HAYDARPASA CONTAINER PORT URBAN REDEVELOPMENT PROJECT
DESIGN BRIEF
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Istanbul Metropolitan Planning and the Istanbul Mayors Office request master plan proposals to respond to the objectives and strategic framework set out in this brief for the redevelopment of Haydarpasa port. The development framework is intended to provide a contextual setting through the provision of baseline information that forms the basis of specific objectives in this brief. Istanbul Metropolitan Planning hope to bring forward, along with others, an array of quality developments for Haydarpasa, that promote a set of uses which celebrate the life and citizens of Istanbul as a European cultural capital. The Strategic Development Framework for the redevelopment of Haydarpasa embodies a change in land use, the creation of public amenity, maintaining historic buildings and connects the waterside to university, residential and business area’s beyond. It presents a strategic rather than a detailed framework for securing lasting change. Thus allowing Haydarpasa to respond positively to changing market and economic conditions will maintain the vision articulated here.
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ͳǤͲ ʹǤͲ ͵ǤͲ ͶǤͲ ͷǤͲ ǤͲ ǤͲ ͺǤͲ ͻǤͲ
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Figure 1: Arial Photograph of Haydarpasa Port (IMP, 2009)
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ͳǤͲ Istanbul Metropolitan Planning, with the Mayor’s office has requested proposals for the redevelopment of Haydarpasa port as a component of larger development plans for the city of Istanbul. The essence of the brief is to provide a deliverable development framework, promoting a range of high quality, mixed use, market led developments and public amenity through state initiative. Istanbul Metropolitan Planning have determined, as part of Istanbul strategic development plan 2023, that Haydarpasa will no longer be a container port, but promote uses that will contribute to a city wide vision of the European Cultural Capital. Haydarpasa has the potential to be a location that facilitates an intense array of business and institutional uses that foster local development in trade, education, cultural amenities, public domains, workplaces and places to live thus building aspirations for the future. A successful development framework will not only promote exceptional design qualities such as well conceived urban structure, infrastructure and integrated mixed use patterns, but should enable the evolution of social, economic and environmental transformation.
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ʹǤͲ This development framework is underͲpinned by a new Strategic Vision for Haydarpasa; one that is built on local useͲvalues that can connect with European and international networks. As the heart of Istanbul is its water resource, Haydarpasa must there for maximise public utility along the waterfront as a platform for social, cultural and economic functions that will serve as the basis of an integrated and well utilised urban fabric. The development framework of Haydarpasa must encourage the local culture and way of life to become established according to local values. It is possible that growth in Local industry and production can secure long term and sustained investments, so that local and national economies may maintain a role in global financial networks and production. As Istanbul is an industrial city with a youthful labour force, Haydarpasa presents an opportunity to invest in education and work opportunities through the development of new technologies, manufacturing of products with high market values, innovative enterprises, education to work transition programmes and workshops. Physical connections and networks between the Bosphorus strait, university, technical college, cemetery, transport networks and existing residences and work places must contribute to a high quality urban realm that will develop overtime as a unique and contemporary urban fabric.
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͵ǤͲ ǣ x Create a cohesive urban environment that is founded upon diverse local use values. To foster a unique sense of place for the progression of social and economic bases for Istanbul’s diverse and expanding population. x Secure positive interventions which will deliver long term qualitative investment into Haydarpasa and connect local to national and international networks. x Create a highly integrated land use strategy with social, economic and environmental uses that allow for an appropriate density and scale of development. x Connect existing urban uses and spaces to the Bosphorus Strait, existing and new transport networks. Create a movement pattern and structure, Haydarpasa should be included as a sea connection point.
x Maximise public utility, open space and pedestrian networks along the waterfront.
x Provide a spatial strategy that integrates new technologies, innovative small enterprises and nieche market industries to spaces where people want to live, work, invest, visit and reͲvisit.
x Promote a well conceived urban structure of exceptional design quality that allows for different uses and functions to occur side by side by promoting a fine grain and building typologies that can be adapted over time. The scale of streets and walkways and the promotion of diverse building functions should be designed so that car use is not necessary and the area is used appropriately during night and day.
x Demonstrate a strategy for quality and preservation of the natural environment that includes; orientation of the urban structure that maximises natural ventilation and solar gain, enhancing air and water quality, and use of materials with low embodied energy.
