Design by Process for the Generic

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Design by Process For the Generic Hai-Yin Kong Bartlett School of Architecture MArch Urban Design 2011 Unit 4 Anna Rose and Bernhard Rettig

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In our generation, 2.9 billion** more people will live in the city.

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context, understanding, concerns p. 2-29 development process in Istanbul p.30-33 proposal what is a CDF p.34-49 conclusion p.50-57 the game p. 58-77 references p.77-78

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4


Where will they live? 5


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how will we design for this migration? 7


Can we stop the machines of development already put in place? 8


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Or do we need to intervene in this process in order to design for change? 11


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Istanbul as the “World Class City”

Context: Istanbul has accumulated memories beginning from 660 BC, historic throughout the Roman, Byzantine, Latin (Constantinople), and Ottoman Empires. This rich history has resulted in maze-like alleyways connecting bazaars, unique courtyard buildings (hans) which housed the markets and the merchants, and iconic grand architecture of the old mosques and of the palace. With the addition of the main Central Business Districts of Levent and Maslak beginning from the 1970’s, Istanbul has been able to market itself as a “World Class City.” Its skyline symbolizes not only Istanbul’s historic past, but also its modern white-collared financial capabilities.

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Istanbul as the “Generic City” But beyond the skyline is an Istanbul that is outside of the global gaze, it is the Istanbul where 2/3** of its citizen’s commute from, it is the Istanbul which has only a 50 year history. It is the Istanbul of today. The real estate market has defined the form of the new city, or rather the add-on appendages to the historic city. This exponential generation of built environment is fragmented, creating urbanity without critical mass, with its own anonymous identity. While architects design under the strict requisites of the developer’s interpretation of the real estate market, regulatory policies counterintentionally contribute to sprawl. The creation of the generic city remains ominously under-designed.

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[urban mush*] urban fabric lacking cohesion and identity, the product of flash development and organic adaptation Understanding: Peripheral living is a standard element of the “world class� modern city. As workers who are unable to find jobs in rural areas arrive to the city, they latch onto networks of extended family or friends originating from the same village. In the past, this could have meant building a house in the same gecekondu (informal settlement). Now, with higher economic stakes as land values rise, the government has toughened its previously laissez-faire stance on squatting. Arriving to the city means renting a flat in a low cost peripheral area. The main function of this peripheral living is to provide the low-cost real estate needed to house the working class which supports the ever-growing concentration of service and cultural industries within the city.

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Concern: Mass rural to urban migration, authoritarian political rule and the neo-liberalist economy it allows have created an urbanity where the real estate developer rules and the individual becomes impotent in his ability to affect change in his own built environment. This “urban mush� is the manifestation of political and economic processes. In order to make a substantial impact on the built environment, we must intervene in the system of real-estate development. To enter this discussion we must fully grasp the capacities of neo-liberalism. Drawing of master plans or site specific architectural intervention is not going to stop this proliferation of this urban condition.

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builder’s insvestment in community 18

built by the landowner financed by personal/family savings and bank loans

built by small-scale developer. landowner does

built by corporate developer investement comes

not invest any money. in exchange, developer recieves half the land rights and half the flats

from large entities such as the government, TOKI. buyers of each flat can pay in low rate long term installments.


While governmental entities such as Toki and KIPTAS have turned their attention and their financing to gated communities, plot by plot development (where each real estate plot is owned by one individual) still accounts for most of Istanbul’s growth. Turkey has had a history of landowners building their own homes, but as the housing demand increased due to the influx of rural to urban migration began in the 1950’s new zoning regulations raised building height limits allowing individual landowners to provide more rental housing. Individual landowners had been able to finance and manage the constructions of their houses before, but now as the ambitions of the buildings were larger, the financial and project help of a developer became necessary. This puts major decisions of building on the capabilities and the attitudes of the developer.

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addition home for landowner’s family land owned by family

In this condition, the individual citizen’s ability to make change is greatly diminished; how can citizens shift to an environmentally sustainable lifestyle, when all choices are made by the developer and the developer’s perceptions of market trends? Neoliberalist rapid growth of the built environment in developing economies is greatly compounding the consequences of this real-estate development process.

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individual’s capability to change own

home for landowner + flats to rent

land ownership split by developer and family

land owned by developer each flat owned by a different family

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Neo-liberalist growth fragmenting urban fabric over time As new homeowners race to find cheap (or in the past, free) land to build on, the mass of the city is stretched far beyond the city centre. Developers speculate land values, hoarding large areas of land at the far end of a highway planned to be built. Without strong regulation and planning control, the built environment spreads out in a thin layer from the city centre while leapfrogging further outward. This leaves a widespread area of low density and underused land as well as pockets of empty land which citizens commute past daily.

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PRE 1930 1960’s

1970’s

1980’s

1990’s


These gated communities are marketed heavily as a modern and western and most importantly social status symbol,

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Concern: [The developer’s increasing role in built environment] Market driven development defers the bulk of decisions made about the build environment to the developer. The gated community, either towers or villa, is an example of an urban typology which manifests the impotent landowner, where housing consumers can only choose to buy into a pre-determined system. Outside of the gated communities, developers still have a heavy hand in forming the urban fabric at large.

