Stories behind the wall: a development plan connecting people and heritage

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Developm ent Planning Unit

stories beh in d the wa ll A deve lo p m e n t p la n c o n n e c t in g

p e o p le a n d h e r ita g e

MSc in Building and Urban Design

in Development 2007/2008

JUNE 2008

T h is repor t was p repa red in June 2008 by s tuden ts of “ M S c B u ild in g a n d Ur b a n D e sign in D e v e lo p m e n t” C lass 2007 / 2008 : Cr istin a A c o s ta , D ie g o C o l lazos , El sie Y e u n g,

Haoxuan Lu , He Xiao, Hu i- c h e n L iu, Isis Paola Nuñe z , Jona than Rose , O la j ide Baba tunde , R ic c a r d o C a c c iot ti, Ro i K a v a lie ra tou , Ruchit Puroh it , S tephanie Johnston



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Chapter 4: Towards Proposals 139

Appendix

Conclusions and Suggestions 254

Tangible and Intangible Heritage 150Designing Community Culture Centres 151Preserving Heritage through Cooperation betweenLocal and Fatih Municipality 158Sulukule Street Culture Museum 164Please Don’t Stop the Music 166

Self-Help Restoration of Historic Buildings 176On-Site Resettlement 186Affordable Renting Scheme 187On-Site Social Housing for Renters 195Tenants Cooperative for Security of Tenure 210Sulukule Fund – A SustainableRevolving Loan Scheme 215Livelihoods 224Revitalising Local Economy throughMixed-Land Use 225

The Job Resource Centre 232Street Market: An Alternative for Informal Traders 239Skill Training Program 248

Table of Contents

I. Table of contents 1II. List of Figures and Maps 2III. Acknowledgements 5IV. Executive Summary 7

The Issue 20About the BUDD Project 22Methodological Framework 24Objectives 34

Chapter 1: Introduction 19

Legal, Policy and InstitutionalFrameworks Analysis 51Physical, Social and Economic Analysis 83Municipality Proposals Analysis 107

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Turkey 36Istanbul 40Fatih Municipality 46Nesli!ah and Hatice Sultan 50

Chapter 2: Setting the Scene 35

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Chapter 3: Analysis 54

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4Guiding Principles 140Vision and Miss ion 143

List of Priority Action Matrices 144

Individual Project Action Projects



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MAP

Map2. 1 Map2. 1 Location of Sulukule within the Istanbulmetropolitan region

Map2. 2 Map2. 2 Turkey bordering eight countries

Map2. 3 Map2. 3 Strategic location of Turkey in aninternational context, straddling Europe and Asia

Map2. 4 Map2. 4 Istanbul city mapMap2. 5 Map2. 5 Geographical location of Nesli!ah &

Hatice Sultan in the Fatih DistrictMap2. 6 Map2. 6 Fatih District’s strategic locationMap2. 7 Map2. 7 Renewal Areas proposed by Fatih

MunicipalityMap2. 8 Map2. 8 The Nesli!ah & Hatice Sultan Mahalles

and the renewal area.Map2.9 Sulukule

Map3. 1 Land UseMap3. 2 Demolished BuildingsMap3. 3 Community LandmarksMap3. 4 Built HeritageMap3. 5 Interactions with the WallsMap3. 6 Current Condition of the WallsMap3. 7 Threats to the WallsMap3. 8 Gathering Open Space by ActivityMap3. 9 Gathering Open Space by UsersMap3. 10 Example of UsersMap3.11 Renovation Areas in the Fatih Municipality,

Map3.12 Master Plan for the Neslisah and Hatice Sultandistricts.

Map3.13 Limit for the height of buildings in relation to theTheodesian Walls.

Map 3.14 Semi-private gardens.Map3.15 Location of new housing

Map3.16 Location of facilities Map3.17 Street pattern in new project.Map3.18 Contrast between the existing street pattern and

the one from renewal projectMap3.19 Example of excess of circulation for serv e the

hotelMap3.20 Land allocated for roads.Map3.21 Localisation of underground parking lots in the

project and UNESCO heritage line.Map3.22 Satellite picture indicating the area of Sulukule in

relation to the area of Tasoluk Map3.23Map 3.24

general design of the dev elopment site in Tasoluk Detail of masterplan in Tasoluk

FIGURE

Figure1.1 Framework for designing Priority Action ProjectsFigure1.2 Field Work Time TableFigure2. 1 Figure2. 1 Comparison of regional disparities in

OECD countries using Gini index for GDP per capita OECD report (2008)

Figure2. 2 Figure2. 2 Average annual population growthrates among OECD metro regions.

Figure2. 3 Figure2. 3 Governance structure of IstanbuFigure2. 4 Figure2. 4Distinctiv e historic heritage within Fatih

Municipality: Kariye Mosque (Left) Ayv ansarayarea (right)

Figure3. 1 Stakeholders’ Diagram of the Nesli!ah and HaticeSultan urban renewal project

Figure3. 2 Chart of stakeholders’ interests and influenceFigure3. 3 Variety of activ itiesFigure3. 4 Key Findings

List of figures and maps



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Figure3.5 Example of layout of new housing (90m2).Figure3.6 Restored area adjacent to the Theodesian Walls

and used as municipal infrastructure.Figure3.7 Situation for ownersFigure3.8 general v iew of the construction site in Tasouk,

06/05/2008Fgure3.9 The 83 m² apartments block Figure3.10 The 118 m² apartments block

Figure3.11 pie-chart no1. Rent in YTL that tenants pay per monthin the Urban Renewal area

Figure3.12 pie-chart no. 2. Average current income level in YTLper family in the Urban Renewal area.

Figure3.13 Diagram to show the financial implications for tenantswho move from Sulukule to the Tasoluk housing

Figure3.14 Common courtyards in Sulukule and activities that takein place there

Figure3.15 Views from Tasoluk, 06/05/2008

Figure3.16 Graphic representation of the incompatibility of therelocat ion site in Tasoluk and the current urban form inSulukule.

TABLE

Table3. 1 Employment in the AreaTable3. 2 Level of EducationTable3.3 Allocation of land in the Master PlanTable3.4 Land Use TableTable 3.5 Inventory of residents and contracts signed with the

municipality for relocation and resettlement.Table 3.6 Composit ion of the cost of housing.Table 3.7 Cost of the new housingTable3.8 Compensat ion for landowners in expropriation process.Table4. 1 M ATRIX of guiding PrinciplesTable4. 2 M ATRIX of cooperation

List of figures and maps



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We would like to acknowledge the support of manypeople and organization that made this work possible.We sincerely thank Istanbul Technical University, SulukulePlatform, 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 andWest Asia Section, Nesli!ah Neigbourhood Association,

Istanbul Metropolitan Planning and Design Centre andothers too numerous mention. We are specificallyindebted to the following people within these institutionswho, in different ways, have contributed to our recentstudy:

Mayor Mustafa Demir, Mustafa Çifci, Nilüfer Türedi andBasak Kara of the Fatih Municipality; Aslı Kıyak İngin ofthe Human Settlement Association; Korhan Gümüş of the

Istanbul 2010 Capital of Culture Committee; Prof. AlperÜnlü of the Istanbul Technical University; Hacer Foggo ofthe Sulukule Platform; Orhan Esen, the urban historian;Burcin Altinsay of Fener-Balat Urban RehabilitationProgram (EU); Murat Diren of the Istanbul Metropolitan

Planning and Design Centre; Cenk Tikiz and Gulce Baser of the United Cities and Local Governments, Middle East& West Asia Section; Sukru Punduk of the Sulukule

Romani Culture and Development Association; Dilek Turan, the sociologist; Mehmet and other students.

Acknowled ements



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Although the v iews and interpretations in this report are,of course, those of the contributors and editors, theassimilation and compilation of the issues could not have

been possible without the time and inspiration fromthese people and the institutions they represent. We

found our interactions with them intellectually rewardingand cannot but express our sincere gratitude.

In carrying out this exercise including the analysis andwriting the report, we have drawn from the experienceand guidance of all our tutors at the DevelopmentPlanning Unit, UCL, with special reference to Prof. YvesCabannes, Prof. Nabeel Hamdi, Dr. Cassidy Johnson,

Miss. Sara Feys and Mr. Michael Safier. We would also liketo acknowledge the work and report produced by our predecessors: ‘Placing Sulukule: Towards an alternativeproposal to conserve the living heritage of the RomaniCulture’ (MSc BUDD 2007). Our very special thankstherefore go to all of them for their contributions that willremain indelible in our minds.Most of all, we would like to express our deepappreciation to the host community, ‘Nesli!ah and

Hatice Sultan District’, for their invaluable supportthroughout our survey and analysis of this study area,one of the Historic Districts of Istanbul.

Finally, our acknowledgment would not be completewithout a word of thanks to our families and sponsors, towhom we are most grateful for their belief in our abilities.

BUDD-2007/2008

Acknowled ements



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The students from the Building and Urban Design inDevelopment (BUDD) course at the University CollegeLondon have chosen for the second sequential year toaddress the issue of Sulukule. ‘Stories behind the wall, a

development plan connecting people and heritage’ is areport based on the analysis, findings and proposals that

had resulted from a six exercise including a three weekstrip 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 servicesbased economy, in accordance with the ideals ofmodernization and capital investment. Consequently, areorganization of the urban form is taking place wherethere is an evident struggle concerning the distribution of

resources and the maximization of assets, attempted tobecome achievable by the redevelopment of urbanland.

The historic districts are first and foremost vulnerable tothese pressures. The built heritage they encompass and

their proximity to the central business districts reinforcethe potential of attracting investment for tourism and

cultural purposes. Moreover, in dilapidated inner-cityareas, where there is a high demand for housing,property-led regeneration has become an opportunityfor the provision of housing for middle and high-income

groups. The recently approved Urban Renewal Law53661 has made possible the implementation of such

regeneration plans across the country. The law enablesthe expropriation of properties and the deletion of

ownership rights, in the name of protection againstnatural hazards, namely earthquakes. Under thesepremises, it has been estimated that 1.2 million buildingsin the city will be demolished2, the overwhelmingmajority 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 Romanicommunity that has been living next to the TheodosianWalls for centuries; therefore the residents haveindisputable, strong claims in this area. In spite of this,the Nesli!ah and Hatice Sultan districts are the first placewhere the law 5366 is being implemented within the

Historical Peninsula of Istanbul.

1 Appendices, Law 5366.2 See E. Y. Ankara (2008)



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Also, it should be noted that the affected Romanicommunity are no strangers to interventions within their physical environs. Since the 1960s it has been the subjectof displacement by various development programmes

due to Sulukule’s strategic location in the city. Thecommunity has also been excluded from the economic

development of the city after the mandatory closure oftheir entertainment houses in the 1990s, which

comprised its basic economic support. In the present,people are being evicted from the area. The urbanrenewal project that is being implemented, aims toimprove the living conditions of the area by rectifyingthe dilapidation of the physical environment of Sulukule

which, conversely, is only a reflection of the poverty of itsinhabitants. The displacement of this Romani communityis a violation of the international human rights and willresult in an irreversible damage to the cultural heritageof the place.

As a result of the forgoing, different stakeholders havechannelled their resources towards finding a sustainablesolution 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 theactors involved to negotiate a solution for Nesli!ah andHatice Sultan District and there at least five more districts

within the Municipality of Fatih have being proposed for regeneration under the same conditions. Therefore,there is an urgent need of a legitimate response that iscoherent with the principles of human and housing rights

and stand against evictions.

Aim and objectives

‘Stories behind the wall’ aims at achieving

developmental conservation for Sulukule and itsinhabitants threatened by fear of forced eviction withinthe city of Istanbul. In other words, the focus is onconnecting people and heritage to development in a

sustainable way. The objectives of this effort are to findfeasible alternatives to the current intervention that hasbrought rifts between people and municipality. Theseobjectives include the following:

1. Establish an approach by which the explicit link between tangible and intangible heritage can bestrengthened, to protect both built environmentand multicultural relations.

2. Generate alternatives for on-site resettlement of allresidents in the renewal area, to achieve viableand profitable conservation for all.



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3. Strengthen and diversify income-generationactivities to conserve and improve the livelihoodsof residents and those working in the renewalarea.

Sulukule will act as precedence to many other

renovation projects in the historic districts of Istanbulsince he overall objective of the BUDD project is to

embody an alternative to the current conventions ofregeneration in historic districts.

Methodology

In carrying out our analysis, we relied on basic tools suchas physical survey, direct observation, onsite interview,focused meetings, community asset mapping, literaturereview and a comprehensive stakeholder diagnosis. Theanalysis was carried out under three broad areas to

allow for an in depth research and better understandingof the problems. Eventually, this led to the presentationof 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 Institutionalframework within the Turkish context was carried out for two main reasons. On one hand, we queried their adequacy to tackle salient issues within the renewalarea. On the other hand, we examined the ability of the

implementing institution to apply the existing frameworksfor the benefit of the affected community. Our findingsinclude the following:

Lack of coordination, dialogue and understandingbetween actors. There is no recognisedparticipatory approach.

There is no common approach by all stakeholdersin the preservation of both tangible and intangible

heritage

Tenants are not considered in the regenerationlaw 5366.

TOKI’s social housing policy does not match the

income of the poorest of citizens and their abilityto afford.



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Physical, social and economical analysis

Also, the current socio-economic situation and thespatial dimensions within the community have been

investigated and analysed. The findings have mostrevealing and require urgent attentions by all actors

within and outside government circles. These findingsinclude but are not limited to the following:

There are tensions between the platform and Fatihover what is considered as heritage buildings.

The diversity in the spatial conformation of the built

environment enables a wide range of socialactivities.

Conditions of poverty and economic inequalityare eased by a strong sense of community andreciprocal support.

The multiculturality of the area implies a diverseand multiple use of the space.

Social and physical features of the area arestrongly related: who people are and where theylive constitutes an indissoluble relationship.

Analysis of the renewal and resettlement proposals

Finally, our team deemed it fit to analyse the proposedresettlement 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 notaffordable for tenants nor owners

The design of the renewal and relocation projectdoes not reflect the way of life and needs of the

community

The resettlement programme will result in thedisplacement of owners and renters and will leadto gentrification

There is a lack of rental housing policy in theprogramme



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Our emerging development strategies

The importance of been guided by participatory

approaches that respond the social, economic,

physical, political and even spatial dimensions ofdevelopmental conservation can never 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 tostay within the renewal area.

As we had identified that the whole Sulukulecommunity has specific characteristics tied to the sitethat should be preserved, the relocation programshould consider accordingly the right of the local

community to remain on the same site, rather thanmoving a long distance away. At the same time, thetenants should be given rights to stay on site. Thedistance to the proposed resettlement site (Ta!oluk) is

too far and should be avoided, as it may completelybreak down the existing social and economic

connections that sustain community livelihoods.

2. Create income generation activities for low incomeand unemployed groups.

The loss of entertainment houses has exacerbated

the level of poverty in the area, contributing tonegative impressions of Sulukule from outsiders.

Therefore, it is important to highlight the role of localeconomic activities and include these in future

development plans. To address this issue, we need topropose activities that can generate income for unemployed community members and try to findways to take advantage of the cultural values inSulukule, helping to improve the economic situation

and reduce poverty.

3. Generate on site affordable housing solutions for therenewal area.

Tenants are facing both financial difficulties andphysical disintegration with the current resettlementplans for the renewal project. Housing provision mustbe affordable and match the socio-economic

situation of the local community. On site options aretherefore essential for tenants, and our proposals seek to suggest more flexible and adaptable housingprograms for renewal projects.



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4. Defend housing rights.

From reviewing the relevant international and local

laws and policies, rights for housing and the right tostay where people have lived for a long period of

time already exist. In these proposals, security ofhousing tenure is considered a basic human right for

all vulnerable groups and individuals, and the right toadequate housing should be protected andguaranteed.

5. Strengthen the capacity of negotiation between the

community organisations and Fatih Municipality.

A strong channel for the local community to presenttheir needs and aspirations to authority figures is onekey element to ensure community participation indecision-making processes that affect them. Thisforms the basis for a better level of understandingand trust between local authorities and community.A participatory approach also produces more

accurate information regarding the needs of thecommunity, and makes implementations more likelyto be sustainable by bridging any gap that maycurrently exist between real needs and provision.

6. Be coherent with principles of Local Agenda 21 inTurkey: Namely “the promotion of City Councils,Participation, and Millennium Development Goals”

and Law 5393.

In accordance with the Turkey Local Agenda 21, theLaw 5393 Article 76 supports the principles of

accountability, transparency, participation andsubsidiarity in governance. However, the non-implementation of this law, enacted about the sametime with Law 5366, has been an impediment tomaintaining the fundamental housing rights of the

affected community within the renewal area.

7. Preserve tangible and intangible heritage and thespecific interrelation between the physicality ofspaces and social activities.

As we have identified, Sulukule is a heritage sitewhich has both tangible and intangible heritagevalue, and there are opportunities for development

through emphasizing the link between the builtenvironment and historical monuments - such as thewall, the fountain and traditional buildings - and theintangible culture and way of life of the community.



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At the same time, the promotion of social andcultural links between Sulukule and other renewalareas, such as Ayvansaray, Fener Balat, and Bulgur Palas, could form a cohesive group of unique and

diverse areas within the larger city of Istanbul.

8. Promote partnerships for implementation of actions.

A participatory approach by which the communitycould be engaged in the planning process andmutual cooperation with authority figures is essentialfor efficient and effective implementation. Similarly,the cooperation and negotiation between

stakeholders in general - such as local community,NGOs and CBOs (e.g. Sulukule Platform), localinstitutions (e.g. universities), local authorities (e.g.local muhtar, Fatih Municipality, IstanbulMunicipality), central government bodies (e.g.Conservation Board) and international organizations(UNESCO and CESCR) - is also essential to achievingan efficient and effective implementation process.

Vision

In summary, we agreed on a common vision in building

a new Sulukule. Our Vision which we believe should not

be diminished is stated below:

To see the residents of Nesli!ah and Hatice Sultan Districtsand their descendants be the direct beneficiaries of thefuture of their community.

Pilot Action Projects

Pilot action projects are proposed as small scale with:short- term objectives to address some of the urgentissues and long-term objectives to drive towards overalldevelopment. Our Priority Action Plans have beengrouped into three main aspects according to themission statements. These plans attempt to be in line withas 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 approachby which the explicit link between tangible and



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intangible heritage can be strengthened, to protectboth built environment and multicultural relations.

Designing community cultural centres

This project provides an alternative strategy for designingcultural centres in the renewal area. Through integrating

various elements, it intends to help conceptualize aseries of cultural centres which both 1) directly respond

to the needs of the intended users, and 2) strengthenthe organizational capacity of the community. Theproposed cultural centres hope to provide places wherethe particular way of life in the area might besafeguarded in light of dramatic changes taking place

to the built environment.

Conservation committee for the wallsThe project is based on the fact that the TheodosianWalls are in bad condition, but local people are notknowledgeable about the importance of conservationand lack the technical-know how to institute theprocess . The project aims to conserve the Walls througha participatory model involving the community.

Sulukule Centre; Living street museumThe tangible artifacts and intangible culture of Sulukuleshould be preserved for their ethnographic significance

to the history of the city of Istanbul. Till date, no projecthas been designed and implemented along these lines.Therefore, the Sulukule Centre to be located along oneof the byzantine streets and in an ottoman style house

already approved for preservation will help project therich cultural heritage of this settlements from generation

to generation.

Please don’t stop the musicCurrently, the closing down of entertainment houses inSulukule has caused a major socio-economic disruptionwithin the settlement and urgent steps must be taken toaddress the resultant death of the historic music industry

Istanbul spanning over a 1000 years. Consequently, theproject titled ‘don’t stop the music’ is designed torevitalize this music culture in the most sustainablemanner and encourage income generating activitiesthrough tourism.

Self-help historic building restorationThe Self-help historic building restoration is a pilot projectaimed at exploring the possibilities of property owners

improving their own property putting in consideration thisneeds and their income capacity. It is established to pulltogether voluntary technical assistance and grants to



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support the owners of the 85 buildings approved for conservation in Sulukule.

2. Action projects promoting: On-site Relocation

Through the following projects we plan to ggeneratealternatives for on-site resettlement of all residents in therenewal area, to achieve viable and profitableconservation for all.

Affordable Renting SchemeThis proposal focuses on offering tenants theopportunities to stay on-site and ensuring that the

owners are adequately remunerated. To achieve this, itis necessary to establish a renting office to keep theexisting connection between owners and tenants byissuing a standard contract to secure the t enure. At thesame time, the office also acts as a platform for the

dissemination of information within the community andbridges the gaps between t he stakeholders.

On Site Social Rental HousingThis action project firstly demonstrates how social rental

housing can be physically incorporated during thereview of the current development plan based on the

principles of preserving the existing ways in which spaceis used. Secondly, the action project tackles thedelivery, implementation and management of the onsitesocial rental housing.

This project will deliver social rental housing on site for the

poorest of the poor within the development area andtackle the issues of affordability if implemented and

incorporated accordingly.

Tenants Cooperative for Secure Tenure The securitization of land tenure has been identified as amajor problem within the Neslisah and Hatice Sultan

context context. Tenant’s rights are not protected bylocal laws making the relocation proposal of themunicipality attractive to them in pursuit of real rights.However, urgent steps must be taken to support alltenants in this regard as the Tasoluk option is not feasible.

This project is to secure property rights for tenants byinstituting a process of transfer of title to them from theowners. The main component is formation of Tenant

cooperative models used in cities like Mumbai, Indiawere such goals have been successfully achievedthrough this process.



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Sulukule Fund: A sustainable revolving loans scheme &Sulukule Children's Centre (SCC)

Immediate steps must be taken to help improve theeconomic situation of the Sulukule given the 69%

statistics of redundant educated/ skilled of thispopulation. Whatever percentage this group represent

within the community or the kind of education or skillthey possess, their efforts should be completed bycreating income generating opportunities for them andencourage the cheap transfer of their skills to otherswithin the community. However, the community cannot

support livelihood group who have skills with cheap or interest free loans that have eluded them for severalreasons. The Sulukule Fund is designed to tackle this

issue.

As one of the two demonstration projects, the SulkuleChildren’s Centre is been set-up for educationalpurposes with a strong conviction that the art craftproduction which the children have now mastered can

be sold to support the SCC if given a loan under theSulukule fund.

3. Action Projects for Income-Generating Activities

And the last set of projects is to strengthen and diversify

income-generation activities to conserve and improvethe livelihoods of residents and those working in therenewal area.

Residential and commercial areas based on mixed land

use conceptsThe aim of this proposal is to inculcate the ways bywhich the people of Sulukule perceive and use space indesign. By so doing, any development plan for this area

must respect among other important elements, theprinciples of mixed land use planning. The justification isbased on the fact that the entire Sulukule ischaracterized by small-scale and local entrepreneurshipwhich sustain local customs and traditions, and give

diversity to cities and neighborhoods.

In a nut shell, this is a proposal for the review of theSulukule development plan by Fatih Municipality to

incorporate greater mixed-use property formations.



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Report Outline

The document is structured in the following chapters:

Chapter 1 presents the context of the issue at differentscales - national, city wide, and local - and highlights theeconomic, social, cultural, political, and spatialperspectives of the study area.

Chapter 2 describes the methodology used for research;the findings from the analysis carried out in threecategories: 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; thevision, and the mission statements, which together informthe Priority Action Projects, developed for the area.

Chapter 4 highlights the suggestions drawn from theanalysis; delivers our proposals, and concludes thereport.



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The Issue

About the BUDD pro ject

Methodological FrameworkOb jectives



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In the present context of globalization, Turkey isexperiencing a shift from industrial economy to aprovision-of-services economy, in accordance with theideals of modernization and capital investment.Consequently, a reorganization of the urban form istaking place where there is an evident struggle

concerning the distribution of resources and themaximization of assets, attempted to become

achievable by the redevelopment of urban land.

The historic districts are first and foremost vulnerable to

these pressures. The built heritage they encompass andtheir proximity to the central business districts reinforcethe potential of attracting investment for tourism and

cultural purposes. Moreover, in dilapidated inner-cityareas, where there is a high demand for housing,property-led regeneration has become an opportunity

for the provision of housing for middle and high-incomegroups. The recently approved Urban Renewal Law53663 has made possible the implementation of suchregeneration plans across the country. The law enablesthe expropriation of properties and the deletion ofownership rights, in the name of protection againstnatural hazards, namely earthquakes. Under thesepremises, it has been estimated that 1.2 million buildings

in the city will be demolished4, the overwhelming

3 Appendices, Law 5366.4 See E. Y. Ankara (2008)

The Issue



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majority of which are squatter settlements (known alsoas gedgekondus) in historic districts.

Sulukule, which belongs to the broader area of Neslishahand Hatice Sultan districts, is the location of a Romanicommunity that has been living next to the Theodosian

Walls for centuries; therefore the residents haveindisputable, strong claims in this area. In spite of this,

the Neslishah and Hatice Sultan districts are the firstplace where the law 5366 is being implemented withinthe 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 displacementby various development programmes due to Sulukule’sstrategic location in the city. The community has alsobeen excluded from the economic development of thecity after the mandatory closure of their entertainmenthouses in the 1990s, which comprised its basic economicsupport. In the present, people are being evicted fromthe area. The urban renewal project that is being

implemented, aims to improve the living conditions ofthe area by rectifying the dilapidation of the physicalenvironment of Sulukule which, conversely, is only areflection of the poverty of its inhabitants. The removal ofthis Romani community is a violation of the international

human ri ghts and will result in an irreversible damage tothe cultural heritage of the place.

There have been made various efforts by differentorganizations to look for an alternative solution to theproblem, however the renewal project is s till in progress,

and there is an evident lack of a common ground for the actors involved to negotiate a solution. At least five

more districts within the Municipality of Fatih have beingproposed for regeneration under the same conditions ofthe Neslishah and Hatice Sultan districts. Therefore, thereis an urgent need of a legitimate response that iscoherent with the principles of human and housing

rights. It is crucial to recognize that evictions areinhumane and counterproductive to a genuine effort ofdevelopment. Any attempt to regenerate the builtenvironment has to reach for an inclusive approach thatintegrates a social and economic rehabilitation in anyphysical intervention.

The Issue



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“Stories behind the Wall; A Development PlanConnecting People and Heritage” is a six weeks projectabout people and the way they face transformations intheir built environment and their livelihoods. It looks for the integration of a social dimension in the physicalintervention that is taking place, and contributes to

finding a viable alternative to the existing renewalproject. 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 beenimplemented 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 onthe available information – from the literature and theprevious year’s BUDD report – concerning the issue; (2)the fieldtrip that took place from 28th April to 20th May2008 in Istanbul, Turkey; it included a series of interviewsand meetings that allowed a better understanding ofthe situation, a part of analysis and a part of proposalsby the students, and the presentation of those to thevarious stakeholders involved – the community of

Sulukule, the NGOs, the Municipality of Fatih – in threedifferent presentations; (3) the final presentation of theanalysis and proposals, once back in London, in DPU,and the preparation of this final report.




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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 highlightsthe physical, economic, demographic,political, and historic perspectives of the studyarea.

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 renovationarea; and the proposals from the municipality.

Chapter 4, “Towards Proposals”, includes theteams guiding principles, the vision, and themission statements, which together inform the

Priority Action Projects developed for the area.

Chapter 5, “Conclusions and Suggestions”, highlights in the suggestions drawn from theanalysis and proposals, and concludes thereport.

About the Contributors

Members of StaffProf. Yves Cabannes Chair DPU

Dr. Cassidy Johnson Lecturer andDirector MSc BUDDMr. Michael Safier Senior lecturer, DPUMiss Sara Feys Course

Coordinator

MSc BUDD

StudentsCristina Acosta MexicoDiego Collazos Bolivia

Elsie Yeung Hong KongHaoxuan Lu China

He Xiao ChinaHui-chen Liu TaiwanIsis Paola Nuñez HondurasJonathan Rose United KingdomOlajide Babatunde NigeriaRiccardo Cacciotti ItalyRoi Kavalieratou Greece

Ruchit Purohit IndiaStephanie Johnston United Kingdom


i



24

A range of methods were used in order to guide boththe research and analysis necessary to eventually informour own proposals. Figure1.1 illustrates how this was anongoing process throughout the project, and thedifferent methods used at various times. These methods

are outlined in further detail below, approximatelyaccording to the sequence in which they occurred.

London workshop 23.04.08-25.04.08

The project began by focusing on factual researchwhich was possible to carry out in London, and as such

was largely based on an extensive reading list prior tothe above date and a series of class discussions. Thereading list was comprised of a wide variety of mediaincluding books, articles, journals, and websites, andranged from the general to the specific.

The work of last year’s BUDD students was central to our understanding of the situation in Istanbul and Sulukule

before arrival. While we were aware that muchinformation would need to be updated once in the field,

the introduction provided by last year’s report as well asa presentation from two of last year’s students wasindispensable. This allowed for a ‘head start’ in terms ofour understanding before we reached the field.

A presentation given at the DPU in London by the urbanhistorian Orhan Esen, in December 2007, also provided akey introduction to the context of the city of Istanbul, interms of historic and current urban development.

Tours

Upon arrival in Istanbul two tours were arranged withOrhan Esen (urban historian) in order to gather anunderstanding of the urban changes that have takenplace in Istanbul. Brief summaries of these tours areincluded 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’, butrather changes in scale and character of industries.This is motivated by political will and large scaleinvestment, which has a negative impact on smallscale industries.

Political agendas and a shift to profit-seekingdevelopment drives housing models and laws

towards favourable conditions for private investmentin housing and ownership. The result is that informalhousing becomes necessary but illegal and thereforevulnerable to redevelopment, plus no housing modelaccounts for rental strategies.

Methodological Framework



25

‘Village’ development of urban areas occurred 1950-1970s, as a result of rural-urban migratorycommunities settling in groups close to factory work.Gecekondu areas which these communities built for use-value are now shifting to ‘post gecekondu’

typologies based on multifunctionality and exchangevalue, and being replaced by housing models moresuited to the current lifestyles of inhabitants (for

example apartment blocks are now feasible as thepractice of households keeping animals at groundlevel is less common). The question is now how tomanage this emphasis on exchange value and allowfor these areas to engage with the housing market

without creating a housing underclass: as the city hasspread these areas are now centrally located, andthe value of this land may be too high for currentresidents to retain ownership on the open market.

‘Safe’ public investments are made (e.g.infrastructure) and more general financialpreparation for coming investment, but no social or cultural preparation is in place. For example: there isa lack of emphasis on managing the displacement of

fully functioning small-scale local industries, whichcould have a knock-on effect on the economicstability of a community and could lead to socialunrest; and on the possible changes in class structuredue to outsiders investing in a developing area, andany subsequent social tensions that may be caused.

Lack of housing for white-collar workers on theEuropean side of the city is strong motivation todevelop middle class housing, although strategiesexist to manage the growth of central businessdistricts 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 1920’s. Lawsforbidding wooden houses in the early part of the19th century due to the widespread fires did not stop

people building in wood because of the prohibitivecosts of metal and brick, however the authoritieswere 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 as90% during the1930’s; rural-urban migration saw illegalgegekondu’s ‘filling up’ the spaces, in ‘village’ typesettlements (see previous point in Bus Tour summary),as Fatih was bought up piece by piece by ruralimmigrants.

Much of the current land speculation around the citywalls is attributable to these areas being targeted for redevelopment: in a city that presently lacks areas for


M th d l i l F k



26

relocation and therefore must transform currentstock, these areas represent places where land valuehas not been maximised in that they are mainly‘village’ type settlements, with high proportions of lowdensity gecekondu’s, and low income residents.

Meetings

A series of meetings allowed us to gather a quick yetcomprehensive picture of the urban developmentagendas which exist in Istanbul and Sulukule. Themeetings are listed as below:

(For a summary of each meeti ng see Appendix B)Sulukule Platform initial meetingSulukule Platform presentation at BUDD residence, Aslı Kıyak "nginSulukule Platform meeting, Hacer FoggoSulukule Spring FestivalFatih Municipality initial meeting, lunch with Mayor Mustafa Demir Fatih Municipality meeting, Mustafa ÇifciMunicipality visit to Ta!oluk

Local Agenda 21 (UCLG offices)Fener-Balat Rehabilitation Program (EU)Istanbul Metropolitan Planning UnitHistorical Peninsula Group, Conservation Plan,

Anthropologist (at IMP offices)Prof. Dr. Alper Ünlü, ITU

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 environment and the way of

life of the community.

The dates of fieldwork are included in Figure 1.2 . Theteam tried to conduct fieldwork on a variety of days andat different times of day in order to maximise the diversityof information gathered, and build up a more completepicture of the way in which daily life operates in Sulukule.

For example, fieldwork during mornings allowed theteam to have a general impression of the proportion ofchildren not attending school, and similarly weekdayafternoons in the café indicated a proportion of menwho were either unemployed or working as part of thenight time economy. More specifically, some casestudies were built up interviewing individualpeople/families, in order to add a more enriched human

dimension to the analysis and help make visible moreintangible aspects of community life.

All team members went to the field with an outline of t hedata to be collected, which aimed to support thegeneral research topics. Much of this research was able

to be transferred to maps which are included in more


M th d l i l F k



27

detail in the following section ‘Physical, Social andEconomic Analysis’.

Use of space: gathering spaces, open spaces,empty spaces.

Users of Spaces: genders, ages The Wall: human activity along the wall, state of

repair

Livelihoods: income generation, communitynetworks, property assets

Landmarks for Community: important nodesaccording to everyday users

Cultural Heritage: ethnicity, religion, traditionalleisure activities

Built character: buildings, streets, pavements,courtyards, state of repair, ‘heritage’ value.

The nature of informal data collection means t hat therewas a lot of discrepancy in the efficiency of visits in termsof gathering information. This was largely due tolanguage constraints and unreliable meetingarrangements, however the dates included in Figure 1.2

represent a conservative estimate of the days on whichat least a third of team members were conductingfieldwork for at least half a day.

Collating research

All individuals were asked to write up a short summary ofreadings 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 thegroup had collected as a whole, thus saving time andproviding a consistent basis of information with whichsmaller groups would be able to work. In addition, all theabove meetings and tours were also written up,collated, and circulated in the same spirit.

It should be noted that many areas of analysisoverlapped and were strongly linked, and thatseparations were created for working purposes only. For this reason the team felt that collating all research wasvital to provide everyone with a similar andcomprehensive basis of understanding before detailedanalysis.

Smaller groups were then established to prepare for the

interim presentation according to three generalresearch topics relevant to Sulukule: Tangible and Intangible Heritage of Sulukule Resettlement strategies of the municipality project Livelihood profiling of Sulukule





28

Interim presentation 09.05.08

The purpose of the interim presentation was to share theresearch to date among the whole group in a coherent

and organised way. From this point the team could then

move towards more specific and analyticalexaminations of the situation in Sulukule.

It was decided that the framework to be used for presenting the three research topics outlined abovewould be an examination of Strengths, Weaknesses,Opportunities, and Threats, i.e. a SWOT analysis

A summary of SWOT analyses given at the interimpresentation is as follows:

For the community, public space takes form in thestreets, as it constitutes a space for social interactionthat reinforces feelings of trust and cooperationwithin the community. However, radical

transformations threaten this urban fabric withinwhich cultural heritage is played out in everyday

activities. There is a multiplicity of actors with a high level of

interest in the processes of urban transformation, yetthere is a lack of coordination of efforts, so there is a

need for a common ground to be found so aspeople can come together and coordinate efforts.

There is recognition for the need to provide housingfor owners and renters to be resettled within theproject area, however there is a need to integrate aholistic approach that encompasses a social andeconomic 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 individualteam member allocated per day. The purpose of the

blog was crucial in encouraging reflective practice, andallowed the team to share immediate thoughts andreflections on each day. It also allows for a morequalitative record of the BUDD project activitiesspecifically during the time spent in Istanbul, makingreactions easier to recall and retaining the value ofthese reactions during the report preparation stage inLondon.

Three fields of Analysis

The team split into three groups following feedback fromthe interim presentation, in order to examine in detail

specific fields for analysis. Diagrammatic tools were usedsuch as mapping, spider diagrams, sphere diagrams,and stakeholder analysis. Separating the analysis into





29

three fields greatly helped the team move towards aconsolidation of analysis, with a view to developingmissions and guiding principles for proposals.

The three fields of analysis are listed below, and what

follows Chapter 3, ‘Analysis’, is detail of each fieldincluding findings and recommendations:

1. Legal, Policy and Institutional Frameworks Analysis2. Physical, Social and Economic Analysis3. Municipality Proposals Analysis

Mission Statements, Vision, and Guiding

PrinciplesOver the course of our analysis the team continually hadin mind that when moving from the analysis phase of our work to individually developed proposals, our work would need to be coherent and consolidated under specific themes which we deemed important. Whilst

these themes were decided by ourselves, essentially asoutsiders to the development situation in Nesli!ah and

Hatice Sultan, the thorough and broad nature of our analysis is precisely intended to ensure that thesedecisions are as informed as possible and mightaccurately reflect the issues surrounding the

development of the area.

To this end, the mission statements below act as bannersfor grouping our proposals, and are intended to addressthe findings of our analyses:

1. Establish an approach by which the explicit link

between tangible and intangible heritage can bestrengthened, to protect both built environment andmulticultural relations.

2. Generate alternatives for on-site resettlement of allresidents in the renovation area, to achieve viableand profitable conservation for all.

3. Strengthen and diversify income-generation activitiesto conserve and improve the livelihoods of residents

and those working in the renovation area.

By developing proposals for the situation under specificthemes such as these, we aim to produce a bank ofideas which may be useful to stakeholders and work towards achieving our vi sion 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 coherentdevelopment of proposals, the team formulated a set ofguiding principles for working purposes. Each proposalattempts to adhere to as many of these guiding





30

principles as possible, thus strengthening their relevanceand maximising their potential to achieve the missionstatements.

The project matrices which follow the guiding principles

(see Chapter 4,) show diagrammatically how eachproject is intended to address key findings from theanalyses, fulfil as many guiding principles as possible,

and how they might relate to each other in terms ofimplementation so that they might be read as acoherent set of proposals.

Priority Action Projects

Figure 1.1 below indicates the framework to which our proposals were designed, again intending to providecoherence across the board and aid in the legibility ofthe proposals as a complete set.

Figure1.1: Framework for designing Priority Action Projects

EXISTING SITUATION

DEVELOPMENT OBJECTIVESLong-term

IMMEDIATE OBJECTIVES

RESULTS(expected) OUTPUTSACTIVITIESINPUTS





31

In addition, all individual proposals attempt to include, toa greater or lesser extent, details regarding the following: Estimated DURATION of the project Main PARTNERS involved Origin of RESOURCES, particularly human and

financial

Final Presentations

Four final presentations were given to summarise theproceedings of the project to date, details of which aregiven below:

ITU, 16.05.08, Analysis and Proposals (translated)Present: Interested parties including students,academicians, Prof. Dr. Alper Ünlü (ITU), Aslı Kıyak "ngin

(Human Settlements Association), Mustafa Çifci andNilüfer Türedi (Fatih Municipality), community membersand leading figures (Sulukule), Korhan Gümü! (IstanbulCapital 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 wasgenerated and time ran short. However, the playingout of this discussion at ITU emphasises how theuniversity might play a central role in providing a

round table where stakeholders may interactconstructively.

Sulukule, 19.05.08, Proposals (translated)Present: Community members, Aslı Kıyak "ngin (HumanSettlements Association) translating- Vital feedback from this presentation was specifically

with regards to proposals. As these proposals were tobe further developed in London and included in thisreport, it was important that the community had not

only been given an opportunity to see them, but alsoto provide feedback as to their suitability inaddressing their current situation and needs.

Fatih Municipality Mayors office, 20.05.08, Proposals(translated)Present: Mayor Mustafa Demir, Mustafa Çifci, Basak Kara, Nilüfer Türedi translating- The content of the presentation to Fatih Municipality

was almost identical to that presented the previousday in Sulukule. The focus was on proposals in order to gain as much feedback as possible beforereturning to London, so that final proposals aspresented in this document might reflect the interests

of both the community and the municipality.





32

Development Planning Unit, UCL, 28.05.08, Analysis andProposalsPresent: Interested parties including students,academicians, and other persons interested in the BUDDproject

- This presentation was intended to consolidate theoutput of the project in a coherent and academicmanner, in order to inform the writing of the report.

Feedback from this presentation has beenincorporated into this document. A small leaflet wasalso produced enclosed in this report.

The presentations allowed us to disseminate our analysisand proposals to as many stakeholders as possible, of

particular importance in Istanbul itself, as we hoped tocreate a situation whereby all interested parties mightbe able to engage with the situation on equal andcommon ground. In addition, valuable lessons werelearnt regarding the range in the nature and style ofpresenting needed when catering to such a diversity ofstakeholders, 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 portableoutput in this report, and distributing it to as manystakeholders as possible, its purpose is to provide acommon talking point between stakeholders. In this wayit may help to reopen lines of communication, and allowfor the possibility of negotiation to take place workingtowards a resolution of the current situation agreeable

to all.

While it prov ides a comprehensive view of t he situation,the aims and approach of the team, and possible waysforward, it cannot presume to include in detail all studyelements of a six week working period of thirteenindividual students and their tutors. Discrepancies ininterpretation and opinion did and will continue to exist,

however every effort has been made throughout eachstage of the methodological approach to ensure

coherence and consistency, for the purposes ofcommunicating our common intentions accurately aswell as producing a report which might be useful tostakeholders.





33


Fi ure1.2 Field Work Time Table

Objectives



34

With regards to the terms of reference (TOR)5, the overallobjective of the BUDD project is to forge tools for urbanrevitalisation analysis and planning through a rapid

assessment and appraisal of the opportunities for urbanrehabilitation. It is based on a socially inclusive andparticipatory approach, which will respond to the needs

of the main stakeholders involved in the process. Thisobjective is to be achieved by:

Making explicit the link between tangible andintangible heritage, protecting both builtenvironment and multicultural relations.

Generating alternatives for on-site resettlement for all

residents.

Strengthening and diversifying income-generationactivities to improve the livelihoods of residents andthose working in the area.

5 Appendix A, Terms of Reference

Ob jectives



35

Setting the scene

TurkeyIstanbul

Fatih MunicipalityNesli!ah and Hatice Sultan

Turkey



36

Turkey The issue of Sulukule is linked to a wider context: what ishappening in Turkey as a whole, and more importantlythe forces that are shaping the general development ofIstanbul. In order to create a feasible development planfor Sulukule, one must understand the interlinking,

mutually reinforcing dynamics between the maindevelopmental spheres of the city. The main dimensionsof development in the city will follow the theoretical

framework mentioned in chapter 1: Economic, Socialand Cultural, and Political and spatial dimensions.

From an understanding of these dimensions, a moreaccurate picture of local dynamics in Fatih municipalityand Nesli!ah and Hatice Sultan can in turn be drawn,

forming a more complete context of the situationSulukule is currently facing. Map 2.1 shows the central

location of Sulukule within the metropolitan region ofIstanbul.

Map2. 1 Location of Sulukule within the Istanbul metropolitan region

Source: Google Earth

Sulukule

Turkey



37

Turkey The modern day Republic of Turkey was establishedunder Mustafa Kemal Atatürk in 1923 after the fall theOttoman Empire. Under the leadership of Atatürk,many radical reforms were implemented, establishingTurkey as the the modern day democrat ic, secular,

constitutional republic. “The reform movement beganwith the modernization of the constitution. This wasfollowed by a thorough secularization and

modernization of the administration, with particular focuson the education system. The development of industrywas promoted by strategies such as import substitutionand the founding of state enterprises and state banks6.”The modernisation approach taken was under theprinciples t o westernize7.

Turkey borders with eight other countries includingMiddle Eastern countries such as Iraq, Iran, and Syria,Map 2.2 while also straddling the continents of Europeand Asia, (Map2. 3). Its strategic location has givenTurkey influential power in one of the most unsettledregions of the world and also, the role to act as a bridgebetween the west and the east.

6 W ikipedia website , At atürk’s reforms:htt p://en.wi kipedia.org/wiki /At at %C3%BCrk%27s_reforms7 S. N. Eisenst adt , (1984) “The Kemalist Regim e and M odernization: Some

Comparat ive and Analyti cal Remarks,” in J. L andau, ed., Atatürk and theM odernization of Turkey, Boulder, Colorado: W estview Press, 3–16.

