.php ?option=content&task=v iew&id=14&Itemid=37] 2. Nil Uzun, C. (2003): The Impact of Urban Renewal and Gentrification on Urban Fabric: three case studies in Turkey. Tijdschrift v oor Economische en S ociate Geografie (Blackwell Publishing Ltd.), Vol 94, No.3, pp 363-375. 3. Baharoglu, D. and Leitmann, J. (1998): Coping Strategies for Infrastructure: How Turkeys S pontaneous S ettlements Operate in the Absence of Formal Rules, Habitat International, Vol. 22, pp. 115-135. 4. Erman, T. (1997): S quatter (gecekondu) Housing versus Apartment Housing: Turkish rural-to-urban migrant residents perspectives, Habitat International, Vol. 21, Iss. 1 (March), pp. 91-106. 5. Erkip, F. (2000): Global Transformations v ersus Local Dynamics in Istanbul: planning in a fragmented metropolis, Vol. 17, No. 5, pp. 317377. 6. Butuner, B. (2006): Waterfront Revitalization as a Challenging Urban Issue, paper presented at 42nd IS oCaRP Congress 2006.
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Secondary Sources
7. Yenen, Z. (nd): A World City On W ater: Urban Dev elopment Of lstanbul And Transformation Of Townscape, Neda Architecture and Planning Journal 8. Celik, Z. (1993): The Rem aking of Istanbul, (University of California Press) 9. Perouse, J. (2003): Istanbul en Tableaux, OUI Istanbul, (May) [http://www.ifea-istanbul.net/] 10. Rondel, N. (nd): City walls of Istanbul: A heritage to be valorized within its env ironment, OUI Istanbul [http://www.ifea-istanbul.net/] 11. Tekeli, I. (1994): The Dev elopment of the Istanbul Metropolitan Area: Urban Administration and Planning (Ankara). B SOClO - ECONOMICS [a] Turkey&Istanbul 1. Nil Uzun, C. (2003): The Impact of Urban Renewal and Gentrification on Urban Fabric: three case studies in Turkey. Tijdschrift v oor Economische en S ociate Geografie (Blackwell Publishing Ltd.), Vol 94, No.3, pp 363-375. 2. Esen, O. (nd): Learning from Istanbul, The city of Istanbul: Material production and production of the discourse, part of Self-service city: Istanbul. [http://www.metrozines.inf/istanbul/index.html]
3. Lanz, S . (nd): If you make it in Istanbul you can make it anywhere. On urbanites ansd antiurbanites, village and metropolis, part of: Selfservice city: Istanbul. [http://www.metrozines.inf/istanbul/index.html] 4. Perouse, J. (2003): Istanbul en Tableaux, OUI Istanbul, (May) [http://www.ifea-istanbul.net/] 5. Erkut, G., Ocakci, M. v e nl, A. (2001): Ev aluation of Crime Profile in Istanbul Metropolitan Area, TRIALOG, Vol. 70, pp. 30-33. 6. Beler, F. and Trksoy, O.(1989): Housing in Turkey: Prospects for different income groups, Habitat International, Vol. l3, Iss. 1, pp. 25-32. 7. Eke, F. (1989): Public initiativ es in housing provision: The Turkish case, Habitat International, Vol. 13, Iss. 1, pp. 19-24. [b] Romani people 1. Mischek, U. (2002): The Professional S kills of Gypsies in Istanbul, in KURI-DRJournal, Vol. 1, No. 7 [http://www.domresearchcenter.com/journal/17/i ndex.html] C CULTURE AND HOUSING [a] Turkey
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Secondary Sources
1. Pope, N. and H. (1998): Turkey Unveiled: A History of Modern Turkey, (Ov erlook Press) 2. Douglas, H. (2001): The History of Turkey (Greenwood Publishing Group) [b] Istanbul 1. Erman, T. (1997): S quatter (gecekondu) Housing versus Apartment Housing: Turkish rural-to-urban migrant residents perspectives, Habitat International, Vol. 21, Iss. 1 (March), pp. 91-106. 2. Baharoglu, D. and Leitmann, J. (1998): Coping Strategies for Infrastructure: How Turkeys Spontaneous Settlements Operate in the Absence of Formal Rules, Habitat International, Vol. 22, pp. 115-135. 3. Rondel, N. (nd): City walls of Istanbul: A heritage to be valorized within its env ironment, OUI Istanbul [http://www.ifea-istanbul.net/] 4. zsoy, A. and Esra Kahveci, O. (2005): The Urban Patchwork And Dynam ics Of Life. Paper presented at Housing in Europe: New Challenges and Innov ations in Tomorrows Cities workshop. [http://www.blog.hi.is/enhr2005iceland/index.php ?option=content&task=v ie w&id=14&Itemid=37] 5. Marsh, A. and S trand, E. (2006): Gypsies and the Problem of Identity, S wedish Research Institute, Istanbul.
6. Tekeli, l (1994): The Development of the Istanbul Metropolitan Area: Urban Administration and Planning (Ankara) 7. Celik, Z. (1993): The Remaking of Istanbul, (University of California Press) 8. Jeyder, C. (2000): Istanbul: Between the Global and the Local, (Rowman and Littlefield Publishers) 9. Esen, O. (nd): Learning from Istanbul, The city of Istanbul: Material production and production of the discourse, part of Self-service city: Istanbul. [http://www.metrozines.inf/istanbul/index.html] 10. Lanz, S . (nd): If you make it in Istanbul you can make it anywhere. On urbanites ansd antiurbanites, village and metropolis, part of: Selfservice city: Istanbul. [http://www.metrozines.inf/istanbul/index.html] 11. Perouse, J. (2003): Istanbul en Tableaux, OUI Istanbul, (May) [http://www.ifea-istanbul.net/]
[c] Romani people 1. The Patrin Web Journal: Romani Culture and History - Timeline of Roma, A brief History of Roma, Romani Customs and Traditions, etc. [http://www.geocities.com/Paris/5121/]
BUDD Fieldtrip 2008
Secondary Sources
D GO VERNANCE AN D PLANNING [a] Turkey and Istanbul 1. Kocabas, A. (2005): The Emergence of Istanbuls Fifth Urban Planning Period: A Tradition to Planning for S ustainable Regeneration?, Journal of Urban Technology, Vol. 12, No. 2, pp. 27-48. 2. Nil Uzun, C. (2003): The Impact of Urban Renewal and Ge ntrification on Urban Fabric: three case studies in Turkey. Tijdschrift v oor Economische en Sociate Geografie (Blackwell Publishing Ltd.), Vol 94, No.3, pp. 363-375. 3. Kocabas, A. (2006): Urban Conv ersation in Istanbul: evaluation and re-conceprualisation, Habitat International, Vol. 30, pp. 107-126. 4. Erkip, F. (2000): Global Transformations versus Local Dynamics in Istanbul: planning in a fragmented metropolis, Vol. 17, No. 5, pp. 317377. 5. Perouse, J. (2003): Istanbul en Tableaux, OUI Istanbul, (May) [http://www.ifea-istanbul.net/] 6. Oc, T. and Tiesdell, S . (1994): Planning in Turkey: The contrasting planning cultures of Istanbul and Ankara, Habitat International, Vol. 18, Iss. 4, pp. 99-116. 7. Baharoglu, D. and Leitmann, J. (1998): Coping Strategies for Infrastructure: How Turkeys Spontaneous Settlements Operate in the Absence
of Formal Rules, Habitat International, Vol. 22, pp. 115-135. 8. Celik, Z. (1993): The Remaking of Istanbul, (University of California Press) 9. Danielson, M. and Keles, R. (1985): The Politics of Rapid Urbanazation, Government and Growth in Modern Turkey (Holmes & Meier, New York) 10. Tekeli, I. (1994): The Dev elopment of the Istanbul Metropolitan Area: Urban Administration and Planning (Ankara). III Responses A B C D E A EVICTIONS SLUM UPGRADING AND LAND SHARING URBAN AGRICULTURE LIVELIHOODS APPROACH MULTI-STAKEHOLDER PROCESSES EVICTIONS
1. Forced Evictions - Towards Solutions?, First Report of the Advisory Group on Forced Ev ictions to the Executive Director of UN-HABITAT (2005). 2. COHRE (2006): Forced Ev ictions - Violations of Human Rights [http://www.cohre.org/store/attachments/GLOBA L%20S URVEY%202003-2006.pdf] 3. Dzeno Association (nd): Forced Out: the problem
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Secondary Sources
of Roma Ev ictions in Europe [http://www.cohre.org/English/ bodies/cerd/docs/ngos/sdruzeni1.doc] Recommended readings:

Ev erett, M . (2001): Ev ictions and Human Rights: Land disputes in Bogota, Colombia, Habitat International, Vol. 25, Iss. 4, pp. 453-471.
SLUM UPGRADING AND LAND SHARING
5. Mukhija, V. (2003): S quatters as developers? S lum redev elopment in Mumbai, Kings SOAS students in Dev elopment Geography (Ashgate Publishing) 6. Oestereich, J. (2001): The Local Community: The New Legal Mediator Between Priv ate Property and the S tate, ESF/N-AERUS May 2001 workshop. 7. Burra, S . (2005): Towards a pro-poor framework for slum upgrading in Mumbai, India, Env ironment & Urbanization, Vol 17, No 1 (April). Recommended reading:
M ax Lock Centre (2001): Good practice Guid e and Country studies, in Participat ory Approach t o Core Area Development : A Guide to Good Practice [DFID Research Project R 6860]
1. Angel, S . and Chirathamkijkul T.: S lum Reconstruction: Land sharing as an alternative to ev iction in Bangkok, in Angel S. et al. (1983): Land for Housing the Poor (S elect Books, S ingapore) 2. Boonyabancha, S.: Klong Toey Land-Sharing Project, in Boonyabancha, S. et al. (1987): Six Chapters of Klong Toey - A case study of people struggle and housing developm ent by landsharing, (Bangkok, Thailand) 3. MIT Urban Upgrading (nd): Regularization of Land [http://web,mit.edu/urbanupgrading/upgrading/i ssues-tools/toos.Reg-ofland.html] 4. Max Lock Centre (2001), Factsheet 7: Understanding the Mechanisms from the guide Participatory Approach to Core Area Dev elopment: A Guide to Good Practice [DFID Research Project R 6860] [http://www.wmin.ac.uk/builtenv /maxlock/Core_ Areas/gppd_practice.htm]
[http://www.wmin.ac.uk/builtenv /maxlock/Core_ Areas/gppd_practice. htm] Online Resources:

Id21 portal research: for communicating
development
http//www.id21.org/urban/index.html
Dynamics for urban change, collection of resources: http://w ww.ucl.ac.uk/dpuprojects/driv ers_urb_change/home.htm
URBAN AGRICULTURE
BUDD Fieldtrip 2008
Secondary Sources
1. Kaldjian, P. (1997): Istanbul Opportunities in urban agriculture, Arid Lands Newsletter, No. 42 [http://ag.arizona.edu/OALS /ALN/ain42/kaldjian. html] 2. Mougeot, L. (2006): in_focus: GROWING BETTER CITIES, Urban Agriculture for S ustainable Dev elopment, IDRC [http://www.idrc.ca/in_focus_cities/ev-95297-2011-DO_TOPIC.html] 3. Kaya, C. (2005): Urban Agriculture in Istanbul, UA-Magazine, p.41 (UYD, Istanbul) 4. Knuth, L. (2006): Greening cities for improving urban liv elihoods: Legal, policy and Institutional aspects of urban and peri-urban forestry in West and Central Asia (case study of Armenia) [www.mountainpartnership.org/common/files/pdf /5_Greening.pdf] 5. Girardet, H. (2004): Relearning Urban Agriculture, in Girardet, H. (2004): Cities People Planet: Livable Cities for a Sustainable World. 6. Viljoen, A., Bohn, K. and Howe, J . eds. (2005): Continuous Productive Urban Landscapes (CPULs): Designing Urban Agriculture for Sustainable Cities (Architectural Press) 7. Jacobi, P., Drescher, A. and Amend, J. (nd): Urban Agriculture-Justification and Planning Guidelines, Urban Vegetable Promotion Project. [http://www.cityfarmer.org/uajustification.html]
8. Allen, A. and You, N. (2002): Integration of Urban Agriculture & food security in Land use Planning in Dar es S alaam & Quito, in Sustainable Urbanization: Bridging the Green and Brown Agendas Online resources: RUAF - Resource centres on Urban Food S ecurity [http://www.ruaf.org/] Agriculture! - IDRC - Growing better cities, Urban Agriculture for S ustainable dev elopment [http://www.idrc.ca/in_focus_cities/] - IDRC project - Optimizing Use of Vacant Land for Urban Agriculture (UA) Through Participatory Planning Processes (LAC) [http://www.idrc.ca/en/ev -8005-201-1DO_TOPIC.html] Case study: Rosario [http://www.idrc.ca/in_focus_cities/ev-93913-2011-DO_TOPIC.html] Case study of Urban agriculture in Rosario [http://www.rosario.gov .ar/sitio/desarrollo_social/ enpleo/agricul.jsp] - Arld Lands Newsletter - falll/winter 1997, No. 42: Urban agriculture in drylands [http: ag.arizona.edu/OALS /ALN/aln42loc.html] D LIVELIHOODS APPROACH
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Secondary Sources
1. de Haan"A., Drinkwater " M., Rakodi, C. &
Westley, K. (2002): Methods for understanding urban poverty and Livelihoods, DFID 2. DFID (2001): S ustainable Livelihoods Guidance S heets, S ection 2, S ustainable Livelihoods Framework [http//www.liv elihoods.org/info/info_guidanceshe ets.html#1] 3. Beall, J. and Kanjil, N. (1999): Households, Livelihoods And Urban Pov erty, Background Paper for the ES COR Commissioned Research on Urban Dev elopment: Urban Gov ernance, Partnership and Poverty. Online resources:
Dynamics for urban change, collection of resources: http://www .ucl.ac.uk/dpuprojects/driv ers_urb_change//urb_society/urban_liv eli hoods.htm
Core Area Developm ent: A Guide to Good Practice [DFID Research Project R 6860] [http://www.wrmin.ac.uk/builtenv /maxlock/Core_ Areas/good_practice.htm] 2. Max Lock Centre (2001): Factsheet 9, Exploring Partnerships, Good practice Guide and Country studies, in Participatory Approach to Core Area Development: A Guide to Good Practice [DFID Research Project R 6860] [http://www.wrmin.ac.uk/builtenv /maxlock/Core_ Areas/good_practice.htm] Online Resources MS P Resource Tool: Building your capacity to Facilitate Multi-stakeholder processes and S ocial Learning [http://portals.wl.wur.nl/msp/index.php?Introducti on] - Community planning website: [http://www/communityplanning.net/]
IDS (Institute for Dev elopment Studies): http: www.livelihoods.org E MULTI-STAKEHOLDER PROCESSES
Supplementary bibliography:
1. Dalkiran, E. (2008): Data collected in an interview with the leader of the Sulukule Romani Orkestra,13th of M ay 2008.
1. Max Lock Centre (2001): Factsheet 6, Bringing Stakeholders Together, Good practice Guide and Country studies, in Participatory Approach to
BUDD Fieldtrip 2008
Secondary Sources
2. Eisenstadt, S. N., (1984) "The Kemalist Regime and Modernization: S ome Comparative and Analytical Remarks," in J. Landau, ed., Atatrk and the Modernization of Turkey, Boulder, Colorado: Westview Press.
3.
Erkip, F. (2000): Global Transformations v ersus Local Dynamics in Istanbul: pla nning in a fragmented metropolis, Vol. 17, No. 5, pp. 317-377. 4. Fener-Balat Consultant, (2007): Fener-Balat Rehabilitation Project: Data Archiv e 2007 5. Frank, K. & Stev ens, Q. (2007): Loose Space: Possibility and Div ersity in Urban Life (Routledge, London and New York) 6. Gay M cDougall (2008) PROMOTION AND PROTECTION OF ALL HUM AN RIGHTS, CIVIL, POLITICAL, ECONOM IC, SOCIAL AND CULTURAL RIGHTS, INCLUDING THE RIGHT TO DEVELOPM ENT, Report of the independent expert on minority issues, Seventh session Agenda Item 3, UNITED NATIONS Human Rights Council. 7. GLA, (2004): Affordable Housing: The London Plan Draft Supplementary Planning Guidance. Greater London Authority, City Hall, The Queens Walk, London, SE1 2AA. 8. Istanbul M etropolitan Planning (IMP), (August 2007): Istanbul M aster Pla n: Summary. 9. Jacobs, J. (1961): The death and life of Great American Cities (Vintage Books, New York) 10. Kocabas, A. (2006), Urban conservation in Istanbul: ev aluation and re-conceptualisation, pp. 107126, Habit at International 30
11. Lumby, S.P (1981): Invest ment Appraisal and Related Decisions (Van Nostrand, Reinhold) 12. M arstine, Janet., (editor), (2006): New museum t heory and practice: an introduction, M alden, M A ; Oxford: Blackw ell. ISBN: 9781405105583 13. M cDougall, G. (2008): Promotion and protection of all human rights, civil, political, economic, social and culture rights, including the right to dev elopment, Report of the Independent Expert on M in ority Issues, sev enth session, Agenda Item 3, UNITED NATIONS Human Rights Council. 14. M Sc BUDD students of DPU (June 2007): Placing Sulukule: t owards an alt ernative proposal t o conserve the living heritage of Romani Cult ure. (Bartlett, DPU, UCL) 15. M unicipality of Fatih (2008): Renovat ion Areas, document distributed to the BUDD 2008 students by Fatih Municipality at meeting 30 April 2008 16. M unicipality of Fatih (nd): Bir ingene Yolculu!u, document regarding gypsy culture. 17. Nil Uzun, C. (2003): The Impact of Urban Renew al and Gentrification on Urban Fabric: three case studies in Turkey. Tijd schrift v oor Economische en Sociate Geografie (Blackwell Publishing Ltd.), Vol 94, No.3, pp 363-375. 18. Organisation for Economic Co-operation and Dev elopment (2008): Policy Brief - OECD Territorial Rev iew s: Istanbul, Turkey 19. S assen S (2002) Locating Cities on Global
Circuits, Environm ent and Urbanization, Vol. 14 No.1 pg 13
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Secondary Sources
20. Sadun EMREALP (prepared) (2005): Turkey Local Agenda 21 Program: Handbook on facilitativ e information for the implementation of Local Agenda 21, IULA-EMME (UCLG-MEWA) Publication 21. Safier, M (1992): Towards an Alternativ e Approach to Urban Regeneration, article in Regenerating Cities 22. S. N. Eisenstadt, (1984) The Kemalist Regime and M odernization: Some Comparativ e and Analytical Remarks, in J. Landau, ed., Atatrk and the M odernization of Turkey, Boulder, Colorado: Westv iew Press, 316. 23. Sulukule Platform (2008): Social and Economic Surv ey in Sulukule, Istanbul 24. Taiw o, D.O. (1995): Institutionalisation if the Sustainable Cities Concept in City Management, paper presneted at the Cit y Consultation of the Sustainable Ibadan Project on env ironmental issues, held at the House of Assembly, Secretariat Ibadan, Nigeria, 23-27 October 1995. 25. Turgut, S. (2006): What the new Istanbul shaped by capital makes one think U rban Regeneration and , Sustainability, Vol. 93, pp. 189-197. 26. UNESCO (2000): Rehabilitation not gentrification: Tw o neighborhoods in historical Istanbul get a facelift and a new lease on life, No. 119. 27. UNESCO (1972): CONVENTION CONCERNING THE PROTECTION OF THE WORLD CULTURAL AND NATURAL HERITAGE, General Conference at its 17th Session, Paris, 16 Nov ember 1972 28. UNESCO (2004): CONVENTION CONCERNING THE PROTECTION OF THE WORLD CULTURAL AND NATURAL HERITAGE, decisions adopted at the 28th Session of
29.
30. 31.
32.
the World Heritage Committee, Item 3C of the Provisional Agenda: Report of the Rapporteur of the 28th session of the World Heritage Committee UNITED NATIONS Press Release (2001): Conv ention Article 2, Meetings 14-17 M arch 2001, Turin: Intangib le Cultural Heritage Working Defin itions. UNITED NATIONS Press Release (2007): Governments should take positiv e steps to protect housing rights of Roma in Europe, (UN Document A/HRC/4/18) UNITED NATIONS Press Release (2008): Safeguarding of the Intangible Cultural Heritage, M eetings 21-22 May 2008, Nadi: Inter-departmental Meeting on the Convention for the Safeguarding of the Intangib le Cultural Heritage. Yenen, Z. (nd): A World city on w ater: Urban dev elopment of Istanbul and transformation of tow nscape. Neda Architecture and Planning Journal.
Online resources: Administrativ e divisions of Turkey:

http://w ww.ito.org.tr http://en.w ikipedia.org/wiki/Republic_of_Turkey#Admi nistrativ e_div isions Atatrk's reforms: http://en.w ikipedia.org/wiki/Atat%C3%BCrk%27s_refor ms BBC news w ebsite: Country profile: Turkey. [updated: 3 April 2008], [http://news.bbc.co.uk/2/hi/europe/country_profiles/1 022222.stm]
BUDD Fieldtrip 2008
Secondary Sources
UN Office of the High Commissioner for Human Rights:

http://www 2.ohchr.org/english/issues/housing/ UNESCO: http://www .unesco.org/culture/ich/index.php?pg=000 02 http://www .unesco.org/culture/ich/index.php?pg http://www .unesco.org/culture/ich/index.php?pg=ho me Wikip edia w ebsite: http://en.w ikipedia.org/w iki/Istanbul http://en.w ikipedia.org/w iki/London
Housing Dev elopment Administration Turkey: http://www .toki.gov .tr/english/ov erv iew .asp http://www .toki.gov .tr/english/mass_housing_law.asp Local Agenda21 in Turkey: http://www .la21turkey.net/ Turkeys culture: http://www .iksv .org/english/
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Laws
Appendix D: Laws
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Laws
Appendix D European Convention on Huma n Rights Article 8 (Right to Respect for Priv ate and Family Life) Article 13 (Right to Effective Remedy) Article 14 (Prohibition of Discrimination) Declaration on the Rights of Persons belonging to National or Ethnic, Religions and Linguistic Minorities (UN General Assembly) Article 1 (Protection from State) Article 4 (Exercise of Human Rights without Discrimination) Article 5 (Obligation of State to International Treaties and Agreements) European Social Charter Article 4 (The Right to a Fair Remuneration) Article 16 (The Right of the Family to S ocial, Legal and Economical Protection) Article 31 (Housing) The Convention Concerning the Protection of the World Cultural and Natural Heritage of Join ICOMOS/UNESCO World Heritage Committee
Article 1 (Cultural Heritage) Article 4 (Duties of State Party) Article 5 (Measures of Protection, Conserv ation and Presentation) Article 6 (Sov ereignty of the States)
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Act No: 5366 (Turkish) Ypranan Tarihi ve Kltrel Ta!nmaz Varlklarn Yenilenerek Korunmas v e Ya!atlarak Kullanlmas Hakknda Kanun Kanun No: 5366 Kabul Tarihi: 16.06.2005 Ama v e kapsam MADDE 1. Bu Kanunun amac, byk!ehir belediyeleri, byk!ehir belediyeleri snrlar iindeki ile v e ilk kademe belediyeleri, il, ile belediyeleri v e nfusu 50.000in zerindeki belediyelerce v e bu belediyelerin yetki alan d!nda il zel idarelerince, ypranan ve zelli#ini kaybetmeye yz tutmu!; kltr ve tabiat v arl klarn koruma kurullarnca sit alan olarak tescil v e ilan edilen blgeler ile bu blgelere ait koruma alanlarnn, blgenin geli!imine uygun olarak yeniden in!a ve restore edilerek, bu blgelerde konut, ticaret, kltr, turizm v e
sosyal donat alanlar olu!turulmas, tabi afet risklerine kar! tedbirler alnmas, tarihi v e kltrel ta!nmaz v arlklarn yenilenerek korunmas ve ya!atlarak kullanlmasdr. Bu Kanun, yukarda belirtilen amalar do#rultusunda olu!turulacak olan yenileme alanlarnn tespitine, teknik altyap ve yapsal standartlarnn belirlenmesine, projelerinin olu!turulmasna, uygulama, rgtlenme, ynetim, denetim, katlm v e kullanmna ili!kin usl v e esaslar kapsar. Alanlarn belirlenmesi MADDE 2. Yenileme alanlar, il zel idarelerinde il genel meclisi, belediyelerde belediye meclisi ye tam saysnn salt o#unlu#unun karar ile belirlenir. "l zel idaresinde il genel meclisince, byk!ehirler d!ndaki belediyelerde belediye meclisince alnan kararlar Bakanlar Kuruluna sunulur. B yk!ehirlerde ise ile v e ilk kademe belediye meclislerince alnan bu kararlar, byk!ehir belediye meclisince onaylanmas halinde Bakanlar Kuruluna sunulur. Bakanlar Kurulu
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projenin uygulanp uygulanmamasna ay iinde karar v erir. Bakanlar Kurulunca kabul edilen alanlardaki uygulama bir program dahilinde etap etap projelendirilebilir. Etap proje v e programlar, meclis ye tam saysnn salt o#unlu#unun karar ve belediyelerde belediye ba!kannn, il zel idarelerinde v alinin onay ile uygulamaya konulur. Belirlenen alan snrlar iindeki tm ta!nmazlar, belediyece ve il zel idaresince hazrlanacak yenileme projelerinin kltr ve tabiat v arlklarn koruma kurulunca karara ba#lanmasn mteakip bu Kanuna gre yaplacak yenileme projesi hkmlerine tbi olurlar. Byk!ehir belediye snrlar iinde byk!ehir belediyelerinin yapacaklarnn d!nda kalan yenileme projeleri, ile v e ilk kademe belediyelerince hazrlanmas v e meclislerinde kabulnden sonra byk!ehir belediye ba!kannca onaylanarak yrrl#e girer. Buna gre kamula!trma ve uygulama yaplr. Yenileme alanlarnn teknik altyap v e yapsal standartlarn olu!turulmas, bu alanlarn ynetimi ile rgtlenme ve uygulama alanlarnda bulunan hak
sahiplerinin v eya blge halknn katlmna dair usl ve esaslar ynetmelikte belirlenir. Uygulama MADDE 3. Yenileme alanlar olarak belirlenen blgelerde il zel idaresi v e belediye tarafndan hazrlanan veya hazrlatlan yenileme projeleri ve uygulamalar ilgili il zel idareleri ve belediyeler eliyle yaplr veya kamu kurum ve kurulu!lar veya gerek ve zel hukuk tzel ki!ilerine yaptrlarak uygulanr. Bu alanlarda Toplu Konut "daresi ile ortak uygulama yaplabilece#i gibi, Toplu Konut "daresine de uygulama yaptrlabilir. Byk!ehirlerde, byk!ehir belediyeleri tarafndan ba!latlmayan uygulamalar ile v e ilk kademe belediyelerince tek ba!na veya m!terek olarak yaplr veya yaptrlr. Yenileme alan iinde yap parsellerindeki uygulamalarda kendi parseli v e yaps aynen korunarak yenilenecek yaplar, projenin btnl#n bozmamak !artyla belediyece kabul edilen projeye ba#l kalmak v e il zel idaresi v e belediyenin belirleyece#i