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During my field research, I had the pleasure of living with a family residing in Acibadem. A residential neighborhood close to Kadikoy, Acibadem was one of the earliest areas to be upgraded by the small scaled developer. Elif Özkaya reminisces of her childhood home which had been built by her grandfather. She described the house which her grandfather had hired an architect to design, as quirky and unique. The L shaped house was “2 ½ levels” and had three sections, one for her grandparents, one for her parents, and additional one to rent out.

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Her grandfather had gone into debt despite saving up for years to buy the land and built the house. Elif remembers the house had been crowded but it was surrounded by a garden which has now been paved over to be a parking lot for the many tenants who live there today. When her grandfather bought the plot of land in 1962, people warned him that buying real estate so far away from the city was a huge investment mistake. Plots in the neighborhood had been given away by bank lottery; two generations ago the potential value of the land had not been apparent. Then the Q-1 highway and the Bosphorous Bridge was built in 1973, connecting Acibadem directly to the city center.


Beginning in 1994, the first houses in the area were being upgraded from houses into apartments. In 2000, her father was approached by a developer who had just completed the construction of another unit in the neighborhood. Her father, impressed with the work of this developer, agreed to the upgrade of their house. Following a standard contract agreement, the developer built a new multi-story apartment building on the plot of Elif’s old house without charging a construction fee. Elif’s family lived in a nearby rented flat paid by the developer during the three years of construction work. In exchange, the developer received half the flats in the new apartment as well as half the land rights.

The developer, who had built a little office hut on-site for the duration of the 3 year long project had become close with the family. Elif’s father had visited the site daily to check in on the progress. However, there was not much for Elif’s family to make decisions about. Their new apartment was essentially a replica of the developer’s previously constructed unit. The family was able to make some adjustments of the interior of their own flat.

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The plot developer uses a standard building method. The variation in architecture is mostly cosmetic. The color and material of the exterior, and perhaps some changes to the interior layouts of the flats which the family would reside are within the realm of a landowner’s personal expression. Choice in their living environment is severely reduced in comparison to the past when landowners were directly involved in the constructions of their single home.

Both parties benefit financially from the income of the additional flats constructed and additional housing units are available to the immense housing demand. The upgrade of their living condition has been exponential; their modern spacious flat would make any middle class New Yorker jealous. However, through financing their upgrade through the developer, the landowner has lost a lot of his autonomy. The same simple building technique which serves to fill the zoning envelope to the maximum, can be seen across the neighborhood and in other neighborhoods built in the same process in not only Istanbul but all over the world. In just one generation, Elif’s family has given up their quirky and unique dwelling for a globally mundane structure. Furthermore, now that the building ‘s ownership has been fragmented, as well as the land rights, the family has less of an influence of the plot’s next regeneration. If any large change is to happen in the future, one entity would have to be able to buy the rights to all the flats and to the entire land.

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[large scale developer] developer sells off units

developer’s expenditure

income

building completion

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When developing mass housing, large scale developers prefer a tabula rasa condition where they can control the entirety of planning, financing, and construction. Because a great amount of capital is needed for initial investment for materials and construction costs, developers need to turn quick profits after the completion of built projects in order to finance the next investment. In this case, little attention is paid on the overall effects of the area since the stakeholder’s interest is temporally limited.

the real estate value of the area is affected by this large scale project


[DIY development]

income

Landowners who are building without the help of a developer are left to bank loans and family savings to finance construction. Because of tighter cash flows, the scale of building is smaller. The initial house may be only one or two levels with the potential of future additions. Though the landowner is directly in control of architectural decisions, limited finances reduce the landowner’s design capability.

building completion

addition completion real estate value of the area experiences modest growth, unaffected by the development of one plot

landowner’s expenditure

landowner rents out extra flats

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[plot developers] building completion landowners forfeits 1/2 their land developer receives 1/2 of the built flats

landowner’s net worth developer’s expenditure income

developer sells the flats

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landowner earns income from renting the new flats

real estate value of the area experiences modest growth, unaffected by the development of one plot


The generation of new urban fabric follows the laws of realestate: profit and profit alone. The market and its actors adjust accordingly, finding a niche for every economy of scale. While governmentally backed development corporations such as TOKi and KIPTAS have a large hold on mass housing developments, small scale developers have found a way into the market. When zoning regulations were changed to allow taller building heights, homeowners had the potential of replacing their single homes with a multi-story apartment with extra flats to rent for additional income. Small scale investors saw the opportunity to profit from this investment possibility. These developers are very small companies, sometimes comprising of only one or two people, and have only the financial capability to invest in one unit at the time. As he is concerned with only one unit at a time, he develops a personal relationship with each family he is building for. This relationship insures a level of quality in the construction. The landowner is present during much of the constructions and make many decisions about his house. However, the choices the landowner have are restricted to the developer’s limited design capabilities. Just as the plot-by-plot developers created their own niche in the real estate market by formulating their own role as both financers and contractor, new types of actors on the real estate development market will evolve when the financial incentive is evident. True to the neo-liberalist economy, action is based on profits alone. Personal relationships and customer satisfaction are also important for long-term business sustainability. The developer had the incentive to do well not only because of this relationship, but also for possible future clients in the same neighborhood; this is the beginnings of the expansion of his network within the community.