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

Map2. 3 Strategic location of Turkey in an internationalcontext, straddling Europe and Asia Source: Ist anbul Master Plan (IMP) 2007

Turkey



38

Turkey The country is divided into 81 provinces for administrativepurposes8 and has a population of 74.8 million9. Thepopulation of Turkey is 99% Muslim10. The controllingpolitical party that came to power in 2002 is the Justiceand Development party, AKP, headed by prime minister

Recep Tayyip Erdo#an, a former mayor of Istanbul.11 Thecurrent president Abdullah Gül was chosen byparliament in 2007 and is the first head of state with an

Islamic background. Consequently, an increasinglyIslamic rooted administration has taken form withinTurkey’s secular system, causing some recent tensionsbetween the government and secularists. The militaryhas reinforced its position to protect Turkey’s secular system.12

Since becoming a candidate for membership to theEuropean Union in 1999, and the official launch ofmembership talks in October 2005, there have beensubstantial human rights and economic reforms inTurkey. EU pressures have led to the abolition of the

8 Administrative divisi ons of Turkey:htt p://en.wi kipedia.org/wiki /Republic_of_Turkey#Administrativ e_divisions 9 U N st at istics, 2007

10 M Sc BUDD students of DPU: “Placing Sulukule: towards an alt ernative proposal t oconserve the living heritage of Romani Culture. June 2007, pp18. 11 W ikipedia webs ite , Government and politi cs of Turkey:htt p://en.wi kipedia.org/wiki /Republic_of_Turkey#Administrativ e_divisions 12

BBC news w ebsit e. “C ountry profile: Turkey”. [ updat ed: 3 April 2008]htt p://news.bbc.co.uk/2/hi/europe/count ry_profiles/1022222.stm

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

13 BBC news w ebsit e. “C ountry profile: Turkey”. [ updat ed: 3 April 2008]

htt p://news.bbc.co.uk/2/hi/europe/count ry_profiles/1022222.st m

Turkey



39

Turkey

The economy of Turkey in the 1980s has seen a shift fromthe previous protectionist, import-substitution growthstrategy to a market- oriented approach attractingforeign capital. Turkey has made good economic

progress since 2001. One of the main issues resultingfrom the economic growth highlighted in a recent OECDreport14 is the huge regional disparities across the nation:

Turkey has the highest Gini Index15 out of all the OECDcountries and also, more significantly, the largestincrease between 1998- 2003. See Fig 2.1

The Policy Brief of OECD Territorial Reviews report (2008)16 suggests the importance for central government to

develop a national strategy in managing the balance ofdevelopment across the country, whilst sustaining thegrowth of major metropolitan areas such as Istanbul inorder to alleviate the mounting pressures from internalmigration.

14 Organis ati on 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 measure of st at istical dis persi on used t o calculate the inequalitybetween the amount of i ncome per person ( GDP per capita) across all the regions ofa country. Gini I ndex of 0 corresponds t o perfect equalit y (everyone having exactlyt he same income) and 1 corresponds t o perfect inequalit y (w here one person has allt he income, while everyone else has zero income).16

Organis ati on for Economic Co-operat ion and Development , Policy Brief: OECDTerrit orial Reviews: Ist anbul, Turkey, M arch 2008.

Figure2. 1 Comparison of regional disparities in OECD countries usingGini index for GDP per capita OECD report (2008)

Istanbul



40

s a buIstanbul metropolitan region has a population of 15million17. The metropolitan region is made up of 27districts which also encompasses Istanbul province.18 It islocated on the Bosphorus Strait and encompasses thenatural harbour known as the Golden Horn. See map 2.4

The city covers 1,539 km2 of surface area19, andstraddles Europe and Asia. (It is of similar size to theGreater London area of 1,577 km2.)20

Istanbul was once the capital of the Byzantine Empire

and later established itself under the name ofConstantinople. 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 IIconquered Constantinople to establish the city as the

new capital of his Ottoman Empire. The city wasrejuvenated economically and transformed into acosmopolitan society. This period saw the city beingenriched with culture: with the construction of the GrandBazaar, Topkapi Palace and many grand Mosques


Territ orial Reviews: Ist anbul, Turkey, M arch 2008. pp1 18 W ikipedia w ebsite: htt p://en.wikipedia.org/wiki /Ist anbul 19

ibid 20

W ikipedia website: htt p://en.wikipedia.org/w iki/London

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

Istanbul



41

including the works of Sinan. When the republic ofTurkey was founded, the capital was moved to Ankaraand so the city was being overlooked. But the 1950s sawthe rebirth of the city as a result of structural changes.Many of the modern urban fabric of new roads,

factories, boulevards and public squares wereconstructed throughout the city during this period.

And now, Istanbul, the largest metropolis of Turkey andalso Turkey’s cultural and financial centre, has beencontinued to rapidly transform in recent years. Thedynamic of these transformations, “although has its rootsin 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 shapingtoday’s Istanbul.

Economic:

Istanbul is leading the economy of Turkey, producing27% of national GDP; 38% of total industrial output; morethan 50% of serv ices; and generates 40% of the country’s

tax revenues22

. Istanbul has been at the heart of the21 Erkip, F. (2000). “Global transformations versus local dynamics in Istanbul: Planningin a fragmented met ropolis.” Cities, Vol 17( 5) pp371-377, pp37122


transformations brought about by economicrestructuring, 75% of service firms receiving foreigninvestment are located in Istanbul23.

This has led to the flourishing of the service sector within

central business districts, mainly in the northern areas ofthe European side of the city. Urban land use in the citycentre is expected to become dominated by the

service sector. The Istanbul Metropolitan Masterplanencourages the decentralisation of CBDs into subcentres, identifying localities such as Ka#ıthane,

Alibeyköy, Bakırköy, "kitelli and Silivri on the western wing

(European Side) along with Haydarpa!a, Üsküdar,

Kadıköy, Kartal, Pendik and Tuzla on the eastern wing

(Anatolian Side) as possible future CBD’s.24

There is still a sizable and labour-intensive manufacturingindustry. The sector represents 37% of labour force, 26%of GDP, and 80% of exports in Istanbul 25. The nature ofthe industry is changing from Small Medium Enterprises(SMEs) to large scale industries orientated for exports,

23 Erkip, F. (2000).

24 Ist anbul M et ropolitan Planning, (IMP). “Istanbul Master Plan: Summary”. August

2007, pp16. 25

Organis ati on for Economic Co-operat ion and Development , Policy Brief: OECDTerrit orial Reviews: Ist anbul, Turkey, M arch 2008. pp2

Istanbul



42

and as such are increasingly situated further from thecity centre where more land is available.

The clearing of SME industries from the urban cores tomake way for the service sector, and the springing up of

large scale industries outside the city, are testimony tothe transformations in the main economic sectors.

Social and Cultural: Istanbul represents a concentration of 20% of thenational population, and is the most densely populatedcity of Europe26. Fig 2.2 shows the large growth rate ofthe city’s population in comparison with other OECDmetropolitan regions. The economic growth of the cityhas attracted an influx of migrants since the 1950s

putting strain on the city’s infrastructure, and leading tosprawls of informal settlements and the spurring on of aninformal economy. 30% of city labour force works in theinformal sector.27 This has to some degree hinderedhuman capital development due to less emphasis onon-the-job training and adult education. The upgradingof skills is necessary to sustain the long term

competitiveness of the new service sector.

26ibid.

27Organis ati on for Economic Co-operat ion and Development , Policy Brief: OECD

Territ orial Reviews: Ist anbul, Turkey, M arch 2008. pp3

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 bornoutside of Istanbul.”28 There are diverse cultural groups

within the city but the main social polarisation occursbetween economic groups. Income disparities are

28 MSc BUDD students of DPU: “Placing Sulukule: tow ards an alt ernat ive proposal t oconserve the living heritage of Romani Cultu re. June 2007, pp19.

Figure2. 2 Average annual population growth rates among OECDmetro regions.Source: OECD (M arch 2008)

Istanbul



43

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. Thistranslates into fragmentation of the city’s residents intolow and high income citizens. The globally influenced

metropolitan lifestyle of this emerging middle/upper income group has led to a high demand for luxurioussuburban villas, private universities, shopping malls and

hotels. These developments are usually supported bystate policies as they are profitable, hence fuellinginequalities in the distribution of public benefits.

Many parts of Istanbul, rich in historic and culturalheritage, are already on the UNESCO world heritage list

and with its recent nomination as 2010 European Capitalof Culture, it will allow for a series of culturally orientateddevelopment projects to be showcased on aninternational platform. It also acts as opportunity for economic incentives to develop Istanbul’s tourism sector and attract investment.

Political:Since 2004 there has been a decentralisation ofplanning responsibilities from central government to theIstanbul Metropolitan Municipality.29 Comprehensivestatistical analysis of the socio-cultural and physical

structure of the city was conducted and effortsregarding a “strategic plan” have been made throughthe Istanbul Metropolitan Municipality, IMM.30


Territ orial Reviews: Ist anbul, Turkey, M arch 2008. pp6. 30

“W hat t he new Istanbul shaped by capit al makes one think…” Urban regenerat ion

and sustainability . Vol 93 pp189-197.

Istanbul Metropolitan Municipality (locally elected)

District M unicipalities (27 small municipalities)Governor (centrally elected) + Mayor (locally elected)

The Mahalle run by the Muhtar (Mahalle is the last administrative level of

neighbourhood authority locally elected.)

Levels of Governance

Figure2. 3 Governance structure of Istanbu

Istanbul



44

However there remains a strong level of control fromcentral government and there are areas of overlappingresponsibility between the metropolitan agenda andcertain 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 districtmunicipalities of Istanbul have led to discontinuity and a

highly fragmented decision making process.

According to Turgut (2006), some problems associatedwith decentralisation of the planning and administeringof the city include: “the insufficient experience andexpertise of local authorities to carry out their duties; the

tendency to attract investors to the city in a manner without any principle; and establishing planning,implementation and control processes that do not suitprofessional approvals and ethics.”32 Such disparity inacts of planning, driven by populist attitudes andcapital, may lead to changes in the built environmentwhich extinguish the more intangible and irreplaceablevalues that form the essence and character of the city.


Territ orial Reviews: Ist anbul, Turkey, M arch 2008. pp6. 32

Turgut , S. (2006). “W hat t he new Ist anbul shaped by capit al makes one t hink…”Ur ban regeneration and sustainability. Vol 93 pp189-197.

Spatial:With the previously mentioned massive influx of migrantsof the 1950s, the development of Istanbul in thefollowing decades was determined by rapid unplannedurban growth. Government policies of the 1950s gave

priority to the construction of highway systems with manynew roads built along the shoreline, greatly affecting thephysical form of the city which had previously beenshaped according to the natural environment. Istanbul

grew into a linear city, with developments following thetransportation network. With no sufficient land useplanning control, unplanned industrial developmentsequally with unplanned residential developments cameto dominate the lands surrounding the highways.

Middle and high income groups have created their ownsuburbs beyond the densely populated sections of thecity, and with the construction of the Bosphorous Bridgein 1973 forming a major link between the European andAsian sides of the city, automobile became thetransportation of choice for commuters. “60% of theworking population that lives in the Asian side works in

the tertiary sector of the European side.”33

This has led toa second bridge being put into service in 1988, the Fatih

33 Yenen, Z. “A W orld cit y on w ater: U rban development of Ist anbul and

t ransformation of t ow nscape.” Neda Archit ecture and Planning Journal. pp8.

Istanbul



45

Sultan Bridge. Both bridges run above capacity atpresent, with gridlocks being a common feature on theIstanbul freeway systems.

Recent attempts to ease road congestions have been

the efforts to expand the public transport system. In thelast decade there have been extensive developmentsof the city’s tram lines, metro buses, the Istanbul Metro

and the Light Rail. Ferryboats still function as animportant method to transport people across the city.However, there is still immense need to further developthe public transport system to accommodate for thegrowth of the city, for example current plans for theMarmara under-sea rail tunnel project are intended to

help ease t he congestion problems of the city.

The development of housing in 1950s to meet thedemands of the rapid increase in population during theindustrialisation period of the city has been through thewelcomed approach to informal housing34 constructionat the time. The urban core of Istanbul is densely built

34 I nformal housing refers t o const ruct ion on land given for free from t he state but the

occupiers are in charge of the const ruct ion of the houses through a syst em of “squat,build, infrastruct ure input ”. Source: Orhan Ess en on t he bus tour of t he cit y.

with gecekondu construction35. A more organisedapproach to informal self built housing was establishedwith Yapsat construction36. Housing produced in this wayis of low quality and dominates large parts of the city.They are highly vulnerable to earthquake risk and the

replacing or reinforcing of them is proving a challenge.Individual elements of the Istanbul Earthquake Master Plan are being adopted at present such as major

projects for seismic reinforcements and of lawenforcement on illegal occupation.37 But with 50% of thecity’s population housed in informal settlements, the task to upgrade housing stock and eliminate the city’searthquake risk is immense, and results in more radicaltransformation of the urban form.

Istanbul is undergoing major changes as it develops intoa world city. Some of t he transformations that are mostevidently driven by global forces are happening withinthe heart of the historic city centre, in which the Fatihand Sulukule lies.

35

Gecekondu is a Turkis h term “built in the n ight” but refers to hous es t hat had beenput up quicky and w ithout proper permiss ion. This is more widely known as squatt er’s

house.36 Yapsat 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 several st oreys i n place of t heir Gecekondus. 37


Fatih Municipality



46

Fatih District is one of the 27 districts that form Greater Istanbul, located within the Theodosian Byzantine citywalls 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 ofEminönü, although the area that composes Fatih districtstill has significant value regarding both tangible and

intangible heritage. This is a consequence of thedifferent civilizations that historically have occupied thearea, particularly the Roman and the Ottoman empires.The most significant historic landmark of the area is theTheodosian Byzantine land wall, which crosses thehistoric peninsula between the Golden Horn river and

the Marmara Sea. Besides giving an important historicvalue to the area, the wall has also been the trigger for the evolution of different communities which havedeveloped along it. It is also important to mark thepotential archaeological value that might existunderground in the surrounding areas, which has ledUNESCO to label the wall and parts of the surroundingareas as protected sites.

Map2. 5 Geographical location of Nesli!ah & Hatice Sultan in the Fat ih

District

Fatih Municipality



47

Other historic landmarks and neighbourhoods arespread throughout the northern part of Fatih in a moreisolated way, such as the Kariye Mosque and the FatihMosque. However t he land close to the Golden Horn hasa denser concentration of historic areas, such as the

Fener-Balat Neighbourhood or the Ayvansaray area(Turk Mahalle) next to the Emir Buhari Dervish Lodge.

Governance

Fatih district, governed by its Mayor Mustafa Demir, iscomposed of 69 Mahalle (neighbourhoods), which eachhave a local authority or representative known as theMuhtar. Both the Mayor and the Muhtar are publiclyelected and focus on providing the infrastructure to the

municipality, leaving other management tasks such ashealth or education to the municipality Governor who isappointed by the state. At the moment FatihMunicipality is not a member of the United Cities & LocalGovernments (UCLG), therefore the municipality doesnot have a City Council, this perhaps limits citizenparticipation in public projects.

The new national Urban Transformation Law 5366(passed in 2005), which allows for “conservation andusage via revitalization of decrepit historical and cultural

monuments and renovation”38, has allowed themunicipality to develop a series of renovation projects

within significant historical sites. Potentially these projectscould jeopardise the social composition of the currentinhabitants and represent a threat of massivegentrification (see Chapter 1 ‘Introduction’).

Economic

Istanbul is transforming from an industrial centre to a

service city, and Fatih is no exception. Its strategiclocation between the Eminönü tourist area in the east

38 Muni cipalit y of Fat ih, (2008), Renovation Areas, document dist ributed to the BUDD-2008 st udents by the Fatih Muni cipality the 28 of April 2008.

Figure2. 4Distinctive historic heritage within Fatih Municipality: Kariye Mosque(Left) Ayvansaray area (right)Source: www.flickr.com

Fatih Municipality



48

and the Commercial Business Districts (CBDs) in the westputs Fatih district in an advantageous position wheredevelopment and economic growth is only a matter oftime. The development of the new commercial area,which is one of the objectives of the Istanbul

Metropolitan Planning Office (IMP), consists inconnecting the already established Levent businessdistrict with the peninsula, by implementing a series of

new Commercial Business Districts (CBDs). Some of theseplanned CBDs are within a close distance of Fatihdistrict, and as such will affect the existing economicframework of the district. The area is more likely toincrease job opportunities in the service sector, and thelayout 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 District’s strategic location

Fatih Municipality



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Spatial

The current landscape of the Fatih area is widelyinconsistent and at the moment is a fringe district madeup of strong historic areas, post-industrial sites,

deteriorated old buildings, and middle-class low densityresidential areas. The increasing development of thedistrict and rise in land value has meant that the fewremaining “gecekondus” are been replaced by formal

residential blocks; and industrial enterprises are leavingto be replaced by more commercial establishments.These changes in the built environment are dramaticallyaffecting the composition of the inhabitants, and there isa clear tendency to displace the poorest communities

out of Fatih.

As previously mentioned, Fatih Municipality has alreadyproposed several renewal projects: they have planned 5projects that will sum a “total of 2,351,277 m² ofrenovation”39. There are also other projects working onthe conservation of Istanbul heritage, such as the "Fener-Balat Urban Rehabilitation Program funded by the

European Union”40

39 Muni cipalit y of Fat ih, (2008), Renovation Areas, document dist ributed to the BUDD-2008 st udents by the Fatih Muni cipality the 28 of April 2008.40

Rehabilitation of Fener and Balat Di st rict Programme http: //www.fenerbalat. org/

Map2. 7 Renewal Areas proposed by Fatih Municipality

Neslisah and Hatice Sultan



50

Situated next to the Theodosian walls, these two Mahallewithin Fatih municipality have important value in terms oflocation and heritage. The Mihrimah Sultan Mosque isthe most important landmark of the area, however thereare also many historic buildings and architecture, mostly

demonstrating traditional Ottoman style. The area ishighly valued for its location and there is a project for renewal proposed by the Fatih Municipality, which

means t hat a lot of the existing buildings will have to becleared in order to develop the project that will attractdifferent households, with a probable outcome ofgentrification in the area. One of the most affectedareas is the southern part of the Nesli!ah Mahalle,

popularly known as Sulukule.

Sulukule has a majority of Romani people41. It is believedthat Romani people have been living along the wall inthe immediate area for more than 1000 years, andcertainly for more than 35 years in what is currentlyknown as Sulukule itself, after they were removed from

their previous settlement in order to make way for a newroad in the 1960’s42. The polemic nature of themunicipality renewal project, in which a lot of people

41 According to t he Sulukule Plat form there is at least 70% Roma people, on t he other

hand t he M unicipality stat es that only 17% are Romani. 42

Esen O. (2008), W alking Tour across Fatih Municipality, Tour taken by BU DD 2008students in M ay 2008

might be displaced because they are unable to pay for the new houses or rental rates, has brought national andinternational attention to Sulukule.

Map2. 8 The Nesli!ah & Hatice Sultan Mahalles and the renewal area.




51

Governance

There is an increasing sense of civil society organisationin Sulukule mainly in response to recent demolitions ofhouses by Fatih Municipality in order to make way for t he

renovation project. This has led to the merging ofdifferent NGOs and existing Civil Societies into analliance known as “Sulukule Platform”. The alliance isalso backed by different groups of students, associations

and academics interested in the situation happening inNesli!ah and Hatice Sultan, and more particularly in

Sulukule.

The relationship and communication between the

Sulukule Platform and Fatih Municipality has not beenvery positive and in most cases is confrontational,lacking confidence to communicate and trust betweenboth actors. “The relationship between the communityand the Muhtar (the neighbourhood representative tothe municipality) is also quite weak”43. Also in recenttimes there was the emergence of another NGO namedNesli!ah Neighbourhood Association, however it is not

clear its objectives within the Mahalle and its positiontowards the renewal project.

43 MSc BU DD students of DPU: “Placing Sulukule: towards an alternative proposal t o

conserve the living heritage of Romani Culture. June 2007, pp23. Map2. 9 Sulukule.


E i S ti l



52

Economic

The area known as Sulukule used to be a prominentcultural and entertainment centre of Istanbul nightlife. Inthe “1950’s residents organised themselves and applied

to the Ministry of Culture and Tourism to be put on theCity of Istanbul’s official tourism map as anentertainment hub”44. The community wanted to legalisethe existing “Houses of Entertainment”, where Romani

music and dance was performed, attracting many oftourists and the Istanbul elite into the area. These houseswere also crucial to sustaining the local economy by“employing around 35 persons per house in each of the35 existing houses”45. However after a law was passed in

the early 1990’s closing these houses, the economy ofthe area all but collapsed and the area becameimpoverished. Nowadays most employment in the arearequires only a low level of education, the most commonprofessions being: “Artisans (21%), Informal Jobs (15%),Labourer (14%), Musicians (3%), Unemployment (8%),School drop-outs, (26%)”46.

44

MSc BU DD students of DPU: “Placing Sulukule: towards an alternative proposal t o

conserve the living heritage of Romani Culture. June 2007, pp23. 45 Dalkiran, E, (2008), Dat a collected in an int erview with the leader of t he SulukuleRomani Orkestra in t he 13th of May 2008.46 Municipality of Fatih, (2008), Renovat ion Areas, document dist ributed to the BUDD-2008 students by the Fat ih Municipality the 28 of April 2008. The term “Artis ans”probably means s mall business or crafts man.

Spatial

The proposed renovation area is composed mainly oflow density residential use with some exceptions ofapartment blocks. There are many open spaces but few

formally developed enough to be considered asrecreational space and a lot of social activity takesplace in the streets. According to the Fatih MunicipalitySurvey47 there are 645 residential units, and 45

commercial units; the number of tenants is 434, and 256land owners, having a total population of 3430 persons.Many of the buildings are severely deteriorated or needurgent refurbishment. The renovation project proposedby Fatih Municipality means that most of the existing

houses have to be cleared in order to start theconstruction of the new buildings. The bulldozing processhas already begun and particularly in the Sulukule areathe level of demolition is quite advanced (see chapter 6,physical analysis).

47 Municipality of Fat ih, (2008), Renovat ion Areas


S i l / C lt l



53

Social / Cultural

Despite, as previously stated, a strong Romanicommunity living and working in the proposed renewalarea, the problem in Sulukule is primarily related to

poverty rather than ethnic or religious divisions. Thereason for people not been able to afford thealternative housing options developed by themunicipality (discussed in Chapter 3 ‘Municipality

Proposals Analysis’) is a reflection of their lack ofopportunities in the employment market in order toimprove 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. Theunderstanding of these underlying issues and the bodyof knowledge that allows us to familiarise with thelocality of t he project provides a fi rm foundation for us t obegin our analysis of the situation.



54

Analysis

Legal, Policy andInstitutional Framework

Physical, Social and Economic

Municipality Proposals

Legal, Policy and

Institutional Framework Analysisindependent groups within our team These include: the



55

1.0 Legal, Policy and Institutional Frameworks

In the course of our diagnosis of the current interventionsof Fatih Municipality in the Nesli!ah and Hatice Sultan

Districts, we found it necessary to review the existinglegal frameworks both nationally and locally to

determine the room for manoeuvre as researchers andmake recommendations where necessary. This isindispensable because whether good or bad, enablingor disabling, these laws and policies continue to be toolsin the hands of city managers and developmentpractitioners as mechanisms for intervention. This is very

much so because from a planning point of view, policieswhich enable as many stakeholders as possible to besatisfied and happy with any intervention, as opposed todisabling which limits the amount of stakeholders whichmight benefit from an intervention, or concentrates thebenefits towards a particular stakeholders agenda.Consequently, we devoted ample time to studying thelegal, policy and institutional frameworks within theTurkish context weeks before our fieldtrip and throughout

our three week physical survey of our intervention area.Accordingly, several laws and policies directly related or relevant to our study area were reviewed by two

independent groups within our team. These include: theLaw on Conservation and Restoration of Turkey codenumber 5366; the New Law on Municipality for Turkeycode number 5393; the Urban Conservation Law ofTurkey code number 5266; the Organisation for

Economic Co-operation and Development (OECD)Policy on Istanbul; the UNESCO World HeritageConvention; the European Convention for the Protection

of Human Rights and Fundamental Freedoms 1950; theConvention for the Protection of the ArchitecturalHeritage of Europe, Granada, 3.X.1985; the Conventionfor the Protection of the World Cultural and NaturalHeritage; and the Millennium Development Goals,amongst many others.

Our analysis considered two main issues: on one hand,we queried the adequacy of the laws, policies andinstitutional frameworks to tackle the salient issues withinthe renewal area. On the other hand, we examined theability of the implementing institutions to apply theseframeworks for the benefit of the affected community.Therefore, this section highlights the implications ofexisting legal, policy and institutional frameworks

instigated by Fatih Municipality in pursuit of their renewal

programme for Nesli!ah and Hatice Sultan HistoricDistricts.

Legal, Policy and

Institutional Framework Analysis

1 1 Legal Framework



56

1.1 Legal Framework

The importance of legislation in development practice isnow fully recognised the world over, however the realissue is how to make laws effective both in conception

and implementation for the benefit of the present andfuture generations within every locality. These laws nowguide development, redevelopment and renewal ofcities all over the world and it is with the same rationalethat the Turkish government have enacted lawsexpected to reshape their Historical Districts, which haveup to now developed in a piecemeal and organicpattern over 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 andphysical - must be questioned and determines whether they are enabling or disabling.Accordingly, we have examined the existing legalframework to determine its credibility in enabling the

creation of a sustainable environment and/or successfuldevelopmental conservation.

1.1.1 Existing legal framework

At a local level, it is important to understand the legalcontext within which Fatih Municipality currently

operates, in terms of how it might inform the urbanrenewal projects being implemented within their cityterritory. Also a thorough investigation, including direct

observation and meetings with the affected community,is necessary to understand popular perception of thelaws which might ideally create an enablingenvironment for all stakeholders. Whether this approachtakes place or not, our research aims at identifying anypotential area for review within t he provisions of t his laws.

Therefore our research focused on a number of nationallaws promulgated by the Turkish government specificallyfor municipality administration, the improvement of their physical environment, and the conservation of historicsites within their jurisdiction. The Law on Conservationand Restoration of Turkey code number 5366, the NewLaw on Municipality for Turkey code number 5393, andthe Urban Conservation Law of Turkey code number

5266, all mentioned above, constitute the existing legal

framework within which Fatih Municipality derivespowers and legal backing to carry out their renewalprogramme of the Nesli!ah and Hatice Sultan Historic

Legal, Policy and

Institutional Framework AnalysisDistricts. The relevant content of these three laws is briefly Restoration zones will be determined at the



57

yset 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 Government’s strategyto modernise the historic districts and make them moreattractive for tourism investment. This strategy does notgive due consideration to the social and culturalperspectives of the existing residents within these areasbefore the promulgation of this law. The possible

implications of this law cause great alarm not onlyamong the residents of affected historical districts, but ithas also attracted the attention of academics and theorganised civil societies in Turkey and beyond.The law seeks to achieve the upgrading and subsequentprotection of historic and cultural heritage across Turkey,for the greater public good, through the urban renewalof these areas. It is for this reason that the law i s generally

perceived as empowering the local government to take

action, whereas the affected community have nochoice. The provisions of the law stipulate the following:

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 outby the municipality or delegated to public agencies

or organisations

Fixed assets incompatible with municipalities plansmay be expropriated whether an agreement oncompensation is reached or not.

Consideration is given in special cases of publicinterest, such as educational, health, cultural or socialrights within the area

All local laws contradicting law 5366 are notenforceable within the designated conservation andrestoration area

Finally, it will respect the provisions of internationallaws48

Clearly, the law neither adequately protects the housingrights of the established property owners (property beingthe 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

Legal, Policy and

Institutional Framework Analysismuch less any squatters and others that may become Municipality, enacted in July 2005, is therefore admirable



58

y q yhomeless in the process. However, the affectedcommunity can seek solace in article 7 of the law 5366,which pledges obligation to the provisions ofinternational laws. Efforts to reiterate these laws will be

seen in one of the teams Priority Action Projectspresented to Fatih Municipality by our predecessors(‘see chapter five, Priority Acton Project one: Halt

demolition Hatice Sultan & Nesliisah in DPU report 2007).Therefore, we believe that the continuedimplementation of the law 5366 in parts is clearly evidentwithout due consideration for article 7 will not onlyadversely affect the relationship of Fatih Municipalityand the people they serve, but it will be an impediment

to gaining international confidence toward the Istanbulcity of culture 2010 project and the accession to theEuropean Union in v iew.

Law 5393: The New Law on Municipality

Credit must be given to the Turkish government for instituting a legal framework that empowers the

municipalities, seen as the arm of government closest to

the people, to carry out development within their areaaccording to citizen opinion. The New Law 5393 on

p y ynot only because it supports the principles ofdecentralisation of decision-making, but also because itis possible to see a real dispersal of powers andresources in the administration of the city. However, Fatih

Municipality must note that their transferral of t his gestureto the community they serve is not apparent andappears to not have been respected in their

interpretation and implementation of the law.Therefore, for Fatih Municipality to achieve a morecoordinated, effective, and citizen-based strategytowards municipal management, we believe andrecommend strongly the implementation of projectsthrough a “City Council”, as provided for in Article 76 of

the new Law on Municipalities (No.5393). This article aimstowards institutionalisation of participatory approaches,and the pulling together of financial and intellectualcapacities within municipal authorities, civil and non-governmental organizations, central governmentdepartments, and other stakeholders, for the benefit ofthe City and Citizens. This is conceived as the umbrella ofall stakeholder or interest to contribute to development

that affects them within all municipalities in Turkey.

The law explicitly stipulates “the establishment of the CityCouncil for developing a common vision for the city and

Legal, Policy and

Institutional Framework Analysisa sense of citizenship, as well as the principles of The approach of the Fener-Balat Rehabilitation Program



59

transparency, accountability, participation andsubsidiarity”49 for project design, implementation andevaluation.

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: thisarticle stipulates that “provisions in violation of this Act(5366) of other laws shall not be enforced in therestoration zones covered by the act”.50 Therefore, inlight of our study area being designated a ‘restorationzone’ as above and by the appropriate authority, in

accordance with Article 1 of the Law 5366, the urbanconservation Law 5266 becomes redundant.Law 5266 actually supports the preservation andconservation of historic sites and monuments. This is a lessdisruptive approach that than of Law 5366, whichtargets redevelopment and rehabilitation of historic sitesand repeals other laws that stand in its way.

49 Republic of Turkey, 2006, Law on Municipalities number 5393,

Article 7650 Republic of Turkey, 2006, Law on Conservation and restorationnumber 5366, Article 7

(EU), also within Fatih municipality, is based on the Law5266. It has caught the attention local communities,academics and the international organisations as ascheme that defends the housing rights of all categories

of residents existing within the project area anddiscourages gentrification and maintains rental value.

1.1.3 Comments from stakeholders

At this junction we feel it necessary to restate the anxietyof the Sulukule community, openly expressed by their lawyer, that the establishment of the City Council hasbeen delayed and suppressed by Fatih Municipality. In

the process third parties have both already bought andhave established contracts to buy property in therenovation area, meaning that accurate representationof the Sulukule people in the City Council is almostimpossible to determine, and subsequently their genuinevoice may have been lost. This is somewhat surprisingbecause both Law 5366 and 5393 were enacted aboutthe same time (June/July 2005 respectively), and therenewal of Nesli!ah and Hatice Sultan Historic Districts

represents a perfect test for showcasing both laws inharmony with each other.

Legal, Policy and

Institutional Framework AnalysisRegarding Law 5366 specifically, it is strongly criticised by universities, political parties, public institutions, amongst



60

the affected communities, some academics and someofficials within the city management who remainanonymous. Our working relationship with these groupsof citizens during our research reveals that the law isalready due to be repealed or at the very least

amended. In fact we are of the strong opinion thatrenewal plans cannot continue to go ahead under this

law until it is deemed satisfactory by all.We must not fail to acknowledge an observation of theUnited Cities and Local Governments (Middle East & AsiaSection): that the prevailing problem is the lack ofparticipation and accountability in the exercising ofmunicipality responsibilities to its residents, particularly in

the case of Sulukule. The question has been raised as towhy Fatih Municipality is yet to established a City Councilwhich could serve as an effective bridge with thecommunity and join the league of district municipalitiesin Istanbul (Burcsa & Nilufer) already benefiting from thestructure.However it is never 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,

many others (when I said before that we needed to saywhat a city council was this is what I meant, but it needsto go much earlier, when you first mention them, andsay that it is a decision-making mechanism).

1.1.4 Conclusions

A review of the legal framework and investigation into itsimplementation indicates that non-compliance withsome of the provisions of the laws tampers with thefundamental rights of the affected communities. For example, the Law 5366 on conservation and restorationsubmits to international laws in Article 7, and the Law

5393 on municipality dwells on the principles oftransparency, accountability, participation andsubsidiarity. However these two provisions have not beenfully considered in the implementation of ongoinginterventions by Fatih Municipality, in order to benefit thecitizens they serve.

Legal, Policy and




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1.2 Policy Framework and Planning Documents

Policies are instruments that guide decisions and actionswithin planning. They are formed in order to achieve

outcomes that are coherent with a pre--determinedoverarching vision or set of principles. Unlike laws, it doesnot have the legal power to make actors comply. Thestrength of each policy varies, depending on therecognition and approval it has received from thegoverning bodies and main stakeholders. To highlightthis, one of the key policy documents we have studied isthe 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. Incontrast, the Mass Housing Authority, TOKI’s policy isendorsed and supported by the government and so it isfully being adhered to. Depending on individualmunicipality’s willingness to sign up to Turkey’s Local

Agenda 21, the compliance of this policy is optional.Despite the varying legitimacy between different

policies, examining the policy framework is still importantin determining the main agendas of the stakeholdersand to find out the possibilities of what could and shouldbe done.

1.2.1 Existing Policies

The Housing Development Administration (HDA),Government of Turkey also known as TOKI hasdeveloped an Emergency Action Plan (Housing and

Urbanisation) which addresses recently made housingpolicies. 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 housingconstruction will be prevented in cooperation withthe local governments and existing squatter areas willbe rehabilitated.51

•

SP 45 of the Action Plan urges that; low-incomegroups will be provided adequate housing units in ashort period of t ime and with low repayments.52

Kocabas(2006) explains that new policy drivers,particularly increased awareness of earthquake risk andthe European Union (EU) harmonisation process, are also

51 http://www.toki.gov.tr/english/overview.asp

52 http://www.toki.gov.tr/english/overview.asp

Legal, Policy and


ti t it t t d ff ti h k d dd d i th d t i th



62

creating an opportunity to move towards more effectivepolicies for sustainable urban regeneration.53

1.2.2 Key Policies and planning documents.

The team identified three key planning documents tofurther investigate. These are: the Istanbul Master Plan

Document prepared by the Istanbul MetropolitanPlanning 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 theMayor Istanbul Metropolitan Municipality (IMM) with thespecific mandate for regional strategic planning, andconsists of 15 departments all working on thepreparation of a master plan for the growth of Istanbulwith respect to its current growing global needs.

53 Kocabas A, (2006), pp. 107–126, "Urban conservation in Istanbul:evaluation and re-conceptualisation", Habitat I nternational 30

The key agenda addressed in the document is the“accession to the EU”54, as Turkey is currently acandidate for EU membership. It is important to highlightat this stage that the document represents part of muchlarger efforts of Turkey to become a part of the EU, thus

many of the country’s activities are channelled to becoherent with standards set by the European Union.

The vision and missions of this policy document arenumerous. Listed below are those which we found to becoherent with our school of thought and wish toadvocate:

“Sustainable and harmonious growth of Istanbultaking into account social, econom ic and cultural

dimensions

Protection of the ecological balance and the

fostering of sustainable and disaster resistantdevelopment

Protection of the historical, cultural and natural values

of Istanbul

Protection of Bosporus’s and the Historical Peninsula’s

historical and cultural structure, their universal identity,landscape and silhouette

54 The Istanbul Master Plan Summary, IMP, August 2007

Legal, Policy and


D l t f th t i t hil t i i it T f i t h i d



63

Development of the tourism sector whilst increasing its

proportion within the urban economy and improving

overall quality of the sector

Development of the city economy focusing on

services sector, information and communication

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 Opport unities for Unskilled

Labour or Limited Skilled Labour

Producing small and inexpensive housing for middleand low income groups, in the inner city

Using Mortgage Systems for small and inexpensive

housing

Fostering ‘Housing Development Administration’ of Turkey’s authorities for planning and implementation,

to be used for the renewal of the existing settlements

within the partnership of municipalities

Creating hierarchical focal points of public services

Using urban design approaches in order to increasethe spatial standards

Transferring to new governance approaches in order

to encourage continual and close cooperation

among the central and local governments

To est ablish a framework of governance that

emphasizes cooperation between partners” 55

The IMP further believes that by applying the vision

recommendations to the Istanbul metropolis, the futureof the city and its inhabitants can be better protectedthrough the application of sustainable developmentprincipals.

The IMP thus understands and acknowledges the issue of

a current lack of participatory approaches, which theybelieve are the crux of sustainable design methods.

The Turkey Local Agenda 21 Document

The Turkey Local Agenda 21 program is divided in 4phases

• Phase I - Promotion and Development of Local

Agenda 21 in Turkey

• Phase II - Implem enting Local Agenda 21 in Turkey

55 The Istanbul Master Plan Summary, IMP, August 2007

Legal, Policy and


Phase III Locali ing the UN Millenni m De elopment Partnership with 10 metropolitan municipalities 21



64

• Phase III - Localizing the UN Millennium Development

Goals and WSSD(World Summit on Sustainable

Development) Plan of Implementation through the

Turkey Local Agenda 21 Governance Network

• Phase IV - Localizing the UN Millennium Developm ent

Goals in Turkey through the Local Agenda 21Governance Network 56

The core principle of the project which is theestablishment of city councils is t he much publicized andaccepted approach to project design, implementationand evaluation

The key achiev ements of the UCLG in promoting t heAgenda 21 include the following:• Publication of the Turkey Local Agenda 21 Handbook

(printed February 2005)

• Gathering of support for the Millennium DevelopmentGoals

• Women and Youth participation in development:both a Women’s Council and a Youth Council have

been established nationally

56 http://www.la21turkey.net/

• Partnership with 10 metropolitan municipalities, 21province centre municipalities, 38 districtmunicipalities in Turkey.

• Increased partnership with municipality mayors inIstanbul to include 5 District mayors today (Bakırköy,

Be!ikta!, Sarıyer, $i!li and Zeytinburnu)

In addition to these achievements, the enactment of t heNew Law on Municipalities 5393 as previously describedencourages the institutionalisation of the principles ofLocal Agenda 21, namely the establishment of a CityCouncil, as well as principles of accountability andparticipation. We recognise that to obtain a more

coordinated and effective system of good governance,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 CityCouncil strategy aims to institutionalise participatoryapproaches and pull together financial and intellectualcapacities of all stakeholders.

Legal, Policy and

Institutional Framework AnalysisMass Housing Authority (TOKI) (Housing Development Administration of Turkey) and the

municipality for regeneration through urban renewal



65

TOKI was established in 1984 as a public sector entityunder Law 2985. Its primary role is to build, promote andsupport the construction of social housing as well associal facilities and infrastructure. TOKI reports directly to

the Prime Ministers Office of the Republic of Turkey. It hasno share capital and its reserves are primarily made up

of retained earnings.The TOKI housing framework promotes home ownershipfor lower to middle income groups. TOKI develops threetype of housing aimed at: i) upper middle class, ii )middle class, iii) social housing. It seeks profits fromdevelopment of type i & ii, in order to subsidise the

construction of its third type.57

TOKI has prepared a new model specifically for therenovation of squatter areas. Under this model TOKIconstructs modern settlements, evicting illegallyoccupied and underdeveloped squatter regions. Theseare the regions which lack basic services such as water,sanitation etc. The evicted households are thenrelocated in a vacant area which belongs to the

government. The cleared land, then, is used by HDA

57 Information from Fatih Municipality representat ive and TOKIContractor, given verbally during meeting dated 6/5/2008.

municipality for regeneration through urban renewalprojects, since those squatter areas are often veryvaluable in terms of urban rent. 58

1.2.3 Comments from stakeholders

IMP representative, Mr Murat Diren identified a lack ofsocial rental housing strategies in Turkey’s housing policyframework.

Tasoluk, the resettlement area provided by themunicipality 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 ofIstanbul. In addition, Tasoluk is not a suitable area for housing since it is near to forest conservation and water catchment areas. There is also no plan to build anunderground transport connection close to Tasoluk dueto the same reasons. IMP further stated that the issue ofrelocating Sulukule is essentially concerned with financialgains to be made, arguing that people cannot be soeasily 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

Legal, Policy and


reason enough to displace people as much more Emphasising the previous conclusion from the legal



66

reason enough to displace people, as much moredeveloped areas of the city face the same problems.Professor Alper Unlu at Istanbul Technical Universityshares the view that there is a gap in institutional policiesin the protection of tenant’s rights and issues, which is

emerging as a common problematic in the current seriesof renewal projects around the historical districts of

Istanbul.

1.2.4 Conclusions

The policies developed by the IMP provide a holisticview for sustainable growth of the city. The policies

identified above need to be considered and areextremely useful in the case of an alternativedevelopment plan of Nesli!ah and Hatice Sultan.

There is a high demand for social housing which putspressure on TOKI to provide housing, the results of whichare mass housing systems, often located at t he peripheryof the city, and at times on unsuitable land (e.g.

Tasoluk).

Emphasising the previous conclusion from the legalframework analysis, a City Council as promoted by LocalAgenda 21 is in our view the perfect platform to bringtogether all actors and ensure that no interest ismarginalised. Again the question is why Fatih

Municipality is yet to join the UCLG, and the task is toensure that it benefits from the wide range of

opportunities that are t hey present.

Legal, Policy and


1 3 Institutional Framework may change. This can be seen in the changes made



67

1.3 Institutional Framework

Laws and policies, however important and relevant theymay be to the development proposals, require effective

implementation by institutions. The nature of their roleand the agendas of these institutions can highlyinfluence how the legal and policy framework isinterpreted and implemented, as previously discussed in

the last two sections. Identification of all the stakeholdersis therefore important in the analysis of the situation.These are the people or organisations that stand to beaffected; have influence or vested interests over theNesli!ah and Hatice Sultan Renewal project.

1.3.1 Presentation of stakeholders

The compilation of all the stakeholders is presented in aStakeholders Diagram classified under the maincategories of State, Civil Society, Market, InternationalAgencies, Academic, and Media (see figure 3.1). Throughthis diagram, the relationships between the main spheresof stakeholders and more specifically between the

individual stakeholders have been identified. It must benoted that as the urban renovation project progresses,the stakeholders and/or the relationships between them

may change. This can be seen in the changes madewith comparison to the stakeholders’ diagram of lastyears BUDD report: “Placing Sulukule”.59

A significant development from the previous analysis has

been the classification of the ‘People of Sulukule’ into aseries of sub-groups. As the municipality’s plans develop,

it has become apparent that certain sub-groups of thecommunity will lose out more than others dependingwhether they have documentation to prove their status,or whether they are owners of the property or tenants.The status and interests are vastly different betweeneach 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, theNesli!ah Neighbourhood Association. During a walking

tour with the urban historian Orhan Esen, this associationwas described as associated with the more puritan andslightly wealthier class of the neighbourhood. Thisorganisation and the Sulukule Platform have conflicting

interests, with the supporting the municipality’s plans, for

59 Msc BUDD students of DPU report: “Placing Sulukule:

towards an alternative proposal to conserve the livingheritage of Romani Culture”, June 2007, pp 36

Legal, Policy and




68

Figure3. 1 Stakeholders’ Diagram of the Nesli!ah and HaticeSultan urban renewal project

Legal, Policy and

Institutional Framework Analysisexample by working in conjunction with FatihMunicipality in implementing certain skills training

community as the Platform represents the view of manymembers. This allows the municipality to directly



69

p y p g gcourses. There is strong support from Faith Municipalityfor this community association.

There has also been an addition of the media sphere in

the Stakeholders’ diagram. Throughout the previousyear, the situation in Sulukule has gathered significant

interest for people within Turkey and across the globe.This is evident through the involvement of INURA, theInternational Network of Urban Research and Action,carrying out workshops based on the Sulukule project.During our field work, we also came across various filmdirectors and other academics keen to document and

provide proposals for the project. The local andinternational media have played a significant part ingenerating these interests using the musical and culturalheritage of Sulukule area as the foundation to attractattention. In contrast, the media has also a role inexacerbating the common stigmatisation of Romapeople, or the manipulation of and misrepresentation ofinformation to do with t he project.