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͜ǤͲ ‘Ž‹…› ”ƒÂ?‡™‘”Â? The master plan proposals for Haydarpasa must be consistent with existing plans and strategies contained in national, regional and local plan policy and supplementary guidance. —”–Š‡” ‹Â?ˆ‘”Â?ƒ–‹‘Â? …ƒÂ? „‡ ˆ‘—Â?† ‹Â? –Š‡ ’’‡Â?†‹š ƒÂ?† „‹„Ž‹‘‰”ƒ’Š›Ǥ
͜Ǥͳ —Â?Â?ƒ”› ‘ˆ ŽƒÂ?• ƒÂ?† –”ƒ–‡‰‹‡• ˆ‘” •–ƒÂ?„—Ž Istanbul’s Metropolitan Development Strategy comprise of strategic planning documents that are the basis for 2023 vision of Istanbul. The vision is documented in the form of a 1:100,000 scale Metropolitan Development Strategy and 1:25,000 scale master plans by Istanbul Metropolitan Planning and Urban Design Centre (IMP) which was appointed by the Mayor of Istanbul. National agenda’s include focusing on Istanbul as a European cultural capital in order to attract global capital and more specifically to attract tourism to the Anatolian side of Istanbul. The IMP and the Mayor of Istanbul has elected Haydarpasa as a special project area, it is an opportunity to expand the capabilities of young people by gaining access to information and global markets through innovation and expanding local industries.
͜Ǥʹ —Â?Â?ƒ”› ‘ˆ ‘˜‡”Â?Â?‡Â?– –”—…–—”‡• Istanbul has three levels of urban governance; metropolitan, district and local. Political power has been shifting towards the Adalet ve Kalkinma Partisi (AKP)i. This shift has catalysed Turkey’s economic growth through a political framework that uses Istanbul’s cultural heritage to attract global capital and tourism.ii Refer to appendix, figure 2.
͜Ǥ; —Â?Â?ƒ”› ‘ˆ ‡Ž‡˜ƒÂ?– ƒ™• From 2004 to 2006 the parliament of Turkey passed a series of laws granting the metropolitan municipalities rights to execute ‘urban transformation projects.’ The Urban Transformation Bill and law’s no: 5366 and 3621 being the most influential of these.
͜Ǥ͜ —Â?Â?ƒ”› ‘ˆ –ƒÂ?‡Š‘Ž†‡”• Haydarpasa port is a government owned port operated by State Economic Enterprises through The Turkish State Railways (TCDD). Haydarpasa is located within two political boundaries; ĂœskĂźdar and KadikĂśy. The development of Istanbul is to be a partnership between Istanbul Metropolitan Municipality and Haydarpasa Urban Development Association. CoͲordination between Central and local government, ĂœskĂźdar and KadikĂśy municipalities, Private Developers and NGO’s is vital for the procurement of this project. 9|Page
ͷǤͲ ͷǤͳ The city of Istanbul connects two continents, Europe and Asia. It is situated on the Bosphorus Strait connecting the Black Sea with the Marmara Sea. Istanbul has an 8,500 year oldiii history with diverse cultural heritages and historical influences spanning from Greek Roman occupation to the Ottoman Empire. There exists a history of public utility within its centre, public bath houses, mosques, cemeteries and so on. The train station at Haydarpasa is an urban preservation site, it was finished in 1908iv, and it had to be reconstructed in 1937Ͳ38 due to firev. Istanbul is highly prone to earthquakes and must be designed accordingly. Istanbul has a population of 12,574,000 inhabitantsvi, and is expected to grow to 22 million by 2023vii,
Figure 2 : Photograph of Haydarpasa Train Station (IMP, 2003)
ͷǤʹ Istanbul is currently constructing one of the largest infrastructural projects in the world, a high speed train under the Bosporus, connecting the Europe and Asia, with a capacity of 70,000 people per hourviii. This is located approximately two kilometres north of the centre of Haydarpasa. Tourism is a major component of the economy valued at US $ 4 453 501 257 in 2008ix, an increase of 15.2% from 2007x. 10 | P a g e
ͷǤ͵ Istanbul has a $133 billion yearly incomexi, which exceeds the national average by 70%xii. Annual imports are worth US $54.8 billion and exports are worth US $30.6 billionxiii. Consistent with EU recommendations and harmonisation, Turkey’s economic policies are directed towards maintaining low inflation rates and steady GDP growth per capita in order to maintain economic growth and international investor confidence.xiv
ͷǤͶ The Municipalities Üsküdar and Kadiköy in which Haydarpasa is situated have one of the highest figures of producer services firms in Istanbul. The Anatolian side of Istanbul has a far lower percentage of service firms. As 60% of Istanbul’s economic activity is generated in the services sectorxv it is important to strengthen this sector and to connect it to other geographical and economic areas in the region. 40% of Turkey’s industrial activity is situated in Istanbul.xvi
ͷǤͷ Turkey has a large proportion of young people; the workingͲage population will expand by over 800,000 every year during the next decadexvii. This soͲcalled “productive population” will continue to grow until around 2020xviii Informal settlements house 50% xixof the population in Istanbul and 30%xx of the labour force is informal. Refer to: World Bank report, Investing in Turkey’s Next generation: The SchoolͲtoͲWork Transition and Turkey’s Development. Report No. 44048 Ͳ TU June 2008.