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WHAT IF? [proposal] What if developers invested in neighborhoods rather than just small plots of land. I want to question the possibility of a developer role which focuses his capabilities on turning profits by increasing the real estate value of the neighborhood. For the developer to be interested in the long term growth of the area, he would be involved in the development of several plots in the same area. By creating a network of projects within the community, the developer could capitalize on the synergy of densified plot by plot development. What if we can combine both long and short term investment strategies so that the neighborhood has both the financial muscle of short term investment as well as the longevity and overview of the long term investment?

community facilitator plants urban seed

broker new building

community facilitators’s income expenditure

rise in real estate value

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broker addition

landowner completes payments of construction fees


[community development ( CDF facilitator] ) a for profit entity who invests in an area over a long period of time; a broker between the community and investors

Beyond the current situation of small plot development, I propose a third party actor, a “community facilitator” who would act as the long term investor and mediate short term investment. This entity would be as its title suggests, concerned with community growth and development, but most importantly it is a for profit company whose success is based on the amount of investment it can attract and cultivate in the area. The “community facilitator” would offer its services to the neighborhood as a broker to find financing for the landowners in the area. While the community facilitator is not directly a developer itself, its main role is to attract and coordinate short term investment while maintaining an overall growth trajectory. Because the community facilitator is a private business entity, he has no capability to regulate the use and development of the area. Instead, he finds profits in transactions made. By encouraging growth strategically, he will be able to stimulate more overall growth. There are two main tools of which a community facilitator has in order to promote growth according to his strategy. The first is placing an urban seed* in a location along the corridor he is planning to encourage. The second is the strategy in which he would seek investment for the area.

CDF is involved with the development of several plots of a neighborhood, strategically focused on central nodes

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y

1. Find an area of good return

ö ek

m

k Çe

40 mi ns/20

km dr ive t o lev en

t

y

ıkö

25

36

/

min

m 17h

ve

dri

kad to


(CD

how to be a community development faciliator...

F)

area between gated communities

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initial analysis of neighborhood

ÇekmekÜy today

2.

38 developer built

w/ addition

DIY housing

bazaar

other/ car dealership/ office/gas station

schools

bus stop

business

mosque

landscaped park desire lines on greenspace

underused lot


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3.

establish self within the community

financial facilitator identifies investor’s concerns

$

+

+

CDF community development facilitator identifies community’s needs

[Community engagement as a tool of the community facilitator] To have an understanding of the area, the community facilitator must engage with the community to fully understand its needs. It is to the benefit of the community facilitator to employ useful and innovative techniques of community engagement. While developers commonly view “community engagement� as a de facto exercise required in order to receive approval to build, it is a missed chance to both understand what the community needs and gather ideas of what the future could be. By no means should the requests of individuals be taken as direct instructions. Rather the successful community facilitator will have the ability to synthesize the vast and varying information to make overall strategic decisions such as corridors along which commercial growth should be focused on and areas which can be used as nodes or locations of the urban seeds*. It is also important for the community facilitator to understand the reasons why the investors have not been interested in the area previously. The community facilitator must understand what elements of the area must change in order to encourage future growth and attract interested developers. As a business entity, the community facilitator must also have access to a network of investors and foster relationships in order to bring resources into the neighborhood.

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[Fostering local identity] Though outside investment is important to the economic growth of a neighborhood, another strong factor which is commonly overlooked by developers is the local identity of the community. By fostering local businesses and a strong community of long-term residents, the area will be able to develop its own identity. It is this unique character which can distinguish the neighborhood from others in its competition to attract both outside investment and active residents. In order to augment this community building, the community facilitator will promote and expedite incremental growth by creating an investment fund for the neighborhood. By drawing on his network of investors, the community facilitator will set up a large fund which will act as a community bank which residents can draw from to make incremental additions to their buildings or businesses.

4.

develop overall growth strategy for local area

defined corridors for different strategies:

commercial activity green continuity

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Tools of the CDF For plots along his strategic commercial corridors, he would employ a “1to-1” method of marketing a plot by directly seek out specific investors for a specific plot which the landowner would like to upgrade or to build on. These investors would be introduced to these sites after the urban seeds have taken place and have generated some successful uses in the immediate area. Investors with greater financial capabilities allow for quicker and larger scale change, a change which would be outside the landowner’s financial capabilities.