This stakeholders’ diagram (see fig. 3.1) suggests abreakdown in the relationship between the Platform andFatih Municipality at present, which is detrimental to the

p y ynegotiate with individuals, which may leave thecommunity as a whole more vulnerable to dictation ofdecisions from the municipality, as the collective force ofthe civil society is not being mobilised in order to lever

some bargaining powers.

As we can see, there are an abundance of stakeholdersinvolved in the project adding to the complexity of thesituation. Further complexity exists even withinstakeholder groups, such as the state itself: the roles andresponsibilities of each tier of governance are unclear.“There is still a multitude of plans that involve a large

number of actors with ill-defined competences leadingto a diluted global vision and focus on the principalpriorities.”60

It is acknowledged that the diagram is useful todemonstrate the various linkages between certainactors, but is unable to annotate the nature of theserelationships. This shortfall will be addressed in what

follows.

60 Organisation for Economic Co-operation and

Development, Policy Brief: OECD Territorial Reviews:Istanbul, Turkey, March 2008.

Legal, Policy and

Institutional Framework Analysis1.3.2 Key stakeholders categorised into sub groups based on their differing

status and interests.



70

To further develop the analysis of stakeholders we needto prioritise and identify the key stakeholders in thissituation. Then we can understand each of their rolesand assess their individual interests. We have 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 (Fatihmunicipality and TOKI);

• the organisations which have the potential andshould have more influence over the project

(UNESCO/ ICOMOS).

People of Sulukule

The community of Sulukule as a whole have someconsensual interests which include the choice to remainin Sulukule, as well as a majority who want to erase thenegative perception associated with the area.61 As

previously discussed, the people of Sulukule can be

61 Residents of renovation area, “Informal interviewsduring fieldwork”, May 2008

Registered Owners: This group can be disaggregatedinto owner occupiers; owner non occupiers and 3 rd partyowners who are people who have purchased a property

after the inception of the project in hope to gainingpurchase rights for the new houses in Sulukule. Our

concern is mainly for the first two groups of owners, whowould like to remain as house owners in Sulukule or receive compensation which is on par with the marketvalue for the sale of their property. The rehabilitation ofthe physical environment in the area is also of benefit tothem.

Certified Tenants (Fatih municipality recognises alltenants with papers proving residency pre-2006 ascertified): They would ideally like to remain as tenants inSulukule and have controlled affordable rents after therehabilitation process. If relocation has to take place,socio-economic opportunities are required for them inthe new location.

Uncerti fied Tenants: they would like to be recognisedwithin the resettlement program otherwise to haveaccess to interim support for searching new locations.

Legal, Policy and

Institutional Framework AnalysisOnce recognised as certified, their interests will matchthat of the certified tenants.

fundamentally would like to be able to influence in thedecision making processes of the project.



71

Certified business owners: They would like to obtainsimilar rental space within commercial premises of thenew development and with that; there is a potential

increase in income due to economic opportunitiesbought about by the development.

Informal business owners: They would like to have their business legitimised or have the option to have their business maintain functioning within the new project.

Sulukule Platform

The Sulukule Platform is formed of an alliance of NGOsand CBOs: the Accessible Life Association; HumanSettlements Association; Sulukule Romani CultureSolidarity and Development along with many others.The Sulukule Platform campaigns to preserve the existingSulukule and protects the interest of its originalinhabitants. Their work aims to mobilise t he community

and gather t he attention and support of outside interestsin order to strengthen their campaign. They

Fatih Municipality and TOKI

Fatih Municipality wants to redevelop the Sulukule area

in order to improve 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 aspreserving the historic heritage of the area.

TOKI provides and manages affordable social housingfor ownership by the low income group. As describedpreviously in this analysis, it has a profit making section

through developments for middle and high incomegroups to achieve funds for its social housing. As part ofits housing program, the role of TOKI is also to renovatesquatter areas and rehabilitate existing housing stock incooperation with municipalities.62 Fatih municipality hasa strong working relationship with TOKI, with TOKI as the

62 Housing Development Administration of Turkey. (2008) NEW

PROSPECTS IN HOUSING DEVELOPMENT THROUGH HDA's

INNOVATIVE FINANCIAL AND TECHNICAL MECHANISMS.

www.toki.gov.tr/english

Legal, Policy and

Institutional Framework Analysisadministrators for the development in Sulukule and theproposed relocation settlement of Tasoluk.

1.3.3 Influence and Interests tool for stakeholders



72

UNESCO/ ICOMOS

Both UNESCO world heritage and ICOMOS are

international organisations which have shared valuesand agendas in the conservation and protection of

heritage places. They act as standard- setters andperform as a council for the sharing and dissemination ofknowledge in the field of cultural heritage preservation.So in the context of Turkey, Istanbul and Sulukule, their role could potentially be to provide effective support tothe central government for the safeguarding of the

integrity of world heritage property; actively promotethe cooperation between Fatih Municipality, theMetropolitan Municipality and the Ministry of Culture andTourism as well as promoting heritage values among thelocal population.

The agenda of these institutions are extremelycompatible to the situation in Sulukule, therefore their

involvement and influence in the project should be

enhanced.

By mapping all the stakeholders in a chart of relativelevel of interests and relative level of influence (figure3.2), one can easily identify who stands to lose or gainsignificantly from the project and whose actions could

potentially affect the project’s outcome. This methodintends to address the nature of the relationships

between stakeholders, which we were unable to seefrom the earlier diagram (See figure 3.7). The assessmentof the ratings of interests and influence of each actor isbased on our own perception gathered during our fieldresearch. However it is still a useful tool allowing for diagrammatic representation of the strength of position

of each stakeholder and where the concentration ofdecision making powers lies.

Legal, Policy and




73

Figure3. 2 Chart of stakeholders’ interests and influence

Legal, Policy and


The chart reinforces Fatih Municipality’s and TOKI’si l l i d t i i th f th j t

physically sustainable solution that satisfies allstakeholders.



74

crucial roles in determining the success of the project, asthey hold both high interests and high influence. There isalso a diverse range in the scale of influence amongstthe ‘people of Sulukule’, further strengthening the need

to not homogenise the community. Despite the highrelevance of the issue in terms of heritage conservation,

UNESCO has failed to become directly involved in theproject to provide their expertise in the field ofconservation, and have largely limited themselves up tothis point to comment only. There is also a widedispersion of stakeholders in the chart, highlighting thecomplexity of power struggles and disparity of

involvement between them.

1.3.4 ConclusionsThe macro forces driving the rapid transformation ofIstanbul and the wider issue for the renewal of Sulukulewere described in chapter of [Setting the Scene]. Webelieve the project of Sulukule will set precedence for aseries 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 level of interest by variousinstitutions to deliver a socially, economically, and

The first stakeholders’ diagram (see fig. 3.1)demonstration of a breakdown in the relationshipbetween the Platform and Fatih Municipality is a big

hindrance towards achieving a solution to satisfy all thatis concerned. The potential of the Platform to act as an

aggregate force of the community is not being utilised.

The team have also identified overlapping areas ofresponsibilities and fragmentation between differentstate bodies. There seems to be a lack of global visionand development principles running coherently through

the state system, hindering the process of planning.

From the chart (see fig. 3.2) we can identify a largenumber of actors with a high degree of interest andinfluence in the project. Conflicts over the renewalproject of Sulukule have been ongoing since 2005despite efforts of these actors to reach a consensualsolution. In conjunction with the complexity of

relationships or lack of relationships between these

actors, we have also identified there to be a lack ofcoordination, dialogue and understanding between theactors.

Legal, Policy and


1.4 International Policies

Other than those listed we have identified UNESCO and



75

International policies are the shared agreements andstandards internationally. They are collaborated andsigned up to by a large group of countries as guiding

principles for everyone to work in accordance with. Theinternational is often for recognition the motivation for countries to comply wit h such requirements. Specificallyto Turkey, as mentioned in chapter 2, many reforms havebeen carried out as a result of EU pressures for Turkey’saccession to the European Union. Therefore we have

examined the main international policies that are closelyrelated to the issues in Sulukule as part of our analysis.

1.4.1 Existing International Policies

The evictions currently taking place in the Sulukule areaviolate various International Laws, Charters, andCovenants, which are fully referred in last years’ BUDDreport63 and are l isted in the appendix.

63 DPU(2007) “Placing Sulukule, Towards an alternative proposal toconserve the liv ing heritage of Romani Culture”, pp75)

Other than those listed, we have identified UNESCO andCESCR as the two main international organizations

engaged in this issue. UNESCO - the United NationsEducational, Scientific and Cultural Organization “is

working to create the conditions for genuine dialoguebased upon respect for shared values and the dignity ofeach civilization and culture”64. CESCR is the body ofindependent experts that monitors implementation of

the International Covenant on Economic, Social andCultural Rights by its States parties65.

For UNESCO, the definition of heritage, especially

intangible heritage, needs to be clarified. At the same

time t he recommendations related to the conservationof intangible heritage also importantly need to bereviewed. For CESCR, key policies mainly focus onhousing rights, and there are particular documentsconcerning Roma people. These clarifications will be

made in what follows.

64 http://portal.unesco.org/en/ev.php-

URL_ID=3328&URL_DO=DO_TOPIC&URL_SECTION=201.html

65 http://www2.ohchr.org/english/bodies/cescr/

Legal, Policy and


1.4.2 Key documents reviewedones inscribed on the List of Intangible Cultural Heritage



76

UNESCO: Intangible heritage 66

According to the 2003 Convention for the Safeguarding

of the Intangible Cultural Heritage, the intangiblecultural heritage (ICH) – or living heritage – “is themainspring of our cultural diversity and its maintenancea guarantee for continuing creativity”. The Conventionstates that the domains of ICH including performing arts,such as traditional music, dance and theatre and Socialpractices, rituals and festive events and traditionalcraftsmanship.

It is also said “safeguarding measures for traditionalperforming arts should focus primarily on transmission

and strengthening the relations of master andapprentice” which should follow the “participation ofthe community, groups or individuals concerned”.Funding for the Safeguarding of the Intangible CulturalHeritage is “established giving special attention to the

66 All quotations under this subheading are taken fromhttp://www.unesco.org/culture/ich/index.php?pg=00002

ones inscribed on the List of Intangible Cultural Heritagein Need of Urgent Safeguarding and for the preparation

of inventories”.

As Sulukule community has the specific performing artswhich is dancing and they have the capacity toorganize culture events, they should have the right tostay and sustain this tradition and have the opportunitiesto promote it. One of the safeguarding measure shouldbe preserve the social connections within thecommunity which is also a key issue in the regenerationproject.

CESCR: Housing rights and Roma people67

The major international human rights instrumentscodifying the right to adequate housing include the“International Covenant on Economic, Social andCultural Rights” and the “Revised European Social

67 All quotations under this subheading are taken from UNITEDNATIONS Press Release (2007) “Governments should take positivesteps to protect housing rights of Roma in Europe, UN and Council ofEurope Experts Say”, UNITED NATIONS Press Release (UN DocumentA/HRC/4/18).

Legal, Policy and

Institutional Framework AnalysisCharter”. Many other UN treaties are also relevant, suchas the European Convention on Human Rights and EUlegislation in the field of non-discrimination “The r ight to

in countries, regions or areas where there are suchcommunities”, which means “the persons and/or communities have been expelled from their housing or



77

legislation in the field of non-discrimination. The r ight toadequate housing is crucial for the enjoyment of other rights” such as privacy, freedom from degradingtreatment, education, employment, food, health, social

security, freedom of movement and so on. So to granteethe basic rights, “concerted effort is required at national,

local and pan-European level to end the housing crisis ofthe Roma”.

The recommendations of CESCR emphasize strengthenDomestic legal provisions to ensure security of tenure for all vulnerable groups and individuals. That means it isnecessary to bring Legal protection against forcedeviction into conformity with international law andencourage national authorities to apply the BasicPrinciples and Guidelines on “Development-Based

Evictions and Displacement prepared by the SpecialRapporteur under the auspices of the UN Human RightsCouncil”.

At the same time, it requires “the use of criminal law

measures to thwart nomadism should be ended, andadequate site provision should be provided for Travellers

communities have been expelled from their housing or land should be swiftly forthcoming and persons or entities culpable for violations of law should be broughtto justice”. In addition, the Roma settlements which is

recognized lacking formal tenure. So to ensure thedignity of the inhabitants, full and meaningful

consultation with affected Roma communities isrequired.

Finally, when come to the legal framework, the nationallegal frameworks and European legal standards on anti-discrimination law should be enforced to ensurecompliance by local authorities with the internationallaw of housing rights. The arbitrary treatment based onracial animus against Roma should be ended.

The Roma who often act as tenants rather than ownerswho should also have correspondent tenure security andbe considerate in the regeneration process. At the sametime, to offer the adequate site, the relocation programshould take on-site relocation at the first place if it is

possible. The provision of adequate housing to Romapeople should be part of the key part for regenerationproject as well.

Legal, Policy and

Institutional Framework Analysis1.4.3 ConclusionsThe Sulukule community has a long-established traditionof performing arts, such as music, dancing, and festive

people.68



78

of performing arts, such as music, dancing, and festiveevents, which need to be conserved and promotedthrough “the participation of the community, groups or individuals concerned”.

“Safeguarding measures for traditional performing artsshould focus primarily on transmission and strengtheningthe relations” of t he community members.

The Sulukule community members, through existinginternational policies, have a right to secured tenurefor all v ulnerable groups and individuals.

Adequate site provision should be provided in therelocation of Sulukule community members, with on-site relocation as the best choice.

Recognised tenure should be formalised and

brought up to standards adequate to ensure thedignity of the inhabitants in Sulukule.

The promise of Fatih municipality that “the physicaland socio-economic conditions of the local people”in the area marked for renewal “have been takeninto consideration”, and “participation and theconsultation of all these projects were ensured”,

should be transparent and recognizable to local

68 Gay M cDougall (2008) “PROMOTION AND PROTECTION OF ALLHUMAN RIGHTS, CIVIL , POLITICAL, ECONOMI C, SOCIAL ANDCULTURAL RIGHTS, INCLUDING THE RIGHT TO DEVELOPMENT”, Reportof the independent expert on minority issues , Seventh sessionAgenda Item 3 , UNITED NATIONS Human Rights Council.

Legal, Policy and


1.5 Summary of Findings

1 5 1 Presentation and Justification of key issues

Tangible and Intangible heritage, with thecooperation from all stakeholders.



79

1.5.1 Presentation and Justification of key issues

After carrying out the analysis in the four main areas oflegal, policy, institutional and international policiesframework, we have identified three key issues that our main findings relate to. These are categorised under theareas of participation, housing and conservation.

The renewal project is not currently following arecognized participatory approach for all actors.

It has also been observed that the tenants are

demanding onsite relocation alternatives.However, there is lack of protection within theinstitutional laws to safeguard the interests ofrenters and to transfer the possible merits ofrelocation strategies to future developmentprojects.

The team also observes that work regardingheritage in the renewal area should include both

cooperation from all stakeholders.

The team sees an opportunity for the promotion oftourism from a civic point of view, which would

enable employment generation for residents andencourage economic and social growth. This

would be coherent with the UNESCO’s conventionon world heritage and other important charters onconservation.

1.5.2 Participation

Our research into assimilation of key issues andalternatives for the study area demonstrates the factthat “people can only become genuinely committed toprojects and programmes which are derived from their needs, which advance their interest, which take intoconsideration their capacities, limitations and constraintsand which incorporate their participation in problemdefinition, project determination and design in choice of

modalities or strategies of programme implementation

Legal, Policy andInstitutional Framework Analysis

and in the evaluation of the past and present effort”69.This is not currently the case in the renewal plan;therefore, Fatih Municipality must take urgent steps to

housing policy. The Istanbul Metropolitan Planningdepartment supports this observation within their ownmaster plan: they have suggestions for small and



80

p y g pgain the trust of the people they serve, by establishingprocesses of enablement and principles of participation.

In the implementation of such long term projects such asthat of the Nesli!ah and Hatice Sultan renewal,

participation at all stages, at all levels, and amongst allactors is vital, and the importance of pulling together allstakeholder resources cannot be over emphasized.

1.5.3 Housing

The Housing Administration of Turkey, more commonlyreferred to as TOKI, runs on a sophisticated model topromote home ownership to low income people.However there is a need for onsite relocation for thoseaffected by renewal projects, and additional help isrequired for the very poor, who are not covered by TOKI

69 Taiwo, D.O, 1995 “Institutionalization of the Sustainable CitiesConcept in City Management” Paper presented at the CityConsultation of the Sustainable Ibadan Project on environmentissues, held at the House of Assembly, Secretariat Ibadan, Nigeria,23 rd – 27th October, 1995

p y gginexpensive housing for middle and low income groupsin the inner city, and they suggest that a balance ofland use distribution is needed in order to minimise the

distance from home to work. Also representatives of IMPsay that there is a lack of social rental housing strategies

in Turkey’s social housing policy framework.

Additionally, there is a lack of protection within the legalframework to safeguard the interests of renters. Law5366 effectively allows for the expropriation of bothowners and renters but emphasizes the need to seek

agreement with “private legal persons” (owners).Commendable attempts have been made by Fatih inthe case of Sulukule to recognize the additional needsand rights of tenants, but such efforts should be madecompulsory through inclusion within institutional policiesand laws.

1.5.4 Conservation

Together with the built tangible heritage of the wall andother historical monuments, Sulukule also has a long


history of performing arts such as traditional music and areas of potential for further development which we



81

dancing and festive events, all of which also need to be

conserved as intangible culture.

To preserve this intangible heritage, the key issue isidentified as transmission and strengthening the relationsof master and apprentice, through the activeparticipation of the community, groups or individualsconcerned.

The physical linkages between people’s activities andspace and the social connections within the community,work together to strengthen the relationship between

tangible and intangible heritage. It is this relationshipwhich at t he same time also needs to be preserved.

1.6 Summary of Recommendations

Through our analysis of the legal, policy and institutionalframework there are a few key recommendations we

would like to put forward for consideration. These

recommendations are based on the both fundamentalissues that need to be addressed, as well as identifying

consider significant. The recommendations are:

A platform such as a City Council should be

established in Fatih Municipality, as stipulated byArticle 76 of Law 5393,

- To have a common arena in which all

actors may participate and negotiate with

each other. - To promote a balance of power am ong

actors.

Amend the current laws and insert provisions tosafeguard the interests of tenants,

- To be coherent with international standards

and rights.


Appendix D70

European Convention on Human Rights

Article 31 (Housing)

The Convention Concerning the Protection of the World



82

Article 8 (Right to Respect for Private and Family Life)Article 13 (Right t o Effective Remedy)

Article 14 (Prohibition of Discrimination)

Declaration on the Rights of Persons belonging toNational or Ethnic, Religions and Linguistic Minorities (UN

General Assembly)

Article 1 (Protection from State)

Article 4 (Exercise of Human Rights withoutDiscrimination)

Article 5 (Obligation of State to International Treaties andAgreements)

European Social Charter

Article 4 (The Right to a Fair Remuneration)

Article 16 (The Right of the Family to Social, Legal andEconomical Protection)

70 DPU(2007) “Placing Sulukule, Towards an alternative proposal to

conserve the liv ing heritage of Romani Culture”, pp75)

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, Conservation andPresentation)Article 6 (Sovereignty of the States)

Physical, Social and Econom ic Analysis



83

1. PHYSICAL ANALYSISThe physical analysis of the area proposed under thecurrent Nesli!ah and Hatice Sultan urban renewal

project was undertaken largely through mapping,combined with interviews and fieldwork observation.What follows is the analysis grouped into categories for working purposes, primarily in order to be able to

produce graphic maps.


Land Usearound the south western crossroads, imply that



84

(Map 3.1) Describes the various land uses in the renewalarea. Over half of all houses are residential, and mostshops in the area are mixed use with residential use to

the upper floors. In the northeast of the area, the areacoloured as ‘recreational’ represents a small park andan empty space where people can enjoy their activesocial lives. In addition, a nursery school nearby engageschildren in education.Places of worship represent the two major religiousdenominations in the renewal area; a Christian Church

(roughly central to the map) and two Islamic mosques ofvery 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 siteand is for exclusive use by males.From this map it is clear that the heterogeneity of landuse within the area makes it a highly diverse and self-contained area where a variety of activities take place.Distribution of different land uses within the project area

creates dual activities in and concentrations of activities

apparent at various nodes creating dual realities. Areasof concentration, such as that of economic activity

significant sites exist for the community which bustle witheveryday exchange and should be both retained andencouraged.




85

Map3. 3 Land Use


Demolitionsland is known. When taken together, these twoobser ations s ggest that the task of ho to resettle



86

This map (Map3.) shows clearly that over the course ofone year the number of demolished buildings hasincreased substantially. Most of the demolition has been

focused on the most vulnerable area of Sulukule, both interms of built environment (a concentration ofgecekondu), and social vulnerability (the southern area

is mainly inhabited by Roma people). The volume andconcentrated location of demolition activity has led tothe inevitable result that the communication divide thatexists between Fatih Municipality and residents hasbecome more acute and tangible. Both actors havelittle trust in the other, and there is little information

exchange between them, which at the momentmarkedly reduces the possibility of cooperation in thedevelopment of the renewal area.Moreover, because the rate of demolition is becomingfaster, it is presumed that Fatih Municipality are lookingto implement their project as soon as possible. Inaddition it should be noted that the current municipalityplan approved for the area constitutes a concept plan

only, not a set of working drawings, effectively meaningthat demolitions are occurring before the future of the

observations suggest that the task of how to resettlepeople on-site should be addressed in our proposals assoon as possible, before the built environment no longer

allows for t he possibility.




87

Map3.2 Demolished Buildings


LandmarksThrough some surveys carried out in the field trip, it can



88

be seen that in the renewal area, there is a sense thatcommunity landmarks (cafes, shops, and streetsintersections) where people engage in more informalroutine, are more significant to the community in termsof their spatial understanding than more official

landmarks (mosques, wall). Official landmarks visuallyform a significant part of the landscape yet interactionsseem to be less animated than around communitylandmarks (this will be illustrated in later maps regardingactivities around the wall). A reason for this may belinked to the unique cultural lifestyle of the community, in

which informal networking has all but replaced formalnetworks, and face-to-face communication in everydayspaces thus holds more importance in their daily lives.

Secondly, the presence of buildings used by surroundingcommunities, such as schools and mosques, creates anopportunity for social integration, attracting outsidersinto the area. In this sense, landmarks contribute to theintegration of urban fabric both outside and inside therenewal area, and play a crucial role in maintaining the

characteristics of community culture while changes tothe built environment are made. Map3. 3 Community Landmarks

Wall Mini Market Cross

Mosque Advice Centre Cafe Shop


Built HeritageThe built heritage in the renewal area is multiple anddiverse, and includes architectural heritage (the AdviceC t Ott t l d b ildi ) li i

From this point of view, the renewal area has greatpotential to invite tourism, which might be seen as anagenda for local development that is of benefit to both



89

Centre, Ottoman-style wooden buildings), religiousheritage (mosques, Hama), and archaeologicalheritage (Theodosian Walls, traditional street patterns).

agenda for local development that is of benefit to boththe main st akeholders.

Map3. 4 Built Heritage


The WallMap3. 3.5 il lustrates that the network of the TheodosianWalls which bordering the renewal area are not only



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Walls which bordering the renewal area are not onlylisted as UNESCO World Heritage, but are also anintegrated element of the everyday life of local people.

Although the relationship is less animated than other streetscapes (as discussed regarding Map3. :Community Landmarks), the community interacts withthe wall in everyday routines, in terms of:- Household: the walls provide a space for cleaningactivities- Commerce: the walls support local economic activities,

providing a street frontage- Entertainment: the walls are the site of leisure activities

for community, such as playing music, chatting, lessfrequent events such as festivals- Transport: the walls determine the entry and exit pointsto the community for road and pedestrian traffic,embodying the link between the inside and outside ofthe community.

Map3. 5 Interactions with the Walls


However, Map3. and Map3. 7 show how the currentsituation of the wall is far from optimal. Although a smallpart of the wall has been rebuilt by the municipality inrecent years (towards the northern end of the renewal

area), a large proportion of it remains without anyconservation efforts and much has collapsed (seeMap3. ). In addition, there is no management strategycurrently in place for any part of the wall in this area.



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y ( y p y p

Map3. 6 Current Condition o f the Walls


Furthermore, Map3. 7 show how the wall is in the processof further degrading due to the following threats:Nat ral forces:



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Natural forces:

- Efflorescence: an inevitable natural force corrodes thesurface of the walls gradually- Plants: plant roots have very high strengths which candestroy the inner structure of the walls.- Creatures: small creatures may dig holes in the walls.- Earthquakes: a powerful natural force which couldpotentially demolish the walls.Human activities:

- Burning: can damage the surface of the walls bothphysically and chemically.

- Pollution: can be dirty and foul-smelling- Inappropriate Rebuilding: can reduce the historic andcultural value 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 dailyactivities.

Map3. 5 Threats to t he Walls




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2. SOCIAL ANALYSISTo present the teams social analysis we have again useda combination of maps to highlight certain socialpatterns in the area, showing how these patterns arenecessarily linked to the physical environment itself.


Gathering SpacesAn important aspect in order to understand thecommunity and their relation with t he physical site is t heanalysis of their behaviour and way of life. A study ofgathering patterns in p blic open spaces is a

more animated activities such as dancing. Thesekinds of social interaction usually take place in thestreets next to houses, where women have asignificant role in both participating and monitoring.



94

gathering patterns in public open spaces is aperspective which tries to understand how peopleinterrelate with spaces and with each other, and which

are their main interests when they are using open publicspace.What is shown in this section is that there is a strongrelationship between the community and the openspace in the existing built environment: streets, door steps and other public space is where most peoplespend their time in activities which enable contact withother people. Therefore, public open space can be saidto constitute the stage for diverse social interaction inthe community, based on activities which underline a

sense of community cooperation and reciprocal trust. In Map3. 88: Gathering Open Space by Activity, thereare four main types of activities that have been mappedwhich generate social interaction in the Nesli!ah andHatice Sultan area: Commercial: Bars, cafés and stores give people an

opportunity to relate with other people within thecommunity, based on some form of commerce.

Cultural: These activities are based on cultural

characteristics of the way of life of the people, whichcan be simple things like chatting, drinking tea, or

Recreational: This activity mainly gathers children andyoung people in play, and might take in place inunsuspected and impromptu places which leads to amore subtle understanding of how the communityperceive space.

Transit: Aside from the streets themselves being ineffect spaces of transit, people also interact whilemoving through the area. Therefore the most

important streets are also spaces which enable socialencounters. This interaction is dynamic and gives a

sense of lively community within the streets.




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Map3. 6 Gathering Open Space by Activity


Figure3. Variety of Activities

There is also a clear pattern of how different users are



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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: whotend to be in the commercial areas, and children: whoare widely dispersed on the streets.

Figure3. 3 4 x Activity Pictures


Map3. : Gathering Open Space by UsersThese findings lead the team to the conclusion that thestrategic use of gathering space enables users to havecontrol of what is going on in streets, giving a sense of

it hi d i ti f bli



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community ownership and appropriation of publicspace.Given that people naturally occupy the open space in astrategic way, the distribution of different categories ofusers within the space follows a clear pattern whichderives from a natural commitment to communityprotection and collective security. For instance as seenin Map3. 10 : Example of Users, adults are concentratedon the boundaries of a large gathering space,controlling and protecting the children which are mainlylocated in the middle of that open space.

Map3.9 Gathering Open Space by UsersMap3. 7 Example of Users


DiversityAs previously stated, there is a strong cultural heritage inthe Nesli!ah and Hatice Sultan area both built and in the

performance arts activities which dominate the area.Thi i th lt f f hi t d th

significantly lower percentage of Roma people (17%)which contrasts with the data of the Sulukule platform(70%)71. There is also the problem of inaccurateresponses from population due to fears of socialexclusion; the popular stigmatisation of Roma people as



98

This is the result of many years of history and thegathering of diverse cultures on the same site. Therefore,

in order to understand the diversity of the people it isimportant to realise the importance of identity and whatit means to the inhabitants.Different elements of identity within the Nesli!ah andHatice Sultan area are: At an Individual Level: age, gender, economic status

At a Local Level: working cooperatives, religiousgroups, ethnicity

At a National Level: perception of ‘Roma’ byoutsiders, also discourse on transient peoples suggeststhat the assimilation of a host culture is common, inthis case assimilation of ‘Turkishness’

The most important aspect concerning identity is thestrong presence of Roma people in the Nesli!ah and

Hatice Sultan area, particularly in Sulukule. However there is a lack of coherence between the different

sources of demographic data concerning the actualnumbers of Roma people: Fatih Municipality cites a

exclusion; the popular stigmatisation of Roma people aslazy, unhealthy, noisy and untrustworthy make people

prefer to identify themselves as Muslims rather thanRoma to external persons, including the BUDD team.

However, the sense when interacting with thecommunity was that there was little or no activediscrimination between the Roma and non Romaactually living in Nesli!ah and Hatice Sultan, and actually

the Roma people were very proud of their roots andcultural background and shared this with the community

as a whole.

To say the area is only divided by Roma and non Romawould be a mistake, and there are other ethnic groupsin the area which should be recognized such as Black Sea peoples and Armenian Muslim. The area is truly amultiethnic community which seems to publicly displayhigh levels of tolerance towards different membersregardless of ethnicity or religion. In our limited

71 This information was gathered in semi formal interviews withmembers of the Fatih Municipality and the Sulukule Platform duringthe BUDD 2008 Fieldtrip in Istanbul. However the real data of theexact % of Roma people is not clear.


experience we found out that public everydaytolerance is high.The other important issue concerning diversity related isconcerning the type and status of household’s, whichare different according to: renters/owners; and



99

are different according to: renters/owners; andgeçekondu/apartment blocks. These different living

situations make for a diverse community in terms ofincome levels and property rights, which could lead to

the creation of sub social classes.

In summary, the community demonstrates a high level ofsocial heterogeneity, meaning there are multiple waysto define the character of the community; therefore, allproposals which assume the homogeneity of the

community are likely to be inadequate in addressing the

totality of community needs and wants.


3. Economic AnalysisMacro-economic forces

Two particular economic forces at a broader scale canbe outlined which have particular effects on the Sulukulearea



100

area.The first is the market pressure to renovate the quantity

and quality of housing stock in Istanbul. Available landfor housing in the city in general and particularly withinFatih is currently saturated. At the same time demand is

growing, particularly for middle-class, white-collar worker housing provision currently lacking on the European sideof the city. Sulukule represents a central city location,desirable for middle class housing provision, and a highland value, increasing the pressure to transform the areathrough renewal. This agenda also suggests that

according to the logic of this macroeconomic pressure,the current working class residents of Sulukule are not theintended beneficiaries of renewal, despite FatihMunicipality’s stated intentions, simply because theywould not be able to afford the sort of residences thatwould maximize the economic value of the land.The second force which has an impact on theeconomic strength of Sulukule is the changing scale and

nature of industry in Turkey as a nation. The currentagenda of attracting foreign investment in large scaleindustry (see Chapter 3: Analysis, ‘Methodology’, bus


tour) results in a deindustrialization of the central city,having a negative impact on small scale manufacturing

businesses. For the renewal area, this means that smalland/or unregistered manufacturing businesses will losetheir market to larger scale industries, as well as losing

community in general, particularly regarding ‘musicians’,and ‘no formal employment’.

Table3. 1 Employment in the Area



101

their market to larger scale industries, as well as losingthe strategic value of a city centre location as the land

they occupy becomes lass valued as an industriallocation.

Local ContextLoss of income from the closure of Entertainment Housesduring the 1990s is the major factor still affecting thecommunity long after the events themselves. Throughonsite observation, 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 2006survey undertaken by Fatih Municipality regardingemployment in the area72. It is very important to notethat these figures are considered highly conservative bythe Sulukule Platform and many members of the

72 Figures from Fatih Municipality publication (nd): Bir ÇingeneYolculu!u, document regarding gypsy culture. Please note the

percentages do not equal 100%. The reason given by themunicipality is that the remaining percentage is constituted of‘housew ives’.

ARTISANS (small businesses) 21%

INFORMAL JOBS* 15%LABOURING 14%

MUSICIANS 3%

UNEMPLOYMENT 8%

WORKING CHILDREN 26%

INFORMAL JOBS’: from fieldwork observation and interviews, thisis taken to mean: retailers (t -shirts, vegetables, perfumes,watches, bicycles), shoe shiners, also a proportion of musicians.

Table3. Table to show main areas of employment and

percentages among the Sulukule communityWhat is most important to note is that am ong local

residents, the rate of unemployment will increase after the planned renewal project , because unregisteredsmall businesses (a proportion of the above 21%) haveno rights to commercial premises in the renewal plans.

Moreover, plans to relocate residents away from the site(e.g. to Tasoluk) mean that the distance from residence

Source: Sulukule Platform Social-Economic survey (2008)


to place of work will increase to such an extent thatregular income will be compromised, as many residentscurrently work in the Fatih area or the nearbycommercial hub of Taksim.

Illiteracy in the area, currently at 30.6%, is a chronicallyhigh figure, closely linked to the meager 4% rate of highschool graduation. This reveals a community whoseeducational levels do not reflect the fact that they areembedded in a wealthy European country, perhaps



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Education

The table below (Table3. ) shows some 2006 municipalitystatistics regarding levels of education in the renewal

area73.

ILLITERATE 30.6%

ELEMENTARY SCHOOL GRADUATES 34.7%

ELEMENTARY SCHOOL DROP OUTS 16.9%

HIGH SCHOOL GRADUATES 4%

NB. Also to note here is the st atistic f rom theprevious employment table, which shows afigure of 26% WORKING CHILDREN

Table3. : Table to show levels of education in the

Sulukule community

73 Figures from municipality document of presentat ion: ‘Nesli!ah and Hatice

Sultan renovation area’, distributed at meeting 30.04.08.

y p y, p preflecting findings of gross inequality in Turkey’s society,

according to the latest OECD country profile and GINIindex (see Chapter 2, ‘Setting the Scene’, ‘Turkey’).

This brief analysis of the severe state of affairs regardingeducation in the area shows that the upcominggeneration is not likely to be able to improve theeconomic security of the area. It is crucial that measures

taken to improve economic security of the community

also address future capacity to m aintain this security, by

addressing education.

Economic InclusionEconomic inclusion primarily in the employment marketof Istanbul is largely determined by the extent to whichthe Sulukule community are included or excludedsocially in the city. The European Roma Rights Centre

suggests that special policies to alleviate the poverty

and lack of inclusion in mainstream society of Romapeoples would help their social inclusion with the city as

Table3. 2Level of Education

Source: Sulukule Platform Social-Economic


a whole74. This in turn would help ensure better equalityof access for Roma to employment opportunities. As ageneral assumption, increased employment andcollective income helps counteract conditions ofpoverty, such as the poor physical conditions of

going some way towards alleviating the negative effectsof poverty.An example of mutual community support is the informalexchange and bartering which replaces regular forms ofgoods markets: informal systems work in the interests of



103

p y p p ybuildings, and anti-social behaviour such as drug use

and violence.It is evident through both social analysis and general

observation that the Sulukule communities follows aunique and to some extent traditional cultureembedded within the many multiethnic, heterogeneouscultures which make up modern Istanbul. The currentoption of low paid informal work represents anunattractive departure from a traditional way of life,

embodied in the economically thriving Entertainment

Houses of previous years, as well as other activities suchas horse-cart driving which has also been banned. As aresult of the dramatic economic deterioration that hasensued, a culture has developed in Sulukule of sharingand mutual survival, embedded in the community, andreveals how mutual comm unity support has replaced

formal networks such as salaried employment, thereby

74 These and other opinions and suggestions put forward by the

European Roma Rights Cent re can be found on the ir w ebsite:www.errc.org

g ythe community, overcoming a lack of monetary

resources to meet basic needs. Not being able to payfor goods is often temporarily accommodated for by the

generosity of other community members, alleviatingshortages. For example, children often receive breakfastbread from a particular store owner despite not beingable to pay. The children or their parents then give alittle money to the store owner as and when meanspermit. In the planned renewal project, where residents

would be displaced and are likely to be separated,

inform al arrangem ents such as these would bedecimated and poverty alleviation strategies in the

community would be weakened.A further point regarding the decline of traditionalemployment and social stigma: a general assumptionexists that Roma or Sulukule people are not interested inworking outside of their traditional areas of employment,

and have a lazy approach to employment. The results ofthe municipality survey show that this assumption is

unfounded. Despite the provision of skills training coursesby the municipality, 61% have no information regarding


skills training. The reason for this may in fact be aproblem of communication, advertising, and access tothese courses, rather than the often cited and raciallydiscriminatory laziness of the community. Crucially, ofthose aware of courses, 49.2% said they would be



104

interested in participating, clearly demonstrating that

almost half of the comm unity does not adhere to theoutsiders assum ption which suggests that Rom a/people

of Sulukule are disinterested in non-traditional

employm ent, an assumption which reinforces socialexclusion.75

75 Figures from municipality document of presentation: ‘Nesli!ah and Hatice

Sultan renovation area’, distributed at meeting 30.04.08.


4. Key FindingsAfter collecting and processing the data, it is importantto relate the three main spheres of our analysis (physical,social and economic) in such a way that the strongmessages at their intersection can be clearly stressed

Based on the experience of our analysis, we canobserve how the strongest of the relationships betweenthe three spheres lies at the intersection between thephysical and social dimensions (see Figure3. ):



105

g yand emphasized. The relevant 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 environment offers a strong opportunity,as it is now configured, for social interaction andcommunity relations.

The social sphere highlights the multiculturalessence of the area that after centuries of

adaptation has found a rare and admirablebalance between ethnic and religious differences,livening the hope for social integration andcommunal coexistence.

Finally the economic sphere exposes how povertyand financial inequality, although eased byeffective social networks (informal credit andloans within the community) and physical support,

are still one the most determinant obstacles to anappropriate and sustainable developmentsolution for the area.

Where physical and social realities intersect, place value

and intangible value are linked, strengthening theconcept that who people are and where they live are

two features indissolubly related.The change of one will consequently undermine thestability of the other. This represents the key message ofour analysis that can be considered extremely relevantespecially in the context of the ongoing process ofdemolition in the urban renewal area.


5. Key RecommendationsFocusing on the three main areas of our analysis andspecifically on the main finding arising from these, aseries of recommendations can be drawn out: The promotion of partnerships for implementation of



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action should be aimed directly to preserve the

tangible and intangible heritage of the study area,and specifically the interrelation between socialactivities and physicality of spaces.

The social networks and micro-finance facilitiesdeveloped to overcome the issues of poverty should

be safeguarded and strengthened throughappropriate interventions both at physical and policylevels.

The multiple social and physical characteristics of theurban renewal area should be emphasized in order to value its cultural uniqueness, both to discouragesocial segregation and potentially form the basis ofadequate economic development, particularly in thetourism sector of Istanbul.

Figure3. 4 Key Findings

Municipality

Proposals Analysis

IntroductionIn this chapter, after the thorough examination andanalysis of the physical, social and economicbackground of the area of study, there follows asystematic evaluation of the urban transformationproposal of Fatih Municipality for this specific area and

Background

As result of the implementation of the UrbanTransformation Law 536677 presented above, a series ofprojects of transformation of residential areas have been



107

proposal of Fatih Municipality for this specific area, andits impact on the existing community and urban fabric.

This evaluation comprises of the analysis of the two maincomponents of the proposal; (1) the project that theMunicipality proposes for the Nesli!ah and Hatice Sultandistricts (the Urban Renewal Masterplan) - a mixture ofdemolition of the existing housing, construction of newhousing units, and refurbishment of 45 registeredbuildings. The demolition of the Neslisha and HaticeSultan district has been underway since 200776 - (2) theresettlement programme – for both residents that areallowed to stay on site and those being evicted – that

follows it.

At the end of this chapter, in our perspective towardsthe Fatih Municipality’s proposals, there are beingpresented the parts that are consistent to our logic andthe others that, from our point of view, need to berevised. Secondly, a series of key findings andrecommendations are being presented, as a closure ofthis part of the analysis, which will guide us to thefollowing part of the related proposals.

76 Institut Français d'Etudes Anatoliennes (2008)

p jput into practice in historic districts that are evaluated as

derelict and under threat of natural hazards. This lawenables the renewal of areas that have the followingcharacteristics:

The majority of the buildings have completed their

economic-cycle Abandonment Unsafe building structure that might collapse in theevent of earthquake Deterioration of the built heritage leading to

destruction

On this basis, the Municipality of Fatih has selected thefollowing areas (Map3.11) for renewal projects: theNeslisah and Hatice Sultan districts, Ayvansaray, Fener and Balat and Kurkcubasi district (Bulgur Palas).

77 Appendix D

Municipality

Proposals Analysis

“Rehabilitate the quality of life and the living conditionsof the residents and helping their integration to the city.Also, the protection and conservation of the historicaland cultural assets in the area.”78



108

The aim of the renewal projects for those areasaccording to the municipality i s to:

The main components.

The proposal for the Neslisah and Hatice Sultan districts(Map3.12) comprises the redevelopment of 91, 731.46m2 located in an area next to the Theodosian Walls. Thisproject that involves 12 blocks and 381 parcels, wasdesigned by the Municipality of Fatih and approved bythe Renewal board.

78 Municipality of Fatih, Renewal Areas Report, April 2008

Map3.11 Renovation Areas in the Fatih Municipality,Source: M unicipality o f Fatih, Renewal Areas Report, April

Map3.12 Master Plan for t he Nes lisah and Hatice Sultan districts.Source: M unicipality of Fatih.

Municipality

Proposals Analysis

(1) The masterplan project mainly includes:• The const ruction of 620 new ottoman stylehouses.• The const ruction of a Romani culturalcentre.• The const ruction of 48 new commercial



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spaces.• The construction of a hotel.• Underground parking lot s for residential andcommercial use.• The conservation of 45 buildings registeredas built heritage.

(2) The resettlement program states that: All the buildings in t he renewal area are

under the act of compulsory purchase 620 owners will have the right to purchase -

prov ided they can afford it - a new builthouse on site.

343 renters will be evicted and will only havethe right of purchasing - provided they canafford it - a new built apartment in Tasoluk,an area 40 km. away of the Neslisah andHatice Sultan districts.

45 buildings registered as built heritage willbe preserved and should be renovated

during the lifespan of the renewal project.



Municipality

Proposals Analysis



111

In regards to the design of the housing, although thefacade of the houses simulates the Ottomanarchitecture, the layout (Figure3.5) not only does nottake into consideration the life style and culture ofSulukule but, on the contrary, it reflects the marketstandards. The housing programme does not meet theneeds of the community, since it does not providecommon 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 totalland in the project, reducing it from the current amountthat corresponds to 46%.

Figure3.5 Example of layout ofnew housing (90m2).Source: M unicipality of Fatih,Renewal Areas Report, April 2008



Municipality

Proposals Analysis



113

Map 3.14 Semi-private gardens. Source: M unicipality of Fatih.

Map3.15 Location of new housingSource: M unicipality of Fatih.

Municipality

Proposals Analysis

Another issue is a lack of mixed land use in the project,either housing and commerce, or housing andworkshop, and although the project providescommercial spaces within the area, those spaces will beclustered in a single building and will be isolated fromthe housing This component of the project does not



114

the housing. This component of the project does notreflect the pattern of life of traditional neighbourhoodswhere spaces of income generating activities areintgrated with housing.

1.3 FacilitiesThe project provides different facilities for the renewalarea that comprises commercial, educational, culturaland accommodation areas. The hotel development issituated at the centre of the area, in proximity to theTheodesian walls (Zone A,Map3.16). The area occupiedby the hotel is of 2,740m2 (Map3.16), in addition to thearea of its underground parking space. Considering thatonly part of the residents will be relocated on-site, itseems that the provision of a hotel in the area disregardsthe objective of improving the living conditions of theinhabitants of the area by superposing the commercialinterest over the people’s housing rights.

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 areamarket as B in the Facilities Plan (Map3.16). Thecommercial retail acivities will be concentrated in thefirst floor of the building and will contain 48 commercialspaces. The Romani cultural center will be located in thesecond floor of the building. The building will integratedan underground parking lot. The land allocated for

commerce, culture and education corresponds to2,473m2 (Map3.16).