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amata kullanlmak kaydyla parsel sahibince yaplabilir. Bu durumlarda uygulamann projeyle e! zamanl olarak ba!latlmas ve tamamlanmas esastr. Aksi takdirde il zel idaresi v e belediyece bu Kanun hkmleri uygulanr. Yenileme alanlarnda yenileme projelerinin uygulanmas srasnda tabi afet riski ta!d# Bayndrlk v e "skan Bakanl#nca belirlenen blgelerde gerekli tedbirleri almak zere il zel idareleri ve belediyeler yenileme projelerinde tasfiye de dahil olmak zere gerekli dzenlemeleri yapabilir, yasaklar koyabilir. Bu konudaki esas ve usller ynetmelikte belirlenir. Uygulama esnasnda her trl kontrol, denetim ve takip i!lemleri, ilgili il zel idaresi v e belediyece yaplr veya yaptrlarak sonulandrlr. Bu i!lemler, projenin zelli#ine gre konuyla ilgili uzman ki!i, kurum v e ekiplere yaptrlr. Yenileme alanlarndaki uygulamalar her trl v ergi, resim, har v e cretlerden muaftr. Yenileme projelerini onaylamak zere 2863 sayl Kltr ve Tabiat Varlklarn Koruma Kanununun 51 inci maddesine gre gerekti#i
kadar Kltr ve Tabiat Varl klarn Koruma Blge Kurulu olu!turulur. Kurulca onaylanan projeler, il zel idaresi v eya belediyece uygulanr. Yenileme alanlarnda yaplacak uygulamalarda her trl mal ve hizmet almlar ile yapm i!leri, ceza ve ihalelerden yasaklama hkmleri hari olmak zere 4734 sayl Kamu "hale Kanunu hkmlerinden muaftr. Yenileme projeleri, uygulama alan ierisinde bulunan ta!nmaz kltr v e tabiat varlklarnn rlve, restitsyon, restorasyon projeleri il e onarlacak v eya yeniden in!a edilecek yaplarn imar mev zuatnda ngrlen projelerinden olu!ur. Ta!nmaz tasarruflarnn kstlanmas v e kamula!trma MADDE 4. "l zel idaresi ve belediye, yenileme alan ilan edilen yerlerdeki ta!nmazlar zerinde, her trl yapla!ma, kullanm v e i!letme konularnda proje tamamlanncaya kadar geici kstlamalar uygulayabilir. Yenileme alanlarnda bulunan yaplarn bo!alt lmas, ykm v e kamula!trlmasnda anla!ma yolu esastr. Anla!ma sa#lanamayan hallerde
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gerek v e zel hukuk tzel ki!ilerinin mlkiyetinde bulunan ta!nmazlar ilgili il zel idaresi v e belediye tarafndan kamula!trlabilir. Bu Kanun uyarnca yaplacak kamula!trmalar 2942 sayl Kamula!tr ma Kanununun 3 nc maddesinin ikinci fkrasndaki iskn projelerinin gerekle!tirilmesi amal kamula!trma saylr. Tapuda mlkiyet hanesi ak olan ta!nmazlar ile v arisi belli olmayan, kayym tayin edilmi!, ihtilafl, daval v e zerinde her trl mlkiyet ve mlkiyetin gayri ayn hak tesis edilmi! olan ta!nmazlar iin de ayn madde hkmlerine gre kamula!trma i!lemleri yrtlr. Kamula!trma i!lemlerinin yrtlmesinde il zel idareleri v e belediyeler v eraset ilam karttrmaya, kayym tayin ettirmeye v eya tapuda kaytl son malike gre i!lem yapmaya yetkilidir. "l zel idareleri ve belediyeler ta!nmaz mlkiyetinin kamula!trlmas yerine, uygun grdkleri takdirde satn alma, kat kar!l# v e 4721 sayl Trk Medeni Kanununun ilgili maddelerinde dzenlenen intifa hakk v eya st hakk kurulmas yolu ile snrl ayn hak tesis edebilirler. Yenileme alan
ierisinde kalan Hazineye ait ta!nmazlar ba!ka bir i!leme gerek kalmakszn projeyi yrten il zel idaresine v e belediyeye bedelsiz dev redilir. S at! ve gelir getirici bir i!e dn!trld#nde proje ve uygulama giderleri ktktan sonraki gelirin yzde yirmibe!i Hazineye verilir. Dev re ait i!lemler il zel idaresi ve belediyenin talebi zerine ilgili tapu sicil mdrl#nce resen yaplr. Bu i!lemler her trl vergi, resim ve hartan muaftr. Yenileme alan ilan edilen yerlerde, yenileme projesi kapsamnda kalan ta!nmazlar Hazinece satlamaz, kiraya v erilemez, tahsis edilemez. Yenileme alanlarnda uygulanacak projelerin kamula!trma, pln, proje v e yapm i!lerinde kullanlmak zere, 2863 sayl Kltr v e Tabiat Varlklarn Koruma Kanununun 12 nci maddesine gre olu!turulan Ta!nmaz Kltr Varlklarnn Korunmasna Katk Pay hesabndan belediyelere aktarma yaplr. Mill S av unma Bakanl#na tahsisli arsa, arazi, yap v e tesisler, 2565 sayl Askeri Yasak Blgeler v e Gvenlik Blgeleri Kanunu kapsamnda bulunan
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yerler, sivil v e askeri hav a alanlar ve mania plnlar kapsamnda kalan yerler, mlkiyeti Milli E#itim Bakanl#na ait bulunan okullar, mlkiyeti veya idaresi Vakflar Genel Mdrl#ne ait bulunan ta!nmazlar ile tapu kaytlarnda v akf !erhi bulunan ta!nmazlarda bu Kanun hkmlerinin nasl uygulanaca# Milli S avunma Bakanl#, ilgili bakanlk veya Vakflar Genel Mdrl# v e il zel idaresi veya belediyece m!tereken belir lenir. Snrl ayni hak tesisi MADDE 5. Kamu kurum v e kurulu!larnn ellerinde bulunan tarihi eser niteli#ini haiz bina v e m!temilat, tarihi zelliklerine uygun olarak restore ettirilmek ve/v eya tarihi zellikleri korunmak v e mlkiyeti il gili kamu kurum v e kurulu!unda kalmak suretiyle; e#itim, sa#lk, kltr v e sosyal amal olmak zere kamu yararna al!an dernekler, v akflar, kamu kurumu niteli#indeki meslek kurulu!lar v e di#er kamu kurum ve kurulu!lar ile niversiteler ile ticar faaliyetlerde kullanlmak zere gerek v e zel
hukuk tzel ki!ilerine snrl ayni hak olarak tesis edilebilir. S nrl ayni hak tesisi ile ilgili esas ve usuller ile bedeli v e kullanma sresi, ilgili belediye veya ilgili kamu kurum v e kurulu!lar tarafndan Trk Medeni Kanunu, "l zel "daresi Kanunu, Belediye Kanunu v e ilgili di#er mevzuat erevesinde belirlenir. Ynetmelik MADDE 6. Bu Kanunun uygulanmasna ili!kin ynetmelik, "i!leri Bakanl#nn teklifi zerine Bakanlar Kurulunca Kanunun yaym tarihinden itibaren ay iinde yrrl#e konulur. Uygulanmayacak hkmler MADDE 7. Bu Kanun kapsamnda yer alan yenileme alanlarnda, uluslararas hukuktan do#an ykmllkler sakl kalmak kaydyla, di#er kanunlarn bu Kanuna aykr hkmleri uygulanmaz. Yrrlk MADDE 8. Bu Kanun yaym tarihinde yrrl#e
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girer. Yrtme MADDE 9. Bu Kanun hkmlerini Bakanlar Kurulu yrtr. 4 Temmuz 2005 Act on Conserv ation with Restoration and Use by Living in of W orn-Out Historical and Cultural Immov able Assets