1-on-1 development

FACILITATOR STRATEGY

investor

$

investor selects specific site and program

+

community & development facilitator

PROGRAM TENANTS

start-up/local established business global

tenants of combined lots are global or established businesses. start ups also occupy smaller sites

DENSITY

investments are focused around seed locations, program also is dependant on seed type, lots may combine

tall buildings

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residential commercial community

landowner

density is strategically based around nodes


By consolidating the loans of the neighborhood, it increases everyone’s borrowing capabilities. Effectively, the coordination of the loan cycles will allow for earlier loans or short term loans to be paid back as new loans are taken out. All the while, investors who have contributed to this fund will earn interest off their shares. Funding for projects through the community bank will depend on a ratio of risk to benefit towards overall investment. As the community facilitator is an actor within the free market, landowners whose plots were not selected to be funded by the community bank can pursue other lenders or banks. For those landowners whose plots were selected to be funded, they are not bound to the community facilitator and may choose another entity to finance their upgrade.

$

facilitator

FACILITATOR STRATEGY

community/ landowners

+

community bank

$+%

facilitators broker contract between investors and landowners. in essence it is a loan

$

PROGRAM TENANTS

start-up/local established business global

DENSITY

tall buildings

residential commercial community

investor

investements are more focused around seed locations, program also is dependant on seed type

landowners themselves become entrepeneurs

though location is influenced by seed, height of building is decided by individual landownders

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5.

specify financial mechanisms in direct area of investment

Community bank targeting under developed residential areas, allowing for incremental growth

1-1 Development used to stimulate commercial activity along main corridor

Area initially affected by seed placed on both ends of the corridor

An initial strategy for attracting investment in an area which has been under-developed would be to plant an urban seed* in a tactical location. The location of the seed would correspond to the area in which the community facilitator plans to focus development first. The purpose of the seed is multi-fold. First, the seed will act as an attractor for activity in the area. An area which is more active will be more attractive for investors. The second purpose of the seed is to test the appropriate use of the area. By finding the best fit use by testing informally, investors will be more confident in financing in a location which has already enjoyed a certain level of success.

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[urban seeds*] temporary

spaces to test uses, investment attractor rise in real estate value

Chain of effects

rise in real estate value seed community ammenities/ better quality of life

seed community ammenities/ better quality of life investment

investment

The urban seed will be either a temporary structure from recycled materials places on an unused plot. To ensure the profitability for the community facilitator as a long term entity, the capital invested should be minimal in order to alleviate pressure to turn profit immediately.

introduce investor to the area

introduce investor to the area

monitor seed

seed grows to attract certain CDF rolelevel of:

seed grows to attract certain level of: -foot traffic -commercial activity -use throughout the day

-foot traffic -commercial activity -use throughout the day

monitor seed adjust use or location of seed

plant seed

adjust use or location of seed

plant seed

45 market

nightlife

food/leisure

community


There is of course no guarantee or agreement between the Community Development Facilitator (CDF) and the residents that the (CDF) will be the only entity handling any upgrades or redevelopments. However, the (CDF) has the advantage of an extensive relationship with residents of the community and investors. Neighbors would be able to share information such as the contracts the facilitator was able to broker, and investors would recognize how the facilitator’s expertise in the area could significantly streamline investments as well as accurately calculate risks and benefits.

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By earning a reputation as a knowledgeable actor within the community as well as a capable contract broker will insure that both the residents and the investors understand the benefits of including the middleman in the transaction.


Though the financial technicalities are exceedingly rudimentary in my proposal from the school of architecture, the main intention is to predict the changes in the built environment based on an intervention in the economic process of development. The main subject of the scheme proposed is the possibility of a mid to long term investor on a neighborhood-wide scale and the impact such an actor would have on the built environment.

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[design that is not a masterplan] As my design intervention is the creation of a new entity in the real-estate development process and not a masterplan, the resulting built environment is heavily based on the reactions and interactions of many characters along and around the process of building. Thus, a traditional architectural model would not be able to represent the changes which would occur with the implementation of the community facilitator.

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[fluid models for urban design] To simulate the decisions which cause and are affected by the development, I have created a multi-player role playing game. Each player assumes a character which is either a landowner or investor, and the game is moderated by the community facilitator. Character sheets for each the landowner and the developer will reflect the financial capabilities of each role. Landowners will have the option of incremental growth and excel in creativity, leading the community’s way to developing their own identity. However, landowners lack the capability developers have for quick growth. Growth driven by developers also tends largely to include commercial uses, especially franchises. Incremental growths such as floor additions or the addition of street level shops are not at a large enough scale to be of interest of developers.

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CONCLUSION: In order to effectively deal with the macro scale of generic city generation, the role of urban designers must shift from the hardware of architecture design, into the software of economic and political processes. Following suit, urban scale models must also address the conflicts of a site where multiple actors inevitably make their own decisions about inhabiting their own space. Just as traditional architecture models are used to test in a hypothetical manner spatial decisions an urban designer makes for the site, this dynamic multi-actor role-playing game will test the sum of the actors spatial decisions based on a new process of development.