Map3.16 Location of facilities.

Source: M unicipality of Fatih.

Municipality

Proposals Analysis

1.4 Roads and circulation.The original street pattern of the area will be maintainedwith few changes, as part of the conservation ofheritage along with the registered buildings. However,the width of the streets is almost the double from theoriginal one (e.g. five meters against eleven meters),

therefore, it could be assumed that the area occupiedby roads and circulation is remarkably high (Map3.17). Inaddition, in some parts of the project there is anexcessive use of circulation to serve the projected hoteland other facilities, as Map3.18 illustrates.



115

Map3.17 Street pattern in new project.Source: M unicipality of Fatih.

Map3.18 Contrast between the existing street pattern and the onefrom renewal project. Source: M unicipality of Fatih.

Municipality

Proposals Analysis



116

Map3.19 Example of excess of circulation for serve the hotel.

Source: Municipality of Fatih.Map3.20 Land allocated for roads.Source: M unicipality of Fatih.

Municipality

Proposals Analysis

Furthermore, the project proposes the construction of 7underground parking lots within one of the four zones ofthe Historical Peninsula of Istanbul defined by UNESCO asa heritage and archaeological site. The justification for the underground parking lots is the intention of havingfew cars in the street, however, a small number of thecurrent residents own a car (only 4% of the current



117

residents in Sulukule80), thus in this aspect, the need for aparking lot is minimal. In addition, the excavation andconstruction of those elements will endanger theremains of a water system from Roman times and other remains that are believed to be located in the area81.

80 Sulukule Platform’s Social Survey 2008.81 For example, the existence of Deuteron Palace built in 569-570.Source: Informal interv iews with Sulukule Platform.

Map3.21 Location of underground parking lots in the project andUNESCO heritage line. Source: Municipality o f Fatih and Sulukule

Platform (UNESCO heritage line).

Municipality

Proposals Analysis

1.5 The management of the WallThere is no plan for managing the Theodesian walls thatdelimit part of the renewal area within the proposal fromthe municipality. The land in the outer part of the walls ismanaged by the Metropolitan Municipality of Istanbul



118

and therefore is out of jurisdiction from the Fatih

Municipality. Yet, in the inner part of the wall, the projectconserves the existing road along the wall, neglectingother uses that may offer the possibility of integrate thewall with high quality public urban space. The locationof a road in such proximity with the wall endangers itsconservation and imposes a strong division between thecommunity and the wall.

By the contrary, in the recent past, the Municipality ofFatih has intervened in the management of the other

areas adjacent to the Theodosian walls and in therestoration of the walls themselves. This can be illustratedby the Map3.21 and Figure3.6. Additionally, in the inner part of the walls the previous road was closed and thearea was turn into a pedestrian zone.

Figure3.6 Restored area

adjacent t o the T heodesianWalls and used as municipalinfrastructure.

Municipality

Proposals Analysis

Conclusion of Part 1At this stage of the analysis there have been analysedthe physical components of the municipality proposal.The contribution of the plan is the provision of land for education and cultural facilities, and the interest for conserving a part of the built heritage of the place, bypreserving the street pattern. However, there are some

for roads, parks and accommodation facilities could bereduced or removed. In addition, a strategic use ofzoning could improve the tourist and commercialpotential of the area without compromising the spacefor housing and cultural or educational facilities.

Finally, in terms of housing, there is a need for the rev isionf h d i d l f h l f h i h



119

p g paspects that could be improved in order to meet theinitial objective of the master plan of “…improving theliving conditions of the inhabitants.”82

In terms of conservation, the integration of an adequatemanagement of the built heritage of the area couldincrement the final contribution of the master plan. Inorder to achieve this, three actions need to be done: (1)an increase of the number of protected buildings, (2)the removal of the underground parking lots and, (3) an

action plan for the management of the TheodesianWalls. This last element could be addressed not only byprotecting its surroundings, and avoiding vehicular trafficin its proximity, but also (as the previous exampleillustrates) by taking the initiative of integratingconservation with provision of a high quality urbanspace.

In terms of zoning, several actions could be done inorder to increase the amount of land designated for housing. To address this, the amount of land allocated

82 M unicipality o f Fatih, Renovation Areas Report, April 2008

of the design and layout of the typology of housing that

goes beyond esthetical implications and primarily looksfor the provision of living areas that account for theneeds and customs of the current inhabitants of therenewal project.

Municipality

Proposals Analysis

2. The Program

The program of the Municipality proposal is concernedwith the resettlement of land-owners on-site, by thecontrary, with the eviction and relocation of renters off-site, meaning that 70% of the people who currently livein the area (Table3.5) will be evicted and resettled off-

Owners have purchase rights that enable t hem to stay inthe area and access a house in the new development.Therefore, the resettlement process consist of theexpropriation of their property and the economiccompensation for its v alue. Landowners that are able tostay in the area have signed a protocol; the size of thenew house will depend on the price that they are ablet ff d



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site. to afford.

For the owners that will be temporarily relocated whilethe area is being redeveloped, the municipality isproviding a rent aid for temporary accommodation for the amount of 400 YTL per month. Nevertheless, someinhabitants from the area have stated that the aid hasnot being delivered. 83.

2.1 Selection and location of the new houseAccording to the program84, owners have the right to

choose a property in the similar place than the originalone. In the case that the number of owners that applyfor a particular typology of housing is bigger than theamount of the model in the project, houses will beallocated by lottery. Owner-occupiers that live inapartment buildings, they have the option of selecting ahouse in a different location, if the amount of houses in

83 Primary dat a from interviews in the Neshlisah and Hatice Sultandistricts.84

Source: Meeting with Mustafa Cifci on the 07/05/08.

Source: M unicipality of Fatih, Renovation Areas Report, April 2008 andmeet ing w ith Mustafa Cifci on the 07/05/08.

Table 3.5 Inventory of residents and contracts signed with the

municipality for relocation and resettlement.

Municipality

Proposals Analysisthe original location is not enough. In the event that aperson owns several properties (e.g. it occupies one andrents out the rest), it should be able to acces an equalnumber of properties.

However, during the reasearch carried out in the field,several owners stated that in the case of ownership ofseveral properties they were not able to access and

There is an increment of approximately 20% between thefinal cost of t he land and the v alue of the compensationfor the land offered to owners. It could be inferred thatthe augment in the price corresponds to the cost ofurbanization and infrastructure. However, even if theincrement is not exorbitant, there is an issue ofaffordability in relation to the final cost of the housing(Table3 7) that will be addressed in a further section



121

several properties, they were not able to access and

equal number of properties in the new developmentsince the overall amount of the compensation of totalnumber of properties was only enough to cover theprice of a single property. The issues of compensationand affordability will be addressed in the floowingsections.

2.2 The PriceThe Municipality of Fatih in agreement with the MassHousing Administration (TOKI) defined the cost of the

new houses. The final selling price of the new housing isof 1,243 YTL per m2 (Table3.6). The cost corresponds toprice of the land that is of 729 YTL per m2, in addition tothe cost of the construction that is of 504 YTL. As far asthe research for the report concern, the cost of thehouses has not been subsidised.

(Table3.7), that will be addressed in a further section.

Source: M unicipality o f Fatih, Meeting with Mustafa Cifci on

the 07/05/08.

Table 3.6 Composition of the cost o f housing.

Source: M unicipality o f Fatih, Meeting with Mustafa Cifci on the 07/05/08.

Table 3.7 Cost o f the new housing

Municipality

Proposals Analysis

2.3 Compensation ra tesWith regards to the Renewal Areas Report85, theassesment of the value of the compensation (Table3.8)was conducted on the basis of the price list from: theIstanbul Trade Chamber, the Chamber of Real EstateAgencies, and the Ministry of Public Works andSettlement. The inventory of the building stock wasdone in the year 2005 and included physical measures

of the compensation, the owner will pay the differencewithin a period of 15 years. If the value of the actualproperty is higher than the value of the new one, theowner will get the difference in cash. However, theassesment of the quality of the house does not take intoconsideration the quality of the property. In additionthere is an issue of accountabiliy since there is noinvolvement of any external agent in the process of



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done in the year 2005 and included physical measures

of the buildings and record on the number of floors.

If the total cost of the house is bigger than the amount

85 Source: Municipality of Fatih, Renovation Areas Report, April2008

involvement of any external agent in the process of

evaluation of the property that guarantees a just valuefor the property.

Additionally, the conditions for the payment of thecompensation to landowners, in the case that theydecide to sell and move outside of the area, are notclear. According to members of the Sulukule Platform,the expropriation offices have the privilege of paying thecompensation in a span of five years via instalments. In

this context, many owners preferred to sell to thirdparties, which offerred a higher value for the property ina single payment.

2.4 Third PartiesSo far, there is no real estimation of how manylandowners have sold to third parties. By September of2007, the Sulukule Platform assessed that the number was above 20%, but according to recent updates, “400of the 620 houses in the project have been sold to some

Source: M unicipality o f Fatih, Meeting with M ustafaCifci , 7th M ay 2008

Table 3.8 Compensation for landowners inexpropriation process.

Municipality

Proposals Analysispeople not from Sulukule district”.86 The value of thecompensation that the municipality gives for theproperty to landowners is very low; especialy when iscompared with the offer of third parties which in somecases in three times higher. This component of theprogram causes land speculation and the displacementof owners from the area.

they cannot afford the rehabilitation, they will have tosell the rights to the municipality, receive the value of thecompensation, and access a new house in thedevelopment. Renters of these houses have no right tostay if the renovation of the building is carried out by themunicipality.

In January of the present year the Sulukule platform



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There is not component in the program that addressesthis particular issue. By the contrary, other regenerationprograms within the same municipality have givenspecial attention to this issue, and have taken particular measures for avoiding the involvement of third partiesand displacement of the poor. The Fener and Balatproject is a good example of that. The selection of thehouses for renovation was delimited to properties thatwould not have been recently sold, using as referencethe date in which the intention of renovate the project

was made public.87

2.5 Management of heritage & protected buildingsForty-five buildings were registered as built heritage bythe municipality and will be preserved in the area. Theowners of those buildings are able to stay in their property as long as they rehabilitate them during theimplementation of the renewal project. In the case that

86 Sulukule Platform 200887 Plans for the renov ation of the area were drawn in 1997, seewww.fenerbalat.org

In January of the present year, the Sulukule platform

applied for the registration of additional 85 houses thatwere 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 registeredbuildings were destroyed.

The interest of preserving the built heritage of the area isacknowledged, however, any attempt of protectingmonuments should not be dissociated from the

protection of the people who live on them; they give ameaning to buildings and monuments, and are part ofthe intangible heritage that identifies the historic districts.Therefore, the component for managing the heritage ofthe area lacks of a human constituent that protects theintangible heritage of the area.

2.6 AffordabilityThis section assesses the affordability of the program bythe analysing the situation of owner-occupiers and

owners of registered buildings, with the cost of therenewal project. Since the situation of every landowner

Municipality

Proposals Analysisis subject specific, the analysis is done through the use ofcase st udies to illustrate the particular conditions of eachcase. However, in spite of basing our findings on aparticular case, the majority of the owner-occupiers ofthe area share a condition of poverty88.

Case Study 1: Owner occupier in the Renovation Area

Case Study 2: Owner-occupier of a registered building inthe Renovation areaA 78 years old non-Romani man that shares theownership of a registered building with four of hisbrothers. All of them were born in the neighbourhood, inthe same house. Currently, he is still living there with oneof his brothers. He has no source of income but makes aliving through the channels of the community. The house



124

Case Study 1: Owner-occupier in the Renovation AreaThe only source of income for family is the rent of part ofits house. The compensation for their house of 90m2 hasa value of 105, 000 YTL. The cost of house they need inthe new development is of 165,000 YTL. They cannotafford a house since after t he implementation of t herenewal project, the family will be left without income.Their only option is to sell to a t hird party which offersthem 165,000 YTL. That represents 60% more than theoffer from the municipality and, in addition the paymentwill be in fewer instalements. The familily sold their

property, but they keep living in the area while they arelooking for another house within the district. After a fewmonths, the family keeps staying there because theycannot afford another house in the area. At the end, thisfamily will have lost their only income and one morerenter will have lost their house as well.

88 As it w as stated in the p revious 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 eurosper month for the half of it.

living through the channels of the community. The house

needs renovation, but none of the owners can afford it.According to other regeneration projects in the area89,the cost of such intervention will be at least of 15,000euros. The owners that occupy the house are unwilling tosell, but the rest negotiates with the municipality andsomehow sell the property. Each shareholder received60,000 YTL. After having being living all his life in aneighbourhood, an old man will be displaced not onlyfrom a house, but also from the economic and socialstructures that support him.

89 See Fener and Balat, www.fenerbalat.org.

Municipality

Proposals AnalysisFor the most of the owners the project is unaffordablebecause…On the one hand, for many of them rental housing is asource of income that will lose once they have move tothe new houses as the design and size of the those newhouses (Figure3.7), will not allow them to keep rentingout part of the building.

On the other hand, the compensation for the value oftheir property is too low, and t he size of the houses is toolarge, therefore that the final price of the property is toohigh for the payment capability of the inhabitants.

For owners of registered buildings the situation is notfavorable either. The cost of the restoration is out ofreach for most of t he inhabitants of t he area.



125

Figure3.7 Situation for owners



Municipality

Proposals Analysis

3.1 The area

Tasoluk is located in the northwest area of Greater Istanbul, approximately 40 km. away from the area ofSulukule (Map3.22). According to M. Diren90, Tasoluk is inthe metropolitan region - not in the metropolitan area -of Istanbul, and it is near a forest conservation and water

Tasoluk



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catchments area. Therefore, as M. Diren argues91,Tasoluk is not an appropriate site for an urbandevelopment project.

90 Murat Diren, planner, from the visit in Istanbul MetropolitanPlanning office(IMP), 05/05/2008. 91 Ibid.

Map3.22 Satellite picture indicating the area of Sulukule in relationto the area of Tasoluk 92

92 Google Earth

Map3.22 Satellite picture indicating the area of Sulukule in relation tothe area of Tasoluk 92

40 km.



Municipality

Proposals Analysis

3.2 The site

The urban development project in Tasoluk involves thedesign and construction of 120 buildings, of 150 000 m² intotal, and the surroundings – streets, gardens, openspaces - in a 550 000 m² piece of land.



129

Regarding the built environment, apart from theapartment buildings, there is provision of a commercialcenter, a mosque, two schools – elementary and highschool –, a library, and a sports’ center. The commercialcenter has 16 shops in the ground floor and cafes andrestaurants in the top floor.

Figure3.8 general view of the construction site in Tasoluk, 06/05/2008

Municipality

Proposals Analysis

In terms of housing, there are two types of apartmentbuildings: the 83-m² apartments block (Figure3.9) andthe 118- m² apartments block (Figure3.10). All of themare 3-storey buildings with 2 apartments in each level.There are 1356 housing units in total, the 336 of whichhave been built for renters from the area of theMunicipality Urban Renewal plan.



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3.3 The process

The development company that is responsible for theimplementation of the whole project is TOKI. Therefore

TOKI is the initial owner of the houses and sets up ascheme for the provision of houses to the prospectivebuyers. As this is a social housing project96, there is aspecial providence for affordable economic terms andTOKI is subsidizing part of the cost of the houses. Thosewho are interested in buying a house from TOKI,

96 TOKI is implementing 3 types of urban developmentprojects: upper middle-class residential areas, middle-class

residential areas, social housing residential areas. The profitthat the company makes from the first 2 types, subsidizes thesocial housing projects.

Figure3.10 The 118 m² apartmentsblock

Fgure3.9 The 83 m² apartments block

Municipality

Proposals Analysisprovided they meet the qualifications that TOKI has setup97, are asked to apply for it .

In the case of the renters from the Urban Renewal area,the Fatih Municipality provided a house in Tasoluk only tothose who had papers (rent contracts, bills) that couldprove their residence in that area before 2005. Theapplicants were able to choose the type of apartment

In the issue of the actual price of the apartments therewas a variation of prices, depending on the floor, theorientation and the views of each apartment. The pricesapply for the people coming from the Urban Renewalarea:

The 83 m² apartment: 49 000-56 000 YTLThe 118 m² apartment: 70 000-80 000 YTL



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(83 m² or 118 m²) according to their needs, but thedelegation of apartments was made through a lottery.

3.4 The economic terms and costs98

In regards to the cost of buying a house in Tasoluk, thereare three different grades in the selling prices:

The market price: 1200-1500 YTL per m²

The TOKI price for social housing: 1000 YTL (+ taxes)per m²

The price for comers from the Urban Renewalarea: 600 YTL per m²

97 Qualifications for applying for a TOKI house: monthlyincome under 800 YTL, not any property in the applicant’sname, not any property in a close relative’s name, liv e in

Istanbul for at least the last 5 years.98 All the data that follow are prov ided by the FatihMunicipality during our v isit to Ta!oluk, 06/05/2008

The overall cost of the house will be transferred as amortgage charge to the buyers, which have to pay it offwithin 15 years (180 months)99.

At this point one should add that the Fatih Municipalitynegotiated with TOKI so that the people coming fromthe Urban Renewal area do not have to pay any taxesor extra money for a stamp. They will have to pay for thewater, electricity and natural gas services. The profits

made by the commercial center will cover the generalmaintenance costs for everybody.

99

This is only for buyers coming from the Urban Renewal area.The others have to repay the mortgage charge within 10years (120 months).

Municipality

Proposals Analysis

3.5 The affordability

This chapter researches on the legitimacy of the housingcosts in Tasoluk in relation to the economic backgroundof people coming from the Urban Renewal area, andthe average rent they have been paying at this area sofar.



132

From the data provided above, one can observe thatthe smallest and cheapest apartment in Ta!oluk (83 m²)costs 49 000 YTL, which has to be paid off within 180months. That equals t o 273 YTL per month.

273 YTL x 180 months = 49 000 YTL (mortgagecharge)

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

100 Sulukule Platform’s Social Survey 2008.

Figure3.11 pie-chart no1. Rent in YTL that tenants pay per month in theUrban Renewal area100

Municipality

Proposals AnalysisAccording 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 move toTasoluk will most likely not be able to afford it and in ashort period of time will become homeless.

+44% tenant families

Daily Expense

Travel C ost



133

.101

Considering the above information, one can argue thata family of a low income level (les than 500 YTL per month) which moves to Tasoluk, therefore has to pay 273YTL per month for housing, in addition to daily expensesand travel costs, is unlikely to afford the social housingsolution provided. (This scenario is illustrated in fig 3.8)Consequently, the 44,44% of the 336 renter families –

101 Roi bid.

If a family t hat moved to a TOKI apartment in Tasoluk, isnot be able to afford the monthly mortgage, the

procedure is the following:

In three months (after the last payment) TOKI issending a warning note that the payment has tore-start.

In four months people have to start paying themortgage. If they still cannot afford to pay, TOKIreturns them the amount of money they have

already paid (in cash), and they are obliged to

move out of the apartment.

Figure3.13 Diagram to show the financial implications for te nants who movefrom Sulukule to the Tasoluk housing

Rent Fee

3-bedroom house

Mortgage charge

83m2 / 1 bedroom apartment

273 Y T L Income< 500 YTL200Y

Figure3.12 pie-chart no. 2. Average current income level inYTL per family in the Urban Renewal area.101

Municipality

Proposals Analysis TOKI allows the people to rent or sell the house to

a third party before they have paid off themortgage.102 However they have to move in thehouse and stay for the first 3 months before theydo so.

3.6 Evaluation of the relocation project



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If one would make a comment on the physical form ofthe relocation site in Tasoluk, it would certainly be itsincompatibility with the current organic urban form ofthe area that the Municipality incorporates in theRenewal Plan. (See Map3.24)

The physical environment in Sulukule, that mainlycomprises of one/two –level houses around commoncourtyards, promotes the collective use of space and

represents the impossible division of the builtenvironment and social life. (see Figure3.13)

102 Normally people involved in social housing provided by TOKI are

not allowed to rent or sell the property before they have completelypaid off the mortgage. There has been made an exception for thecomers from the Urban Renew al area.

Figure3.13 Common courtyards in Sulukule and activitiesthat take in place there103

The design of the relocation site is formal and symmetric,and adopts the clear division of the private, public andcommercial space. (See Map3.24) It represents thetypical suburban area that promotes the social andcultural isolation of its inhabitants.

103 Pictures from the Sulukule Platform’s presentation.

Figure3.14 Common courtyards in Sulukule and activities103

that take in place there28

Municipality

Proposals Analysis

4 m14 m



135

Map3.24 Detail of the masterplan in Tasoluk 104

104 Designs provided by the Fatih Municipality.

In regards to the terms and conditions of the relocationproject in Tasoluk, one has to acknowledge the fact thatit is an opportunity for the renters of the Urban Renewalarea to become owners of an apartment in Tasoluk.Considering that there is no such provision for thetenants in the urban regeneration law 5366, this can beperceived a gesture of good will by the Fatih

Municipality.

Figure3.15 Views from T asoluk, 06/05/2008

5 m?

Figure3.16 Graphic representation of t he incompatibility of the relocation site inTaso luk and the current urban form in Sulukule.

Map3.24 Detail of the masterplan in Tasoluk 104

Municipality

Proposals AnalysisHowever, this project does not take under considerationthe unregistered tenants and, in general, those whocould not prove by adequate papers their residence inthe area before 2005. Additionally, it does not paysignificant attention to the employment situation of thepeople that are forced to move out of the Urban

Renewal area; neither to those who will continue to work

i th it t d bli d t d i t t

4. Evaluation of the proposals by FatihMunicipality.After the thorough examination of both the UrbanRenewal Masterplan and the resettlement programme,proposed by Fatih Municipality in regards to the futuredevelopment of the Neslisah and Hatice Sultan districts,in the following there are being presented the key parts

th t f i t f i t bl b i



136

in the city center and are obliged to spend an importantamount of time and money to daily travel, nor to thosewho are in need of a job. There is no clear proposal byFatih Municipality for employment opportunities in thearea, rather than a general support –but nocommitment – for people who would organizethemselves and apply for a job in groups.

The most important thing to be mentioned, however, isthat the project does not take under consideration thefact that people do not want to be relocated to an area

40 km away from their current housing location as all ofthem have to break their long-term ties and establishedsocial networks within that area.

that, from our point of view, are acceptable as beingconsiderate to the current physical and social context,and those that are incompatible to the logic of asocially inclusive and participatory approach to thefuture development of the area.

Parts that are being acceptable: Conservation of street pattern

Issued contracts for owners Conservation of 45 heritage buildings;

with the possibility of integrate more

Provision of space for cultural andcommercial facilities

Provision of land for education facilities The fact t hat the relocation project is an

opportunity for some renters, who wish tobecome homeowners, to own, if they

can afford, an apartment in Tasoluk

Municipality

Proposals AnalysisParts that are not being acceptable:

The eviction of tenants to Tasoluk againsttheir will

The fact that 3 rd parties were allowed tosign contracts and buy houses in therenewal area

The excessive allocation of land for semi-

private gardens and roads

The fact that the relocation project inTasoluk does not take under consideration the unregistered tenants

The incompatibility of the relocation sitein Tasoluk with the organic urban form ofcurrent area

The lack of employment opportunities in

the area of Tasoluk



137

private gardens and roads The lack of mixed land use The creation of a hotel in a residential

area where there is a need for morehouses

The construction of 7 undergroundparking lots in an archaeological site

The relatively small number of newhouses in relation to the land prov ided

The large size of the new houses incomparison to the current size of thehouses

The high prices of the new houses in both

the renewal area and Tasoluk that makethem unaffordable for the people to buy

The low value of the compensation for owners and the process of valuation

the area of Tasoluk

5. Key FindingsThe analysis of the proposals that have been made byFatih Municipality has been formulated in two parts: theanalysis of the design of the masterplan regarding theUrban Renewal area (9 hectares), and the analysis ofthe programme that the Municipality has beenimplementing for the relocation of the residents of thisarea. The key-findings of this analysis are the following:

The incompatibility of the design of the proposalswith the urban fabric of the current residentialareas

How little the design of the proposals reflects theway of life and the needs of the currentinhabitants.

The physical and social inappropriateness of boththe masterplan and the programme

Municipality

Proposals Analysis The persistent fact that all the solutions provided

by the Municipality are not affordable for bothowners and renters of the Urban Renewal area.

The inevitable result of the displacement of the

poor caused either by enforcement by theauthorities, or by the financial incapability of thepeople to maintain their houses.

the houses, of the width of the roads, of the parkinglots) in order to accomplish a more appropriateallocation of land.

2. Ensure that the 620 housing units of the project are

affordable for low-income households and vulnerablegroups; seniors, disabled and homeless.

3 The provision of an on site rental social housing



138

The threatening of the already vulnerable

economic situation of the owners of the UrbanRenewal area by the loss of their steady incomefrom rents and small-commerce

The unavoidable selling of their properties to third parties, a fact that will inevitably lead togentrification.

The lack of a proposal for on-site rental socialhousing in the programme of the Municipality.

6. Key RecommendationsThe recommendations that emerge from the analysis ofthe Municipality proposals and, principally, from the keyfindings are the following:1. The urgent revision of the masterplan (allocate more

land to houses, reconsideration of theaccommodation facilities in the area, of the sizes of

3. The provision of an on-site rental social housing programme.

4. The freedom and possibility of choice for all residentsto remain on site.

5. The need to improve the outcomes conservation and

to share its benefits with the poorest sectors of thepopulation.

Municipality

Proposals Analysis



139

Towards Proposals

Guiding Principles

Vision and Mission Statements

List of Priority Action Pro jectsPriority Action Matrices

Individual Priority Action Pro jects

Guiding PrinciplesAfter the integrated analysis described in Chapter 3, weformulated eight Guiding Principles which attempt tocover social, political, cultural and economic issues tobe considered in a sustainable development plan for

Neslişah and Hatice Sul tan Districts.

1. Give residents and businesses a feasible choice to

stay in the renovation areai

outsiders. Therefore, it is important to highlight the roleof local economic activities and include these infuture development plans. To address this issue, weneed to propose activities that can generate incomefor unemployed community members and try t o findways to take advantage of the cultural values inNesli!ah and Hatice Sultan Districts, helping to

improve the economic situation and reduce poverty



140

stay in the renovation area.As we had identified that the whole Nesli!ah and

Hatice Sultan Districts community has specificcharacteristics tied to the site that should bepreserved, the relocation program should consider accordingly the right of the local community toremain on the same site, rather than moving a long

distance away. At the same time, the tenants ashomeowners should have an equal right to stay on

site. The distance to the proposed resettlement site(Ta!oluk) is too far and should be avoided, as it maycompletely break down the existing social andeconomic connections that sustain communitylivelihoods.

2. Create income generation activities for low income

and unemployed groups.The loss of entertainment houses has exacerbatedthe level of poverty in the area, contributing to

negative impressions of Sulukule community from

improve the economic situation and reduce poverty.

3. Generate on site affordable housing solutions for therenovation area.Renters are facing both financial difficulties andphysical dislocation in the current resettlement plansfor the renovation project. Housting provision must be

affordable according to the socio-economicsituation of the local community. On site options are

therefore essential for renters, and our proposals seek to suggest more flexible and adaptable housingprograms for renovation projects. When comes to theowner, other than be relocated on site, the extracost for the new house need to be carefullyexamined and given adequate compensation.

4. Defend housing rights.From reviewing the relevant international and local

laws and policies, rights for housing and the right to

Guiding Principlesstay where someone has lived for a long period oftime already exist . In these proposals, security ofhousing tenure is considered a basic human right for all vulnerable groups and individuals, and the right toadequate housing should be protected andguaranteed.

5. Strengthen the capacity of negotiation between theit i ti d F tih M i i lit

6. Be coherent with principles of Local Agenda 21 inTurkey: Namely “the promotion of City Councils,Participation, and Millennium Development Goals”and Law 5393.In accordance with the Turkey Local Agenda 21, theLaw 5393 Article 76 supports the principles of

accountability, transparency, participation and

subsidiarity in governance However, the non-i l t ti f thi l t d b t th



141

5. Strengthen the capacity of negotiation between thecommunity organisations and Fatih Municipality.A strong channel for the local community to presenttheir needs and aspirations to authority figures is onekey element to ensure community participation indecision-making processes that affect them. Thisforms 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 accurateinformation regarding the needs of the community,and makes implementations more likely to besustainable by bridging any gap that may currentlyexist between real needs and provision.

subsidiarity in governance. However, the nonimplementation of this law, enacted about the sametime with Law 5366, has been an impediment tomaintaining the fundamental housing rights of theaffected community within the renovation area.

9. Preserve tangible and intangible heritage and thespecific interrelation between the physicality ofspaces and social activities.

As we have identified, Nesli!ah and Hatice SultanDistricts is a heritage site which has both tangible andintangible heritage value, and there are opportunitiesfor development through emphasizing the link between the built environment and historicalmonuments - such as the wall, the fountain and

traditional buildings - and the way of life of thecommunity including the Roma culture heritage. Atthe same time, the promotion of social and cultural

links between Nesli!ah and Hatice Sultan Districts and

Guiding Principlesother renewal areas, such as Ayvansaray, Fener Balat, and Bulgur Palas, could form a cohesive groupof unique and diverse areas within the larger city ofIstanbul.

10. Promote partnerships for implementation of action.A participatory approach by which the community

could be engaged in the planning process andmutual cooperation with authority figures is essential



142

could be engaged in the planning process andmutual cooperation with authority figures is essentialfor efficient and effective implementation. Similarly,the cooperation and negotiation betweenstakeholders in general - such as local community,NGOs and CBOs (e.g. Sulukule Platform), localinstitutions (e.g. universities), local authorities (e.g.

local muhtar, Fatih Municipality, IstanbulMunicipality), central government bodies (e.g.

Conservation Board) and international organizations(UNESCO and CESCR) - is also essential to achievingan efficient and effective implementation process.

Vision and MissionThe team developed an overall central vi sion and treemission statements for what is hoped to be achievedthrough our work.

Vision and missions:

To see the residents of Nesli!ah and Hatice Sultan Districts

and their descendants be the direct beneficiaries of thefuture of their community



143

future of their community.

The three Mission Statements below serve as moreimmediate objectives that contribute to reaching the

Vision. The Guiding Principles already outlined are in turnintended to guide our work towards achieving themissions.

1. Establish an approach by which the explicit link between tangible and intangible heritage can bestrengthened, to protect both built environment andmulticultural relations.

2. Generate alternatives for on-site resettlement of allresidents in the renovation area, to achieve viableand profitable conservation for all.

3. Strengthen and diversify income-generation activitiesto conserve and improve the livelihoods of residents

and those working in the renovation area.

List of Priority Action MatricesPriority Action Plans have been developed by the team,which are small scale projects with short-term and long-term objectives. Following from the analysis of thesituation in Nesli!ah and Hatice Sultan Districts, our PriorityAction Plans have been grouped into three mainaspects 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 ‘ProjectMatrix’ that follows this list

• On-site social housing for renters• Tenant cooperative for security of tenure• Sulukule Fund: A sustainable revolving loans

scheme

3. Income-Generating ActivitiesMISSION STATEMENT: Strengthen and diversify income-

generation activities to conserve and improve thelivelihoods of residents and those working in the



144

g g p p p jMatrix that follows this list.

1. Tangible and Intangible HeritageMISSION STATEMENT: Establish an approach by which theexplicit link between tangible and intangible heritagecan be strengthened, to protect both built environment

and multicultural relations.• Designing community cultural centres

• Conservation committee for the walls• Sulukule centre: Living Street Museum• Please don’t stop the music• Self-help historic building restoration

2. On-site RelocationMISSION STATEMENT: Generate alternatives for on-siteresettlement of all residents in the renovation area, toachieve viable and profitable conservation for all.

• Affordable Renting Scheme

g plivelihoods of residents and those working in therenovation area.

• Revitalising local economy through mixed landuse

• The Job Resource Centre• Street Market: an alternative to informal traders• Skill training program

We have three matrixes to show how Priority ActionProjects adhere to the key points from analysis, theguiding Principles and their cooperation betweeneach other.Each project designer scored the principles they felttheir project was most in line with, with priority guiding

principles scoring 2, and secondary guiding principlesscoring 1.



List of Priority Action MatricesProposal

D e s i g n i n g c o m m u n i t y

c u l t u r a l

c e n t r e s

C o n s e r v a t i o n c o m m i t t e e

f o r

t h e w a l l s

S u l u k u l e c e n t r e :

L i v i n g

S t r e e t

M u s e u m

P l e a s e d o n

’ t

s t o p t h e

m u s i c

S e l f - h e l p h i s t o r i c b u i l d i n g

r e s t o r a t i o n

A f f o r d a b l e R e n t i n g

S c h e m e

O n - s i t e s o c i a l

h o u s i n g

T e n a n t

c o o p e r a t i v e

f o r

s e c u r i t y o

f

t e n u r e

S u l u k u l e F u n d :

r e v o l v i n g

l o a n s s c h e m e

R e v i t a l i s i n g l o c a l

e c o n o m y t h r o u g h m i x e d

l a n d u s e

T h e J o b R e s o u r c e C e n t r e

S t r e e t

M a r k e t :

a n

a l t e r n a t i v e t o i n

f o r m a l

t r a d e r s

S k i l l

t r a i n i n g p r o g r a m

TOTAL

1. Give res ide nts and bus inesses

a feasible choice to stay in the

renovation a rea2 2 2 2 2 2 2 1 1 16

Principle



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renovation a rea .

2. C re ate income-generating

activities for low-income and

unemployed groups.

1 1 1 2 1 1 2 1 2 2 2 16

3. Generate on site afforda ble

housing solutions for the

renovation a rea .

2 2 2 2 1 9

4. Defend housing righ ts

1 1 2 1 2 2 1 10

5.

Stren gthe n the cap acity of negotiation between community

orga ni za tions and Fatih

2 2 2 1 1 1 1 2 1 1 1 15

6. Be coherent w ith principles of

Local Agenda 21 in Turkey 1 1 2 1 1 1 2 9

7. Preserve tang ible and

intan gible heritage and the ir

specific interrelation

2 2 2 2 2 1 1 1 1 2 1 1 18

8. Prom ote partne rships for

imp lementation o f action 1 2 1 2 2 1 1 2 2 1 1 1 1 18

Table4.1 M ATRIX of guiding Principles

List of Priority Action MatricesThe next matrix shows the lifespan of all projects andhow they cooperate with each other.According to the whole project process, we will haveeight stages from preparation to come into function.They are Supporting mechanism, organizationalpreparation, schematic design, design development,

construction, Moving, Occupancy and Functional

Management. The detail process of each project willin a specific chapter and this matrix is roughly shows

program later. However, we need to think about thepotential of those spaces to address these activitiesat first place in development design.To show how our priority action plans generate moreoptions 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 intangibleheritage.



147

p p g ytheir relation.The Sulukule Fund: revolving loans scheme will act asthe financial support for the other four projectincluding “Tenant cooperative for security of tenure”,

“Affordable Renting Scheme”, “On-site socialhousing” and “Self-help historic building restoration”as all of them will need micro-finance support.

The “Revitalizing local economy through mixed landuse” proposed the mix-land use which can link to andlead other different ways to utilize the space such ascommunity culture center, Living Street Museum, Jobresources center and street market. These two projectwhich can act as the preparation for others will go

earlier.At same time, as we both have suggestion onphysical space design and action program, the

sequence for them will be space design first and

g



Priority Action Plans

Priority Action Projects



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Priority Action Pro jects

T a n g ib le a n d In tan g ib le

H erit a g e

Priority Action PlansDesigning Community Cultural Centres

This project prov ides an alternative strategy for designingcultural centres in the renewal area. Through integratingvarious key elements, it intends to help conceptualise a seriesof cultural centres which both1) directly respond to the spatial needs of users, and2) stregthen the organisational capacity of the community.

Key elements include:- Participation, particularly in design

Project Framework:in line with the common framework for projects as outlined inChapter 1: ‘Methodological Framework’. The arrows showhow one section directly relates to or addresses the other.

existing situation1. 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 involved in decision-making.2. Changes to the built env ironment are occuring as city



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- Multifunctional spaces- Strategic locations- Management strategies- Ownership structures

Together these elements make up a more comprehensiv epicture of what cultural centres in the renewal area could be,as an alternative to the proposal currently put forward byFatih Municipality. The ideas explored here are also intended

to form a basis of good practice in designing communitycultural centres, which might be useful in other areas wheredramatic urban transformation is taking place.

The proposed cultural centres hope to prov ide places wherethe particular way of life in the area might be safeguarded inlight of dramatic changes taking place to the builtenvironment. This is based on a central finding of our analysis,which suggests that who people are and where they live areinextricably related concepts, meaning that change of onewill consequent ly undermine the stability of the other .

agendas and political will see the value of landincreasingly in terms of exchange value. Howev er,tangible built environment and intangible way of life arelinked, therefore changes to the built environment couldthreaten the preserv ation of culture.

3. Current spaces of communal use are unhealthy andoften dangerous, in terms of both anti-social activity andsemi-demolished buildings.

development objectives- longer term goals of the project

1. GUIDELINE: ‘Strengthen the organisational capacity ofthe community’ through strengthening Sulukule Platform.

2. GUIDELINE: ‘Preserve tangible and intangible heritageand their interrelation’. Ongoing generation of intangibleheritage is channelled into place and not fragmented or lost through urban renovation changes to the builtenvironment.

3. Preserve face-to-face relationships and thereby helpraise a sense of social security.

Priority Action Plansimmediate objectives

Prov ide places where activities 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’), performancespace (see PAP: ‘Please don’t stop the music’).

c. prov ide space for EVERYDAY ACTIVITIES , e.g. café,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 CURRENTUSE OF SPACE: more than one location dispersed

activitiesRe Output A: TRAINING of Sulukule Platform staff in office

administration, archiving, management etc.Re Output B: ROTA of activ ities designed by Sulukule PlatformRe 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 quantitative proxy for qualitative sense of security in the community

Re Outputs C and D:PARTICIPATORY DESIGN ACTIVITIES e g



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USE OF SPACE: more than one location, dispersedthroughout community, and reflecting locally significantlandmarks, to encourage street activ ity and mov ement,and discourage segregation.

e. an effective MANAGEMENT SYSTEM must be in place for these spaces and activ ities.

outputsa. fully equipped office: including 3xFull Time and 1xHot desk.

b. 5 workshops per week established and rota in place.c. detailed proposal for café, at similar dimensions to existing(including forecourt area), and laundry/kitchen facilities.

d. detailed design proposal dev eloped, using participatorydesign. 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 OfficialGazette (in line with Local Agenda 21 published projects)

f. Increased sense of security for most vulnerable, e.g. child

heads of households, the homeless, psychologicallyvulnerable.

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 settingup of a ‘foundation’ where advice (legal, health,employment, disaster risk reduction) can be disseminatedand efforts and resources concentrated. (feedback fromSulukule final presentation 19.05.08)

• Community planning forums and design forums with

extensiv e feedback and amendmentsNB. The nature of participatory methods is difficult todetermine at any outline stage because they are dependenton the specific community (e.g. if workshops must be runseparately with women, drug users, drop-out/workingchildren, musicians etc.) - represented here is only the basis ofa provisional strategy.TECHNICAL ASSISTANCE to be secured, for example throughITU: urban design studios in support of outputs c and d couldbe 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.

Priority Action Plansinputs

- resources needed in order to carry out activities- SPACE for design activ ities and planning forums.

Currently the community tend to use the café andadjacent large open space for goup activ ities.

- PREMISES, building or building renovation materials:Building renovation adv isorsArchitect

Look to technical aid centres/ITU- AVAIL ABLE LAND for premises

Additional details:

duration- Completion date should be before that of any other

proposals, so as to be able to design cultural centres withas coherent a sense of community as possible, not yetfractured by changes to the built environment.

- 24 months

main partners- PART-FUNDING: Fatih municipality

T f b d t l d ll t d



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- OFFICE EQUIPMENT- CAFÉ EQUIPMENT, possible from existing café, in which

case storage costs need to be taken into account- LAUNDRY/KITCHEN EQUIPMENT

- STAFF: 3 no. full time for coordination and management. 1no. for managerial training, monitoring and periodicreview.

NB. Who is responsible for paying the salaries of these staffis not expanded upon in this proposal but it must berecognised that a fair, realistic, and reliable salaryproposal is essential to any project when looking to recruitstaff.

Transfer budget already allocatedto the planned cultural centre

- MANAGEMENT: Committee,led bySulukule Platform

- TECHNICAL SUPPORT: Universities, e.g. ITU

origins of resources- Current budget for planned cultural centre- Look to grants, such as EU project grants, e.g. Fener-Balat

rehabilitat ion program- Fundraising activ ities- Loans schemes (see PAP: ‘Sulukule Fund’)

Priority Action PlansBeginnings…

There are four points in the project framework which appear with stars next to them, these are:

DESIGN OF SPACES: LOCATION (imm. obj.)SURVEY OF CURRENT STREET SPACE (activ ity)DESIGN OF MANAGEMENT STRATEGY (activ ity)

DURATION OF PROJECT (detail)

What follows are the beginnings of dev eloping these specific

design of spaces: location

The map below shows 4 suggested locations for communitycultural centres in the project area. Multiple sites help toencourage transit and maintain the lev el of street activitywhich currently characterises the community, as well asdiscouraging spatial segregation which often exacerbatescultural or racial segregation. Identifying sites of localsignificance is a way of ensuring the least interference with

the complex intangible v alue currently attached to an areaor a particular site.



154

What follows are the beginnings of dev eloping these specificpoints in more detail, as would be necessary for all points ifthis project were to move to dev eloping a feasibility studywith a v iew to securing funds for implementation.

1. close to schoolOpportunity for cultural activities todirectly involveyounger generation

2. proposed siteof hotelSee PAP: ‘Mixedland use’ proposal

3. current caféCommunity hub

4. historicbuildingProminent positionas ‘entrance’ toarea

12

3

4

Priority Action Planssurvey of current street space

A preliminary surv ey was carried out into the current streetspace with a v iew to:1) understanding the qualitative aspects of how thecommunity relate to the built environment, and2) making a quantitative estimate as to the proportion ofstreet 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 lostthrough urban transformation. This picture informs any designsfor community cultural centres; designs must seek to both

2) QUANTITATIVE estimate of proportion of street space used

METHOD: conservative calculation based on observation,pacing out on site, mapping of gathering spaces (seeChapter 3: Analysis)

CALCULATION:o 1m ² intensely used either side of street, i.e. pavemento NOT including formal childrens play area near kindergarteno 7/26 possible nodes identified in gathering spaces map:

5 - 30+30+30+30+15 = 135 streets1- 20+10 = 30 ‘entrance’1 33+25 5+6 5+15 80 th d



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for community cultural centres; designs must seek to bothdevelop spaces where similar activities might take place, aswell as replace a proportion of the street area currently used.

1) QUALITATIVE aspects of how community relates to the builtenvironment

METHOD: sketches, observation, mapping of - communitygathering spaces, landmarks, activ ities, users of space (see

Chapter 3: Analysis)

The sketch opposite was used in a larger format to presentthe approach described here to the Sulukule community andFatih municipality. It is intended to show key elements of howthe community use space today:

Security: e.g. women watching from windows, face-to-facerelationships in the streetEv eryday interaction with Landmarks: mosque, caféDiv ersity of users & uses: Men/women/children,

commercial/socialSpaces of transit: pav ement and street

1- 33+25.5+6.5+15 = 80 southern crossroad(Open space next to café = 2000, AutoCAD = 2095m²)Temporal and not full capacity usetherefore 30% of total = 600 open spaceTOTAL = 845m² Suggest spread across 4 no. buildings at approx 210m² each Current proposal = 750m²

design of management strategy

Priority Action PlansA complete strategy would need to be developed for professional working purposes for both the duration of theproject (outlined in more detail in the following timeline), andimportantly for after the centres are declared operational. Astrategy helps to ensure consistency, accountability, andresponsibility, avoiding conflicts of opinion and allowing for ongoing changes to develop and be incorporated in astructured and positive way.

Ownership One founding aspect of this strategy might be to develop structures of ownership. For example, a design strategy for the

heav ily upon the immediate objective of implementing amanagement strategy, designed to draw out the maximumpotential of the spaces created.