Act No: 5366 (English) Date of Enactment: 16.06.2005 Object and Scope ARTICLE 1- The object of this Act is by reconstruction and restoration in line with the progress of the area of zones which are registered and declared as SIT (Conservation) areas by boards of conserv ation of cultural and natural assets which have been worn down and tending to lose their characteristics, by metropolitan municipalities, district and first level municipalities within the boundaries of metropolitan municipalities, provincial and district municipalities and municipalities with populations ov er 50,000 and outside the scopes of authority of such municipalities by prov incial special administrations, formation of residence, commerce, cultural, tourism and social facility areas in such zones, taking of measures against the risks of natural disasters and restoration and conserv ation of and use by liv ing in historical and cultural immov able assets. This Act covers the terms and procedures relating to the determination of the restoration areas to be created in line with the foregoing objects, setting of technical infrastructure and construction standards, formation of drawings and on application, organization, management, supervision, participation and use thereof. Identification of zones ARTICLE 2- Restoration zones shall be determined by the decision of the simple majority of the full membership of the provincial general assembly in prov incial special administrations and the municipal assembly in municipalities. Decisions adopted by the provincial general assembly and in municipalities other than metropolitan municipalities, those adopted by the municipal assembly shall be submitted to the Council of Ministers. In metropolitan municipalities, such decisions adopted by district and first lev el municipal assemblies shall be submitted to the Council of Ministers, provided they are approved by the metropolitan municipal assembly. The Council of Ministers shall decide within three months whether the project shall be implemented or not. The implementation in zones approved by the Council of Ministers may be designed in stages within a schedule. Stage projects and programs shall be implemented upon decision by the simple majority of the full membership of the assemblies and the approv al of the mayor in municipalities and the gov ernor in prov incial special administrations. All immov ables within the boundaries of the said zone shall be subject to the prov isions of the restoration project to be prepared in accordance with this Act, following determination by the board of conserv ation of cultural and natural assets, of the restoration projects to be prepared by the
municipality and provincial special administration. Restoration projects, which are outside those to be implemented by the metropolitan municipalities within the boundaries of metropolitan municipalities, shall be effectuated upon approv al of the metropolitan mayor once they are prepared by district and first lev el municipalities and are ratified in applicable assemblies. Expropriation and application shall be carried out accordingly. Creation of the technical infrastructure and construction standards of restoration zones, the management of such zones and terms and conditions on participation of right holders at the application zones or participation of the people in the area shall be determined by a regulation. Implementation ARTICLE 3- The restoration projects and implementations prepared or caused to be prepared by provincial special administrations and municipalities in zones designated as restoration zones shall either be carried out through the applicable provincial special administrations and municipalities or shall be caused to be implemented by public agencies or organizations or natural and legal persons. Joint applications with Mass Housing Authority may be carried out in such zones or application may be caused to be carried out by the Mass Housing Authority.
Applications not initiated by metropolitan municipalities in metropolitan municipalities shall be carried out or caused to be carried out solely or jointly by district and first level municipalities. In applications in building plots within the restoration zone, buildings which will be restored conserving its plot and structure fully may be carried out by the plot owner, prov ided the integrity of the project is not disrupted, provided the project approved by the municipality is adhered to and it is used for the purpose to be set by the prov incial special administration and the municipality. In such cases, the application must be initiated and completed simultaneously with the project. Otherwise, the provisions of this Act shall be enforced by the provincial special administration and the municipality. In zones where Ministry of Public W orks and Habitation determines that there is the risk of natural disaster during implementation of the restoration projects in restoration zones, prov incial special administrations and municipalities may make the necessary arrangements and impose bans including discharge on restoration projects for taking necessary measures. Terms and procedures in such regard shall be set by a regulation. Any control, supervision and followup operations during implementation shall be carried out or caused to be carried out and finalized by the applicable priv ate administration and the municipality. Such operations shall be caused to be carried out by expert persons, agencies and teams on the matter, depending on the characteristics of the project. Applications in restoration zones are exempt from any