ͷǤ Istanbul has 22 million daily passengers, of which 45% walk, 41% use public transport and 14% use private carxxi. The Maramay high speed train project connecting the two sides of the Bosphorus will render Haydarpasa station redundant, it is important for Haydarpasa station to be utilised for new public transport utilities, such as light rail.
Figure 3 Haydarpasa Transport Infrastructure
Figure 4: Haydarpasa Train Station
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͸ǤͲ ‹–‡ ‘Â?–‡š– ͸Ǥͳ ……‡••ǥ ”„ƒÂ? ”ƒ‹Â? ƒÂ?† —„Ž‹… ‡ƒŽÂ? ……‡•• ‹Â? –Š‡ ƒ”‡ƒ „‡–™‡‡Â? ŽƒÂ?† —•‡• ‹• ’‘‘”Ǣ ‡”ŠƒÂ? ‡Ž‡Â? ”‘ƒ† •‡˜‡”• –Š‡ …‘Â?–ƒ‹Â?‡” ’‘”– ƒÂ?† ™ƒ–‡” ˆ”‘Â?– ˆ”‘Â? –Š‡ —Â?Â‹Â˜Â‡Â”Â•Â‹Â–Â›ÇĄ Š‡ƒŽ–Š …ƒ”‡ …‡Â?–”‡ ƒÂ?† ”‡•‹†‡Â?–‹ƒŽ ƒ”‡ƒ•Ǥ Š‡ —”„ƒÂ? ‰”ƒ‹Â? Â?—•– „‡ Â”Â‡ÇŚÂ…Â”Â‡ÂƒÂ–Â‡Â† –‘ …‘””‡•’‘Â?† –‘ –Š‡ ˆ‹Â?‡ ‰”ƒ‹Â? —”„ƒÂ? •–”—…–—”‡ ˆ‘” •—””‘—Â?†‹Â?‰ Â?‡‹‰Š„‘—”Š‘‘†•Ǥ
Figure 5 : Urban grain and Transport Map ͸Ǥʹ ƒÂ?† ƒ”Â?•ǥ ‹‡™• ƒÂ?† Šƒ”ƒ…–‡”‹•–‹…•
Pedestrian access to the south of the container port is well connected to the water and residential area to the South East (figure 6). The area in front of the railway station has the potential to be a well utilised public space, at present it is designated as a drop off zone (figure 7).
Figure 6
Figure 7
Figure 8
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Ǥ͵ ǡ ǡ ǡ ǡ Ǥ Ǥ
ǤͶ Ǥ Ǥ Ǥ Ǥ
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ǤͲ Ǥͳ x Compose a financial strategy that is effective in harnessing long term governmental investment and partnerships. Incorporate a financial plan, analysis, the key challenges and financing options. Financing options are to include a landͲleasing component. x Identify financial stakeholders, specifying revenue and allocation. Include organisations such as Non Governmental Organisations, Istanbul Metropolitan Municipality and the International Monetary Fund. x Include a Cost Benefit Analysis to ensure maximum public utility is procured in the redevelopment of Haydarpasa. This will inform a social and environmental analysis to obtain discounting rates that do not increase costs for future generations.