Public Priv ate Institutional

- Open spaces- Courtyards- Landscaping, green

spaces

- Maintenance: funded

- Performancearea- Café

- Laundry- Kitchens

- Music school- Offices- Adv ice Centre

- See PAP ‘The JobResource Centre’



156

Tarlaba!ı district of Istanbul included an example of howownership might be used as a tool for management of thearea: in Tarlaba!ı, plots owned by institutions and foundationswere identified and it was suggested that their owners beapproached 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 thespaces of the community cultural centres.

The suggestion is that these categories of ownership mightadd to the effectiv eness of the project in terms of achiev ingdevelopment objectives: basing a strategy on physical andcontractual patterns of ownership is likely to lock incommitment and unite a management committee, as allmembers have vested interets in the success of the project.The effectiv eness of the project as a whole might then besecured: the achiev ement of dev elopment objectives relies

105Project developed by Prof. Dr. Alper Ünlü, ITU

by private and inst.Owners, proportional tom² owned

Management committee: suggestions

The patterns of ownership abov e help to identify actors

already existing in the community who may be interested informing a management committee:

Small-scale inv estors (both ‘original’ residents & newcomers)Local organisations, e.g. Sulukule PlatformOperators: café manager, laundry/kitchen manager Heads of institutions: Orkestra, Job Centre, Adv ice CentreLocal figureheadsMunicipality representative

Priority Action Plansduration of project

The graph oppositeprov ides more detailas to a preliminarytimeline for the project.It is intended to showhow certain activ itiesmight be undertaken

simultaneously to makeefficient use of time andcomplete the project

0

1

2

3

4

5

6

7

Community Profiling: specific spatial needs of the communityto be identified through profiling, e.g. survey, exercise, workshop.

Project Group: made up of representatives from different stakeholder groupsTo focus on different roles over duration of project:Months 2-8 - preparation - feasibility funding applied for, technical experts appointed

Months 8-18 - constructio n - contractor appointed/community organised for self-buildalso future management strategy designedMonths 18-24 - appoint future management committee, design and implement strategy

MONTHS



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p p jwithin 24 months.

With the exception of2 stages which requiretechnical proficiency(feasibility study, anddetailed design), ALLstages of the p roject

have been designed tomaximise stakeholder participation.

In this way, opportunitiesfor actors to communic-ate their needs arecreated, increasing thelikelihood of a productwhich is suitable for all,and thus more likely to

be economically andsocially sustainable. Conservation Committee for the Wall

8

9

10

11

12

13

14

1516

17

18

19

20

21

22

23

24

Feasibility Study: cont inued consultation with stakeholders to ensure needs areaddressed in design, design meetings held. Options are developed, explored, and costed.

Community Planning forum: ideas and support generated among community.

Interactive display: different options generated by feasibility study displayed ata venue/venues suitable for all stakeholders to be able to access and examine.Feedback generated and analysed by project group.

Detailed design: final designs drawn up by technical experts, based on stakeholder feedback.

Construction: buildings ere cted 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: - Management St rategy to be continued by management committee

- Periodic review, by original project g roup, as part o f continued evaluation (above)

Priority Action PlansPreserving Heritage through Cooperationbetween Local and Fatih Municipality1. Current situation and justification of Project

• Current situation and justification

The Theodosian Wall butts against the project area.UNESCO has classed i t as a World Heritage site and is of

unprecedented importance to Istanbul as it forms thecentre piece for tourists attracted to the city. The Wall issteeped and intertwined with Istanbul’s rich history,

• Relation of the project in relation with officialdocuments, such as Master plan, Regional Plan, exitinglaws, etc. (This relation can be a contribution, analternative, a detail of according to the cases.)This project can contribute to the conservation plan ofthe Theodosian Wall, which must be integrated into thecomprehensive planning programs through theUNESCO’s documents.106 No specific conservation plan

has been produced by any organization.



158

steeped and intertwined with Istanbul s rich history,however, a variety of threats have contributed itsphysical degradation from pollution, ill conceivedpreservation, earth quakes, fires, vegetation in thevicinity and various damaging activities on the Wall.

Amongst the local population, there is a lack of

knowledge about t he long history of t he Wall, it’simportance to world and general ignorance around theconservation process needed to save the Wall fromfurther damage.

• Existing studies and main recent dynamics.Although UNESCO has defined the conservation area ofthe Wall, in the recent Istanbul Master Plan made by theIstanbul Metropolitan Planning and Design Center, theWall is not respected and mentioned.

2. Objectives

• Development objectives:

- The conservation through a better managementcombined with trained conservation workers from t helocal population, to ensure a sustainable protectionsystem of the Wall.

- Involving a variety of actors in a dialogue on the Wall’sconservation offers the best chance of local

106 UNESCO, General Conference at its seventeenth session Paris,

(16 November 1972), CONVENTION CONCERNING THEPROTECTION OF THE WORLD CULTURAL AND NATURAL HERITAGE,Article 5: “(a) to adopt a general policy which aims to give thecultural and natural heritage a function in the life of the

community and to integrate the protection of that heritage intocomprehensive planning programmes;”

Priority Action Plansparticipation in management and skilled restorationwork.

-The training of conservation workers with the aim of their employment after the completing a course.

• Immediate objectives:

-Cooperation between preservation volunteer workers

from the community and municipality, by buildingbridges around their common goals.

4. Description of the action and of its maincomponents.Local community is enabled and empowered throughthe following actions:

• Training courses and Workshops for local peopleThe syllabus equips trainees with issues and concepts todo with conservation of the built heritage, through

workshops they will be taught hands on practical skills.Working with t rained professionals they have theopportunity of learning by doing, to demonstrate their



159

-Disseminating the need for the Wall to be better preserved which then can act as a basis for buildingsupport for a people’s led conservation plan.

3. Expected results at the end of the Project

-A committee to administrate the conservation of theWall. This committee is both local level and multi-stakeholder level. The committee overlooks issues of howbest to preserve the Wall for future enjoyment of thepeople of Istanbul.

-Trained physical heritage workers, that have undergonepractical conservation skills training.

g gworking knowledge and pick up new skil ls.

These courses and workshops can be taken in theCommunity Cultural Centre. Some experts fromuniversities in Turkey, ICOMOS-Turkey, Ministry of Culture,and other relevant institutions will be invited to takecourses.

Initially, a group of 30 suitable candidates would beselected to attend the course.

The local community and Fatih Municipality would be incharge of the courses and therefore have to decide onthe implementation of the following:

-To invite experts and/or organizations, generatingexcitement for the course in the conservation world.-Create a schedule for classes.

Priority Action Plans-Select 25 people living locally to the Wall accompaniedby 5 municipality workers.-Hire a Suitable venue.-Acquire materials needed in the workshops.-Regular running of the course every weekend for 3months.-Prepare for later courses/follow up courses.

• Instituting Conservation Committee for the Wall (CCW):The CCW is a committee which takes the responsibilityfor t he management of t he Wall in t he renovation area.The able students that have confidently managed the

4. Co-operate with the partners for a planned series ofprojects to be established.

The main components are:Logistical actions required for a conservation committeefor it’s formation and consolidation

-Contacting organizations in charge of maintenanceand preservation

-Renting an space for the office-Select local people, persons from Municipality,ICOMOS universities built heritage departments Ministry



160

The able students that have confidently managed thecontent of the course and demonstrate high levels ofpotential for future employment would be found work placements with the CCW.The committee would be in charge of hiringconservation workers, who have graduated from thetraining.

CCW and their mission:As a leading partner, t hat guides the course and informsthe committee, here are their objectives for the Wall:1. Establish tsigns explain the history, have an archive

kept of t he Wall preservation, and dedicatedorganization/person for channeling supervision.

2. Keep the negotiation channel with the UNESCO,ICOMOS-Turkey, Municipality, Sulukule Platform,universities in Turkey, Ministry of Culture, in thedecision-making process .

3. Research in current conservation approaches.

ICOMOS, universities, built heritage departments, Ministryof Culture, NGOs and CBOs in project area that canform a committee-Constitute the committee and appoint a secretary-Decide on which areas of work the committee willconcentrate on and research it wishes to carry out

5. Implementing institution-Inhabitants in the renovation area-Fatih Municipality

Priority Action Plans6. Main partners- University departments active in preservation of thebuilt heritage, in Turkey-ICOMOS- Turkey (Committee of country-widepreservation experts,)-Ministry of Culture

These three will provide experts for the training coursesand workshops, technique support in the whole project,and be members in the CCW.

S l k le Platform and other NGOs and CBOs those are



161

- Sulukule Platform and other NGOs and CBOs those areactive in the renovation area.

They can provide the materials needed in the workshopsand partly finance the project. And they are membersof the CCW also.

Priority Action Plans7. Expected duration of the Project, provisional budgetand origin of resources.

ComponentsActivity

Expected duration Est imated budget in € Origin of resources

Conservationtraining courses

and workshops forlocal people

Invite the experts or organizations

1 w eeks(1st month)

500 Fatih Municipality

make a schedule 1 w eeks(1st month)

100 Fatih Municipality ;locals

select the students 1 w eeks(1st month)

100 Fatih Municipality ;locals



162

rent the CommunityCulture Centre

1st – 3rd month 1000 Fatih Municipality ;locals

get the materials neededin thew orkshops

1st – 3rd month 1000 Fatih Municipality ;locals

hold courses everyw eekend

1st – 3rd month 2500 Fatih Municipality

temporary courses later 4th – 9th month 1500 Fatih Municipality

InstituteConservation

Committee for theWall (CCW)

contact the organizationsinvolved in

2 w eeks(3 rdmonth)

500 Fatih Municipality,locals

rent a place for office 4th – 18th month 5000 Fatih Municipality,

select the members 4th -5th month 500 Fatih Municipality,locals

constitute the regulat ionsof the committee

6th – 8th month 500 Fatih Municipality,locals

start to w ork 9th-18th month 20000 Fatih Municipality

Estimated Total 18 months 33200

Priority Action Plans8. Coherence with the Local Development PlanThis project contributes to t he following guidingprinciples:- Create income generation activities for the low incomeand unemployed groups.- Strengthen the capacity of negotiation between thelocal community organisation’s and the FatihMunicipality.- Preserve tangible and intangible heritage and thespecific interrelation between social activities and thephysicality of spaces.



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- Promote partnerships for implementation of action.

9. Spatial implications The vicinity of the Wall and it s environment shall becleared of unwanted debris, with permission of the localpeople, unwanted structures can be removed, anddamaging aspects in contact with the Wall shall benegotiated for their removal.

Local people’s roles as guides to the visitors through thesite, benefits both tourists and local people from thechanges.

The park along the Wall lacks quality design sufferingfrom inadequate maintenance, visitors would be able totour the Wall, using the park, if it was designed for such apurpose.

Priority Action PlansSULUKULE Centre



164




165


PLEASE DON’T STOP THE MUSIC

1. Current situation and justification of Project

One of the most important Roma Culture characteristicsis their millenary artistic heritage. Roma music flourishedduring the Ottoman Empire as they were consideredone of t he most important entertainers in the palacescreating and interesting music industry that will bedeveloped throughout the years.In more recent times ( from the 1950’s to 1992) Roma

since each of t he more than “30 houses employed atleast 35 persons”107 (Musicians and no Musicians).



166

In more recent times ( from the 1950 s to 1992) Romamusic had a big impact in the Nesli!ah Mahalle, moreparticularly in the area known as Sulukule which has amajority of Roma people. In a clever partnershipbetween the community and the Ministry of Culture andTourism, the music industry had a significant growth inthe area. The Ministry promoted and provided licencesin order to regulate a series of establishments known as“Entertainment Houses”, which already started toappear in the area close to the Wall. These placesfunctioned as Bars that had a stage where Romamusicians played and women danced along theorchestra’s tunes. These Houses brought a lot of outsidersand tourists into the area, not only promoting the musicbusiness but also improving the economy of the area,

However the current context of the Music in Sulukule isvery different; a law was passed in the early 1990’s whichclosed all the Entertainment Houses arguing that these

107Dalkıran E. ( 2008), Data collected from an interview w ith Erdo#anDalkıran, leader of the Sulukule Roman Orchestra

Music activity takenplace in Sulukule such asthe 40 gün 40 geceSulukule Festival (Above).

Maestro Erdo!an

Dalkıran leader of

Sulukule RomanOrchestra (Left ).

Priority Action Plansplaces had a contributed with the increasing alcoholism,use of drugs and prostitution. “Now days the number ofmusicians in the area has decreased from 1500 of whichabout 50% lived in Sulukule to only 50 musicians that playin the touristic places in Istanbul”108; therefore there is areal danger of losing the cultural heritage of Roma musicin Sulukule, considering that younger generations are notinterested in learning how to play the instruments or formorchestras. The closure of the Entertainment Houses also

affected in the economic situation of Sulukule and wasa major factor for the impoverishment of the area,moreover the sentiment of the people when

2. Objectives

Development objective:Link the Intangible heritage of Roma people with thephysical space of the Nesli!ah Mahalle, by bringing back music as an important activity taking place in Sulukule.

Short term objectivesPromote music in order to bring outsiders and tourism

into Sulukule, generating the economy and promotingindirect employment.



167

remembering those days is a nostalgic memory when lifewas better.The project targets to address the importance of Musicin Sulukule and its people within the existing site. FatihMunicipality supports the preservation of CulturalHeritage within the district; and the Roma communityare an important actor generating culture based in

music and dance. Therefore the project will not only bein the agenda of the Municipality, also supporting thepeople inhabiting Sulukule and promoting an alliancebetween the community and the Municipality thatcould evolve into bigger objectives.

108 Dalkıran E. (2008), Data collected from an interview w ith Erdo#anDalkıran, leader of the Sulukule Roman Orchestra Figure 1. Music generating the local economy

Priority Action Plans3. Expected results at the end of the Project

Even i f the project starts in small scale the immediateexpected result i s to have sustainable enterprise that willincrementally evolve into a big music institutionestablishing the term of Sulukule with Music .Once the total project is implemented it is expected thatthe area will be in the touristic agendas for peoplevisiting Istanbul and also generating a Cult movement

between musicians of Turkey and abroad.

4. Description of the action and of i ts main components.

Implement a Music School in order to teach music toyounger generations and outsiders:

- The School is part of t he Designing CommunityCultural Centres PAP (See PAP 1). The objective isto have a sustainable institution that will bemanaged by the musicians of Sulukule supportedby official entities.

4.2 Activities to achieve these objectives

The following are t he most important actions that must



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4.1 Outputs after the implementation of the project

Implement a Space to Perform Music on a regular basisin order to impulse music to tourists and local people:

- Implemented in a joint venture with the Street

Market: an alternative for informal traders PAP(See PAP 12) which will take in place eachweekend. The objective is to start in small scale ina designated area of the market in which thebuyers can enjoy music in a very informal way.Once the place is fully recognized it can bedeveloped into a more established space.

be done in order to implement the outputs previouslypointed within the priority action plan

- Study of the Existing Music Framework in Sulukule: A detailed study of the current framework of t hemusic industry and market to see the strengths,define priorities and opportunities in order to have

a successful plan.- Workshop with the Musicians and Partners:

A series of workshops in order to organize thecommunity, join the involved actors and mostimportant to coordinate and monitor the projectby delegating responsibilities. It will also beimportant to coordinate with the other PAPinvolved (Street Market: an alternative for informaltraders, Designing Community Cultural Centres )

- Building of a Performance Stage:

Priority Action PlansThe building and setting of a removable stage,that can be easily moved and stored.

- Refurbishing of a building to be use as a MusicSchool:The proper renovation of a building (already hasbeen targeted by the Designing CommunityCultural Centres PAP) in which the effectiveactivity of a music school can take place. The

building must have at least: one classroom bigenough to place 15 people with instruments, anoffice for administration, and open space in order t it t l ti

Theoretical

- Study of Music Framework in Sulukule: Submission of a document or report done bystudents and other specialized professionals whichwill survey the existing music framework in acommunity based approach.

- Workshop for Organization:

Hire a t rusted person or group, in preference if it iswithin academia, in order to run a series of

k h th t ill d i th



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to use it as eventual practice area.

- Implement an office for administration: It will be located within the school. The office willhave the t ask of administrating the School,promoting the groups playing in the Stage in t hemarket, and also networking with other groups or

institutions in order to spread and bring attentionto Sulukule.

- Promotion of Sulukule as a Music Spot:Even if most of the network marketing will be officebased, there will be the need to promote theMusic events and the Music School activitiesthroughout the city and also internationally. Thiscan be done by recruiting volunteers to distributeflyers, put posters, or implement a webpage.

4.3 Inputs needed to realize the activities

workshops that will engage and organize thecommunity and different partners.

Priority Action PlansSpatial

- Building of a Performance Stage Materials and workforce to build the stage. Buybasic music equipment to be used in the stageand locate a space where it can be stored whenis not used.

- Music School:

Negotiation with the owner of the building wherethe music school will be implemented in Sulukule.Materials and workforce to refurbish the existingbuilding Buy the equipment for the music school

- Management

- Office for administration: Equipment to have allthe facilities for t he correct administration of theMusic School and Stage. Hire a full timeprofessional who will support the community in t headministration and marketing activities.

- Music Professors: Hiring and organizing thecommunity musicians in order t o teach in the

Music School and promote it.



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building. Buy the equipment for the music schooland the office.

Priority Action PlansFigure 2. “Please Don’t Stop theMusic” Project Framework.



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Priority Action Pro ject

6. Implementing institution

The intention is to be a participatory project in which thecommunity takes action implementing and managing it,having total control of the enterprise and it s benefits; inthis aspect the existing community of musicians are anideal implementing entity since they are the mainbenefiters and already are an existing organized group.However it is necessary the local knowledge of the

Sulukule Platform in order t o enable organize andcoordinate the workshops and planning. Since theproject is very specific there might be the need of thesupport of a consulting group to help in the more

tourism, their role can extend to capacitybuilding for the people of Sulukule, as well asformalizing the project in order to promote it aspart of t he Touristic agenda.

- Istanbul 2010: Supporting financially, promotingthe project and networking with other similar projects and technical support.

- Fatih Municipality: They can support in a morephysical form by providing infrastructure,

materials and technical support. Also thepolitical support they can bring is very



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support of a consulting group to help in the moretechnical issues, in this aspect the University and otheracademics can have an important role taking intopractice methodologies and techniques, that should beuseful in the planning and running of the workshopsstage.

7. Main partners

Main Partners

- Network of musicians (Istanbul Turkey): Their role is more in the Networking area, havingcontacts and knowledge of the project their capability to promote and also bring musiciansto S ulukule is quite important

- Ministry of Culture and tourism: Besides been

able to support financially and promoting to

political support they can bring is veryimportant to formalize and give legality to theproject.


9. Coherence with the Local Development Plan

The project primarily addresses the following GuidingPrinciples stated in the Local Development Plan:

1. Give residents and businesses a feasible choiceto stay in the renovation area.

2. Create income-generating activities for low-income and unemployed groups.

7. Preserve tangible and intangible heritage and



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Figure 4: Roles of the different Partners

g g gtheir specific interrelation

8. Promote partnerships for implementation ofaction

Secondarily it has effects in the following Guiding

Principle:

5. Strengthen the capacity of negotiationbetween community organizations and FatihMunicipality.


10. Spatial implications.

The project will not affect greatly in the current layout ofthe area since it consists in small scaled interventions,however depending in its success there is a possibilitythat the existing activities of the citizens evolve and theeconomic growth will lead t o the improvement of thebuilt environment.As previously stated the stage will be part of the Street

Market next to the wall, thus there will be a st rongtangible connection with the physical heritage of thearea. Also by putting it in t he limits of the community itwon’t interfere with the daily activities of the residents.



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yThe Music School will be located in a strategic placewhich will enable outsiders to easily find the place. Asseen in the previous chapters in the analysis, the place isconsidered a space of social interaction that can beidentified by the community.

Figure 5: Spatial Interventions




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Implementing Institution and Main PartnersThe main partners involved 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 Istanbul’s universities 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 approval.

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



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The Sulukule Platform. Representing the community and more specifically the owners of historic buildings, theimplementation role for the Platform will ensure a more participatory approach to design and will contextualise theinterventions adapting them to people’s actual needs.

- Academics. Universities of Istanbul, although providing 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 whichto start negotiation.

- The Fatih Municipality. The participation of the municipality in the implementation institution will give a morestructured legal framework to the project and, more importantly, it will legitimise its objectives and recognise itsvalue.

The organisational scheme outlines the main actors and their roles in the context of the pilot project showing theinterrelation and linkages between them.


Plans&

Drawings

Planning

EU European Capital of

Culture 2010Programme

Partnership:Sulukule Platform-Academics-Fatih Municipality

Technical Support:

Academics

Fener-Balat consultants OWNERS

Revolving Fund/Micr o

Finance Schemes

Plans& Drawings

ORGANISATIONAL SCHEME FOR PILOT PROJECT



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Monitoring

Application

Approval

Construction

KUDEB Protection

Implementation

Skilled local people (15) trained in ‘building

and restoration’ coursesalready promoted by the

Istanbul MetropolitanMunicipality

SELF-HELP

RESTORATION OF

THREE HISTORIC

BUILDINGS

Scaling-up

(At neighborhood level)

(Extend to historic districts)

Cooperative of local builders

(Immediate Outcome)

Evaluation

Controlling

Conservation Board Nat ional Level

Community

Development Trust

(Long-Term

Outcome)




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Coherence with Local Development PlanThe Sel f-Help Restoration project is in line with the Local Development Plansuggested 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 involves housing. The issues regarding the provision of a feasible choice for residents to stay in t herenovation area, and the commitment to defend housing rights (Guideline 1, 4) are strongly emphasised by both thedevelopment and immediate objectives of the pilot project. Not only the self-restoration method is aimed at thedefence of rights of owners of historic buildings, but it also tries, through the opportunity for controlled rental schemesof 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 development plan converge regards the creation of incomegenerating activities (Guideline 2). The restoration of the buildings gives the chance to owners to access credit andto extend their buildings, generating new units that can be rented. This will have three positive impacts on thedevelopment of the area: first it will allow renters to afford on-site accommodation; second it will generate a regular



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p g gincome for the owners of the historic buildings; third it will promote densification of the area so t hat more people willbe accommodated in the area.

• Finally the third area regards the preservation of the tangible and i ntangible heritage, and specifically theinterrelation between the built environment and the social activities (Guideline 7). While for what concerns thearchitectural importance of the historic building the project focuses on the ‘restoration’ of specific structuralcharacteristics, i.e. on the re-instauration of the original value of the physical elements, for what regards the socialcomponent of the heritage of historic buildings, we can talk about preservation, i.e. about a process of maintainingthe 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 tacklingits most influential issues.




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y j

O n - S it e Re se ttle m e n t


The affordable renting schemeBrief instruction

Based on the situation that the long-distanceresettlement will have strong negative impacts on thelivelihoods of the community and the on-site relocationneed to be prioritized, this proposal focus on offeringrenters the opportunities to stay on-site and ensuring theowners benefited from receive these renters.

To achieve this, the project is formed which aims atestablishing the renting office to keep the existingconnection between owners and renters throughstandard contract to secure the tenure.

At th ti h id tifi d th i

Everyone who contributes to the heritage has the right to stay in heritage area.



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At the same time, as we have identified the seriousmiscommunication among the stakeholders who havethe interventions in the regeneration project of Nesli!ahand Hatice Sultan Districts, the special function of this on-site renting office which can act as the informationplatform within the community to bridge the gapsbetween the stakeholders is also highlighted here.

Clarification

Everyone who serves the heritage area should be served by the authority of this area.Everyone who lives in the heritage area has theresponsibility to contribute to heritage.


1 Current situation

In the regeneration project, the renters will be relocated 40kilometres 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 thesame time, 59%of the renters are not occupiers and theycan keep on rent their houses out.

" More than half of the current renters cannot afford themonthly 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 moving.

" The intangible culture cannot sustain without theserenters.

Case 2 The owners are not given a free gif t.

If an owner has a two-layer house with a b asement and each layer is 30 m2,the compensation is 90 ,000TL [(600+700+800+900) x30]. If he w ants a n ewapartment which is t he same size, he g ets 90m2 with the cost o f 111,870TL.

The difference is 21,870 and is p aid by 180months – t hat is 121.5TL/month.The example proves when the empty land is taken into account only once, theoutcome is that the more layers built o n the same plot, the more the owner

suffers t he loss . If he has more th an one empty land, not including the plot of the existing house, he will lose the potential to build more houses on theempty lands since there is no more pri vate open space in the new master plan.



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The information such as demographic and socio-economicdata of the community from different stakeholders could notcorrespond to each other.

Case 1 Most of the owners are able to rent their ho uses out and therenters are the ma jority in this community who need to be especiallyconcerned.

Out of 620 owners only 256 are o ccupants which mean 364 owners who havemore th an one property for rent al.

(Source from the master plan of Fatih Municipality)

(Source from the master plan of Fatih Municipality)

Case 3 The housing is not affordable for more than half of the currentrenters.

It is positive that the t enants are taken into account in this project and are given th eopportunity to have a property in Tasoluk. Besides, they will have a 50% discount(approx. 600TL/m2) of t he normal pri ce. And the monthly rate for the renter ranges

from 272 to 444 TL/month. [83 m² apartment is 4 9,000-56,000TL (272 t o 311 TL per month) and 118 m² apartment is 70.000 to 80.000TL (388-444TL per month)](Source: The Mas ter Pl an o f the Fatih Municipality).

However, the monthly rate (from 272 to 444 TL/month) for the new houses inTasoluk is unreachable for 24.44% of families 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 b urden to them. (Source: The So cial Survey of Sulukule Pl atform).


2. Specification for the project

2.1 Purpose, aims and actions

2.1.1 The purpose of this project

" Bridge the communication gap among allstakeholders and to cause the community membersto 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 betweenowner and renter through the offering of thecorresponding compensation to the owner

2.1.2 The aim of this project

" Establishing a community-based rental office withthe cooperation of the Fatih Municipality and thecommunity members.

" Establishing an information platform to keep therecord of the community members and keep theentire stakeholder informed with the accuratedemographic and socio-economic data.

" Standardizing the contract between owners andtenants to secure the tenure.



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corresponding compensation to the owner.

" Keeping the social-economic connection of thecommunity to preserve intangible heritage throughpromoting on-site relocation.


2.1.3 The actions

The whole project will be divided into three main steps.

The first is to establish the rental office which is the coreof this scheme.

The second step is to establish the information platformby which all stakeholders could inform the community

directly and, at the same time, collect the accuratedata of the community. These records will be used asthe key evidence for applying subsidy from authorities.

The last step is to set up a standard contract for bothrenter and owner which is the main function of the

The Fatih Munic ipality will organ ize a prepa ratory wo rk for

establishing an o n-sit e office taking care of the issue of the tenants.

Other than officers from Municipality , ove r ha lf of the staffs w ill be

elected from the community. Executive o fficers from the Municipality

will take charge of the f inancial issue and the staffs from the

community will take responsibilitys to enreg ister the profile o f the

Es tablishing the working model for the renting o ffice and define the

responsibility through discussion among the s taffs from both s ide s.

Situate the staffs to the working mode l and giv e d itailed tasks.

Ga the ring relevant informati on from all stakeh olds and keep the m

informed

Es tablishing the database profile for bo th owners and ren ters.

Examina ting the renter's profile , prioritizing the emergency and

deciding the renter's price .

Ev alua tings the houses in S ulukule and Taso luk .

C i th b id i t th t t k th b d t f

Establishing the rental office

Budget

Documents

processing

Database

Programm ing

Selection of the Stuffs

Schematic Des ign

Organizational Des ign

Information sharing and budget making



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renter and owner, which is the main function of therental office.

The description of each action is detailed in the table.

Comparing the subs idy given to the ren ters to make the budget for

compensation .

Reporting to the authorities and to raise and manage the fund in

Negoc iationInforming the commun ity members of the scheme and receiv ing

feedback from renters and owners concerning the ren tal rate and

Contract

Constituting the standard clause of the contract which gu ran tee s the

ternure for the ren ter and the compensation for the owner who

receives the renter.

Locating the ren ter to the house and signing the contract with both

owner an d ren ter

Occupancysecure

contract

Re-evaluating the rental rate and compensation a cc rod ing to the

inf lation of the market to kee p the rate adaptab le

g

Securing the Contract

Commission

Mov ing




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2.3 State parameters

2.3.1 Timescales

It will need 16 months to accomplish the project. Thechart below shows the sequence of the actions and thetime need in each action. The light blue grid shows theactions will finish in the lifespan of the project and thedark blue grid shows the actions will come into functionsand keep going after this project is finished.

Table 1 T he timeline for Affordable Rental Scheme Project1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16Timeline(Month)

Progr amming

Sel ection of the Stu ffs

2.3.2 Rough Budgets

When come to the Budget for this project, the expenseof the Fatih Municipality is mainly used for hiring staffsand keeping the daily function of the rental office. If thetime span in Table 1 is A, the number of people neededin 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 meansafter paying back the reconstruction cost of the owner,there will still have 20722383TL left which can give renter 265TL111 per month for 15 years. If use this subsidy to



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Database

Budget

Negocia ti

on

Contract

Moving Locate

Oc cupanc

y

secure

contract

Document

s

process ing

Commiss io

n

Schema tic Des ign

Organ iza tional Design

compensate the owner, together with the rent the renter paid before which is 200TL/month, the owner will receive425 TL/month which corresponds to the market price.

Table 2 The rough budget for Affordable Rental Scheme Project

109 Case 3 has analyzed the subsidy to the renters .

[600x(83+118) / 2x434=26107200]

110 Case 2 has analyzed the additiona l cost of the new house for the owners .

[44838X121.5=5447817]

111 [20722383 / 434 / 180=265]


Fatih Mun ic ipali ty Subs idy International Funding Total

6000 6000

6000 6000

45000 45000

16500 16500

Da tabase 22500 12000 34500

Budget 13500 26170200 6000 26189700

Negociation 54000 54000

Con trac t 18000 18000

Mov ing Locate 20250 20250

Occupancysecure

con tract12000 12000

213750 26170200 18000 26401950

Commission

T t l

Budget(T L)

P rogramming

Se lec tion of the S tuffs

Schematic De sign

O rga niz ation al Des ign

Documents

process ing

As ov er half of the staffs will directly come from thecommunity, it will be much easier for the office to carry on thephysical and social survey to get more accurate data. At thesame time, as there are people with different backgroundwork together in the same department, there will be morenegotiation between the municipality and the communitywhich can also help to build up the understanding and trustbetween each other and relief the conflicts.

Table 3 T he Human resources for Affordable Rental Scheme Project

Fa tih

MunicipalityNGOs Community

Internat ional

OrganizationsTotal

4 2 0 0 6

2 2 6 0 10

6 1 9 0 16

2 1 9 0 12O i ti l D i

Human resource

Programming

Selection of the Stuffs

Schematic Design



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213750 26170200 18000 26401950T otal

2.3.3 Actors and partners

In this project, the Fatih Municipality will take the leadingrole at the first place. At the same time, they are

required to engage in the community members andfinally transfer the responsibilities to them; and eventuallythe community will be the main role. The internationalorganization and NGOs will be invited to take part incertain stages, such as the selection of staffs and thegathering of the information to make the whole processmore transparent and stringent. The numbers of peoplerequired in each stage and the origin of the organizationare shown on the following table. Since some peoplecan change their tasks in different stages, so total of 16

people are required.

2 1 9 0 12

Database 2 2 8 4 16

Budge t 6 0 0 2 8

Negocia tion 0 0 9 0 9

Contract 4 0 4 0 8

Moving Locate 0 0 9 0 9

Occupancy secure

cont ract7 0 9 0 16

Organizational Design

Documents

processing

Commission


3 Complete the projectOther than the traditional contract between theowner and the renter, the new contract will include athird party, the rental office, who acts as an adapter between the renter’s affordability and the owner’sprofit after the regeneration project. When the projectis completed, there will be a rental office comes intofunction which offers the service of this rental schemeand keeps the process easier for the renters and

owners.

4 Tips for implementation

The transparency of the municipality and theparticipation of the community are the two curtailissue for build up and maintain the trust betweenthe municipality and the community. This trust willbe 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 every stakeholdersto do survey and investment. This issue shouldcome earlier than the master plan of theregeneration project, so there is also a suggestionthat this rental scheme can be addressed at very

i i i j



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beginning in other project.

There are positive things can be learned in theregeneration project of Nesli!ah and Hatice SultanDistricts. However, as a pilot project, somethingbetter is expected.


ON SITE SOCIAL RENTAL HOUSINGThis project is to deliver social rental housing on site for the poorest through the adjustment of currentmasterplan.

Existing Situation and Justification

There are four aspect of the existing situation which Iwould like to address:

i) Affordability problems of the resettlement plans forthe poorest.

ii) There is no option at present for renters to maintainin Sulukule



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in Sulukule.

iii) The urban fabric, critical in preserving the culturalheritage, will be destroyed with the current masterplan.

iv) Houses for purchase in Tasoluk are heavilysubsidised but yet still unaffordable.

This action project seeks to be a single integral solutionfor addressing the resulting needs that stems from thesefour current conditions. The process of achieving this ishighlighted in Figure 1.

Figure 1 Diagrammatic representation of Justification of action

project


SUPPORTING EVIDENCE AND JUSTIFICATION BOX 1)

i) AFFORDABILITY PROBLEMS FOR THE POOREST

From our analysis, the main finding that has to beurgently resolved is the reality that a significantproportion of the community are very poor. Despite theefforts by the municipality to increase the length ofrepayment period to 15 years and negotiating for

lowering the selling prices of TOKI’s housing in Tasoluk byhalf its market value:

• There are owners who will still not be able to meetthe repayments of the differences in housing costfor t he new Sulukule houses.

various conversations with Fatih representatives, that 80%of owners have signed for a new house in Sulukuleleaving 120 owners who have yet to agree.114 I do notbelieve it is conservative to attribute the main reason for this to be affordability.

220 families are left without a resettlement solution. Theplatform have identified these 100 tenants to be highlyvulnerable to homelessness as unlike the owners, they donot have their house as an asset and finding affordable

rent for these tenants elsewhere will prove challenging.



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• There are renters who cannot afford to purchasea house in Tasoluk.

Reinstating what was talked about in the analysis of theUrban Development and Resettlement Proposal112, fromthe social economic survey carried out by the Sulukuleplatform: 47% of the families in Sulukule earn less than500 TYL113 . For the renters’ sample of the survey, close tohalf of the people pay less than 200 TYL a month for rent.

There remains to be 100 tenants yet to agree topurchase house in Tasoluk. And we underst and through

112 Refer to previous chapt er 3: Analysis: on affordability of the relocation s cheme.113

There is an informati on gap in t he si ze of t he survey sample and t he met hodologyof how t his survey w as carried out by t he Sulukule Plat form which w e w ere unable t o

confirm with t he implement ers.

Figure 2 Recalling from analysis: Difference in value between oldand new properties in Sulukule. Source: Municipality of Fatih,meeting with Mustafa Çifci 7/5/08

114 Source: Fati h municipalit y Renovation Areas April 2008 + I nterviews w ith M ustafa

Çif ci on 7/5/08. Refer to Chapter 3,


Looking at the compensation rates and the cost of newhousing under the analysis of the resettlement programsection, there is a significant difference between thevaluations of the existing properties to the cost of thenew houses in Sulukule. (Figure 2)

The owners will have to pay for the increase in value ifthey are to maintain in Sulukule. The properties of theowner occupiers are significantly smaller than themajority of the new houses, (new houses range from

75m2 to 180m2). It was also identified that themunicipality’s valuation of the existing properties is verylow in comparison to rates offered by the market. Thelack of choice for a property of similar size and the lowlevel of compensation rates offered by the municipality

reach for a significant portion. So we predict thatalthough majority of tenants have signed up to a housein Tasoluk, they will eventually realize they cannot affordit especially if their income generating revenues cannotbe sustained through the relocation.

Need: An alternative to the present resettlement optionsis required aimed primarily for the vulnerable, ie thepoorest.



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contributes to the unaffordability of the new houses for the owner occupiers. They lack the income generatingcapacity to meet this demand.

An apartment in Tasoluk for Sulukule residents costs

49,000-56,000 TYL for a 83 m² apartment and 70,000-80,000 TYL for 118 m² apartment. Source: Mustafa Çifcion Tasluk visit 6/5/08.115 Over the 15 years, the monthlyrepayment without including interests as yet will rangefrom 272TYL per month to 444 TYL per month.

Compared to the statistic that 40% of people earn lessthan 500 TYL and the average rent paid in Sulukule atpresent is 200 TYL, these repayments still seem out of

115 Refer to analys is.


SUPPORTING EVIDENCE AND JUSTIFICATION BOX 2)

ii) THERE IS NO OPTION AT PRESENT FOR RENTERS TOMAINTAIN IN SULUKULE

All owners have been given the right to purchase newhousing in Sulukule but this does not safeguard thestaying of the renters. Furthermore, as the value of theproperty increase through the rehabilitation project,owner landlords will lever for higher rent to cover the

difference in price for the improved property. As thereare no provisions within the resettlement plans to controlthe rent or strategies to encourage landlords to maintainwith the existing renters, many of these renters will beevicted out of Sulukule. They have the option to go toT l k b t ith th bl id tifi d i t i)

networks and people pool of the city. We recognisethere are employment opportunities in Tasoluk in theforms of industries, but the residents of Sulukule do nothave the skills to adapt to such jobs. Training courses area good measure to address this, but is a limited strategythat cannot be sustained to cover for all the relocatedtenants.



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Tasoluk, but with the problem identified in part i),sometimes this is not feasible.

In the analysis of the physical and social situation116, wehave also identified the strong physical- economical

linkages. Residents’ livelihoods are strongly linked to thelocality of Sulukule. The demographic structure surveycarried out by scholars presented in Fatih municipality’sRenovation Area report April 2008 shows that the mostcommon professions in the district are Artisans: 21%,Informal jobs: 15%, Labourer: 14%, Musicians 3%. It isevident that the nature of these jobs is not suitable for locations such as Tasoluk. These livelihoods depend onbeing in the city centre, thriving on the existing formal

116 Refer to analys is of physi cal, social and economical

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 thiscommunity. The major ity of residents have lived over 20years in the neighbourhood and so there is a very strong


and ev ident existing community network. The tenantsare also fully integrated into this community network anda lot of the residents in the neighbourhood dependstrongly on these neighbourly ties for their everydayliving, therefore tenants as well as owners shouldmaintain in Sulukule in order to preserve and capitaliseon such a community asset.

The physical and cultural ties of Sulukule are reflected bythe Romani community’s long residency, (over

thousands of years), in this settlement along the landwalls. There is still a strong Romani presence within thecommunity, (34% of the community).117 This has meantthe cultural heritage associated with the Romanicommunity, namely the music and the dance, still existsin the present day Sulukule 118 This was witnessed by the



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in the present day Sulukule.118 This was witnessed by theteam during the spring festival. It is important that suchrichness of culture is maintained and so the Romanicommunity, (who are amongst t he poorest of theresidents after the closure of the entertainment houses)

must be allowed to stay in Sulukule.

Need: An alternative to the present resettlement optionsis required to allow tenants to have the choice to stay inSulukule.

117 Refer to previous chapt er 2: Setti ng t he scene: Neslisah and Hat ice Sultan oninformation about Romani culture within the renovation area.118

M Sc BUDD students of DPU: “Placing Sulukule: towards an alt ernative proposal t oconserve the living herit age of Romani Cult ure. June 2007, pp23 Refer to for

information on the significance of Romani cult ure to Istanbul.


SUPPORTING EVIDENCE AND JUSTIFICATION BOX 3

iii) THE URBAN FABRIC CRITICAL IN PRESERVING THECULTURAL HERITAGE WILL BE DESTROYED WITH THECURRENT MASTER PLAN.

In the physical and social analysis119, many findings wereyielded through our mapping activities. There is now indepth understanding into the heterogeneity of landuses, the significance of community landmarks in the

interaction within the community and integration withareas outside the area and most importantly, the inter-relation between social activities and the physicality ofspace. The design of the current master plan was notinformed with this body of knowledge and so does notreflect any of these aspects It should be revised to

SUPPORTING EVIDENCE AND JUSTIFICATION BOX 4

iv) HOUSES FOR PURCHASE IN TASOLUK ARE HEAVILIYSUBSIDISED BUT YET ARE STILL UNAFFORDABLE.

Houses in Tasoluk are part of the TOKI, mass housingauthority, social housing scheme. From interviews withMustafa Çifci during the Tasoluk visit, 6/5/08, weunderstand that the houses provided are cheaper thanthe real cost of the buildings. Actual cost of the houses

in the area would be 1200 TYL/m2 but TOKI is charging600TYL/m2. So in effect for each 83m2 unit of apartmentin Tasoluk, TOKI is subsidising 49,800 TYL as part of thesocial housing strategy. However, as discussed in box 1),these houses are still unaffordable for some Sulukuleresidents and the reduction in income opportunities



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reflect any of these aspects. It should be revised toincorporate these findings which are fundamental topreserving both the tangible and intangible heritage.Through adjustments of the current master plan basedon the principles of preserving the existing ways in which

space is used, it will be demonstrated later on that thiscan also have the bonus effect of making more efficientuse of land hence yielding available land for theinclusion of the social rental housing. A series of designinterventions to achieve this will be discussed later.

Need: Adjustments are required to the current master plan

119

Refer t o Chapter 3- Analysis: Physi cal Social and Economical sect ion of the report

residents and the reduction in income opportunitiesthrough the relocation to this area will make Tasoluk home ownership scheme impractical for them. Byutilising the subsidy TOKI is handing out in this schemeinto an alternate scheme that is more suitable for these

people, a more appropiate solution can be achieve.

Need:To transfer the subsidies being inputted intoTasoluk to alternative schemes.


‘The Wider Issue’ and Justification‘The Wider Issue’: So far, we have justified how this PAPaddresses the existing situation in Sulukule. But theobjective for this project by the students of UCL, is tocreate solutions that will be transferable to other renovation projects in the historic centre. On site socialrental housing is not only an action project to bedelivered in Sulukule but is a strategy that we hope willbecome a common approach for other similar projects.The project aims to demonstrate the feasibility of such a

strategy through its implementation in Sulukule and willuse the Sulukule case as the starting post toinstitutionalise on site social rental housing within thesocial policies of Turkey.

Justification: There is high demand for social housing in

housing schemes. This will contribute to meeting thehigh social housing demands.

At present the strategy being implemented by Fatih andTOKI in tackling the renovation of Sulukule isdemonstrated in Figure 4.



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Justification: There is high demand for social housing inTurkey, to meet the ever increasing population growth ofthe city. Pressure on TOKI to deliver mass housing is high.This is evident in Tasoluk with 5000 applications for the1000 remaining units. As with many other European

countries, namely the UK: the social housing schemeincludes an array of strategies to tackle the needs of thediverse population. Solutions aimed at the mostvulnerable, include social rental scheme where thestate, or a state assigned association (housingassociations in the case of UK) acts as the landlord andtherefore able to provide affordable controlledsubsidised rent to the poorest. There is scope at presentto include such a strategy within TOKI’s portfolio of

Figure 4 TOKI's (Housing development authority, HDA) mechanism120

for the delivery of renovation projects Source:

http://www.toki.gov.tr/english/2.asp

120 This m echanism achieves the rehabilitation of t he "dilapidated urban zone" , alsoat the same time a vacant area is planned for the purpose of providing modern

housi ng units for evicted households from the renovati on areas.


Problems with this mechanism has been the unsuitablityto rehouse evicted people from the renovation area in‘alternate nonoccupied land’. It also creates anunsustainable demand to seek new land, and may resultin development on unsuitable land, such as Tasoluk andcontribute to urban sprawling.

Our main concern also is the social stratification of thecity such an approach wil l create. The continual‘renovation’ of the city centre with developments such

as that proposed for Sulukule, will result in lack ofaffordable housing for the low income groups. They willeither be ‘relocated’ to the city’s periphery, assuggested with this TOKI’s mechanism or ‘priced out’ ofthe city centre’s housing market. The lack of div ersestratified income groups in the city will cause long term

strategy can be found in the supplementary planningguidance on affordable housing in the London Plan122.This is in effect what this project t ries to achieve throughthe delivery of on site social housing through adjustingthe nature of ‘land 2’ in Figure 4 from ‘alternative nonoccupied land’ to a proportion of the renovated area.It is recognised t hat the amount of social rental housingthat can be delivered on site cannot possiblyaccommodate everyone that is displaced. But it isaimed primarily for the poorest and forms an option to

supplement the array of strategies for on siteresettlement.