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Systems created under authoritarian rule common to developing economies are infatuated by Neo-Corbusian products (and not the philosophy). The resources to support this type of proliferation are expiring. The citizens are weary. As the political and economical machines march on, designers must find their role outside of allocated redlines. In our generation, the scope of “Urban Design” must broaden in order to efficiently address the multiplying built mass of social and physical disconnections. Urban Design can no longer afford to be a singular vision. It must be humble and soft at times. Though not always form based, urban design is not about regulations, but rather of new potentials. The new urban designer’s success is not in polished renderings. The urban designer’s effect is not a product to sign one’s name to, but rather a city to be lived in.

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Game Pieces:

DIY development

urban seed

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addition

urban garden

ability to adapt

informal business

people


plot developer

new building with new materials for facade

plots agglomerated by developer

new architecture design

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Character sheets

cards illustrating the probability of accomplishing any task an actor may choose to attempt. The probabilities are reflective of their capabilities.

STRENGTH: local knowledge, intercommunication,creativity SPECIAL PROGRAM: long term financial and personal interest in the area GOAL: continuous, low-risk, steady increase in real estate value, and improvement of living conditions

landowner

all residential

TOOLS: local networks WEAKNESSES: financial capabilities, no overview

street level commercial

creativity: startup ---> established

budget: low end ---> upscale

if 0:

no change

temporary change

new building

if new building: 2

if:

3

1 addition 2 adds

if new building: 3

2

if:

commercial add only

if new building: 4

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5


Players roll the dice to determine their financial capabilities. Extra points can be added to the rolled number if the plot wished to be developed have access to financial mechanisms the (CDF) Community Development Facillitator coordinates.

STRENGTH: financial capabilities

$

SPECIAL PROGRAM: short term financial interest

developer

GOAL: quick,low-risk,financial gains renting/selling plot for more TOOLS: can acquire and conglomerate WEAKNESSES: less flexible creativity: startup ---> franchaise

all residential

street level commercial retail: low end ---> upscale

if 0:

no change

new building

if new building: 4

5

if:

if new building: 4

5

if: if new building: 5 5

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how to play the game Players are preselected to be either a landowner or developer ( 3:1 ratio) Players should understand the needs and motivation of their characters to make the following decision. Player states intension of which plot they would like to develop Roll dice to determine what actions the financial capabilities of the player will allow for

If a new building will be built: player rolls again to determine what type of building will be built

If there is a shop addition: player rolls again to determine characteristic of the shop

Player rolls dice again to determine if there will be a shop in the building

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high end

low end

local startup business

60


franchise/ chain

61


STRENGTH: local knowledge, intercommunication,creativity

STRENGTH: financial capabilities

SPECIAL PROGRAM: long term financial and personal interest in the area

$

GOAL: continuous, low-risk, steady increase in real estate value, and improvement of living conditions

landowner

all residential

TOOLS: local networks

TOOLS: can acquire and conglome STRENGTH: local knowledge, intercommunication,creativity WEAKNESSES: less flexible

SPECIAL PROGRAM: long term financial and personal interest in the area creativity: ---> franch GOAL: continuous, startup low-risk, all street steady level increase in real estate residential commercial value, and improvement of living conditions retail: TOOLS: local networks low end ---> upscal

creativity: startup ---> established

landowner

budget: low end ---> upscale

if 0:

GOAL: quick,low-risk,financial renting/selling plot for

developer

WEAKNESSES: financial capabilities, no overview

street level commercial

SPECIAL PROGRAM: short term financial interest

landowner’s increased financial capability allows him 2 levels no temporary new of change changeaddition building residential

WEAKNESSES: financial capabilities, no overview

landowner’s increased

no new if 0:street level financial capability allows all creativity: change residential himcommercial established to build 2 startup story ---> building

residential building

if new building: budget: STRENGTH: financial low end ---> upscale SPECIAL PROGRAM:4 short5 ter interest

STRENGTH: local knowledge, intercommunication,creativity if new building:

+2

GOAL: continuous, low-risk, if:

1 addition 2 adds

if new building: landowner 2

if:

if 0: steady increase in real estate value, and improvement of living conditions

if: creativity: startup ---> established

if new building: 4

5

budget: low end ---> upscale if:

if 0:

if:

no change

temporary change

$

GOAL: quick,lowtemporary STRENGTH: new local renting/se knowledge change building communication,cr TOOLS: can acqui PROGRAM: long term finan ifSPECIAL new building: personal intere developer less flex if new building: WEAKNESSES: 4 5 GOAL: continuous, low

no change

TOOLS: local networks WEAKNESSES: financial capabilities, no 3 overview

commercial add only all street level residential commercial

62

+2

SPECIAL PROGRAM: long term financial and personal interest in the area 3

2

steady increase crea value, and star impr living conditio all street level if: 1 addition 2 commercial adds residential TOOLS: local networks landowner if new building: WEAKNESSES: financial capab reta 5 overview low if new building: 5 2