Ǥͳ x Provide a contract strategy that enables long life public assets to remain in public ownership. When proposing a Public Private Partnership ensure that post construction the operation, maintenance and management are to be negotiated as shortͲterm contracts post completion of the project. x Provide a detailed timeͲline of the project life which must include an assessment of the payback time within each financial component. Redistribution on the basis of the project based on shareholding and not the initial value. x Complete a risk assessment analysis for each financial component of the financial strategy. 14 | P a g e
Ǥ͵ x Highlight the specific information bases and data that form the basis of the spatial strategy. x Provide a clear spatial vision that aligns to the strategic vision through a 1:5000 and 1:1000 master plan. A major part of the spatial strategy should include vignettes, sections and perspectives to demonstrate an understanding of relationships between the land uses and diverse uses on site so the design responds to the vision by spatially representing use values. x Demonstrate how variations in use and occupancy over time may influence elements in the spatial strategy, such as density. And how the spatial strategy can absorb change.
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i
Cihan Tugal. Metropolitan Disorders. The greening of Istanbul. 6:75 Urban Age. Istanbul Briefing. 2009 1.7:9. iii Istanbul Metropolitan Municipality iv Lecture by Representative, Chamber of Architects Haydarpasa Project: Problems and Solutions 19.02.2009. v Lecture by Representative, Chamber of Architects Haydarpasa Project: Problems and Solutions 19.02.2009. vi Istanbul Census Data, 2007. Turkish statistical Institute, Prime Ministry, Republic of Turkey vii Istanbul Census Data, 2007. Turkish statistical Institute, Prime Ministry, Republic of Turkey viii Lecture by Haluk Gercek, Professor, Istanbul Technical University. Urban mobility, landͲuse and sustainability issues in Istanbul: Challenges and Projects. 19.02.2009. ix Turkish Statistical Institute, Prime Ministry, Republic of Turkey, Tourism Press Release, No:15, 29.01.2009. x Turkish Statistical Institute, Prime Ministry, Republic of Turkey, Tourism Press Release, No:15, 29.01.2009. xi Lecture by Ulas Akin, Istanbul Metropolitan Planning and Urban Design centre, Istanbul Metropolitan Planning and Urban Design Centre. 19.02.2008. xii Lecture by Ulas Akin, Istanbul Metropolitan Planning and Urban Design centre, Istanbul Metropolitan Planning and Urban Design Centre. 19.02.2008. xiii According to OECD stats, Turkey has a US $137 billion export and US $ 85 billion import industry. The IMP states that Istanbul accounts for 40% of exports and 36% of imports. xiv OECD Report 2006: Turkey. Developments in individual OECD countries and selected nonͲmember economies p. 127 xv ITO, 2004Ͳ2005 Figure 2, Distribution of Service Firms by European and Anatolian Side xvi http://www.alfredͲherrhausenͲsociety.org/en/1087.html xvii The world bank. Investing in Turkey’s Next generation: The SchoolͲtoͲWork Transition and Turkey’s Development. Report No. 44048 – TU, June 2008. xviii The world bank. Investing in Turkey’s Next generation: The SchoolͲtoͲWork Transition and Turkey’s Development. Report No. 44048 – TU, June 2008. xix OECD, 2008. Regions at a Glance. Paris OECD xx OECD, 2008. Regions at a Glance. Paris OECD xxi Urban Age. Istanbul Briefing. 2009 1.2:5 ii
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ͻǤͲ ͻǤͳ ǡ ȋ Ȍ ǯ ȋ Ȍǯ ͷͲǡͲͲͲ Ǥ ǯ ǡ Ǥ
ȋ Ȍ ȋ Ȍ ʹͲͲͷǡ ǡ Ǥ Ǥ ǡ
ͳǣͳͲͲǡͲͲͲ ͳǣʹͷǡͲͲͲǤ
ǡ ͳǣͳͲͲǡͲͲͲ ͳǣͳͲͲǡͲͲͲ Ǥ ǯ ǡ Ǧ ǡ Ǧ Ǥ ǯ Ǥ
ͳǣʹͷǡͲͲͲ ͳǣʹͷǡͲͲͲǡ ǡ Ǥ ǡ ǯ ǯ Ǥ ȋ Ȍ ȋ Ȍ metropolitan municipalities to execute ‘Urban Transformation Projects’ Haydarpasa Urban Development Association Haydarpasa Urban Development Association is comprised of councillors from the municipalities of Üsküdar and Kadiköy in which Haydarpasa is located and a team of advisors appointed by the IMP.