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stratified income groups in the city will cause long termsocial and economic problems as it is being witnessed inLondon. The force of the private housing market in thecentre London has made prices unaffordable for largeproportion of the population. As the low income group

cannot afford to live in the city, it has created ashortage of blue collar workers121. This low cost labour pool is critical in sustaining a healthy economy and soextensive strategies have been put in place in Londonnow to address this problem. Strategies beingimplemented include the obligation to deliver largeamounts of on site affordable housing along with everyprivate housing developments in the city. Details of this

121 Blue collar w orker is used to describe unskilled, manual labourers.

122 GLA (2004) Affordable Housi ng: The London Plan Draft Supplement ary PlanningGuidance. Great er London Authorit y, Cit y Hall, The Queens W alk, London, SE1 2 AA.


Project description On site social rental housing is an affordable option for the poorest residents to maintain in Sulukule. As the rentswill be subsidised by the state who will act as sociallandlords. By adjusting the masterplan, social rentalhousing can be incorporated through minimal disruptionto the current contracts for the new Sulukule houses.There will be no significant additional financial burdenon the municipality or developers TOKI when comparedto the current relocation plan.

The Development Objectives• To deliver on-site social rental housing for the

poorest, with the hope to institutionalise socialrental housing within the housing policies of Turkeyin the long term.

OutputsTechnical delivery of the project t hrough:A) An adjusted master plan that:

• Reflects the current cultural values of the urbanfabric.

• Utilises land in an efficient manner.• Allows for a minimum of 220 social rental units.

B) Social rental housing adequately designed andconstructed 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 thesocial rental housing.



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in the long term.

Immediate Objectives• Adjust the current plans to allow for land space for

social housing provision.• Compose a delivery, implementation and

management strategy for the social rentalhousing.

D) A committee/ working group set up between TOKI,Fatih municipality and other stakeholders andsupport personnel to establish social rental strategiesas part of TOKI’s social housing delivery model.

Figure 5 Diagram showing corresponding activity and output

Output A&

Output B

Output C&

Output D

4

1

2

3

5

7

6

Act ivity


Activities

1) Desktop study on the design of social housing1 m onth

This is to carry out research on the design of social rentalhousing. Issues such as sizes, design and layout of socialrental housing units should be understood in order toinform the design of such housing in this project. Oneparticular aspect would be the use of communalfacilities in order to make efficient use of space.

2) Examine the existing living condition in Sulukule1 m onth

Examine the existing living conditions of potentialcandidates who will live in the social rental housing.Understand the way they live to identify their needs for

project to look at residential and commercial areasbased on mixed land use. This activity can beconcurrently run if all these projects are to beimplemented.

4) Investigate into the demand for social rental housing3 m onth

An extensive survey is required to preliminary identify thepeople who require/ desire the option for social rentalhousing on site. Their situation in relation to the existing

resettlement plans should be understood and their circumstance assessed in order to be able to prioritisethe people in need of this strategy the most. The prioritytarget group are tenants unable to afford Tasoluk, andowners who cannot purchase a new Sulukule house.These owners can sell their house to become tenants in



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the design of their homes. to ensure adequate design isdelivered.

3) Adapt the master plan through various interventions

6 m onthsDesign exercise to achieve the objectives set out. Thiswill include re-design the master plan to make moreefficient use of land in order to incorporate socialhousing. Refer to “Possible suggested ways to adaptmaster plan” for guidelines on how this could be doneand Figure 6 and Figure 7 for estimation of the number ofunits that can be delivered. This activity will also includethe design of the social houses. Several other PAPs alsorequire the review of the master plan, for example the

the rental housing if they desire.

5) Identify details of the rental program in Sulukule6 m onth

Details on how to implement and manage the socialrental program have to be established. This will includethe finance of the strategy, how much subsidy is given tothe rent, who is eligible for the program, the applicationprocedures, the terms and conditions for being tenants.This will be collated into a manual of instructions whichcan be used as a base for Fatih to initiate dialogue withTOKI and other actors.


6) Communicate the program to the community1 m onth

Awareness raising campaign should be formed to makesure all the residents know of this new option to theresettlement program and the details. An office shouldbe set up to give advice, receive applications anddisseminate information about the social rental housingprogram. This office can be the same centre as the oneproposed in the PAP on ‘Affordable Renting Scheme,where a renting agency has been proposed. This should

transform into a ‘one- stop- shop’ centre for theadministration and management for all the differentoptions within the resettlement program. The centre willhold information on all the renters and owners of thearea.

should include recommendations from experts based onother case studies around Europe.

Figure 6: Model used for estimation of land required per unit housing

Possible Designi

Land madeavailable

Unitsll d

Culmative# f it

Estimation on no# of units to be delivered

Estimation will be based on this init ial socialhousing dimension

model.Size of one unit: 50m2 Number of storey: 5 storiesUnits per storey: 2 unitsTotal units per block: 10 unitsGross Floor Area: 500m2

Building occupied area: 100m2

Plot ratio: 1:2Plot land area: 200m2 to deliver 200 units



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7) Establish dialogue between actors forinstitutionalisation of social rental housing

5 m onthsThe manual for the social rental housing in Sulukule can

be used as the tool to begin the dialogue between Fatihmunicipality and TOKI with many other relevantstakeholders who has a part to play in developing socialhousing policies for Turkey. These may be other municipalities who are interested in such a scheme,central government, relevant experts in this field.Through gathering these people, hopefully this will resultin a working group between representatives from theseinstitutions to further develop this strategy in order t o beinstitutionalised and applied elsewhere. This dialogue

Figure 7 Table showing number of units made available through possible design interventions

Interventionsavailable

m2 allowed no# of units

Densify potential areawith 5 storey housing invacant land.

3200 160 160

Review the need of hoteland perhaps remove 2740 137 297

Reduce propose greenare by 20%

4179 208 505

Reduce width of streets.Total area of streetsreduce by 5%

1133 56 561


Possible suggested ways to adapt the master planSeries of possible design interventions:• Dense area o f 5 storey housing within the

potent ial area identified.This is the basis of t he project so this intervention mustbe carried out. See potential are info for justificat ion.To achieve the minimum of 220 units, extra designint ervention must be carr ied out. • It is quest ionable to have a need for a hotel in

such an area, rev iew t his and perhaps remove.These last t wo suggested interventions are alsoidentified in the analysis. These interventions better adheres to t he current cult ura l use of space.• Reduce proposed green space of (20893m2) by

20%.• Reduction in the street width, reduce area of

streets by 5%.



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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 t he large area of vacant land

belonging to the municipality.

Potential Area because:• In an already dense area of site with no height

rest rictions. Can build houses to the nature of the

exist ing buildings (as shown in photos) which is ofhigh density. Social housing of this design w illcomplement the existing urban fabric in this areathan t he planned ottoman style villas.

• Existing large vacant land already owned bymunicipality so little disruption to owners of theland.

• Area is spatially separate, so minimal d isruptioncaused to the rest of the development. 7proposed villas will have to be located elsewhere.(see possible design interventions for more efficientland usage)

•

Large number o f social housing units can be builtwithin the vacant land proposed for internalcourtyard at present, courtyard is not required

here.




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Figure 8 Activity Timeline and Inputs to Activity

Figure Activity timeline and Inputs for Activities

Figure 8 shows the overall activity timeline for the PAP.Many of the information gathering and design activities


can take place concurrently. The set up of the programcan happen after the design is set, as the number ofunits available and cost of the project will be better known. The whole project to deliver the design, to setup the organisation of the management and to initiatethe long term sustainability of the strategy, is estimatedto take one year.

Main Implementers

The main implementer for this priority action project is t obe Fatih Municipality. They must recognise the need for on site social housing and therefore initiate the inceptionof this project. This will ensure effective changes to themaster plan to be made.

TOKI i l i t t t i thi j t Th

Sulukule platform also has an important role in thisproject as the community needs to be engaged tounderstand the social situation of the residents and thedemand for the housing. The platform already has goodinformation on this and has close ties with thecommunity.

Figure 9 shows the make up of the design team incharge of delivering output A and B. The managementcommittee in charge of delivering output C and D.

Design team

2x architects1x structure;

1x infrastructure;

Mustafa Çifci

2x Fatih reps2x TOKI reps

2x CommunityOfficers: Asli &

Hacer 2 C it

2010 CultureCapital

Committee



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TOKI is also a very important actor in this project. Theyare the current developers of the Sulukule project and soany changes will have to be agreed with TOKI. But moreimportantly, they also have the role of housing

administration of Turkey; in charge of delivering thecountry’s social housing.

Other main partners in this project are the 2010European Captial of Culture Committee. They hav eshown interest in achieving alternative solution to thisproject. They can act as an independent body to makesure efforts are made to achieve objectives and sharetheir knowledge.

Figure 9 Human resource needed for the PAP

1x infrastructure;1x transport;

1x build servicesengineer

1x landscape architect1x planner

1x quantity surveyor.

2x Community reps.

1xSocial housingexperts

1xLobbyist1xEconomist

Managementcommittee

Sulukule

Platform

Fatihmunicipality

TOKI


Financial Resource and Provisional Budgeting

As well as human resource, financial resource is alsorequired for the implementation of this PAP. Thepartnership of Fatih municipality, TOKI municipality andthe 2010 European Capital of Culture should provide thebudget for t he project.The incentive for the municipality and TOKI is that byundertaking this project and making it a 2010 EuropeanCapital 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 byoffering their services for free.



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Figure 10 Provisional estimate of budget 123

123 Overheads cover all t he expense cost of each person, t he office s pace, bills ,

expense, admini stration, tools. From experience working in design off ice, 0.2 of salary

is used. I n a normal office for management , 0.1 of salary.


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 t hen 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. Even if the Fatih Municipality

considers the tenants and provides them with houses

with contracts, which we see as a positive attempt, it is

The studies by the Sulukule platform and our interviewsshow that most of the tenants have 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 observed that the current struggle with the

Fatih Municipality has been divided through the issue

based on

roma and non-roma people. We believe that the master

plan will lead to lot of people being displaced and

hence the current situation demands groups “to be



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not satisfactory as it displaces the people. The new

master plan by the Fatih Municipality leads to land

speculation and thus gentrification. The occupiedowners earn their livelihood by renting their houses to

these tenants. Our interviews with the community show

that a number of houses have been sold to third party,

as the current occupied owners do not have enough

income to sustain in the new master plan.

displaced” to come together for their security.

There is an urgent need of a movement at the grassroots

level which then the municipality has to take account

for and provide support to.

There have been cases around the World where such

cooperatives have been successful in compelling the

State to listen to them and national policies being

devised for scaling up of the process.




6. Formation of Federation of Cooperatives7. Application for registration for contracts (titles).

tenants to form a cooperative4. Formation of Cooperatives in 5

zones as marked in the map.

1 Month

5. Training and capacity Building

for Cooperatives

3 Weeks

6. Formation of Federation of

Cooperatives

3 Weeks

7. Application for registration for

contracts (titles).

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



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5. Expected duration of the Project1. Training and Capacity Building

Workshop for Sulukule Platform

3 Weeks

2. Survey of Tenants, listing of

tenants by area – physically

marked on site.

1 Month

3. Sulukule Platform initiating the 1 Month

The total duration of the project is expected to be

approximately 8 months.

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.


7. Main partnersThe 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 the tenants, establishment of

cooperatives as well as the federation of the

cooperatives.

The platform and the cooperative have to be successful

in convincing the occupied owners as well as the

unoccupied owners to share the land title.

O th bj ti li h d th l tf

will require $500. There are 3 sessions for the Platform and3 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 Nat ions, and European Union.



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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 movement is a grass root movement. 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


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:

• Give residents and businesses a feasible choice to stay

in the renovation area.

• Generate on site affordable housing solutions for the



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Generate on site affordable housing solutions for the

renovation area.

• Defend housing rights.

• Strengthen the capacity of negotiation between the

local community organisation’s and the Fatih

Municipality

• Promote partnerships for implementation of action.


Sulukule Fund: A sustainable revolvingloan scheme

&

The Sulukule Children’s Centre (SCC)

1.0 Current situation and justification of the project(Why?)The city of Istanbul is becoming more and more elegant,but it’s the poor who foot the bill. In Fatih Municipality, atthe end of June 2007, the Mayor’s office gave the goahead for one of the most massive and violent forcedevictions of Romani ancient settlements in the world.

Over 500 of about 1000 households who reside inSulukule Fatih Municipality Istanbul will be hit by the

percentage of school drop-outs, amongst other socialissues. And our recent survey of socio-economic andlivelihood patterns within the community revealed thatthe resettlement programme of the municipality will onlyspell doom of disintegration and the extinction of a trulyRomani settlement in the city of Istanbul.

In opposition to this disruption, several associations oflocal inhabitants joined by various international

concerns, NGO’S, celebrities, as well as academics are

breaking the wall of silence, including that of the press,by mobilizing initiatives based on the appeal launchedby the “Sulukule Platform” which calls for an end tothese forced evictions and demolitions, compensationand on-site resettlement of all residents including the

homeless in hosing they can afford.



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Sulukule, Fatih Municipality, Istanbul will be hit by theongoing forced evictions and demolitions. This is comingafter the closing down of the entertainment houses (a

major source of the people’s livelihood) in 1992 coupledwith the issues of social exclusion and stigmatization thathas crippled the wellbeing of this race in Istanbul over the years.

Sulukule being a low-income settlement with mixed landuse, it is expected that the Fatih Municipality is aware ofthe fact that their current intervention is a disruption ofeconomic activities that has contributed in no small wayto the evident high rate of unemployment, high

g yHowever, the urgent issues to be addressed now aredirectly related to children and women who are themost vulnerable within the community. Also, therevitalisation of economic activities through the provisionof income generating opportunities and the provision ofcheap or interest free loans can help sustain thelivelihood of all age and gender grouping within

Sulukule. This way, the community will be better positioned financially to meet their immediatechallenges and armed through the education ofchildren to tackle the root causes of problems affecting


the community as a whole. It is then and only then thatour interventions can be viewed as sustainable since inmy opinion, education is the engineering for personaldevelopment, it is through education that the son of aminer can become the mine head, the son of a farmer can become a president and the children of Sulukule

can be at par or even surpass others from the rest ofIstanbul and thus forget the stigmatisation of been

Romani. Accordingly, the proposal for the setting up of a

revolving loan scheme and the demonstration of howthe loans may be applied particularly with the SulukuleChildren’s Centre initiative has been drawn from all theabove as a priority action for immediateimplementation.

1.1 Current situation at a glanceIt is evident from the above that the closure of the music

0%

10%

20%

30%

40%

50%

60%

70%

Figure 1: Current situation of Neslisah and Hatice Sultan District

Source: Faith Municipality, 2005, Bi r Cingene Yolculugu p. 1 68-178



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g

Summarily, the current situation of Sulukule community

that has attracted the attention of both local and

international concern and ultimately informed thevisualization of the Sulukule Fund (SF) and the SulukuleChildren’s Centre (SCC) is presented below for your perusal:

It is evident from the above that the closure of the musichouses in this predominately music community in 1992 bythe Fatih Municipality brought down the population of

persons involved in music related industry to a mere 3%.The effect is not surprising with children (33%) nowbecoming the bread winners of their families and no lessthan 26% of those of them enrolled in school droppingout for the same reason.

1.2 Project JustificationConsequently, in the course of our survey, analysis andplanning (SAP) for the Survival of the Sulukule


community, it came across to us that immediate stepsmust be taken to help improve the economic situationof the community given the 69% statistic of redundanteducated/ skilled of this population. Whatever percentage this group (redundant educated/skilled)represent within the community or the kind of education

or skill they possess, their efforts should be completed bycreating income generating opportunities for them and

encourage the cheap transfer of their skills to others

within the community. The Sulukule Fund is thereforedesigned as an interest free revolving loan schemewithin the community to support livelihood group whohave skills but access to cheap or interest free loans

eludes them for several reasons.Also, the children’s interest must not be left out of any

the support of the university and must now negotiate for another space if the educational support must continuebut it should also be done in a manner that it issustainable. Accordingly, with the participation of the

children, a Sulukule Children’s Centre is now been

advocated by Dilek Turan with the conviction that the artcraft production which the children have now masteredcan be sold to support the SCC if given a loan under theSulukule fund. The children are also willing to show that if

given the loan, they can demonstrate the ability torepay from their profits within a year.We are really humbled that our proposals in this regard isenjoying attention of the community and theimplementation is now ongoing because it is viewed to

be derived f rom their need.



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vibrant project that responds to the needs of thiscommunity. At this junction we must acknowledge theeffort of Dilek Turan for organising a group of volunteersand the negotiation of space, transportation andsupport from the Belgi University for the training of thechildren particularly those that have dropped out inscience and arts. However, the community recently lost

Attached below is a progress report from Dilek and brieffrom the community meeting of Friday 23 rd may 2008 onthe establishment and support of the SF & SCC designwith the support of a member of team throughconsultation and sensitisation of the community aimedat developing 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 conceptualisationof this approach.


2.0 ObjectivesIt should be reinstated that the overall objective of theSF & SCC is the economic revitalisation of the Sulukulecommunity by addressing the root causes of thepeople’s problems within the city of Istanbul andbeyond. 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 overall living standards of the community

- Reduce unemployment

needs. The extension of this initiative to other areas withinthe Neslisah and Hatice Sultan District is a decision thatrequires further consultation between our team and theSulukule community.

3.0 Expected Results at the end of the ProjectWe are of the opinion that the project that has already

started has no end. However, SF & SCC will continue tosupport and improve the socio-economic situation and

the educational development of the community year

after year. It is our Vision that the SF will eventually growto become a strong community bank that would helpdevelop several businesses and initiatives of the Romanipeople 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 have



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- Strengthen the capacity of the Community BasedOrganisations- Strengthen the possibility of the community to attract

partnership from all sectors- S upport Educational development of t he community- Preserve tangible and intangible heritage throughparticipation

It should be noted that SF & SCC are limited to theSulukule community in the short term and the model canbe replicated in other areas of Istanbul or any other partof the Republic of Turkey based on their situation and

their own sustainable (self help) productive communalspace and interest free loan will be available to others toimprove their livelihoods from the SF.

4.0 Description of the actions and its main componentsA participatory approach similar to what is obtainableunder the implementation of Turkey Local Agenda 21 byUnited Cities and Local Government (UCLG) - Middle

East & West Asia Section. The creation of the SF & SCC iscurrently been implemented through the pullingtogether of stakeholder resources with the communitydonating funds and material items towards the projects.


Also, as part of the process of fully supporting theSulukule Children’s Centre, the our team of students atthe University College London are already planning fundraising activities amongst many other issues receivingattention. The main components of the activitiesexpected 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 approval

4 3 F d R i i

- Sulukule Fund- Demonstration projects

4.7 Handover- Launching of the Sulukule Fund- Certification of successful projects

5.0 Expected duration of the projectThe project is expected to be fully operational andhanded over to the community for self determination

and implementation within 20 months when the formal

launching will be held. The project duration will thereforebe the 1st of June 2008 to 31st of January 2009. Please

find attached a detailed Gant chart indicating thesequence of activities with dates. 6.0 Implementing Institution (who?)Together with the community, it has been agreed thatth S l k l Pl tf ill b th i l ti I tit ti



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4.3 Fund Raising- Setting up of group cooperatives- Solicit for external grant

- Establish community account4.4 Demonstration Projects- Sulukule Children’s Centre development- Funding of another feasible project

4.5 Monitoring- Livelihood group monitoring- Demonstration project supervision

4.6 Evaluation

the Sulukule Platform will be the implementing Institution.This is also contained in the brief of community meetingattached above 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 haspledged support for the counterpart funding of the SF

and the SCC during the demonstration Phase and arenow considered to be a non for profit Institution involvedin the project.

7.0 Main Partners


Participation in the project is not limited to any Institutionbut opened to all that has the interest of the Sulukulepeople as an agenda. However, the main partnersinclude the following:

7.1 Fatih MunicipalityFatih Municipality has been acquainted with the SF and

SCC initiatives during our final roundtable discussion withMayor Mustapha Demir. We believe that the

Municipality will not only provide financial support in the

near future but will create the enabling environment for immediate take off. Also, technical personals can beseconded from the pool within the Municipality tocompliment the efforts of the resident Community BasedOrganisation and the donor agency involved in the

ongoing process.

7 2 U it d Citi & L l G t (UCLG) Middl

(MDGs). However, the application can only be throughthe Municipality.

7.3 Development Planning Unit of the University CollegeLondonThe entire conceptualisation of the SF & SCC is ideasand efforts of students and staff of the Development

Planning Unit of the University of London. Theycommunity can depend on the commitment of the

team from the Institution to continue to provide cost free

assistance towards the monitoring and evaluation of theproject.

8.0 Provisional Budget and origin of resources (financing)Bearing in mind that the community has starteddonating personal effects towards furnishing and

equipment the SF & SCC, we have come up with amoderate budget for the take off The Budget estimates



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7.2 United Cities & Local Governments (UCLG) - MiddleEast & West Asia SectionBringing in their wealth of experience in the

implementation of similar projects under the Turkey LocalAgenda 21 in other Municipalities in the city of Istanbul,Ms Gulce Baser, the project s officer of the UCLG hasasked that the Fatih Municipality contact her office to

help kick start the project. Also, Ms Baser has informed usof the availability of funds managed by her office tosupport the SF under the Millennium Development Goals

moderate budget for the take off. The Budget estimatesare as followings:

Components Estimated Budget Origin of funds

i.Revising of property to

house SCC

(First six months)

$1000.00 Community

ii. Library (SCC) $600.00 UCL Students

iii. Furnishing (SCC) $1000.00 SHCN

iv. Loans (SF) $2000.00 SHCN

v. Miscellaneous $400.00 Sulukule Platform

$5000.00


9.0 Coherence with the local development planThe SF & SCC initiatives have been designed basedprincipally one of our guiding principles which supports

income generating activities. However, because of theflexibility of the loans from t he 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 implicationsSF & SCC will be implemented by and for the Sulukulepeople. They will be run from a rented property fromoutside the community temporarily till the on site

relocation of the community is achieved and then andonly then the SF & SCC will have their permanent



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only then, the SF & SCC will have their permanentlocations within the new Sulukule.


Sulukule Children’s Centre

- Focused children participationEd i d i i

Partici ation

- Community enlightenmentF ti f li lih d

ExistingSituation

- Forced Eviction- High rate of unemployment- Poor instrume nts of participation

- Disintegration of the community- 26% school drop-out recorded

Immediate

Objective

Development

Objective

- Establish a re volving loan scheme

- Establish partnerships- Im plement two demonstration projects- Im prove the livelihood of two groups

- Item C

- Im prove the overall standard of living- Reduce unemployment

- Strengthen the capacity of the CBO- Preser ve particularly intangible heritage- Support educa tional development

Input Activities Output



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- Educa tion and training- P rofit from children handcraft

Reduce Unemployment-Improve income ge nera ting activity

Sulukule Funding

- Pr ovide residents with interest freelivelihood support funds

Strengthen the CBOs

- Demonstrate how CBOs could bestrengthen and attrac t partnerships

Evaluation

- Demonstrate Project- Sulukule fund concept

- La unching of the Sulukule fund

Handover

Appraisal

- Forma tion of livelihood groups- Registration- Re-training of members

- Group c ontribution- Group a pplication and interviews- Project approval

Fund Raising

- Set up group cooperatives- Solicit for external grant- Establish a community account

Demonstration Pro ect

- Sulukule Children’s Centre development

- Funding of another fea sible project

Monitoring

- Gr oup monitoring- Demonstration project

Main Actors

Main Partners

Financial Su ort

Tech/Legal Support

- $2000 SHCN fund (See d funding)

- Local cooperative funds- Loca l and international grants

- Sulukule Platform

- Human Settlements Association- Community

- Community members- Sulukule Platform

- SHCN

- Fatih Municipality- UCLG- DP U-UCL



Liv e lih o o d s



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Residential and commercial areas basedon mixed land use concepts

The Potential of mix land use. Source: Fatih Municipality

A revision and redesign of the master plan integrating astrategic use of zoning

INTRODUCTIONModernization is pursued and implemented throughurban regeneration projects in historical areas ofIstanbul. Consequently, privatization and gentrificationthreat traditional low-income neighborhoods and theurban fabric that sustain its residents’ livelihoods. Thesegregation of residential areas from production and

commerce and services to small-scale manufacture. Inthis context, the livelihoods of current residents andworkers, and their capacity to stay in the newdevelopment will be affected by the implementation ofthe plan.

Existing mix land use in the area.

Justification

Today’s existing urban patterns in traditionalneighborhoods support the image of how people live



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commercial activities has become a trend in this processof transformation.

The master plan for the renewal area is an example ofthis situation. It provides commercial areas within theproject, but clustered in a single area. This represents theidea of the homogenized market place, to thedetriment of the traditional street-corner shop. Inaddition, the plan integrates only the existing formalbusinesses in the area, disregarding the unregistered

working spaces, and the scope of activities that takesplace in the neighborhood. These activities, range from

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 theneighborhood, and the fulfillment of its resident’s needsat local level. Moreover, the possibility of owning abusiness with minimal overhead costs represents animportant source of income that benefits low-income

households.


“The small-scale local economy sustains local customs andtraditions through the kind of things they sell and the ways of

doing so.”124



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Figure. Existing mix land us e in the area.

124Frank & Stevens (2007), pp 65.

Figure. Renew al Project. Source: M unicipality of Fatih


The Priority Action ProjectThe PAP consists in a study for the revision and redesignof the master plan where principles of strategic zoningwill be applied, while integrating a local developmentplan for the area. It will support the conservation and

establishment of small and medium size enterpriseswhich create employment opportunities for local

people.The current master plan includes a mixture of primary

uses: residential, commercial, educational, cultural andreligious, among others. The review for the master planwill continue to integrate these uses but in a differentapproach, where the value of diversity will be

incorporated in the project. By doing this, the synergybetween the functions that sustain the vitality of thestreet, and generate sense of community and identity,

OBJECTIVES

Long term

Enabling residents to conserve their livelihoods The development objective of this project is to enableresidents and business owners to conserve their livelihoods within the renewal area. It will contribute tothe Istanbul Master Plan vision of “increasing the

employm ent, supporting business enterprises and

supporting the participation of the working class in urbanlife”125 This objective would be achieved by:

Short term

1. Raising the awareness of PLANNERS to therelevance of mixed land use in regeneration



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street, and generate sense of community and identity,could be conserved.

relevance of mixed land use in regenerationprojects.

2. Updating the MASTER PLAN in order to integrate astrategic use of zoning in the renewal area.3. Developing models for MULTIUSE buildings and

streets that accommodate different uses, whichare a reflection of cultural identity, and supportincome-generating activities.

125The Istanbul Master Plan (2007) pp. 101


RESULTSImmediat e

objectivesOutputs

11

# Expansion of the capacity of planners tointegrate the economic and social perspectivein development plans.

# Integration of a comprehensive framework thatrecognizes the value of mixed land use as a

heritage and cultural component.

# Creation of a forum w hich discuss the renewalplans for historic districts and their impact on thesocial st ructure of traditional neighborhoods.

22

# Revision and modification of the master plan,zoning for the Neslisah and Hatice Sultan

districts.

# Creation of a local development plan for the

development. In addition, the methodologies of this pilotproject from the Municipality of Fatih would beexpected to be transferred for future regenerationprojects in the historic peninsula of Istanbul.

COMPONENTS

Lifespan of the project

This Action Plan has a t imeframe 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 level.

2. Meetings with local planners to understandand redefine their vision for the renewal area.



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# Creation of a local development plan for therenewal area.

33

# Enablement of an affordable option for residents to pay for the renovation project andremain on-site.

# Integration of different land uses in the streetthat express identity and enhances public life.

A prime outcome is expected to be the redesign andapproval of a new master plan for the renewal area,based on principles of social inclusion and local

3. Increase awareness of the importance of themixed land use in community development in

congruency with the principles of in theEuropean Union, Sustainable Urban

Development: A Framework for Action(COM(98)605)126.

4. Identification of business and workshops in thestudy area; formal and informal, owners and

126 See Working Group on Sustainable Land Use (2001) Available at:

http://ec.europa.eu/environment/urban/pdf/landuse_wg.pdf


renters. Understand the nature of livelihoods,markets and resources.

The following can be found along thestreets: Cafes Street-level shops

Street v endors Car repair shops

Tomb stone engravers

Sheep butchers

Among others…5. Creation of working groups with local business-

owners to identify their vision for the

neighborhood, the areas where they canmake a contribution to the local development,

9. Negotiation with the municipality of the localdevelopment plan.

10. Modification and redesign of the currentmaster plan for the Neslisah and Hatice Sultandistricts.

Inputs

Technical. Each of the ten activities has a consultancy-team assigned who will collaborate between

departments, universities as well with the localpopulation through a working group. Local experts whoaccount for the historical, social and economical

interests of the area and its residents will be expected toassist the consultancy team (For example, professionalsfrom the Historical Peninsula Group, or from the Fener &Balat Group Project) The consultancy team will have to



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and the obstacles in doing so.6. Identification of SWOT for local development in

relation to cultural and tourist potentials of thearea.

7. Negotiation with local business and workshopsto assist in producing a local development

plan.8. Preparation of framework to implement mixed

land use within the principles of socio-economic development in the renewal area.

Balat Group Project). The consultancy team will have torange from the fields of architecture, sociology,

economy, environmental development and planning.

Financial. The cost of the project is estimated to be

30,000€. This cost includes all consultancy fees, and feesassociated with administrative work. The Municipality ofFatih Municipality will cover the cost of the project.

However, if the project is upgraded for future renovationareas in which the vision for the development plan


covers the historical districts of the municipality, thereare financial instruments that could provided substantialsupport as for example the European NeighborhoodPolicy: Funding127, from the EU. This program encouragesprojects aimed promoting good governance andequitable social and economic development.

“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 human rights, sustainable

developm ent, poverty alleviation and the

implementation of political, economic, social and

institutional reforms.”

Implementing institution

- Residents and business owners. From thefindings of the Fener and Balat Prjectfunded by the EU, “the majority of

shopkeepers and tradesmen are ready to

support rehabilitation project. Certain of

them have already established anassociation whose aim is to improve theurban environment.”128 In this context, a

partnership with local business owners willcontribute to the sustainability of the projectand an adequate implementation of thelocal development plan for the area.

Collaborators- Chamber of Architects



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The Municipality of Fatih

Partnerships

- The Capital of Culture 2010 Programmeenvisions the need for support projects,which will enrich city’s urban character andincrease its cultural output.

127See European Neighbourhood and Partnership Instrument,

available at: http://ec.europa.eu/world/enp/funding_en.htm

- Ministry of Tourism and Culture.- Other government economic development

agencies.- Universities and other research organizations

that can offer technical support andacademic expertise through existingresearch programmes.

128SOURCES-UNESCO, pp . 23


Spatial implicationThe impact of the PAP is the preservation of the existingmixed land use in historic districts under regeneration, inorder to protect its quality and appeal.The main benefit of the PAP will be the enhancement ofthe capacity of planners to adopt a different approach

that promotes local diversity towards vitality.



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Figure. Potential of mix land use. Source: Fatih M unicipality

Env ision of the area…

Figure. Potential of mix land use. Source: Fatih M unicipality


THE JOB RESOURCE CENTRE

The aim of this Priority Action Project is to provideguidance, assistance and information for the communityregarding income generating activ ities. The wide range ofserv ices would include diffusion and allocation of jobs andtraining courses, legal and financial advice or ev enmanagement guidance to start a new business or consolidate professional organizations.

Current Situation and Justification of ProjectAfter 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 andtheir limited alternatives to adequate income generatingactiv ities which is strictly related to their precarious livingconditions and their capability to afford housing.

When it comes to income generating activ ities, thefollowing issues can be identified within the community:

Lack of skills

LONG TERM OBJECTIVES…Our goalfor the futureThe aim of this action plan is tostrengthen and diversify the

economic generating capacity ofthe residents in order to improve their quality of life and their access to

adequate housing.

SHORT TERM OBJECTIVES…Our Goalfor TodayThe immediate objective is to



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- 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.

The immediate objective is toestablish and consolidate a proper Job Resource Centre office within

the settlement.


1.COMMUNITY DATABASE…Preparing the field!

In order to assure the success and legitimacy of theserv ices prov ided, it is v ital to consolidate an accuratedatabase of the community. This database wouldencompass a profile of each inhabitant containing allthe information related to livelihoods that eventually cantranslate into a reliable groundwork for context-specificresponses.

Community ProfilesPersonal Information, e.g:

- Name- Age- Sex- Marital status- Dependants, if any

Economic Profile, e.g:- Av erage Income

2. FOCUS GROUPS…getting to know the community!Most of the information mentioned abov e can beobtained by surveys ran within the community, however when it comes to qualitative data two main reasonsdifficult the access and veracity of the information:

- Cultural connotations might difficult the gathering

of information, especially from women, who insome 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 manycases implies personal and introspectiv e questionsthat might not be clear enough and could

require reasonable time to answer.

Hence, focus groups become a feasible tool toapproach all sectors of the community (men, women,and youth) through creativ e strategies that enablecommunication and overcome cultural barriers



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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 ofdiscrimination etc…) in order to identifyweaknesses and possible problems to target.

- Existing skills- Specific potentials and aspirations of the

inhabitants in order to develop a future scenario ofchoices to div ersify income generating activ ities.

communication and overcome cultural barriers.

A cultural and social analysis must be undertaken toensure the proper approach in the design andimplementation of the focus groups. It is essential to takeinto account the heterogeneity of the community andthe social dynamics that comprises it.


3. MOTIVATIONAL WORKSHOPS…opening new doors!Although many of the inhabitants have valuable skills thatthey want to continue developing, others lack of any or might w ant to explore other alternatives. It is here, whenthe motiv ational workshops can increase awareness andencourage the community to explore their potential andother options

The motivational workshops can include games or eveninteractive lectures, where people from differentprofessions can come to the community and share their experiences in the field, opening a whole range ofoptions that might be unknown otherwise. At the sametime, inhabitants could clear their doubts by askingquestions.

It is important that these workshops are handled in aninformal manner with a rather conv ersation format inorder to encourage the attendance and activ eparticipation of all men women and the youth

4.PARTNERSHIPS…building networks!The role of the Job Resource Centre can be labeled as abridge between the community and the differentincome generating activ ities available. However, inorder to properly undertake the role of facilitator, it isessential to establish partnerships with key entities withinthe field.This network building would comprise a database ofpartners encompassing training and vocationalorganizations, job allocation agencies, SME supportorganizations, credit institutions, related NGO’s, fundingorganizations, universities, legal adv isors, relatedgovernment entities and the like.

Some examples of potential partners:

- MEKSA Foundation for the promotion of vocationaltraining and small industry.

- TESKOMB Tradesmen, craftsmen and SMEsTESK Confederation of Turkish tradesmen and



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participation of all men, women and the youth.

At the same time, the location of the workshops shouldalso favor the participation of the community, preferringopen spaces where the activities can be visible andencourage and raise awareness within the inhabitants.

- TESK Confederation of Turkish tradesmen andcraftsmen.

- KOSGEB Small and Medium Industry DevelopmentOrganization- MIT Ministry of Industry and Trade

- SPO State Planning Organization- Ministry of Labor and Social Security


5.JOB ALLOCATION…opening doors!Supported by an accurate database of both thecommunity and the potential partners, the Job ResourceCentre would help in the allocation of jobs according tothe specific profile of the person and the requirements ofa job opportunity.

6. TRAINING…exploring your potential! The function of the office regarding training schemeswould encompass:

1. Diffusion of training opportunities to all thecommunity, through the use of training fairs andadvertisement.

2. Design of training schemes according to thespecific needs and aspirations of the community,

e.g textiles and tailoring. Training courses could alsobe designed and implemented as a tool to target

the weaknesses and issues identified through the

7. BUSINESS START UP…starting your own business?The Job Resource Centre would encourage and supportnew ideas and initiatives through the prov ision of adv iceand information about starting a business, e.g,management advice, looking for sources of credit,budgeting etc.

8. MAKING ALL IANCES…uni ted you are stronger!The office would also encourage the unity and cohesionwith in the community, thus is crucial to provide

guidance to foster the organization and establishment ofalliances, whether is among women, youth or betweendifferent professions. An example is the organization ofthe informal traders addressed by another priority actionproject (See page ).9. FINANCIAL AND LEGAL ADVICE…The office would offer basic legal adv ice, whether isabout contracts, social security or even labor rights. Atthe same time it would facilitate information about

i l f di h l h



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surv ey and focus groups, e.g management training

for small enterprises.3. As w ell as the job allocation serv ices, the office

would serv e as a facilitator between training andvocational organizations and the community

interested in dev eloping or acquiring new skills.

potential sources of credit, how to apply or ev en how toeffectiv ely manage a budget.


EXPECTED RESULTS AT THE END OF THE PROJECTThe main output will be the consolidation of a JobResource Centre office, whose functions prev iouslydescribed will translate into the following outputs:ECONOMIC STABILITY. The main output of this project is tosecure and increase the income of the inhabitants, in order tofacilitate better living conditions as well as the access toservices and opportunities.EMPOWERMENT AND CONFIDENCE BUILDING. By exploring newalternatives, discovering their potential and promoting unitythrough alliances, the inhabitants will have the confidence andpower to shape their own future into their expectations.

COMMUNITY COHESION. The promotion of o rganizations withinthe community will e ncourage t he cohesion among itsmembers, that can translate into a stronger settlement able toaffront difficulties and threats.EMPOWERMENT OF WOMEN AND THE YOUTH. Through the surveysand focus groups aimed to women and the youth it will bepossible to address their specific needs and concerns, thusformulating accurate responses. This will allow theempowerment of both sectors opening doors to opportunitiesand encouraging their active participation w ithin the

DESCRIPTION OF THE ACTION AND OF ITS MAINCOMPONENTS- The physical establishment of the office, e.g

location, equipment and adaptation to thespatial requirements based in the communityprofile.

- Training of the staff of the Job Resource Centre,e.g Management, customer serv ice,administration etc…

- The recruitment and t raining of v olunteers to assistin the preliminary surv eys, focus groups andworkshops.

- The completion of an overall surv ey focus groupsto conform the community database and profiles.

- The completion of a database of potentialpartners encompassing training and vocationalorganizations job allocation agencies SME



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community.IMPROVEMENT OF THE PERCEPTION OF THE COMMUNITY. Finally,

the office w ould constitute an opportunity to expose thepotential and capacity of the inhabitants and could serve as aplatform to express the needs and aspirations of the communityto the municipality and the rest of the city. Overall it wouldimprove and counteract any preconceived perception or assumption about the community.

organizations, job allocation agencies, SMEsupport organizations, credit institutions, related

NGO’s, funding organizat ions, univ ersities, legaladvisors, related gov ernment entities and the like.

- Diffusion or adv ertisement activities to inform andinvolve the community in the establishment of theoffice.

- The prov ision in a regular basis of all the functionsof the Job Resource Centre.


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 groupsand workshops.

- Volunteers (Students, NGO’s etc.)- Adv ertisement equipment- 1 lawyer to provide 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 willentail a lifespan of 24 months.

MAIN PARTNERS

FUNDINGEU-Turkey through the financial assistance for ActiveLabor Market Measures for Local Economy.

IMPLEMENTATION

Sulukule Platform and Nesli!ah ve Hatice Sultan association. However, it is crucial the involvement of

other NGO’s or organizations actively working withthe community in order to promote cooperationbetween them and avoid overlapping of efforts.

POTENTIAL PARTNERS

- MEKSA Foundation for the promotion of vocationaltraining and small industry.

- TESKOMB Tradesmen, craftsmen and SMEs



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- TESK Confederation of Turkish tradesmen andcraftsmen.

- KOSGEB Small and Medium Industry Dev elopmentOrganization

- MIT Ministry of Industry and Trade - SPO State Planning Organization

- Ministry of Labor and Social Security


SPATIAL IMPLICATIONS

The location plays a crucial role in theproject, as it has to be strategically locatedto ensure its easy access to the communityas well as the continuous exposure of theactiv ities.

The proposed space is located in one of themost frequented areas of the settlement,according to our physical and socialanalysis (See chapter 3).



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The location has a symbolic meaning as itnot only it represents a place to gather andshare, but also used to be a store and now isabandoned. Its restoration and the new usewill give a new meaning to the area and

hope to the inhabitants.

The space should be open and invite peopleto come in; the open area next to the housecan be used to shelter focus groups or fairs.


Street Market: An Alternative to InformalTraders

1. Current Situation and Justification of the Project(why?)

As it has been presented in our analysis in regards to thephysical and social background of the current area ofstudy, the Neslisah and Hatice Sultan districts are areasof mixed land use, with 48 existing spaces of commerce.

However, there is a lack of information relating to theinformal businesses and the people that currently rely oninformal jobs, as this is a group that is very difficult t o betargeted, properly counted and defined. Nevertheless,more than 60% of the area’s population rely on theinformal sector for employment129. Immediately relatedto that are the unquestionable facts of the high number of unemployment in the area, and the existing poverty.If one looks at the Urban Renewal project proposed by

several sporadic, informal markets that already operate

in the area.

Fig 1 An informal market next to the Theodosian Walls



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o e oo s a e U ba e e a p ojec p oposed bythe Fatih Municipality, there are only being recognized

45 registered business owners that are allowed to keeptheir businesses on-site, in a different location, within thenew commercial centre. Therefore, the proposedmasterplan does not recognise or address the majorityof workers of the current area that are related to theinformal sector. Many of those are shoe or t extile makers,handicraftsmen, artisans, musicians, or simple traders to

129Approximate number provided by the Sulukule platform.

Fig.1 An informal market next to the Theodosian Walls,03/05/2008.

One should argue that the Fatih Municipality hasexpressed130 its interest in advancing severalcommercial and tourist related activities within all thehistoric districts of the centre, and particularly close tothe Theodosian Walls in order to highlight its importanceand beauty. In addition to that, the idea of the streetmarket (bazaar) is

130Information provided in t he meetings with Fatih Municipality


well rooted in the Turkish tradition and represents pure

middle-class values131.

2. ObjectivesDevelopment Objective (long-term)To improve the livelihoods of people who currently relyon informal jobs.Immediate Objective (short-term)

-To facilitate the organization of an officialassociation for t he informal t raders.-To put forward the procedures for the

implementation of a street market that will embracethe informal traders and will attract external citizensfrom all Istanbul (beyond Sulukule area) and tourists.-To reach a number of 100 stalls in the market within12 months.

3. Expected Results at the end of the Project(Outputs)

focus on opening the Sulukule area to the whole city of

Istanbul, and attracting residents beyond the Neslisahand Hatice Sultan districts, as well as becoming a touristattraction point. The expected number of traders beingaddressed by this market is 100 for the first 12 months ofoperation.A secondary output that will support the good operationof the market will be an association of informal tradersthat will organize and train the informal traders in order for them to work in the new market.

4. Description of the Action and of its maincomponents

The market will operate weekly, on Saturdays, and,provided there is a significant amount of visitors withinthe first year of its operation, the operation will beextended to both days of the weekend. Apart from thetrading activities taking place, there will be established aseries of parallel recreational activities which will reflect



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(Outputs)

The main output of this project is a street market that willprovide income-generating activities for a significantnumber of traders which, so far, are in an unstable andvulnerable income situation as they work without aproper license in several informal markets and are in therisk of being penalized by the authorities. The market will

131Information provided by the urban historian Orhan Esen,

18/05/2008

series of parallel recreational activities, which will reflectthe community’s way of life and traditions (music

festivals, traditional singing and dancing, art s and craftsexhibitions etc.), and that will be implemented in adiscrete space in the market. The space that has beenchosen for the market, as it will be presented in thefollowing, is the main road parallel to the TheodosianWalls.The main activities that will take place so as t o achievethe expected output are the followings:


1. To organize the informal-sector workers in an

official association. So far, they work individuallyand are not aware of their working rights. There isa need for the exact number of informal workersto be identified and to register those who areinterested in participating in the project. In thefollowing there should be identified and classifiedthe interests, skills and capabilities of each worker.The Job Research Centre is considered as the keyinstitution that will facilitate the proceduresdescribed above.