3

+2

3 2 all street level residential commercial commercial add only no if 0: change

new building if new building:

creativity: startup --->

n b

budget: low end ---> if new building:


+2

for landowners

Community bank targeting under developed residential areas, allowing for incremental growth

384m

STRENGTH: local knowledge, intercommunication,creativity SPECIAL PROGRAM: long term financial and personal interest in the area GOAL: continuous, low-risk, steady increase in real estate value, and improvement of living conditions TOOLS: local networks

landowner

WEAKNESSES: financial capabilities, no overview

all residential

STRENGTH: local knowledge, intercommunication,creativity

street level commercial

STRENGTH: financial capabilities

SPECIAL PROGRAM: long term financial and personal interest in the area

$

GOAL: continuous, low-risk, steady increase in real estate value, and improvement of living conditions

landowner

if 0:

TOOLS: local networks

capability allows him to make street level creativity: commercial ---> established temporary startup changes

+2 if 0:

no

no change

budget: low end ---> upscale

temporary change

new building

if new building: 2

short term financial interest ---> upscale quick,low-risk,financia renting/selling plot fo

TOOLS: can acquire and conglom temporary new

if new building:

local entrepeneur all levelinterSTRENGTH: local street knowledge, 3 2 residential commercial opens business communication,creativity

creativity: startup ---> franc

SPECIAL PROGRAM: long term financial and retail: if: 1 addition 2 adds personal interest in thelow area end ---> upsca GOAL: continuous, low-risk, steady increase in real estate if new building: value, and improvement of living conditions 3 2 no new if 0: TOOLS: local networks change building WEAKNESSES: financial capabilities, no commercial add only overview if new building:

+2

landowner if:

all residential

3

SPECIAL PROGRAM: budget: low end GOAL:

change change building developer WEAKNESSES: less flexible

WEAKNESSES: financial capabilities, no overview

landowner’s increased financial

all residential

creativity: startup ---> established

if new building: street level creativity: commercial startup ---> established 4 5

4

d

5

if: if:

budget: low end ---> upscale if new building:

1 addition 2 adds

if new building:

if:

4 3

2

if 0:

no change

temporary a change if:

commercial add only

if new if new building:

2

5

new mid-range building

priced bakery already established in the building: neighborhood moves in63 if new building: from a shop space nearby 5 3 which its has outgrown

5

al re


STRENGTH: local knowledge, intercommunication,creativity SPECIAL PROGRAM: long term financial and personal interest in the area GOAL: continuous, low-risk, steady increase in real estate value, and improvement of living conditions TOOLS: local networks landowner landowner after still

all residential

capabilities, no isWEAKNESSES: not ablefinancial to finance overview of a the construction building, but continues to grow informal business streethis level creativity: commercial on the plot startup ---> established

STRENGTH: financial capabilitie

$

SPECIAL PROGRAM: short term financial interest

developer

GOAL: quick,low-risk,financ renting/selling plot

TOOLS: can acquire and congl WEAKNESSES: less flexible

creativity: startup ---> fra all residential

street level commercial

retail: low end ---> ups budget: low end ---> upscale

+2

if 0: if 0:

no change

temporary change

new building

no change

new building

if new building: if new building: 4 2

5

3 if:

if:

1 addition 2 adds if new building: if new building: 2

4 3

64 if:

commercial add only

if: if new building:

5


STRENGTH: local knowledge, intercommunication,creativity SPECIAL PROGRAM: long term financial and personal interest in the area GOAL: continuous, low-risk, After building up a popular informal in real estate business hub, steady this increase landowner value, and improvement of attracted the living attention of the CDF conditions who found additional financial TOOLS: local networks support to allow a new building with landowner WEAKNESSES: capabilities, storefronts to financial be build in ordernoto overview house the growing business which have been steadily establishing itself in level the community all street creativity: residential

commercial

+2 if 0:

no change

startup ---> established

budget: low end ---> upscale

+1

STRENGTH: local knowledge, intercommunication,creativit temporary new SPECIAL PROGRAM: long term financial an change building personal interest in th

if new building:

GOAL: continuous, low-risk,

steady increase in real value, and improvement living conditions

3 2 knowledge, interSTRENGTH: local communication,creativity

TOOLS: localspecifically networks landowner SPECIAL PROGRAM: long term financial and SPE if: 1 addition 2 adds WEAKNESSES: financial capabilities designed personal interest in the area overview architecture GOAL: continuous, low-risk,

+2

$

+1

steady increase in real estate if new building: value, of level all and improvement street 2 living conditions commercial3 residential

landowner

all residential

creativity: startup ---> establi

developer

TOOLS: local networks if: commercial addnoonly WEAKNESSES: financial capabilities, overview

budget: low end ---> upscale

if new building: creativity: 4 5 startup ---> established if 0: no temporary change change

street level commercial

+1

all residential new building

budget: low end ---> upscale if new building: 2 if 0:

no change

temporary change

new building if:

3

1 addition 2 adds

if new building: if new building: 2

3

if 0:

2

65 3 if:


chain store popular local eatery which attracts customers outside of neighborhood

local bakery

66


urban garden

gathering of informal business

propane gas vendor low-end start-up business

outdoor seating

high-end coffee chain

incremental change initiated by the landowners 67


CDF plants urban seed

activity around urban seed encourages investment from developer

68


+2

for developers

1-1 Development used to stimulate commercial activity along main corridor Area initially affected by seed

384m

urban seed attracts informal businesses

69


TH: local knowledge, intercommunication,creativity

STRENGTH: financial capabilities

AM: long term financial and personal interest in the area

$

AL: continuous, low-risk, steady increase in real estate value, and improvement of living conditions

GOAL: quick,low-risk,financial gains renting/selling plot for more TOOLS: can acquire and conglomerate

developer

OLS: local networks

WEAKNESSES: less flexible

a developer attracted by the commercial activitycreativity: around the startup ---> franchaise urban seed invests in a newly all street level designed building which houses a residential commercial large grocery chain

SES: financial capabilities, no overview

evel al

SPECIAL PROGRAM: short term financial interest

creativity: startup ---> established

+2

budget: low end ---> upscale

if 0:

temporary change

new STRENGTH: local knowledge, interbuilding communication,creativity

+1

no change

new building STRENGTH: financial capabilities

SPECIAL PROGRAM: long term financial and personal interest in the area new building: GOAL: continuous, low-risk, steady increase in real estate value, and improvement of if: living conditions

3

retail: low end ---> upscale

if new building: SPECIAL PROGRAM: short term financial interest

$

GOAL: quick,low-risk,financial gains 4 5 renting/selling plot for more TOOLS: can acquire and conglomerate

developer

1 addition 2 adds TOOLS: local networks

owner

WEAKNESSES: financial capabilities, no edge, interoverview n,creativity STRENGTH: ilding: inancial and SPECIAL PROGRAM: 3 terest in the area street level creativity: low-risk,commercial ntial startup ---> established GOAL: if: ease in real estate ommercial add only improvement of TOOLS: itions budget: developer ilding: low end ---> upscaleWEAKNESSES: rks

$

WEAKNESSES: less flexible

+2

+1

if new building: financial capabilities 4 short term financial all street level interest residential commercial quick,low-risk,financial gains renting/selling plot for more

less flexible

no change

ty: ---> established

5 5

creativity: no if 0: startup ---> franchaise change

new building

street level commercial if new building: retail: low end ---> upscale

if new building:

4

2 ---> upscale

f:

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creativity: startup ---> franchaise

retail: low end ---> upscale

if new and building: can acquire conglomerate

apabilities, no 5

f 0:

5

70

5

3 if: 1 addition 2 adds if 0:

lding if new building:

no change

new building

if new building: 4

5


STRENGTH: local knowledge, intercommunication,creativity

STRENGTH: financial capabilities

SPECIAL PROGRAM: long term financial and personal interest in the area

$

GOAL: continuous, low-risk, steady increase in real estate value, and improvement of living conditions

street level commercial

all residential

creativity: startup ---> established

STRENGTH: financial capabilities

$

no temporary new steady increase in real estate change change value, and improvementbuilding of living conditions

4

business

$

steady increase in real estate if new value, and building: improvement of budget: living conditions 3 2 low end ---> upscale TOOLS: local networks

+1

GOAL: quick,low-risk,financial gains if retail: new building: renting/selling more low end plot ---> for upscale 4 TOOLS: can acquire and conglomerate

+2

developer

WEAKNESSES: financial capabilities, noonly if: commercial add if 0: overview no temporary new STRENGTH: local knowledge, interchange change building communication,creativity all if new building: treet level residential creativity: SPECIAL PROGRAM: long term financial and ommercial startup ---> established 4 5 personal interest in the area if new building: GOAL: continuous, low-risk, steady 3 budget: value, low end ---> upscale living 1 addition 2 adds TOOLS: local

increase in real estate and improvement of if: conditions

if: no change

temporary new all change building residential

commercial add only if new building: budget: 2 low end ---> upscale new building:

4

orary ge

5

street level commercial if:

$

if new building:

TOOLS: can acquire and con

developer WEAKNESSES: less flexible no new if new building: change building creativity: financial capabilities 4 5 startup ---> f short term financial all building: street level if new interest residential commercial quick,low-risk,financial gains renting/selling plot for 4 more 5 retail: low end ---> u if new and building: can acquire conglomerate

+2

+1

5

less flexible

5

if new building: creativity: no if 0: startup ---> franchaise change 4 5

new building

if new building: retail: low end ---> upscale

if:

new building

new creativity: building if new ---> building: startup franchaise STRENGTH:5 financial capabilit

4

if new building:

3

1 addition 2 adds if 0:

5

street level commercial 5 if new building: SPECIAL PROGRAM: short term financia interest retail: GOAL: quick,low-risk,fina 4 upscale 5 low end ---> renting/selling plo