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͝Ǥʹ ‘˜‡”Â?Â?‡Â?– –”—…–—”‡ ƒÂ?† ƒ™•
‘˜‡”��‡�– –”—…–—”‡ Istanbul has three levels of urban governance; metropolitan, district and local. Note: A change in structure will occur at the metropolitan level as a development agency will be included as a new actor.
Figure 3: Summary of Government Structure (IMP, 2009) In 2004 and 2005, Turkey’s Parliament passed a series of laws granting the metropolitan municipalities rights to execute “urban transformation projectsâ€? these included Ī Â?‘ǣ ͡;͸͸ ƒÂ?† Ī Â?‘ǣ ;͸ʹͳǤ Law no: 5366 In June 2005, Law no: 5366 was passed. This law authorizes municipalities to implement revitalization and restoration projects in deteriorated historic areas by implementation of social, cultural, tourist and commercial functions. Law no: 3621 Law no: 321 states that coastal areas which were protected can be opened up to construction and those which are defined as public property could be privatised. The coastal location of Haydarpasa, means it is subjected to this type of development however if Istanbul wishes to maintain its vision of cultural capital of Europe it is in the cities interest to keep the coastline of Haydarpasa in the public domain. ”„ƒÂ? ”ƒÂ?•ˆ‘”Â?ƒ–‹‘Â? ‹ŽŽ In June 2006, a more comprehensive Urban Transformation Bill was Proposed authorizing both the metropolitan and the local municipalities to; establish urban transformation zones, expropriate private property, participate in publicͲprivate partnerships, form private firms or real estate partnerships with private firms.
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ͻǤ͵
$ (000 000)
Monthly Tourism Income 2007-2008
4,500 4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 0
Months 2007
ͻǤͶ
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ͻǤͷ
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͝Ǥ͸ ‡Â?‘‰”ƒ’Š‹…• ƒÂ?† Â?’Ž‘›Â?‡Â?–
The World Bank report, investing in Turkey’s Next generation: The SchoolͲtoͲWork Transition and Turkey’s Development, found that “Ultimately, the employment challenges facing Turkey’s large youth cohort include both transitional problems and more longͲlasting skills deficits... Among respondents, 44 percent identified a lack of jobs or a lack of information about job availability as the most important challenge facing youth in their transition from school to work. Inadequate or irrelevant school preparation was cited by 43 percent as the most serious challenge.â€? It also states that “better access to information on educational options, on skills needed for different careers, and job opportunities would improve the capabilities of youth.â€?
͝Ǥ͚ ƒÂ?† ‡ƒ•‹Â?‰ Land Leasing Land leasing is viable through permission of the Turkish government and directed by is State Economic Enterprises for the purpose of raising bonds for Istanbul metropolitan municipality.
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ͳͲǤͲ Cihan Tugal. Metropolitan Disorders. The greening of Istanbul. 6:75 Urban Age. Istanbul Briefing. 2009 1.7:9. Lecture by Representative, Chamber of Architects Haydarpasa Project: Problems and Solutions 19.02.2009. Lecture by Haluk Gercek, Professor, Istanbul Technical University. Urban mobility, landͲuse and sustainability issues in Istanbul: Challenges and Projects. 19.02.2009. Lecture by Ulas Akin, Istanbul Metropolitan Planning and Urban Design centre, Istanbul Metropolitan Planning and Urban Design Centre. 19.02.2008. Istanbul Census Data, 2007. Turkish statistical Institute, Prime Ministry, Republic of Turkey Turkish Statistical Institute, Prime Ministry, Republic of Turkey, Tourism Press Release, No: 15, 29.01.2009. OECD Report 2006: Turkey. Developments in individual OECD countries and selected nonͲmember economies p. 127 Istanbul Transport Organisation, 2004Ͳ2005 Figure 2, Distribution of Service Firms by European and Anatolian Side Alfred Herrhausen Society – The International Forum of Deutsche Bank, Berlin. 2009 http://www.alfredͲherrhausenͲsociety.org/en/1087.html The World Bank. Investing in Turkey’s Next generation: The SchoolͲtoͲWork Transition and Turkey’s Development. Report No. 44048 – TU, June 2008. OECD, 2008. Regions at a Glance. Paris OECD
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