2. To negotiate with the Fatih Municipality for thepedestrianization of the central road during theoperating hours. Additionally, to negotiate withthe Municipality for the terms of the provision ofthe land and services –streetlights if needed,water, collection of the garbage and cleaning ofthe road after the closure – for the market. Thenegotiations with the Municipality will be

properly trained by the professionals during those

first six months. The professionals have to beexperts in marketing techniques and businesspractices. The market operators will be in chargeof the operating hours and days, t he positioning ofthe traders, and the annual programme ofactivities included n the market, like the musicfestivals. The Implementation Institution will beresponsible to hire the market operators.

4. To set up an operational scheme for the market.

This scheme has to define clearly the marketregulations, an adequate selection system if thenumber of applicants goes beyond the availablenumber of stalls, and the roles and responsibilitiesof all the actors involved. The market operators willfinalise the operational scheme.

5. To identify the investors and the sponsors for themarket. The investors can be producers and



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ego a o s e u c pa y befacilitated by the Implementing Institution

presented in the following.

3. To organize a team of market operators. In thebeginning, there has to be established a team ofthree professionals that will be responsible for theorganization 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 agroup of people from the community that will be

a e . e es o s ca be p oduce s a dartisans that are interested to “hire” a market stall

and a trader responsible for that, and thereforesell their products. The sponsors can be individualsor companies interested for advertising their products. For example, the drink and food kioskscan be sponsored by the companies theyrepresent and a part from their profits can begiven for the improvement of the market. Themarket operators in cooperation with the


Implementation Institution will identify the investors

and sponsors.

Inputs In regards to the essentials that are needed for t hemarket to be put in operation, the fundamentalelements are the following:

- land and services for the market- funds for the preliminary stage and the

probationary period, before the market becomes

self-sufficient- three experts in marketing techniques andbusiness practices for the first six months of theoperation. The professionals can keep the role ofconsultants in case of an emerging difficultsituation.

- an office for the informal workers association(considered as provided by the Job ResourceCentre)

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 dialogue…It emphasized artistic

production based on collective intelligence and the

living process of negotiating with physical sites...In 2003,

IKSV made a decision to organize innovative, smaller

events in addition to the Istanbul Festivals. This meant

that events would spread throughout the year and not



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- an office for the market operators

5. Expected Duration of the ProjectThe project has an overall expected duration of 12months for the market to be in full operation and thecommunity to be able to take over its facilitation fromthe professionals. The fig.2 indicates a general plan ofthe duration of each of the main stages.

that events would spread throughout the year and not

be limited to specific periods of time like they hadbeen.”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

132 From the official website of IKSV,

http://www.iksv.org/english


expresses an interest in the conservation 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 responsiblefor the organizing of the association of theinformal workers. In general, the Center will be themain representative of the community and will bethe mediating actor between the ImplementingInstitution and the CBOs (Sulukule Platform

- the CBOs, Sulukule Platform and Neslishah Neigh.

Assocition, which have long-term ties with thecommunity and are the mediating actorsbetween the people and the institutions.

Priority ActionsExpectedduration

ImplementingInstitution

Main Partners

The association of t heinformal workers

0-3rd

month

Job Res earchCentre

Sulukule Platform

Neshlisah

NeighbourhoodAssociation

The negotiation for theprovision of land and

services

0-4th

month

Ist anbul Foundationfor Culture of Arts

-

The establishment of the

market operation team

0-1st

month

Ist anbul Foundationfor Culture of Arts

Ist anbul Chamber of

Commerce

S t th ti l 2-9thIst anbul Chamber of



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Institution and the CBOs (Sulukule Platform,

Neshlisah Neigh. Assoc.)

- the Istanbul Chamber of Trade, an NGO that cancontribute as a consultant institution providinginformation on trade fairs and exhibitions, onmarket opportunities, on marketing techniques, onprices etc. It is also a very useful actor in case of afuture scaling-up of the project.

- the market operators that are responsible for thegood operation of the market.

Fig.2 Table that indicates an est imated distribution of roles and atimeline of the project.

Set up the operationalscheme

2 9

month

The marketoperators

Commerce

Job Research Centre

Identify the

investors/sponsors

9-12th

monthIst anbul Foundation

for Culture of Arts

The market operators

Ist anbul Chamber of

Commerce


To improv e the livelihoods of people w ho currently rely oninformal jobs

Long-termobjective

To facilitate the organization of the informal traders intoan official association.

To p ut forw ard the procedures for the implementat ion ofa st reet market that w ill embrace the informal t raders

and w ill attract external citizens from all Istanbul (beyondSulukule area) and tourists.

To achieve a number of 100 stalls w ithin 12 months

Short-term

objectives

The street marketfor informal traders

Output Input

1. Land and services

for the market

2. Fund for st arting the

market

Organize the association of informal-

sector t raders

Negotiate w ith Fatih Municipality t he

pedestrianization of the st reet duringActivities



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Identify inv estors and sponsors

Input

3. Market operators: 3

experts in market ing

operating hours, the provision of land

Actors

Istanbul Foundation

for Culture of Arts

Job Research Center

Istanbul Chamber of

CommerceCBOs

Market operators

Establish a market-operator team

Set up an operational scheme for the

market (roles, responsibilities, selection

terms, annual programme of activities)

Activities

Fig.3 Graphic representation of the main

components of t he Priority Action Project


8. Origin of Resources (financing)

The project needs a funding support for the first 12months and after that period it is considered to becomeself-sufficient, from the profits from the recreationalactivities and the support from the sponsors. The IstanbulFoundation for Culture of Arts has its leading sponsor, theEczacibasi Group that “since 1942 has sought to serve itscommunity through the establishment and sponsorshipof non-profit institutions involved in culture and the arts,education, scientific research, public policy andsports.”133 Therefore, the implementing institution can

contribute to the financing of the project. As asecondary resource, the Job Research Centre canchannel funding from the European Union.9. Coherence with the Local Development PlanThe key guiding principles that are mainly addressed inthis project are the following:

• Give residents and businesses a feasible choice tostay in t he renovation area

• Create income-generating activities for low-

Fig.4 Map of the area showingthe selected area for the priorityaction project, the main road

parallel to the Theodosian Walls



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income and unemployed groups• Promote partnerships for the implementation of

actions10. Spatial ImplicationsAs it has been already mentioned above, the market willtake place in the main road that is parallel to theTheodosian Walls. (Figs. 4,5)

133 Ibid.

There will be a pedestrianization of the road during theoperating hours of the market, which will become aunique opportunity for the residents of the area and thevisitors to enjoy the natural beauty of the environment,and particularly the presence of the walls, as this road isusually characterised by heavy traffic.

Fig.5 The main road where themarket will take place


The discrete spaces for the several activities that will takeplace during the market hours, as shown in the mapbeside (fig.6) are the market space, marked in orange,the food and drinks kiosk area, marked in yellow, andthe recreational activities area, marked in purple. Thegreen space in the map is a green, open spaceavailable for the visitors to rest after the market or evenhave a picnic. There has to be noticed that a big busstarting-point is located right before the entrance of themarket, and the metro station is within a walking

distance from the presented area.



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Fig 6. Indicative map for the different activ ities that takeplace during the market operating hours.




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Figs.7-8 Fictional v iews of the proposed market. The market

space and the festival scene.


Skills Training program

Skills training program is base on modifying the currenttraining courses in order to benefit demanded people.Therefore, assessing existing courses is the way to generatenew ideas for program transformation.1. The current situation and justification of the project

The current Training course from Fatih Municipality assistslocal people to gain employment. Nowadays, these coursesare funded by EU and the course comprises textile courseand wooden house restoration. However, after our analysis,negative 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 accessthis resource.□ No career assistances are offered after training.

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 agreementswith private sectors which employ Sulukuleinhab itants by subsidizing other benefits.National, international NGOs and private sectorsprov ide donation. E.g. Accessible Life Association,Human, Sulukule Romani Culture, Solidarity, etc.The Financial circulation system is the way to keepcourses free by getting trust from supporting incomegeneration activ ities and then get physical andfi i l t f f t d t d



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2. Objectiv e – Short TermThe short term target is to build on the capacity oflocal NGOs to maintain this free resource, confirmthat the resource is equally accessed and to prov ideeffectiv e career assistance.

– Long TermThe aim of this program is to help prev entunemployment problems and help the inhabitants

financial support from former students and

cooperative sectors, such as promotion or cooperating with self-employment, micro financeand community lev el industry for public benefits.


134

Input Action Output

Objective(LT)

The aim of this program is to improve the unemployment problemsand help the inhabitants reach stable income in o rder to afford newhouses or upgraded living standards.

Objective(ST)

The s hort term target is to build the capacity of local NGOs to approachmaintaining this free resource and confirm that the resource is equally

accessed and also provided effective economic assistance.

Situation – Training resources are not equal for everyone – Current courses do not match each need – Lack of facilities to provide economic assistance after training

Final Support

– Current EU funding – Donation from other sectors – Financial circulation

Main Actor

– Neslisah Association – Sulukule Platform

– EU – Fatih Municipality – UCLG– Private Sectors

Main Partner

– Free skill Training Resourcebase on community

System and Network



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134Photo source

http://www.whitehouse.gov/omb/budget/fy2006/images/state-8.jpg

Technical Support

– Course arrangement – Coordination with sectors and career

consultation – Data management assistants and

financial experts

– Private Sectors

– The Peer Education Model – The course decision making application – The course implementat ion guideline – The Economic assistance – Financial and Human resource circulation system

Implementation

management and

maintenance – Establishing the collaborative

network with private sectors


– 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 participatoryplanners help local NGOs and inhabitants establishthe capacity of decision making by workshops.

! Data system establishment: computer techniciansorganize data. The data includes financial, student,course management, and human resourcesinformation.

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 publicfacilities help foundation courses, such as a publichealth center for Hygiene promotion.

! Return students: former students provide physical andtechnical help such as; teaching assistance andlooking after children for women during class time

recommendation or business promotion.

Financial management! All budgets need accountants or administrators to

manage budget of skills training program.! Financial experts help establish circle system in order

to sustain these free training courses, when thefunding is exhausted.

– Physical interventionIn the beginning, UCLG provides supervisors to helpestablish the course management group including

members from Neslisah Association and SulukulePlatform.

In a first stage, UCLG, Neslisah Association andSulukule Platform implement the participatoryapproaches for inhabitants to build up decisionmaking capacity, which will from ex isting socialgroup, such as woman saving group.



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looking after children for women during class time.

Economic assistance! In the job resource center, all information of

cooperative private sectors is prov ided. So it needscoordinators to negotiate with priv ate sectors.Career adv isors will prov ide suggestions aboutemployment or business. E.g. interv iew skills

135The peer education is the use of people from the same group, or

former members the group to reach their colleagues.


5. Expected duration

ACTION EXPECTEDDU RATI ON

IMPLEM ENTING I NSTITUTIONS

MAIN PARTNERS

Peer Education Model 1 months N+S UCLG

Course Decision Making 2months N+S UCLG

Init ial CourseImplementation

(Foundation Course)

3months N+SEU,Fatih,ITU,Specialist

,expertsBuild up the resource ofEconomic assistance

6months N+SFatih, sectors,career consulants

Establishing Financial andHuman resourcecirculation system

1-2 years InhabitantsInhabitants,sectors andNGOs

N:Neslisah Association / Fatih: Fatih municipalityS:Sulukule Platform. / ITU : Istanbul Tenik Univ ersity

6. Implementing Institutions

employs skills training course students, and encourages

public sectors or official departments to preserv evacancies for Sulukule inhabitants.

– Istanbul Tenik Univ ersity: prov ides professional supportfor consultants and Education

– UCLG: prov ides consultant for training coursesmanagement group

– Public and private sectors: need to negotiate for theskills training program collaboration.

8. Prov isional Budget – The budge relies on current fund ing 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 ModelUCLG staff possess experience for engaging NGOs andcommunity participation. Therefore, availably dependingon their profession to help Neslisah Association andSulukule Platform members is the key beginning

Expected duration of skills training program



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p g

– Neslisah Association and Sulukule Platform work onimplementing the skills training program and economicassistance. However, in the future, more inhabitantscould be engaged and involved in programmanagement.

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

Sulukule Platform members is the key beginning.


– The course decision making application

park, and open space.

Preparation period: courses should be decided fewmonths before it starts, but d ifferent courses hav elonger or shorter time for preparation. During thisperiod, teachers, classrooms and equipments for each course need to be confirmed.Courses start announcement: It is important to informeach student the timetable of the course andconfirm the number of students are able to attend.Then, the course can start on time or postpone.During the course: teachers can adjust thescheduled progress of courses depending on

learning effect. In the end of courses, theachievements can be presented by presentation,exhibition and so on. And also it can be decided bystudents. Besides, the feedback from students isnecessary to assess the course by discussion or questionnaires.

– The Economic assistanceAlthough some courses could be nothing relating toincome generation, the others could be designed toreach this aim For career purpose the training courses

ISSUEE.g. health and education

PRIORITIZING ISSUEE.g. the priority issue ischildren labors education

COURSE DECISION

ACTORSE.g. existing social group(women saving group,men group)

Participants should bedivided by gender becauseof different interests

Tools for discussionE.g. discussion, games,video Medias and so on.

Getting a commentagreement for main issues

Deciding the types ofcourses that potentiallyreach their demands

The course decision making application



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– The course implementation guidelineOffice of skills training program will be in JobResource Center Foundat ion courses could start at beginning. E.g.reading, writing, hygiene education, health careeducation, sexual education to talk about prostitutesand so on. Thus, the teachers can be from localschool teacher, v olunteer teachers and universitystudents and other experts. The classroom can belocal school in the weekend or in outdoor area, such

reach this aim. For career purpose, the training courses

particular ly offer certi fication of specific employments. Onthe one hand, private, public sectors or officialdepartments offers internship opportunities for relevantcourses. On the other hand, private sectors areencouraged to engage courses decision and thecontract with trainees can be recommended.In terms of self employed, Job resource center will providefree business consulta tion. Moreov er, if students prefer to


create a business based on community label136, promotion

facilities and adversary could completely be offered. Buta part of income is suggested to use for programmaintenance.

– Financial and Human resource circulation systemIn order to sustain the free training program, the

Money

PHYSICAL MAINTENANCE – Return Students – Local Volunteers – Outside Helpers

Laborsback

Free Human Resource Money

FIANCIAL MAINTENANCE – % income from public business – Charging % promot ion

program for private business – Renting equipments and

facilities

FREETrainingCourses

Finishing Skills Training

Resources p rovide by Job Resource Center

Career Orientation

Contrast sectorsPublic, Private sectorsLocal business

Private BusinessPublic Business basedon communit label

STABLE INCOME

Business ConsultationPromotionConsultation

Certification,Interview Consultation,Job Vacancy Info

Business and Employment Focuses Trainings

Financial and Human resource circulation system



253

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g p g

manpower and financial support is crucial to transfer fromdepending on EU funding to self-sustain.

136Community label means that using Sulukule as a label to create a

community business and a part of income will benefit local residentsor supp ort p ublic facilities.

Conclusions



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and Suggestions

Conclusions and Suggestions

Conclusions

This section sets out some conclusions from our surveyand 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 tothe three main categories in the body of our analysis:legal, policy and institutional frameworks; physical, socialand economic analysis, and the renewal program ofFatih Municipality in the historic district. It is also a

reflection of the experience and lessons drawn fromthese efforts, which we all now consider as being morethan a mere academic exercise. Ultimately, a series ofsuggestions on the way forward with definite initiativesfor each has been prepared, looking towards the futureof the district. The suggestions dwell very much on the

principles of participation, as well as the creation of anenabling environment, so that all stakeholders mighthold equal influence in developmental conservation.

capital, labour, goods, raw materials, travellers have

changed dramatically as a result of “privatisation,deregulation, the opening up of national economies toforeign firms and the growing participation of nationaleconomic actors in global markets”137. The Global cities,thus produced see a “formation of new urban

economic core of banking and service activities whichreplaces the old manufacturing-oriented core”138. These

forces of change are inevitable in cities like Istanbul andhence the need of Development Planning and

Conservation. We believe that due to thesetransformations, Cities are turning a blind eye on thelocals and the entire issue of Participation.Even though our critical analysis and the proposals

developed are focussed in one specific area, theunderstanding of the context came through a lot ofreading and explorations of the city in general. It wouldbe crucial to mention that our visits to the new growingareas in Istanbul as well as the historic districts like Fener



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The Relationship to Developmental ConservationWorld over, cities are facing the grave situation whichIstanbul is going through. The challenges of globalisationwhich we as Development Practitioners are facing are

quite critical. Cities are growing at a rapid rate andstruggling to get this global attention. Sassen (2002)mentions that the conditions of cross border flows of

areas in Istanbul as well as the historic districts like Fener Balat and Ayvansaray gave us an in-depthunderstanding 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

137 Sassen S (2002) “Locating Cities on Global Circuits”,Environment and Urbanization, Vol. 14 No.1 pg 13138 Ibid.,pg22


Hatice Sultan is one of the first areas undergoing the

transformation and hence the interventions 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. Thechallenges faced were real and the work produced was

real too. Throughout the fieldwork and presentations weasked ourselves and were also asked by many people if

the work we produce is for pleasing our tutors and to getgrades. The interviews left us with a feeling that therewere expectations attached to our work. Many times wewere seen as some providers, or the people who will

fight for a certain side. We would like to stronglyemphasise on our position of being a bridgeWorking 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

texture, intended as the composition of the built

environment, social relation and economic activities,acts as a catalyst for dismembering the community andthe physical conformation of the site adapted for centuries to people’s needs. The approach to directobservation 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? Webelieve it’s certainly not. We now know that people

make a difference in shaping and determining their environment, in a way which is often not intelligible tooutsiders. In Sulukule for example, the poor housingconditions, the collapsed buildings, the rubble and

waste on the streets, all contribute to give a distortedimage of what the place really is. What looks like anabandoned place with a decaying sense of communityconceals a completely opposite reality. People arealive activities go on women keep chatting and



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disagreements and the issue of being critical to your peers about their work. Also, the lessons learnt fromdifferent meetings were of information gathering, beingdiplomatic and maintaining the protocol. We learnt how

to develop constructive discussions and also tailor presentations for specific needs of our work.The lesson learnt from the field survey is definitely themost precious and remarkable. The destruction of urban

alive, activities go on, women keep chatting andgossiping, children playing and men discussing. We haveto reveal what is behind the buildings, what is behind theframe of a half-destroyed neighbourhood. Let’s

‘humanize’ our approach.The insights and benefits that have been gained fromthe multi-stakeholder approach to the diagnosis of therenewal process cannot be over emphasised by our


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 structure”139, as this isour first opportunity to put into practice the theory thatwe have learnt at the University College London.Citing the development theory of Michael Safier: “an

alternative to the current conventions of regenerationwill need to confront t he required variety of responses to

shift the balance of forces - economic, social,organisational and cultural as well as directly spatial and

physical - which together shape the city”140. We feel thatthe relevance of this statement is clear in the Nesli!ah

and Hatice Sultan renewal situation, and as such our work is intended to embody an ‘alternative to the

current conventions of regeneration’. We believe thatwe have developed our interventions following setguidelines and made proposals and recommendationsbased on common v isions we share with all stakeholders,trusting that they will not be ignored by Fatih Municipality

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 believe is the key strategy in developinga people’s plan.

Future Applications of the ProjectThe Istanbul European Capital of Culture 2010

commission has shown sincere interest in our proposalsand would like to develop 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 SulukulePlatform is also interested in some proposals, which in

their opinion should be initiated urgently, and they arecurrently working with the respective students todevelop and implement them further. Similarly, FatihMunicipality has shown interest in some of the proposals.This would imply to some degree the success of our



257

trusting that they will not be ignored by Fatih MunicipalityThe analysis helped us realise that if the current situationis not addressed immediately these people will becomepoorer and the situation will worsen. Producing a

Development Plan which has to be practical in terms of

139 Lumby, S.P (1981): Investment Appraisal and Related Decisions (Van Nost rand, Reinhold), p.1140 Safier, M (1992): ‘Towards an Alternat ive Approach to UrbanRegeneration’ in Regenerating Cities, p.18

This would imply to some degree the success of our efforts, in addressing and securing the interests ofdifferent stakeholders through our projects. We wouldlike to add further that the projects developed were in

the capacity of 13 students and hence some importantissues have not been directly dealt with. Certainly, theissues of the current condition of the wall,

141 Burra S, (March 2008), in a lecture to the Students of DPU


archaeological heritage underneath the community are

issues of great concern and should be addressed.

Suggestions to the MayorWe would like to take this opportunity to reiterate anddocument our collective suggestions, put forward to

Mayor Mustafa Demir of Fatih Municipality on Tuesday20t 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 isaffordable for them.

- Help residents gain access to jobs and incomeearning opportunities.

3. Set up a committee for the revision of Law 53664. Apply the provisions of Law 5393 (Article 76), which

supports the principles of transparency,



258

supports the principles of transparency,accountability, participation and subsidiary in thedesign, implementation and evaluation of futureinterventions through participatory budgeting and

design.

BUDD Fieldtrip 2008 Terms of Reference

UCL development planning unit

Appendix A: Terms of Reference




CONTENTS

I PURPOSEII INTRODUCTION TO THE PROJECT CONTEXTIII TASKIV OUTPUTSV ORGANISATIONVI SCHEDULE

I PURPOSE

The purpose of the field trip is to put into practice the methods, tools and techniques learned in the modulesover Terms 1 and 2. Through a studio-like approach, the objective is to draw together the various elements ofthe course and demonstrate their utility and application to a real situation. Proposals and submissions will bemade to the local stakeholders. The exercise will hopefully enable students to acquire confidence aspractitioners in the field of building and urban design and build an understanding of the issues inv olved wit hfieldwork.

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, anew 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 consideredoutside the formal economic and social systems have inhabited the historic areas of Istanbul. Buildings are


dilapidated and the areas are generally run-down, yet the communities are teeming with small businesses andthe houses are full of occupants, many who are non-owners. Propert y speculation, along with a new law onurban renewal (Law 5366: ‘the sustainable use of downgraded historical real estate through protection byrenewal’) has led to plans for ‘urban rehabilitation’ of the historic centre.

Istanbul is the industrial, financial and logistical centre of the country. In 2007 Istanbul’s population wasestimated 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 city’s economy. Over migration has put a strain on transport, publicinfrastructure, housing and earthquake risk management; 50% of the population lives in informal settlementsand 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 administeredby 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 every five years), (2)The Metropolitan Council (decision making body with the mayor, district Mayors, and one fifth of the districtmunicipal councillors), and (3) The metropolitan executive committee. There are three types of localauthorities: (1) municipalities, (2) special provincial administrations, (3) village administ rations (Muhtar). W hilethere has been some decentralisation of power from the central government there still remains a complex andfragmented decision-making process, which hinders transport and land use planning. With the rise inurbanization and decentralisation, municipalities are gaining greater importance in decision-making.



Istanbul’s historic peninsula, comprised the municipalities of Eminönü and Fatih, corresponds approximatelyto the extent of Constantinople in the 15th century. The area lies on the southern shores of the Golden Horn,and is surrounded by the Sea of Marmara on the south and the entrance of the Bosphorus on the east. Thehistoric peninsula ends with the Theodosian Land W alls i n the west.

Sulukule, which was the subject of the 2007 BUDD field trip, is the first area in the historic centre to undergourban rehabilitation. Fatih Municipality, the responsible government for the area, is planning to rehabilitate the


historically Roma area and build Ottoman style villas. Some community members, several 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. Over 40 buildings have now been destroyed and manyfamilies have been temporarily relocated or put out on the street. Many of the residents of Sulukule are goingto be relocated to a new area, Ta!oluk, on the outskirts of Istanbul. For almost 500 families, this will be a chancefor them to become fist time homeowners, however many families cannot afford this option.

Sulukule is considered to be a pilot project for rehabilitation projects in the historic centre. There are severalareas within the municipalities of Fatih and Beyo#lu in which similar projects for rehabilitation are beingplanned. For example in Fatih Municipality, five renewal projects are planned within the historical areas:Sulukule, Ayvansaray, the coastal areas of Fener/Balat, the coastal areas of Yenikapi-Yedikule and the areasurrounding Bulgur Palas.

III TASK

Based on one or more of the rehabilitation areas within Fatih Municipality (listed above), our task is to forgetools for urban revitalisation analysis and planning through a rapid assessment and appraisal of theopportunities for urban rehabilitation. We will work within the premise of economic, social, cultural andenvironmental sustainability, and base our work on a socially inclusive and participatory approach, whichrespond to the needs of the various stakeholders.



This task is will be accomplished through four phases:

Analysis and Diagnosis1) Diagnosis of Sulukule: Study the background and events that have lead up the current situation in Sulukule.

Provide a diagnosis of why the project has proceeded the way that it has. This includes looking at the lawsand policies, role of the community and CBOs/NGOs, community organisation and cohesiveness, themunicipality’s priorities, the role of other stakeholders, and the timeline of events, etc. Use last year’s BUDDreport, and other published documents as a starting point for the research. You will have the chance to


speak with many of the stakeholders while in Istanbul and you need to be prepared with questions. Thisdiagnosis report has two purposes: 1) to support the work of the stakeholders, especially the SulukulePlatform; 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 ofphysical, economic, social, cultural assets of the area and their relationships to the larger city. This willinclude mapping of the physical attributes (built environment, open spaces, circulation/access) and well asbusiness 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 identifiedstakeholders. This includes: 1) identifying the actors groups – government, non-governmental organisations,community groups and institutions such as schools, hospitals, religious organisations, community centres,etc.); 2) identifying the priorities of each of these groups; and 3) identifying the groups’ assets of and whatthey are ready/able to bring to the development process.

Part of the exercise is to develop the tools and methods to do this work. SWOT analysis can be used for eachstep and then consolidated.

Proposals4) Development Guidelines: Based on the information from the first three steps, propose Development

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 guidelinescould be implemented

IV ORGANISATION

The fieldtrip is lead by DPU staff, Prof. Yves Cabannes and Dr. Cassidy Johnson. Ms. Sara Feys and Mr.Michael Safier will make inputs into the work at various stages.


We will be assisted by professors at Istanbul Technical University (ITU), and will be working with students fromthe Architecture Faculty. W e will have the use of a studio at the Ta!ki!la campus.

We will have the chance to formally meet with different people and institutions associated with our work. For example, we plan that meetings may be organised with:

• Prof. Dr. Alper ÜNLÜ, Architecture ITU• Prof. Dr. Hülya TURGUT, Architecture ITU• Sulukule Platform• Fatih Municipality• Istanbul Metropolitan Municipality, Urban Transformation Directorate• Human Settlements Association• Istanbul 2010 Cultural Capital• Orhan Esen, urban historian• Semra Somersan, sociologist, Bilgi University• Chamber of Architects• United Cities and Local Governments• Mass Housing Authority (TOKI)• EU Fener-Balat Rehabilitation Project• Assoc.Prof.Dr. Murat Yalçıntan (Mimar Sinan University)…

You will also have informal meetings or discussions with local residents and local organisations. You will be



required to organise t hese sessions among t he group.

The work will consist of six distinct, yet overlapping segments, which will occur in the UK and in Turkey over theseven-week period of Term 3, from April 22nd to June 4th, 2008. The field trip portion of the work will take placefrom April 26th to May 17th, 2008. See diagram below.


Each segment will require a group leader and different group organisation. Students are required to

orchestrate the group organisation. Some work will be individual and some in small groups. W e will d iscuss this

along the way.

Analysis & Diagnosis

The first week (in the UK) will consist of a 2-day workshop, working on the Sulukule Diagnosis based on

il bl i f ti ( bli ti b it t ) Th ill b k d t th d f th k ( i f

week 1 2 3 4 5 6 7

SULUKULE DIAGNOSIS

PROPOSALS

LONDON

DPU

PRESENTATION

ISTANBUL LONDON

REPORT PREPARATION

MAPPING

STAKEHOLDER

ASSET MAPPING



available information (publications, websites, 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

above, and wil l make an interim presentation of the Analysi s and Diagnosis on Friday May 9t h.

Proposals


To launch the proposal phase, we will hold a plenary group workshop on ‘visioning’ for the area, to sketchout ideas for proposals. You are asked to prepare a presentation for the stakeholders, which will be given May15th or 16th.

Report PreparationOnce 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 workshop will be held todetermine how the final report will come together. Each person will have a clearly defined role in puttingtogether the report .

V OUTPUTS

1. Pre-trip Analysis Presentation: Present outcome of 2-day workshop on Sulukule Diagnosis. DPU,Morning, Friday April 25t h.

2. Mid-trip Analysis and Diagnosis Presentation: Presentation to stakeholders and discussion on mainfindings of Sulukule Diagnosis, Mapping of Rehabilitation Area and Asset Mapping of Stakeholders.Istanbul, Friday May 9 t h.

3. Presentation of Proposals: Public presentation meant to stimulate discussion between thestakeholders. Present the Development Guidelines (physical and socio-economic) and mechanismsfor its implementation (next steps). Istanbul May 15/16.

4. DPU Public Presentation: Sharing the outcomes of the f ield trip with the other DPU students and

b f t ff t t L d DPU M 29t h



members of staff upon return to London. DPU, May 29t 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 besent to our partners in Istanbul. It is expected that the report will consist of sections worked out by theteam as well as individual writing. The latter are likely to be individual explorations and responses tothe group-developed analysi s. Due June 4t h.

6. Each student will also be required to keep an annotated and illustrated dairy of activities and personreflections of the whole process. This should also contain freehand sketches, survey annotations,


interview field notes, field observations, etc. The dairy will prove useful during the development of thereport, exchange of impressions with colleagues and for future memory.



BUDD Fieldtrip 2008 Meetings

The following table outlines group and individualwork for phases and outputs:

INDIVIDUAL GROUPS COLLECTIVE

SULUKULE DIAGNOSIS ! ! PRE-TRI P PRESENTATION ! ! M APPING ! ! STAKEHOLDER ASSETM APPING ! !

MI D-TRI P PRESENTATION ! !

DEVELOPM ENTGUIDELINES ! IMPLEMENTATION OFGUIDELINES ! PRESENATION OFPROPOSALS ! !

DPU PRESENTATION ! REPORT PREPARATION

-Context ! -Analysis ! -Proposals

!

Reflections

VI SCHEDULEThis schedule is a guide only and may be subject tochange

Tuesday 22 April – Fri 25 April (London) W orkshop onSulukule Diagnosis & presentation on Friday morning(see term 3 schedule for details)

Sat 26 April Travel to Istanbul (TK1980, de parting fromHeathrow 11:25, be there by 9am)

Sun 27 April AM Visit around hotel, settle inPM Informal walk around study areas

Mon 28 April AM Introductions at IstanbulTechnical University (ITU)

Presentation by Prof. Dr. Hülya TURGUT(To be confirmed)

Meet st udentsPM Visit to study area

Evenings*



-Reflections! ! Evenings*

Tue 29 April Visit Sulukule and meet Sulukule Platform

Wed 30 April Walking Tour (SüleymaniyeRehabilitat ion Project), Orhan Esen


Thu 1 May (Labour day) Work at hotel or take ferryto the Princess Islands

Fri 2 May AM Meeting (TBC) PM Field work

Sat 3 May Bus tour of Greater Istanbul, Orhan Esen

Sun 4 May Day off

Mon 5 May AM Presentation by Prof. Dr. Alper ÜNLÜ

PM Field work

Tue 6 May AM Meeting (TBC) PM Field work

Wed 7 May AM Meeting (TBC) PM Field work

Thu 8 May AM Meeting (TBC) PM Preparation of presentation

PM Field work

Tue 13 May AM Meeting (TBC) PM Field work

Wed 14 May Field work/Proposals/Presentationpreparation

Thu 15 May Field work/Proposals/Presentationpreparation

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



Fri 9 May Interim presentations

Sat 10 May Day off

Sun 11 May PM Visioning workshop

Mon 12 MayAM Meeting (TBC)

Wed 21 May – Wed 4 June Preparation of final reportand presentation

* As a general rule, we will regroup on working days inthe evenings from 18:00 to 19:00 at the hotel for discussion and feedback.


Appendix B: Meetings




Appendix BThis 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 university.

They also do not include the numerous informal or semi-structured interviews conducted by the teamover the course of the field trip, and which providedvaluable information and impressions.

SULUKULE PLATFORM INITIAL MEETINGPlatform members/friends, Sulukule Café, 28.04.08

• The Platform have a lack of communication withFatih municipality. Municipality were previously in

discussion with Sulukule people, but agreementt t bli h

• The fight for Sulukule housing rights still continues.

SULUKULE PLATFORM PRESENTATIONAslı Kıyak İngin, BUDD residence, during week

commencing 28.04.08

Quali tative and quanti tative 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 Sulukule wasapproved 13th December 2006.

• Sulukule Regeneration Area: approx. 80,000 m² 645 eligible households759 eligible of the shareholders

378 building plots45 i t d b ildi (b ildi l t )



discussion with Sulukule people, but agreementwas not establish.

• There is a high risk of potential homelessness.People who are unable to afford the price ofaccommodation in Tasoluk may becomehomeless and are the people most at risk.

378 building plots45 registered buildings (building plots)474 eligible renters

• The Fifth Gate (Pempton) has symbolic value andis visited every year by Roma from all over theworld.


• According to UNESCO world heritage criteria: thecity walls and its environment should be protectednot just as a physical entity but as a cultural andsocial structure as well.

• According to conservation regulations there is atwo storey limit.

• Existing physical environment and typologies arereflections of the social-cultural structure:- The courtyard is an extension of the house and isused mostly by the women and children.

- There are collective and multi usages andspaces.

- Streets have different social and public levels.- Streets are used by the people as public meeting

places.- There are still water fountains and people mostlyuse them for their daily needs instead of using thecity water system.- There is still a sense of neighbourhood life andrelations which is lost in much of Istanbul.

- There are some big open spaces called bostan(gardens) They are used for ceremonies and

• Discrepancy between municipality and Platformdata.- Considerably higher unemployment ratecompared to the 8% established by themunicipality’s social survey, considering that mostof the population relies on informal andoccasional jobs to survive and t herefore a lack ofsocial security.- Musicians living within the area are more than3%, considering that in the Sulukule orchestraalone there are 20 members of the community.

• Daily activities. Men often spend time in the coffeeshops, where it is common to find informal jobopportunities or trade among the inhabitants.Apart from informal occupational activities,women usually spend their time cooking, cleaning,taking care of children or chatting withneighbours.

• Illiteracy. There is a high rate of illiteracy amongwomen and children, coinciding with the

municipality’s social survey.



There are some big open spaces called bostan(gardens). They are used for ceremonies andfootball games by the local people- One storey houses around a courtyard

SULUKULE PLATFORM MEETINGHager Foggo, during week commencing 12.05.08

municipality s social survey.

• Training provided by Municipality. The selectionprocess for these training courses was conductedby the Nesli!ah Neighbourhood Organization. Theplatform is not aware of its progress.

• General occupational activities.


- Men. Musicians, Artisans (fixing watches, bicycles,working with marble etc.) and mainly informal jobs, such as selling vegetables and perfumes. - Women. Mostly informal and thereforeoccasional occupations, usually women buycheap and discarded clothes near to factories,repair them and sell within Sulukule, nearby areas,or even Taksim Square.

SULUKULE SPRING FESTIVALCommunity members and outsiders, Sulukule,

04.05.08

• Sulukule has successfully attracted attention fromthe outside world.The event has gathered together artists,architects, musicians, journalists and touriststogether with community members.

• The Sulukule community has their own culture andis able to express it by themselves.

When the performance of famous musician wascancelled the community took the leading role

• The Sulukule community has the capacity tocontribute to the city.If the intangible heritage of the specific culture ofSulukule such as music and dancing can be wellorganized, it can increase the value of Sulukule for tourism and entertainment, through bringingactivities, stories and meanings to this place.

FATIH MUNICIPALITY INITIAL MEETINGMayor Mustafa Demir, Mustafa Çifci, Nilüfer Türedi

and Basak Kara of Fatih Municipality, conferencecentre adjacent to restored area of the city wall,30.04.08

• Registered buildings. Owners are able to stay inthe area and renew the houses by themselves,and they can access loans from TOKI and theMinistry of Culture. However, they can sell therights of their house to the municipality and get anew house within the Sulukule development.

• The ownership of the land beyond the wall



pcancelled, the community took the leading roleand gave a self-organized show soon after.

• The Sulukule people are not “monsters”.Even when faced with serious problems such aseviction and poverty, they still gave a positiveimpression to others of their optimism,independence and creativity.

• The ownership of the land beyond the wallbelongs to the metropolitan municipality.

• The municipality has no specific plan for the wall.

• Presentation Document was distributed containingquantitative information.


FATIH MUNICIPALITY MEETINGMustafa Çifci, municipality offices, during week commencing 05.05.08

• Allocation of housing: Landowners that want tostay in the area have to sign a protocol whichenables them to choose a new house in the area,but not in the exact location. There will be a lotteryto allocate the housing within the same block.

• Renters from Sulukule that accept to move toTasoluk are able to sell the housing unit after 3months: people are able to sell the rights of thehousing unit and the newcomer will continuepaying for the house under the same conditions ofthe first owner, and will pay back the first owner the amount that has been paid to date plus theinterest of the market.

• Renters that are not able to go to Tasoluk (approx.

100 no.), if they can prove that are notnewcomers to t he Sulukule area will be offered a

• The planned cultural & commercial centre is1,500m²; the ground floor will be used for commercial purposes, and the first floor for culturalpurposes.

MUNICIPALITY ACCOMPANIED VISIT TO TAŞOLUK Taşoluk, 06.05.08

• 120 buildings (2 schools - elementary, high school,1 mosque, 1 commercial centre, 1 sports centre, 1library)

• 336 units for Sulukule (163 apartments of 8m² and163 apartments of 118m²)

• Houses are owned by TOKI, people (tenants) fromSulukule repay the house in 180 months (15 years)

• 2 building types: 83m² apartments block 118m²apartments block

• Commercial Centre: 16 shops in ground floor,café-restaurants in top floor



) y pnewcomers to t he Sulukule area, will be offered aplace in Kayabasi.

• The socio-economic survey included 124participants of which 58% were women.

p gcafé restaurants in top floor The shops will not be given to the people fromSulukule - shop owners in Sulukule will maintaintheir shops in Sulukule

• Cost of apartments (depending on the floor andthe orientation):


83 m² apartment: 49.000-56.000 YTL (272-311 YTLper month)118 m² apartment: 70.000-80.000 YTL (388-444 YTLper month)Market price for the particular area: 1.200-1.500YTL per m² Reduced price for the Sulukule people: <600 YTLper m²

• People do not have to pay any extra money for stamp fees and do not pay taxes.

• People have to pay for their own water, electricity,gas - everybody will have a share from the profitsof the commercial center which will cover thegeneral maintenance costs.

• (According to the municipality) the currentaverage cost of rent in Sulukule: 200-300 YTL

• Q. What happens if people move to the TOKI

apartment and cannot afford the rent?A. -in 3 months TOKI sends a warning

-normally people involved in social housingprovided by TOKI are not allowed to sell thehouse before they have completely repaid it.An exception has been made for people fromSulukule so they can sell the house earlier.

• Q. What 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 - ifpeople organize themselves in groups (i.e.10people together) the municipality couldcontact/mediate for jobs with factories of thearea.

LOCAL AGENDA 21Staff of UCLG, UCLG Offices, 01.05.08

• The intention of the Local Agenda 21 is to

encourage an approach to project design,implementation and evaluation which allows for



A. in 3 months TOKI sends a warning-in 4 months people must recommence payingtheir rent - if they still cannot pay, TOKI returns tothem all the funds that they have already paid,in cash (+the i nterest?), and they hav e to moveout of t he apartment.

implementation and evaluation which allows for all interested parties to participate in decision-making.

• The key achievements of the UCLG in promotingthe Agenda 21 include the following:


- Publication of the Turkey Local Agenda 21Handbook

- Gather support for the MillenniumDevelopment Goals

- Increase partnership in the program from themunicipality mayors to include 5 Districtmayors today.

- Women and youth participation indevelopment

- The enactment of the Law 5393 which dwellson the institutionalization of the principles of the

Agenda 21.

• Specifically related to the last achievement listedabove, we recognize that to obtain a morecoordinated and effective good governancesystem, the crucial importance of implementingprojects through the “City Council”, as providedfor in Article 76 of the new Law on Municipalities(No.5393) enacted in July 2005, aimed atinstitutionalization of participatory approaches

and the pulling together of financial andintellectual capacities within municipal authorities,

city and a sense of citizenship, as well as theprinciples of transparency, accountability,participation and subsidiary” for project design,implementation and evaluation.

• The City Council comprises representatives of civilsociety, organizations, professional bodies, tradeunions, universities, political parties, publicinstitutions, amongst many others.

• Fatih Municipality is yet to join the UCLG.

FENER-BALAT REHABILITATION PROGRAM (EU)Burcin Altisay and staff, program offices in Fener-Balat, 02.05.08• Weak partnership between EU and the

municipality because of political changes andlimited obligations imposed as conditions for thefunding, resulting in a project as an end, toachieve short t erm goals.

• Therefore the first key challenge mentioned wassustainability of the project, & also a challenge is



p p ,civil and non-governmental organizations, centralgovernment departments and other stakeholdersto the benefit of the City and Cit izens.

• The law stipulates “the establishment of the CityCouncil for developing a common vision for the

y p j , gparticipation; inhabitants did not take part inrepair works.

• To deliver the social drive of the project inmaintaining existing residents in the area, therewere policies in place such as:


- Houses recently sold would not be picked for conservation.

- Prohibit the selling of refurbished houses within 5years.

- Controls to maintain original renters andmonitoring of the rent levels.

• The enforcement of these policies is unsure, partlydue to informal arrangements among thecommunity.

• It was identi fied t hat care was required to providefor the community as a whole and not just theowners of the rehabilitated house. Other measures to ensure this were introducing wastecollection; improvement of the market area; andtwo social centres.

• Fatih municipality’s development plans for thearea overlap the EU project area in parts and theapproach of the new plans are disjointed and

may negate the work being carried out by theproject.

suitable area for housing since is near to forestconservation and water catchments areas. Thereis no plan (at least in this office) to build anunderground line near Tasoluk since the water catchments can damage transport infrastructure.

• The problem of Sulukule is essentially a financialmatter; IMP argue that - people should not betransferred - culture cannot be transferred; therenewal of housing stock because of earthquakerisk should not be enough reason to displace

people.

• Strategic regional planning; shift industrydevelopment to service development;decentralization of industry, focus in developmentof technology and information centre + CBD;development of cultural industries and tourismsector.

• There is a lack of social rental housing strategy,

and the weakness of the strategic planning is thelack of a social s trategy for poverty reduction.



p j

ISTANBUL METROPOLITAN PLANNING UNIT (IMP)Staff of IMP, IMP Offices, 05.05.08

• Tasoluk is in the metropolitan region (not in themetropolitan area) of Istanbul. Tasoluk is not a

gy p y• Sustainable and habitable population size; control

population & stop migration = stop industry.

Historical Peninsula Group, Conservation PlanAnthropologist (at IMP offices)


• Argues that the problem of Sulukule is primarily

housing rights, and secondly the disappearanceof small manufacturing in a capitalist society.

• Study was carried out about what people think about the renovation program; focus groups:home owners, craftsmen, academicians (1,200participants).

• Conservation plan affects and displaces smallmanufacturers and informal workers.

• Recommends minimalising decentralization ofindustries as a social policy.

ISTANBUL TECHNICAL UNIVERSITYProf. Dr. Alper Ünlü, ITU campus, 05.05.08

• Social v s. Physical. Tarlabasi Rehabilitation projectbecomes alienated by the implementation of LawNo.5366, as this project previously focused on

social rehabilitation, in contrast to the presentgovernment project whose main focal point is

• Minority groups. Along with the different ethnic

groups, several minority and often marginalizedgroups coexist, such as homosexuals andtransvestites.

• Institutional ownership as a tool . The previousproject addressed the social issues by identifyingthe plots owned by institutions or foundations andestablishing partnerships to create socialinfrastructure, to support the main focus of theproject.

• Critical Points. Property ownership, FinanceStrategy and Inhabitants Participation.

• Sulukule and the need for Tenants strategies. It hasbecome an issue that raises new concerns aboutthe renter’s situation.

• 5 Issues addressed by the Tarlabasi project.Poverty, migration, marginality, crime and

assimilation.



directed at infrastructure.• Ethnic Diversity. From the early 1990s, the

community begins to diversify with the increasingmigration mainly from the Black Sea (Caucasian),Romani, Kurds along with the Greek groupsalready established.