$

no change 3 creativity: startup ---> established

+1

no change

5

WEAKNESSES: less flexible

networks landowner if 0: WEAKNESSES: financial capabilities, no local knowledge, intero temporary new overview communication,creativity STRENGTH: if newchange building: hange building long term financial and SPECIAL PROGRAM: self-service 3 2 personal interest in the area bakery/ cafe all street level creativity: continuous, low-risk,commercial if new building: residential startup chain ---> establishedif:GOAL: steady increase in real estate commercial add only value, and improvement of 3 TOOLS: living conditions budget: if: developer if new building: low end ---> upscaleWEAKNESSES: local networks 1 addition 2 adds financial capabilities, no 4 5 overview new building: if 0:

TOOLS: can acquire and conglomerate if new building: WEAKNESSES: less flexible

continuing to infill the creativity: ---> franchaise STRENGTH: financialstartup capabilities commercial corridor, a developer if: level all street invests in a newly designed SPECIAL PROGRAM: short term financial residential commercial interest building

AL PROGRAM: long term financial and street level if: creativity: 1 addition 2 adds personal interest in the area commercial startup ---> established GOAL: continuous, low-risk,

+2

SPECIAL PROGRAM: short term financial interest no new if 0:GOAL: quick,low-risk,financial gains change building renting/selling plot for more

developer

TOOLS: localif networks new building: WEAKNESSES: financial capabilities, no STRENGTH: local knowledge, inter3 2overview landowner opens communication,creativity

street level commercial

retail: low end ---> upscal

GOAL: continuous, low-risk,

if:

WEAKNESSES: less flexible

creativity: startup ---> francha

STRENGTH: local knowledge, interbudget: communication,creativity low end ---> upscale PECIAL PROGRAM: long term financial and personal interest in the area

2

TOOLS: can acquire and conglome

WEAKNESSES: financial capabilities, no overview

all residential

if 0:

GOAL: quick,low-risk,financial renting/selling plot for

developer

TOOLS: local networks

landowner

SPECIAL PROGRAM: short term financial interest

5

new building

71

5

if new building: 4


quicker development with the help of outside investment 72


the popular hub of informal businesses accumulating around the urban seed has attracted the attention of a developer who builds a commercial centre to house the vendors

73


10 years of improvement with the CDF...and beyond

architecture beyond current financial capabilities

Çekmeköy today There is an increase in density in the area. With more access to financing, many landowners make additions to their buildings. There are also cases of newly designed architecture. Along with its growing number of local businesses, many specializing in cuisine from the Black Sea area, this area of Cekmekoy is starting to define its cultural identity. The streets are activated with an increase in street level shop fronts, informal businesses, and semi-public gardens. As development continues, the CDF’s investments and influences increase. Larger interventions and change can happen in the area. The number of CDF’s in surrounding areas will increase with the financial success of initial CDFs. Competition between areas will stimulate new evolutions in financial mechanisms for the market.

The Generic City around Istanbul will be taken over by an urban growth where the citizens make the decisions for their built environment; where citizens have the ability to make change.

74


developments and its effects

building w/ new style of facade

newly designed architecture

chain stores local business

people

informal business

garden

ÇekmekÜy in 10 years

75


76


YINs MISSION to examine PROCESS & IMPLEMENTATION of design in dense developing areas, to explore design from human organization, to learn solutions from the other half of the world

77


REFERENCES: Choi, Esther. Architecture at the Edge of Everthin Else. Cambridge, MA: Work Books, 2010 Gilbert. M, ‘On Beyond Koolhaas: identity, sameness and the crisis of city planning’ http://www.uibk.ac.at/wuv/pdf/ehem/gilbert_city.pdf Grottman, Jean. Since Megalopolis. Baltimore: John Hopkins Press, 1990 Print Koolhaas, Rem, and Bruce Mau. “Generic City.” S M L XL: OMA. S.l.: S.n., 1993. Print. Lefebvre, Henri. The Urban Revolution. Minneapolis: University of Minnesota, 2003. Print. Liaw, Laurence. “The New Urban Question” http://newurbanquestion.ifou.org/proceedings/9%20Changing%20Planning%20Cultures/ full%20papers/F052%20Laurence%20LIAUW%20Wie%20Wu.pdf 2009 Mars,Neville. The Chinese Dream.Rotterdam: 010 Publishers, 2008 Print Saundres, Doug. Arrival City. London: William Heinemann, 2010. Print

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p.2 ** Population Division of the Department of Economic and Social Affairs of the United Nations Secretariat, World Population Prospects: The 2006 Revision and World Urbanization Prospects: The 2007 Revision, http://esa.un.org/unup, Tuesday, September 06, 2011; 7:04:32 PM.

p.15 **Population and Demographic Structure. Istanbul B端y端ksehir Belediyespor. Web. 7 Aug. 2011. <http:// www.ibb.gov.tr/sites/ks/en-US/0-Exploring-The-City/ Location/Pages/PopulationandDemographicStructure. aspx>.

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