taxes, duties, charges and fees. Adequate number of regional boards of conserv ation of cultural and natural assets shall be formed as per Article 51 of Act on Conserv ation of Cultural and Natural Assets no. 2863 to approve the restoration projects. Projects approv ed by the Board shall be implemented by the priv ate administration or the municipality. In applications to be carried out in restoration zones, any purchases of goods and services and construction works are exempt from the provisions of public tenders act no. 4737, save prov isions banning participation in tenders and penalties. Restoration projects shall comprise the layout, restitution and restoration projects for immov able cultural and natural assets which are within the boundaries of the application zone and projects stipulated in the zoning regulations for structures which will be repaired or re-built. Restrictions on dealing with immovables and expropriation ARTICLE 4- The priv ate administration and municipality may impose temporary restrictions on the properties which are in zones declared as restoration zones until the project is completed as regards any build-up, use or operation. In ev acuation, demolishment and expropriation of the buildings in the restoration zones, agreement shall be sought. W here no agreement is reached, immov ables owned by natural or priv ate law legal persons may be expropriated by the applicable
priv ate administration or municipality. Expropriations to be effected under this law shall be deemed as expropriations for realization of residential projects in paragraph 2 of Article 3 of the Expropriation Act no. 2942. Expropriation procedures shall be carried out in accordance with the provisions of the same article for immov ables for which the ownership box is blank in the Land Registry Office and the inheritor of which is unknown on which an administrator is appointed or which are in dispute subject to lawsuits or on which real rights regarding ownership and other than ownership hav e been established. Priv ate administrations and municipalities are authorized to cause inheritance certificates to be issued, administrators to be appointed and carry out transactions according to the last owner registered in the land registry in carrying out of the expropriation operations. Instead of expropriation of the title to the immov able property, priv ate administrations and municipalities may establish restricted real rights by way of purchasing in consideration of floors and establishment of right of usufruct or right of superficies set out in applicable articles of Turkish Civ il Code no. 4721 should they so deem appropriate. Real properties within the boundaries of the restoration zone owned by Treasury shall be transferred to the private administration or municipality conducting the project without requiring any further process. In case of sale or transformation into a revenue bringing business, twenty-fiv e percent of the income after deduction of project and application costs shall be paid to the Treasury. Transfer procedures shall be
carried out by the applicable land registry office in its own motion upon request of the priv ate administration and municipality. Such transactions are exempt from any taxes, duties and charges. Properties, which are cov ered by the restoration project in zones declared as restoration zones may not be sold, rented out or allocated by the treasury. Funds shall be transferred to municipalities out of the account of contribution to conserv ation of immov able cultural assets formed in accordance with Article 12 of Act on Conserv ation of Cultural and Natural Assets to be used in the expropriation, planning, project and construction operations of the projects to be implemented in the restoration areas. For plots, lands, buildings and facilities allocated to Ministry of National Defence, sites covered by Act on military prohibited zones and security zones and which are cov ered by civil and military airports and obstruction plans, schools owned by Ministry of National Education, properties owned or administered by General Directorate of Foundations and Immov ables for which there is foundation annotation in land registry records are subject to how the provisions of this Act shall be implemented, shall be determined jointly by Ministry of National Defence, applicable Ministry and Directorate of Foundations or priv ate administrations and municipality. Establishment of Restricted Real Rights
ARTICLE 5- Real rights may be established restricted to associations operating to the benefit of the public for educational, health, cultural and social purposes, foundations, professional associations which are public organizations and other public agencies and organization and Univ ersities and natural or priv ate law legal persons to be used in commercial operations. Terms and procedures relating to establishment of real rights and fee and usage period shall be set by the applicable municipality or applicable public agency or organizations in accordance with Turkish Civil Code, Priv ate Administration Act, Municipalities Act and other applicable regulations. Regulation ARTICLE 6- The regulation on implementation of this Act shall be effectuated within three months from publication of the Act by Council of Ministers upon recommendation of Ministry of Internal Affairs. Unimplementable provisions ARTICLE 7- W ithout prejudice to obligations arising from international law, provisions in v iolation of this Act of other laws shall not be enforced in the restoration zones cov ered by this Act.
Effectiveness
ARTICLE 8- This Act shall go into effect as of the date of its publication.
Enforcement ARTICLE 9- The prov isions of this Act shall be enforced by Council of Ministers. July 4, 2005