• Law 5366 and participation. The law establishesthat organizations should have meetings withneighborhoods affected, however this is notalways implemented.



BUDD Fieldtrip 2008 Secondary Sources

Appendix C: Secondary Sources




Appendix C

Bibliography

PRE-FIELD READING LIST

I Contextual Readings:1. Marsh, A. and Strand, E. (2006): ‘Gypsies and the

Problem of Identity’, Swedish Research Institute,Istanbul.

2. Ozcevik, O. G. and Aysan, M. (2001): ‘ClusteringEvaluation of the Istanbul Peri-Urban Areas’,

TRIALOG, Vol. 70, pp. 34-39.3. Duyar-Kienast, U. (2001): ‘Aspects of theFormation of Gecekondu in Turkey: A Case Studyfrom Ankara’, TRIALOG, Vol. 70, pp. 23-29.

4. UN Human Settlement Country Prof ile, Turkey.[www.un.org/esa/agenda21/natlinfo/countr/turkey/Turkey_HS.pdf]

II Thematic Groups

A LAND & ENVIRONMENTB SOCIO - ECONOMICSC CULTURE AND HOUSING

1. Özsoy, A. and Esra Kahveci, Ö. (2005): The UrbanPatchwork And Dynamics Of Life.Paper presented at ‘Housing in Europe: NewChallenges and Innovations in Tomorrow’s Cities’workshop.[http://www.blog.hi.is/enhr2005iceland/index.php?option=content&task=view&id=14&Itemid=37]

2. Nil Uzun, C. (2003): ‘The Impact of Urban Renewaland Gentrification on Urban Fabric: three casestudies in Turkey’. Tijdschrift voor Economische en

Sociate Geografie (Blackwell Publishing Ltd.), Vol94, No.3, pp 363-375.3. Baharoglu, D. and Leit mann, J. (1998): ‘Coping

Strategies for Infrastructure: How Turkey’sSpontaneous Settlements Operate in the Absenceof Formal Rules’, Habitat International, Vol. 22, pp.115-135.

4. Erman, T. (1997): ‘Squatter (gecekondu) Housingversus Apartment Housing: Turkish rural-to-urbanmigrant residents’ perspectives’, Habitat

International, Vol. 21, Iss. 1 (March), pp. 91-106.5. Erkip, F. (2000): ‘Global Transformations versusLocal Dynamics in Istanbul: planning in a



C CULTURE AND HOUSINGD GOVERNANCE AND PLANNING

A LAND & ENVIRONMENT

[a] Turkey & Istanbul

Local Dynamics in Istanbul: planning in afragmented metropolis’, Vol. 17, No. 5, pp. 317-377.

6. Butuner, B. (2006): Waterfront Revitalization as aChallenging Urban Issue, paper presented at42nd ISoCaRP Congress 2006.


7. Yenen, Z. (nd): ‘A World Cit y On W ater: Urban

Development Of lstanbul And Transformation OfTownscape’, Neda Architecture and PlanningJournal

8. Celik, Z. (1993): The Rem aking of Istanbul,(University of California Press)

9. Perouse, J. (2003): ‘Ist anbul en Tableaux’, OUIIstanbul, (May) [http://www.ifea-istanbul.net/]

10. Rondel, N. (nd): ‘City walls of Istanbul: A heritageto be valorized within its environment’, OUIIstanbul

[http://www.ifea-istanbul.net/]11. Tekeli, I. (1994): ‘The Development of the IstanbulMetropolitan Area: Urban Administration andPlanning’ (Ankara).

B SOClO - ECONOMICS

[a] Turkey&Istanbul

1. Nil Uzun, C. (2003): ‘The Impact of Urban Renewal

and Gentrification on Urban Fabric: three casestudies in Turkey’. Tijdschrift voor Economische enSociate Geografie (Blackwell Publishing Ltd ) Vol

3. Lanz, S. (nd): ‘If you make it in Istanbul you can

make it anywhere. On urbanites ansd anti-urbanites, village and metropolis’, part of: Self- service city: Istanbul.[http://www.metrozines.inf/istanbul/index.html]

4. Perouse, J. (2003): ‘Istanbul en Tableaux’, OUIIstanbul, (May) [http://www.ifea-istanbul.net/]

5. Erkut, G., Ocakci, M. ve Ünlü, A. (2001):‘Evaluation of Crime Profile in IstanbulMetropolitan Area”, TRIALOG, Vol. 70, pp. 30-33.

6. Beler, F. and Türksoy, O.(1989): ‘Housing in Turkey:

Prospects for different income groups’, HabitatInternational, Vol. l3, Iss. 1, pp. 25-32.7. Eke, F. (1989): ‘Public initiatives in housing

provision: The Turkish case’, Habitat International,Vol . 13, Iss. 1, pp. 19-24.

[b] Romani people

1. Mischek, U. (2002): ‘The Professional Skills ofGypsies in Istanbul’, in KURI-DRJournal, Vol. 1, No.

7[http://www.domresearchcenter.com/journal/17/index html]



Sociate Geografie (Blackwell Publishing Ltd.), Vol94, No.3, pp 363-375.

2. Esen, O. (nd): ‘Learning from Istanbul , The cit y ofIstanbul: Material production and production ofthe discourse’, part of Self-service city: Is tanbul.[http://www.metrozines.inf/istanbul/index.html]

ndex.html]

C CULTURE AND HOUSING

[a] Turkey


1. Pope, N. and H. (1998): Turkey Unveiled: A History

of Modern Turkey, (Overlook Press)2. Douglas, H. (2001): The History of Turkey

(Greenwood Publishing Group)

[b] Istanbul

1. Erman, T. (1997): ‘Squatter (gecekondu) Housingversus Apartment Housing: Turkish rural-to-urbanmigrant residents’ perspectives’, HabitatInternational, Vol. 21, Iss. 1 (March), pp. 91-106.

2. Baharoglu, D. and Leitmann, J. (1998): ‘CopingStrategies for Infrastructure: How Turkey’sSpontaneous Settlements Operate in the Absenceof Formal Rules’, Habitat International, Vol. 22, pp.115-135.

3. Rondel, N. (nd): ‘City walls of Istanbul: A heritageto be valorized within it s environment’, OUI I stanbul[http://www.ifea-istanbul.net/]

4. Özsoy, A. and Esra Kahveci, O. (2005): The UrbanPatchwork And Dynam ics Of Li fe.

Paper presented at ‘Housing in Europe: NewChallenges and Innovations in Tomorrow’s Cities’workshop

6. Tekeli, l (1994): The Development of the Istanbul

Metropolitan Area: Urban Administration andPlanning (Ankara)

7. Celik, Z. (1993): The Remaking of Istanbul,(University of California Press)

8. Jeyder, C. (2000): Istanbul: Between the Globaland the Local, (Rowman and Littlefield Publishers)

9. Esen, O. (nd): ‘Learning from Istanbul, The city ofIstanbul: Material production and production ofthe 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 canmake it anywhere. On urbanites ansd anti-urbanites, village and metropolis’, part of: Self- service city: Istanbul.[http://www.metrozines.inf/istanbul/index.html]


[c] Romani people



workshop.[http://www.blog.hi.is/enhr2005iceland/index.php?option=content&task=view&id=14&Itemid=37]

5. Marsh, A. and Strand, E. (2006): ‘Gypsies and theProblem of Identity’, Swedish Research Institute,Istanbul.

1. The Patrin Web Journal: ‘Romani Cult ure andHistory’ - Timeline of Roma, A brief History ofRoma, Romani Customs and Traditions, etc.[http://www.geocities.com/Paris/5121/]


D GOVERNANCE AND PLANNING

[a] Turkey and Istanbul

1. Kocabas, A. (2005): ‘The Emergence of Istanbul’sFifth Urban Planning Period: A Tradition to Planningfor Sustainable Regeneration?’, Journal of UrbanTechnology, Vol. 12, No. 2, pp. 27-48.

2. Nil Uzun, C. (2003): ‘The Impact of Urban Renewaland Gentrification on Urban Fabric: three casestudies in Turkey’. Tijdschrift voor Economische en

Sociate Geografie (Blackwell Publishing Ltd.), Vol94, No.3, pp. 363-375.3. Kocabas, A. (2006): ‘Urban Conversation in

Istanbul: evaluation and re-conceprualisation’,Habitat International, Vol. 30, pp. 107-126.

4. Erkip, F. (2000): ‘Global Transformations versusLocal Dynamics in Istanbul: planning in afragmented metropolis’, Vol. 17, No. 5, pp. 317-377.


6. Oc, T. and Tiesdell, S. (1994): ‘Planning in Turkey:The contrasting planning cultures of Istanbul and

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 Development of the IstanbulMetropolitan Area: Urban Administration andPlanning’ (Ankara).

III Responses

A EVICTIONSB SLUM UPGRADING AND LAND SHARINGC URBAN AGRICULTURED LIVELIHOODS APPROACHE MULTI-STAKEHOLDER PROCESSES

A EVICTIONS

1. ‘Forced Evictions - Towards Solutions?’, First Reportof the Advisory Group on Forced Evictions to theExecutive Director of UN-HABITAT (2005).



The contrasting planning cultures of Istanbul andAnkara’, Habitat International, Vol. 18, Iss. 4, pp.99-116.

7. Baharoglu, D. and Leitmann, J. (1998): ‘CopingStrategies for Infrastructure: How Turkey’sSpontaneous Settlements Operate in the Absence

Executive Director of UN HABITAT (2005).2. COHRE (2006): ‘Forced Evictions - Violations of

Human Rights ’[http://www.cohre.org/store/attachments/GLOBAL%20SURVEY%202003-2006.pdf]

3. Dzeno Association (nd): ‘Forced Out: the problem


of Roma Evictions in Europe’

[http://www.cohre.org/English/bodies/cerd/docs/ngos/sdruzeni1.doc]Recommended readings:- Everett, M. (2001): ‘Evictions and Human Rights: Land

disputes in Bogota, Colombia’, Habitat International,Vol. 25, Iss. 4, pp. 453-471.

B SLUM UPGRADING AND LAND SHARING

1. Angel, S. and Chirathamkijkul T.: ‘Slum

Reconstruction: Land sharing as an alternative toeviction in Bangkok’, in Angel S. et al. (1983): Landfor Housing the Poor (Select Books, Singapore)

2. Boonyabancha, S.: ‘Klong Toey Land-SharingProject’, in Boonyabancha, S. et al. (1987): SixChapters of Klong Toey - A case study of people struggle and housing development by land- sharing, (Bangkok, Thailand)

3. MIT Urban Upgrading (nd): ‘Regular ization of Land’[http://web,mit.edu/urbanupgrading/upgrading/issues-tools/toos.Reg-ofland.html]

4. Max Lock Centre (2001), Factsheet 7:‘Understanding the Mechanisms from the guide

5. Mukhija, V. (2003): ‘Squatters as developers? S lum

redevelopment in Mumbai’, King’s SOAS studentsin Development Geography (Ashgate Publishing)

6. Oestereich, J. (2001): ‘The Local Community: TheNew Legal Mediator Between Private Propertyand the State’, ESF/N-AERUS May 2001 workshop.

7. Burra, S . (2005): ‘Towards a pro-poor framework for slum upgrading in Mumbai, India’, Environment &Urbanization, Vol 17, No 1 (April).

Recommended reading:

- Max Lock Centre (2001): ‘Good practice Guide andCountry studies’, in Participatory Approach to Core

Area Development: A Guide to Good Practice [DFIDResearch Project R 6860][http://www.wmin.ac.uk/builtenv/maxlock/Core_

Areas/gppd_practice.htm]

Online Resources:- Id21 – portal for communicating development

research:

http//www.id21.org/urban/index.html- ‘Dynamics for urban change’, collection of resources:

http://www ucl ac uk/dpu



Participatory Approach to Core AreaDevelopment: A Guide to Good Practice’ [DFIDResearch Project R 6860][http://www.wmin.ac.uk/builtenv/maxlock/Core_ Areas/gppd_practice.htm]

http://www.ucl.ac.uk/dpu-projects/driv ers_urb_change/home.htm

C URBAN AGRICULTURE


1. Kaldj ian, P. (1997): ‘Istanbul Opport unities in urban

agriculture’, Arid Lands Newsletter, No. 42[http://ag.arizona.edu/OALS/ALN/ain42/kaldjian.html]

2. Mougeot, L. (2006): in_focus: GROWING BETTERCITIES, Urban Agriculture for SustainableDevelopment, IDRC[http://www.idrc.ca/in_focus_cities/ev-95297-201-1-DO_TOPIC.html]

3. Kaya, C. (2005): ‘Urban Agriculture in Istanbul’,UA-Magazine, p.41 (UYD, Istanbul)

4. Knuth, L. (2006): ‘Greening cities for improvingurban livelihoods: Legal, policy and Institutionalaspects of urban and peri-urban forestry in Westand 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: LivableCities 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)

8. Al len, A. and You, N. (2002): ‘Integration of Urban

Agriculture & food security in Land use Planning inDar es S alaam & Quit o’, in SustainableUrbanization: Bridging the Green and Brown Agendas

Online resources:

- RUAF - Resource centres on UrbanAgriculture!Food Security [http://www.ruaf.org/]

- IDRC - Growing better cities, Urban Agriculture for

Sustainable development[http://www.idrc.ca/in_focus_cities/]- IDRC project - Optimizing Use of Vacant Land for

Urban Agriculture (UA) Through ParticipatoryPlanning Processes (LAC)[http://www.idrc.ca/en/ev-8005-201-1-DO_TOPIC.html]Case study: Rosario[http://www.idrc.ca/in_focus_cities/ev-93913-201-

1-DO_TOPIC.html]- Case study of Urban agriculture in Rosario

[http://www.rosario.gov.ar/sitio/desarrollo_social/enpleo/agricul.jsp]



( )7. Jacobi, P., Drescher, A. and Amend, J. (nd):

‘Urban Agriculture-Justification and PlanningGuidelines, Urban Vegetable Promotion Project’.[http://www.cityfarmer.org/uajustification.html]

p g j p]- Arld Lands Newsletter - falll/winter 1997, No. 42:

‘Urban agriculture in drylands’[http: ag.arizona.edu/OALS/ALN/aln42loc.html]

D LIVELIHOODS APPROACH


1. de Haan" "A., Drinkwater M., Rakodi, C. &Westley, K. (2002): Methods for understandingurban poverty and Livelihoods, DFID

2. DFID (2001): Sustainable Livelihoods GuidanceSheets, Section 2, ‘Sustainable LivelihoodsFramework’[http//www.livelihoods.org/info/info_guidancesheets.html#1]

3. Beall, J. and Kanjil, N. (1999): ‘Households,Livelihoods And Urban Poverty’,

Background Paper for the ESCOR CommissionedResearch on Urban Development: UrbanGovernance, Partnership and Poverty.

Online resources:- ‘Dynamics for urban change’, collection of resources:

http://www.ucl.ac.uk/dpu-projects/drivers_urb_change//urb_society/urban_livelihoods.htm

- IDS (Institute for Development Studies): http:www.livelihoods.org

E MULTI-STAKEHOLDER PROCESSES

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, ‘ExploringPartnerships, Good practice Guide and Countrystudies’, in Participatory Approach to Core AreaDevelopment: A Guide to Good Practice [DFIDResearch Project R 6860][http://www.wrmin.ac.uk/builtenv/maxlock/Core_ Areas/good_practice.htm]

Online Resources

- MSP Resource Tool: ‘Building your capacity toFacilitate Multi-stakeholder processes and SocialLearning’[http://portals.wl.wur.nl/msp/index.php?Introduction]

- Community planning website:[http://www/communityplanning.net/]

Supplementarybibliography:



1. Max Lock Centre (2001): Factsheet 6, ‘BringingStakeholders Together, Good practice Guide andCountry st udies’, i n Participatory Approach to

Supplementary bibliography:

1. Dalkiran, E. (2008): Data collected in an interview withthe leader of the Sulukule Romani Orkestra,13th ofMay 2008.


2. Eisenstadt, S. N., (1984) "The Kemalist Regime and

Modernization: Some Comparative andAnalytical Remarks," in J. Landau, ed., Atatürkand the Modernization of Turkey, Boulder,Colorado: Westview Press.

3. Erkip, F. (2000): ‘Global Transformations v ersus LocalDynamics in Istanbul: planning in a fragmentedmetropolis’, Vol. 17, No. 5, pp. 317-377.

4. Fener-Balat Consultant, (2007): Fener-BalatRehabilitation Project: Data Archive 2007

5. Frank, K. & Stev ens, Q. (2007): Loose Space: Possibilityand Div ersity in U rban Life (Routledge, London and

New York)6. Gay McDougall (2008) “PROMOTION AND

PROTECTION OF ALL HUMAN RIGHTS, CIVIL, POLITICAL,ECONOMIC, SOCIAL AND CULTURAL RIGH TS,INCLUDING THE RIGHT TO DEVELOPMENT”, Report ofthe independent expert on minority issues, Seventhsession Agenda Item 3, UNITED NATIONS Human RightsCouncil.

7. GLA, (2004): Affordable Housing: The London PlanDraft Supplementary Planning Guidance. Greater London Authority, City Hall, The Queens Walk, London,

SE1 2AA.8. Istanbul Metropolitan Planning (IMP), (August 2007):‘Istanbul Ma ster P lan: Summary’.

11. Lumby, S.P (1981): Investment Appraisal and Related

Decisions (Van Nostrand, Reinhold)12. Marstine, Janet., (editor), (2006): New museum theory

and practice: an introduction, Malden, MA ; Oxford:Blackwell. I SBN: 9781405105583

13. McDougall, G. (2008): ‘Promotion and protection of allhuman rights, civil, political, economic, social andculture rights, including the right to dev elopment’,Report of the Independent Expert on Minority Issues,sev enth session, Agenda Item 3, UNITED NATIONSHuman R ights Council.

14. MSc BUDD students of DPU (June 2007): Placing

Sulukule: towards an alternative proposal to conservethe living heritage of Romani Culture. (Bartlett, DPU,UCL)

15. Municipality of Fatih (2008): Renovation Areas ,document distributed to the BUDD 2008 students byFatih Municipality at meeting 30 April 2008

16. Municipality of Fatih (nd): Bir Çingene Yolculu!u,document regarding gypsy culture.

17. Nil Uzun, C. (2003): ‘The Impact of Urban Renewal andGentrification on Urban Fabric: three case studies inTurkey’. Tijdschrift v oor Economische en SociateGeografie (Blackwell Publishing Ltd.), Vol 94, No.3, pp363-375.

18. Organisation for Economic Co-operation andD l t (2008) P li B i f ‘OECD T it i l



y9. 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. 107–126,Habitat International 30

Dev elopment (2008): Policy Brief - ‘OECD Territoria lRev iews: Istanbul, Turkey’

19. Sassen S (2002) “Locating Cities on GlobalCircuits”, Environm ent and Urbanization, Vol. 14No.1 pg 13


20. Sadun EMREALP (prepared) (2005): Turkey Local

Agenda 21 Program: Handbook on facilitativeinformation for the implementation of Local Agenda21, IULA-EMME (UCLG-MEWA) Publication

21. Safier, M (1992): ‘Towards an Alternat iv e Approach toUrban Regeneration’, article in ‘Regenerating Cities’

22. S. N. Eisenstadt, (1984) “The Kemalist Regime andModernization: Some Comparative and AnalyticalRemarks,” in J. Landau, ed., Atatürk and theMod ernization of Turkey, Boulder, Colorado: Westv iewPress, 3–16.

23. Su lukule Platform (2008): Social and Economic Surv ey

in Sulukule, Istanbul24. Taiwo, D.O. (1995): ‘Institutionalisation if theSustainable Cities Concept in City Management’,paper presneted at the City Consultation of theSustainable 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 bycapital makes one think…’, Urban Regeneration andSustainability, Vol. 93, pp. 189-197.

26. UNESCO (2000): ‘Rehabilitation not gentrification: Twoneighborhoods in historical Istanbul get a facelift anda new lease on life’, No. 119.

27. UNESCO (1972): ‘CONVENTION CONCERNING THEPROTECTION OF THE WORLD CULTURAL AND NATURAL

the World Heritage Committee, Item 3C of the

Provisional Agenda: ‘Report of the Rapporteur of the28th session of the World Heritage Committee’29. UNI TED NATIO NS Press Release (2001): ‘Conv ention

Article 2’, Meetings 14-17 March 2001, Turin: ‘IntangibleCultural Heritage – Working Definitions’.

30. UNITED NATIONS Press Release (2007): ‘Governmentsshould take positive steps to protect housing rights ofRoma in Europe’, (UN Document A/HRC/4/18)

31. UNI TED NATIONS Press Release (2008): ‘Safeguarding ofthe Intangible Cultural Heritage’, Meetings 21-22 May2008, Nadi: ‘Inter-departmental Meeting on the

Convention for the Safeguarding of the IntangibleCultural Heritage’.32. Yenen, Z . (nd): ‘A World city on water: Urban

development of I stanbul and transformation oftownscape.’ Neda Architecture and Planning Journal.

Online resources:

Administrative divisions of Turkey:- http://www.ito.org.tr - http://en.wikipedia.org/wiki/Republic_of_Turkey#Admi

nistrativ e_divisionsAtatürk's reforms:- http://en.wikipedia.org/wiki/Atat%C3%BCrk%27s_refor



PROTECTION OF THE WORLD CULTURAL AND NATURALHERITAGE’, General Conference at its 17th Session,Paris, 16 Nov ember 1972

28. UNESCO (2004): ‘CONVENTION CONCERNING THEPROTECTION OF THE WORLD CULTURAL AND NATURALHERITAGE’, decisions adopted at the 28th Session of

msBBC news website:

- Country p rofile: Turkey. [upd ated: 3 April 2008],[http://news.bbc.co.uk/2/hi/europe/country_profiles/1022222.stm]


Housing Development Administration Turkey:

- http://www.toki.gov .tr/english/overv iew.asp- http://www.toki.gov .tr/english/mass_housing_law.asp

Local Agenda21 in Turkey:- http://www.la21turkey.net/

Turkey’s culture:- http://www.iksv .org/english/UN Office of the High Commissioner for Human Rights:- http://www2.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=home

Wikipedia website:- http://en.wikipedia.org/wiki/Istanbul- http://en.wikipedia.org/wiki/London



BUDD Fieldtrip 2008 Laws

Appendix D: Laws




Appendix D

European Convention on Human Rights

Article 8 (Right to Respect for Private and Family Life)Article 13 (Right to Effective Remedy)Article 14 (Prohibition of Discrimination)

Declaration on the Rights of Persons belonging toNational or Ethnic, Religions and Linguistic Minorities(UN General Assembly)

Article 1 (Protection from State)Article 4 (Exercise of Human Rights withoutDiscrimination)Article 5 (Obligation of State to International Treatiesand Agreements)

European Social Charter

Article 4 (The Right to a Fair Remuneration)

Article 16 (The Right of the Family to Social, Legal andEconomical Protection)Article 31 (Housing)

Article 1 (Cultural Heritage)

Article 4 (Duties of State Party)Article 5 (Measures of Protection, Conservation andPresentation)Article 6 (Sovereignty of the States)



The Convention Concerning the Protection of theWorld Cultural and Natural Heritage of JoinICOMOS/UNESCO World Heritage Committee


Act No: 5366 (Turkish)

Yıpranan Tarihi ve Kültürel Ta!ınmaz VarlıklarınYenilenerek Korunması ve Ya!atılarak Kullanılması Hakkında Kanun

Kanun No: 5366

Kabul Tarihi: 16.06.2005

Amaç ve kapsam

MADDE 1. — Bu Kanunun amacı, büyük !ehir belediyeleri, büyük !ehir belediyeleri sınırları içindeki ilçe ve ilk kademebelediyeleri, il, ilçebelediyeleri ve nüfusu 50.000’in üzerindekibelediyelerce ve bubelediyelerin yetki alanı dı !ında il özel idarelerince,yıpranan ve özelli#ini kaybetmeye yüz tutmu!; kültür ve t abiatvarlıklarını korumakurullarınca sit alanı olarak tescil ve ilan edilenbölgeler ile bu

sosyal donatı alanları olu!turulması, tabiî afet risklerine

kar !ı tedbirler alınması, tarihi ve kültürel ta!ınmaz varlıklarınyenilenerek korunması ve ya!atılarak kullanılmasıdır. Bu Kanun, yukarıdabelirtilen amaçlar do#rultusunda olu!turulacak olan yenilemealanlarının tespitine, teknik altyapı ve yapısal standartlarının belirlenmesine,projelerininolu!turulmasına, uygulama, örgütlenme, yönetim,

denetim, katılım ve kullanımına ili!kin usûl v e esasları kapsar.

Alanların bel irlenmesi

MADDE 2. — Yenileme alanları, il özel idarelerinde ilgenel meclisi,belediyelerde belediye meclisi üye t am sayısının saltço#unlu#unun kararı ile belirlenir. "l özel idaresinde il genel meclisince,büyük !ehirler dı!ındaki belediyelerde belediye meclisince alınankararlar Bakanlar Kuruluna sunulur B üyük!ehirlerde ise ilçeve ilk



bölgeler ile bubölgelere ait koruma alanlarının, bölgenin geli!imineuygun olarak yenidenin!a ve restore edilerek, bu bölgelerde konut, ticaret,kültür, turizm ve

Kuruluna sunulur. B üyük !ehirlerde ise ilçe ve ilk kademe belediyemeclislerince alınan bu kararlar, büyük !ehir belediyemeclisince onaylanması halinde Bakanlar Kuruluna sunulur. Bakanlar Kurulu


projenin uygulanıp

uygulanmamasına üç ay içinde karar v erir. Bakanlar Kurulunca kabul edilenalanlardaki uygulama bir program dahilinde etapetap projelendirilebilir.Etap proje ve programları, meclis üye tam sayısınınsalt ço#unlu#unun kararı ve belediyelerde belediye ba!kanının, il özelidarelerinde valinin onayı ile uygulamaya konulur. Belirlenen alan sınırları içindekitüm ta!ınmazlar,

belediyece ve i l özel idaresince hazırlanacak yenileme projelerinin kültür ve tabiat varlıklarını koruma kurulunca kararaba#lanmasını müteakip bu Kanuna göre yapılacak yenileme projesi hükümlerinetâbi olurlar. Büyük !ehir belediye sınırları içinde büyük !ehir belediyelerininyapacaklarının dı!ında kalan yenileme projeleri, i lçe ve ilk kademebelediyelerince hazırlanması ve meclislerinde kabulünden sonra büyük !ehir belediye

ba!kanınca onaylanarak yürürlü#e girer. Buna göre kamula!tırma ve uygulamayapılır. Yenileme

sahiplerinin veya bölge halkının katılımına dair usûl ve

esaslar yönetmelikte belirlenir.

Uygulama

MADDE 3. — Yenileme alanları olarak belirlenenbölgelerde il özel idaresi v ebelediye tarafından hazırlanan veya hazırlatılanyenileme projeleri veuygulamaları ilgili il özel idareleri ve belediyeler eliyle

yapıl ır veyakamu kurum ve kurulu!ları veya gerçek ve özel hukuk tüzel ki!ilerine yaptırılarak uygulanır. Bu alanlarda Toplu Konut "daresiile ortak uygulamayapılabilece#i gibi, Toplu Konut "daresine deuygulama yaptır ılabilir. Büyük !ehirlerde, büyük !ehir belediyeleri tarafındanba!latılmayan uygulamalar ilçe ve ilk kademe belediyelerince tek ba!ına veya mü!terek

olarak yapılır veya yaptı rılır. Yenileme alanı içinde yapıparsellerindekiuygulamalarda kendi p arseli ve yapısı aynen



yapılır. Yenileme alanlarının teknik altyapı ve yapısal standartlarınolu!turulması, bu alanların yönetimi ile örgütlenme ve uygulamaalanlarında bulunan hak

uygulamalarda kendi p arseli ve yapısı aynenkorunarak yenilenecek yapılar, projenin bütünlü#ünü bozmamak !artıyla belediyecekabul edilen projeye ba#lı kalmak ve il özel idaresi ve belediyenin belirleyece#i


amaçta kullanılmak

kaydıyla parsel sahibince yapılabilir. Bu durumlardauygulamanın projeyle e! zamanlı olarak ba!latılması ve t amamlanması esastır.Aksi takdirde il özelidaresi ve belediyece bu Kanun hükümleri uygulanır.Yenileme alanlarında yenileme projelerinin uygulanması sırasında tabiî afetriski ta!ıdı#ı Bayındırlık v e "skan Bakanlı#ınca belirlenen bölgelerdegerekli t edbirleri

almak üzere il özel idareleri ve belediyeler yenilemeprojelerinde tasfiyede dahil olmak üzere gerekli düzenlemeleri yapabilir,yasaklar koyabilir. Bukonudaki esas ve usûller yönetmelikte belirlenir.Uygulama esnasında her türlü kontrol, denetim ve takip i!lemleri, ilgili il özelidaresi vebelediyece yapılır veya yaptırılarak sonuçlandırılır. Bui!lemler, projenin özelli#ine göre konuyla ilgili uzman ki!i, kurum ve

ekiplere yaptırılır. Yenileme alanlarındaki uygulamalar her türlü vergi,resim, harç ve

kadar Kültür ve Tabiat Varlıklarını Koruma Bölge Kurulu

olu!turulur. Kurulca onaylanan projeler, il özel idaresi veya belediyeceuygulanır. Yenileme alanlarında yapılacak uygulamalarda her t ürlü malve hizmet alımları ile yapım i!leri , ceza ve ihalelerden yasaklama hükümlerihariç olmak üzere 4734sayılı Kamu "hale Kanunu hükümlerinden muaftır.Yenileme projeleri, uygulamaalanı içerisinde bulunan ta!ınmaz kültür ve tabiat

varlıklarının rölöve, restitüsyon, restorasyon projeleri ile onarılacak veyayeniden in!a edilecek yapıların imar mevzuatında öngörülen projelerindenolu!ur.

Ta!ınmaz tasarruflarının kısıtlanması ve kamula!tırma

MADDE 4. — "l özel idaresi ve belediye, yenileme alanıilan edilenyerlerdeki ta!ınmazlar üzerinde, her t ürlü yapıla!ma,

kullanım ve i!letme konularında proje tamamlanıncaya kadar geçic ikısıtlamalar uygulayabil ir.



çücretlerden muaftır . Yenileme projelerini onaylamak üzere 2863 sayılı Kültür ve Tabiat Varlıklarını Koruma Kanununun 51 incimaddesine göre gerekti#i

yg yYenileme alanlar ında bulunan yapıların bo!altılması,yıkımı ve kamula!tır ılmasında anla!ma yolu esastır. Anla!masa#lanamayan hallerde


gerçek ve özel hukuk tüzel ki!ilerinin mülkiyetinde

bulunan ta!ınmazlar ilgili il özel idaresi ve belediye tarafındankamula!tırılabilir. Bu Kanunuyarınca yapılacak kamula!tırmalar 2942 sayılıKamula!t ırma Kanununun 3 üncü maddesinin ikinci fıkrasındaki iskân projeleriningerçekle!tirilmesi amaçlı kamula!tırma sayılır. Tapuda mülkiyet hanesi açık olanta!ınmazlar ile varisi belli olmayan, kayyım tayin edilmi!, ihtilaflı,

davalı ve üzerinde

her türlü mülkiyet ve mülkiyetin gayri aynî hak tesisedilmi! olan ta!ınmazlar için de aynı ma dde hükümlerine görekamula!tırma i!lemleri yürütülür. Kamula!tırma i!lemlerinin yürütülmesinde ilözel idareleri vebelediyeler veraset ilamı çıkartt ırmaya, kayyım tayinettirmeye veya tapudakayıtlı son malike göre i!lem yapmaya yetkilidir. "l özelidareleri ve

belediyeler t a!ınmaz mülkiyetinin kamula!tırılmasıyerine, uygun gördükleritakdirde satın alma, kat kar !ılı#ı ve 4721 sayılı Türk

içerisinde kalan

Hazineye ait ta!ınmazlar ba!ka bir i!leme gerek kalmaksızın projeyi yürütenil özel idaresine ve belediyeye bedelsiz devredilir . Satı! ve gelir getiricibir i!e dönü!türüldü#ünde proje ve uygulama giderleriçıktıktan sonraki gelirin yüzde yirmibe!i Hazineye verilir. Devre aiti!lemler il özel idaresi ve belediyenin talebi üzerine ilgili t apu sicilmüdürlü#ünce resen yapılır.

Bu i!lemler her türlü vergi, resim ve harçtan muaftır .Yenileme alanı ilan edilen yerlerde, yenileme projesi kapsamında kalanta!ınmazlar Hazinece satılamaz, kiraya verilemez, tahsis edilemez. Yenilemealanlarında uygulanacak projelerin kamula!tırma, plân, proje veyapım i!lerinde kullanılmak üzere, 2863 sayılı Kültür ve TabiatVarlıklarını Koruma Kanununun 12 nci maddesine göre olu!turulan

Ta!ınmaz Kültür Varlıklarının Korunmasına Katkı Payı hesabından belediyelereaktarma yapılır. Millî



Medeni Kanunununilgili maddelerinde düzenlenen inti fa hakkı veya üsthakkı kurulması yolu ile sınırlı aynî hak tesis edebilirler. Yenileme alanı

Savunma Bakanlı#ına tahsisli arsa, arazi, yapı vetesisler, 2565 sayılı Askeri Yasak Bölgeler ve Güvenlik Bölgeleri Kanunukapsamında bulunan


yerler, sivil ve askeri hava alanları ve mania plânları

kapsamında kalan yerler, mülkiyeti Milli E#itim Bakanlı#ına ait bulunanokullar, mülkiyetiveya idaresi Vakıflar Genel Müdürlü#üne ait bulunanta!ınmazlar ile tapu kayıt larında vakıf !erhi bulunan ta!ınmazlarda buKanun hükümlerinin nasıl uygulanaca#ı Milli Savunma Bakanlı#ı, ilgili bakanlık veya Vakıflar Genel Müdürlü#ü ve il özel idaresi veya belediyecemü!tereken belirlenir.

Sınırlı ayni hak tesisi

MADDE 5. — Kamu kurum ve kurulu!larının ellerindebulunan tarihi eser niteli#ini haiz bina ve mü!temilatı, tarihi özelliklerineuygun olarak restore ettirilmek ve/veya tarihi özellikleri korunmak vemülkiyeti ilgilikamu kurum v e kurulu!unda kalmak suretiyle; e#itim,

sa#lık, kültür ve sosyal amaçlı olmak üzere kamu yararına çalı!an dernekler,vakıflar, kamu kurumu

hukuk tüzel ki!ilerine sınırlı ayni hak olarak tesis

edilebilir. Sınırlı ayni hak t esisi ile ilgili esas ve usuller ile bedeli vekullanma süresi,ilgili belediye veya i lgili kamu kurum ve kurulu!larıtarafından Türk Medeni Kanunu, "l Özel "daresi Kanunu, Belediye Kanunu veilgili di#er mevzuat çerçevesinde belirlenir.

Yönetmelik

MADDE 6. — Bu Kanunun uygulanmasına ili!kinyönetmelik, "çi!leri Bakanlı#ının teklifi üzerine Bakanlar KuruluncaKanunun yayımı tarihinden itibaren üç ay içinde yürürlü#e konulur.

Uygulanmayacak hükümler

MADDE 7. — Bu Kanun kapsamında yer alanyenileme alanlarında, uluslararası

hukuktan do#an yükümlülükler saklı kalmak kaydıyla,di#er kanunların bu Kanuna aykır ı hükümler i uygulanmaz.



niteli#indeki meslek kurulu!ları ve di#er kamu kurumve kurulu!ları ile üniversiteler ile ticarî faaliyetlerde kullanı lmak üzeregerçek ve özel

Yürürlük

MADDE 8. — Bu Kanun yayımı tarihinde yürürlü#e


girer.

Yürütme

MADDE 9. — Bu Kanun hükümlerini Bakanlar Kuruluyürütür.4 Temmuz 2005Act on Conservation with Restoration and Use byLiving in of W orn-Out Historical and Cult uralImmovable Assets



Act No: 5366 (English)

Date of Enactment: 16.06.2005

Object and Scope

ARTICLE 1- The object of this Act is by reconstruction andrestoration in l ine with t he progress of the area of zoneswhich are registered and declared as SIT (Conservation)areas by boards of conservation of cultural and naturalassets which have been worn down and tending to losetheir characteristics, by metropolitan municipalities,

district and first level municipalities within the boundariesof metropolitan municipalities, provincial and districtmunicipalities and municipalities with populations over 50,000 and outside the scopes of authority of suchmunicipalities by provincial special administrations,formation of residence, commerce, cultural, tourism andsocial facility areas in such zones, taking of measuresagainst the risks of natural disasters and restoration andconservation of and use by living in historical andcultural immovable assets. This Act covers the terms and

procedures relating to the determination of therestoration areas to be created in line with the foregoingobjects, setting of technical infrastructure andconstruction standards formation of drawings and on

Identification of zones

ARTICLE 2- Restoration zones shall be determined by thedecision of the simple majority of the full membership ofthe provincial general assembly in provincial specialadministrations and the municipal assembly inmunicipalities. Decisions adopted by the provincialgeneral assembly and in municipalities other thanmetropolitan municipalities, those adopted by themunicipal assembly shall be submitted to the Council of

Ministers. In metropolitan municipalities, such decisionsadopted by district and first level municipal assembliesshall be submitted to the Council of Ministers, providedthey are approved by the metropolitan municipalassembly. The Council of Ministers shall decide withinthree months whether the project shall be implementedor not. The implementation in zones approved by theCouncil of Ministers may be designed in stages within aschedule. Stage projects and programs shall beimplemented upon decision by the simple majority of

the full membership of the assemblies and the approvalof the mayor in municipalities and the governor inprovincial special administrations. All immovables withinthe boundaries of the said zone shall be subject to the



construction standards, formation of drawings and onapplication, organization, management, supervision,participation and use thereof.

the boundaries of the said zone shall be subject to theprovisions of the restoration project to be prepared inaccordance with this Act, following determination bythe board of conservation of cultural and natural assets,of t he 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 withinthe boundaries of metropolitan municipalities, shall beeffectuated upon approval of the metropolitan mayor once they are prepared by district and first levelmunicipalities and are ratified in applicable assemblies.Expropriation and application shall be carried outaccordingly. Creation of the technical infrastructure andconstruction standards of restoration zones, themanagement of such zones and terms and conditionson participation of right holders at the application zones

or participation of the people in the area shall bedetermined by a regulation.

Implementation

ARTICLE 3- The restoration projects and implementationsprepared or caused to be prepared by provincialspecial administrations and municipalities in zonesdesignated as restoration zones shall either be carriedout through the applicable provincial special

administrations and municipalities or shall be caused tobe implemented by public agencies or organizations or natural and legal persons. Joint applications with MassHousing Authority may be carried out in such zones or

Applications not initiated by metropolitan municipalitiesin metropolitan municipalities shall be carried out or

caused to be carried out solely or jointly by district andfirst level municipalities. In applications in building plotswithin the restoration zone, buildings which will berestored conserving its plot and structure fully may becarried out by the plot owner, provided the integrity ofthe project is not disrupted, provided the projectapproved by the municipality is adhered to and it isused for t he purpose to be set by the provincial specialadministration and the municipality. In such cases, theapplication must be initiated and completed

simultaneously with the project. Otherwise, the provisionsof this Act shall be enforced by the provincial specialadministration and the municipality. In zones whereMinistry of Public W orks and Habitation determines thatthere is the risk of natural disaster during implementationof the restoration projects in restoration zones, provincialspecial administrations and municipalities may make thenecessary arrangements and impose bans includingdischarge on restoration projects for taking necessarymeasures. Terms and procedures in such regard shall be

set by a regulation. Any control, supervision and follow-up operations during implementation shall be carriedout or caused to be carried out and finalized by theapplicable private administration and the municipality.



Housing Authority may be carried out in such zones or application may be caused to be carried out by theMass Housing Authority.

applicable private administration and the municipality.Such operations shall be caused to be carried out byexpert 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 ofregional boards of conservation of cultural and natural

assets shall be formed as per Article 51 of Act onConserv ation of Cultural and Natural Assets no. 2863 toapprove the restoration projects. Projects approved bythe Board shall be implemented by the privateadministration or the municipality. In applications to becarried out in restoration zones, any purchases of goodsand services and construction works are exempt fromthe provisions of public tenders act no. 4737, saveprovisions banning participation in tenders andpenalties. Restoration projects shall comprise the layout,

restitution and restoration projects for immovablecultural and natural assets which are within theboundaries of the application zone and projectsstipulated in the zoning regulations for structures whichwill be repaired or re-built.

Restrictions on dealing with immovables andexpropriation

ARTICLE 4- The private administration and municipality

may impose temporary restrictions on the propertieswhich are in zones declared as restoration zones until theproject is completed as regards any build-up, use or operation. In evacuation, demolishment and

private administration or municipality. Expropriations tobe effected under t his law shall be deemed as

expropriations for realization of residential projects inparagraph 2 of Article 3 of the Expropriation Act no.2942. Expropriation procedures shall be carried out inaccordance with the provisions of the same article for immovables for which the ownership box is blank in theLand Registry Office and the inheritor of which isunknown on which an administrator i s appointed or which are in dispute subject to lawsuits or on which realrights regarding ownership and other than ownershiphave been established. Private administrations and

municipalities are authorized to cause inheritancecertificates to be issued, administrators to be appointedand carry out transactions according to the last owner registered in the land registry in carrying out of theexpropriation operations. Instead of expropriation of thetitle to the immovable property, private administrationsand municipalities may establish restricted real rights byway of purchasing in consideration of floors andestablishment of right of usufruct or right of superficies setout in applicable articles of Turkish Civil Code no. 4721

should they so deem appropriate. Real properties withinthe boundaries of the restoration zone owned byTreasury shall be transferred to the private administrationor municipality conducting the project without requiring



p ,expropriation of the buildings in the restoration zones,agreement shall be sought. Where no agreement isreached, immovables owned by natural or private lawlegal persons may be expropriated by the applicable

p y g p j q gany further process. In case of sale or transformation intoa revenue bringing business, twenty-five percent of theincome after deduction of project and application costsshall be paid to the Treasury. Transfer procedures shall be

carried out by the applicable land registry office in i tsown motion upon request of the private administration

and municipality. Such transactions are exempt fromany taxes, duties and charges. Properties, which arecovered by the restoration project in zones declared asrestoration zones may not be sold, rented out or allocated by the treasury. Funds shall be transferred tomunicipalities out of the account of contribution toconservation of immovable cultural assets formed inaccordance with Article 12 of Act on Conservation ofCultural and Natural Assets to be used in theexpropriation, planning, project and construction

operations of the projects to be implemented in therestoration areas. For plots, lands, buildings and facilitiesallocated to Ministry of National Defence, sites coveredby Act on military prohibited zones and security zonesand which are covered by civil and military airports andobstruction plans, schools owned by Ministry of NationalEducation, properties owned or administered byGeneral Directorate of Foundations and Immovables for which there is foundation annotation in land registryrecords are subject to how the provisions of this Act shall

be implemented, shall be determined jointly by Ministryof National Defence, applicable Ministry and Directorateof Foundations or private administrations andmunicipality.

ARTICLE 5- Real rights may be established restricted toassociations operating to the benefit of the public for

educational, health, cultural and social purposes,foundations, professional associations which are publicorganizations and other public agencies andorganization and Universities and natural or private lawlegal persons to be used in commercial operations.Terms and procedures relating to establishment of realrights and fee and usage period shall be set by theapplicable municipality or applicable public agency or organizations in accordance with Turkish Civil Code,Private Administration Act, Municipalities Act and other

applicable regulations.

Regulation

ARTICLE 6- The regulation on implementation of this Actshall be effectuated within three months frompublication of the Act by Council of Ministers uponrecommendation of Ministry of Internal Affairs.

Unimplementable provisions

ARTICLE 7- Without prejudice to obligations arising frominternational law, provisions in violation of this Act ofother laws shall not be enforced in the restoration zones



p y

Establishment of Restricted Real Rightscovered by this Act.

Effectiveness

ARTICLE 8- This Act shall go into effect as of the date of

its publication.

Enforcement

ARTICLE 9- The provisions of this Act shall be enforced byCouncil of Ministers.

July 4, 2005

Stories behind the wall: a development plan connecting people and heritage

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Transcript of Stories behind the wall: a development plan connecting people and heritage