Stories Behind The Wall: A Development Plan Connecting People and Heritage

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Stories Behind The Wall: A Development Plan Connecting People and Heritage

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s t o rie s b e h i n d t h e w a ll

A d eve lo p m ent pla n c o n n ec tin g p e o p le a n d h e rit a g e

M Sc in Building and Urban D e sign in D evelop m ent 2007/2008 JUNE 2008

Developm ent Planning Unit

Chapter 4: Towards Proposals

Individual Project Action Projects

Chapter 2: Setting the Scene

Conclusions and Suggestions Appendix

List of figures and m ap s

Figure2. 2 Figure2. 3 Figure2. 4

Figure3. 1 Figure3. 2 Figure3. 3 Figure3. 4

List of figures and m ap s

Appendices, Law 5366. See E. Y. Ankara (2008)

Appendices, Law 5366. See E. Y. Ankara (2008)

About the BUD D project

About the BUD D project

About the Contributors

M ethodological Fra m ework

London workshop 23.04.08-25.04.08

M ethodological Fra m ework

M ethodological Fra m ework

Fieldwork: Interviews & Observation

M ethodological Fra m ework

M ethodological Fra m ework

Three fields of Analysis

M ethodological Fra m ework

Mission Statements, Principles

M ethodological Fra m ework

DEVELOPMENT OBJECTIVES Long-term

Priority Action Projects

RESULTS (expected) OUTPUTS

Figure1.1: Framework for designing Priority Action Projects

M ethodological Fra m ework

M ethodological Fra m ework

M ethodological Fra m ework

Figure1.2 Field Work Time Table

Appendix A, Terms of Reference

Turkey Istanbul Fatih M unicipality Nesli!ah and Hatice S ultan

Setting the scene

Map2. 2 Turkey bordering eight countries Source: www.touringturkey.com

death penalty and reforms in areas of women's and Kurdish rights.13

Map2. 4 Istanbul city map Source: http://www.aboutistanbul.net/istanbul_city_map.jpg

Social and Cultural:

Map2. 6 Fatih Districts strategic location

Map2. 7 Renewal Areas proposed by Fatih Municipality

Neslis ah and Hatice S ulta n

Neslis ah and Hatice S ulta n

Neslis ah and Hatice S ulta n

47 Municipalit y of Fat ih, ( 2008), Renovat ion Areas

Neslis ah and Hatice S ulta n

Leg al, Policy and Institutional Fra m ework Analysis

Leg al, Policy and Institutional Fra m ework Analysis

Leg al, Policy and Institutional Fra m ework Analysis

Republic of Turkey, 2006, Laws on Municipalities number 5393

Leg al, Policy and Institutional Fra m ework Analysis

Leg al, Policy and Institutional Fra m ework Analysis

Leg al, Policy and Institutional Fra m ework Analysis

Leg al, Policy and Institutional Fra m ework Analysis

Leg al, Policy and Institutional Fra m ework Analysis

Leg al, Policy and Institutional Fra m ework Analysis

The Istanbul Master Plan Summary, IMP, August 2007

Leg al, Policy and Institutional Fra m ework Analysis

Leg al, Policy and Institutional Fra m ework Analysis