1110 - Istanbul Historic Peninsula - Site Management Plan

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ISTANBUL SITE MANAGEMENT DIRECTORATE
Halil ONUR
Site Manager
Architect, PhD
ISTANBUL METROPOLITAN MUNICIPALITY
DIRECTORATE of CONSERVATION of HISTORIC SITES
Cem ERİŞ
IMM‐ Director of Conservation of Historic Sites
Architect
ISTANBUL 2010 EUROPEAN CAPITAL of CULTURE AGENCY
Şekip AVDAGİÇ
Head of Steering Committee
Mechanical Engineer, MSc
BİMTAŞ A.Ş.
Arif Peyami BAŞKARACA
General Manager
Civil Engineer, MSc

ISTANBUL HISTORIC PENINSULA SITE MANAGEMENT PLAN
STEERING COMMITTEE
Istanbul Technical University Faculty of Architecture
Nuran ZEREN GÜLERSOY, Prof. Dr.
Department of Urban and Regional Planning
Mimar Sinan Fine Arts University Faculty of Architecture
Aykut KARAMAN, Prof. Dr.
Department of City and Regional Planning
Yıldız Technical University Faculty of Architecture
İclal DİNÇER, Prof. Dr.
Head of Executive Board
Tanju VERDA AKAN, Architect
Akan Architecture Ltd.

SPECIALISTS
Istanbul Technical University Professor of Faculty of
Zeynep AHUNBAY, Prof.Dr.
Architecture
Istanbul Technical University Professor of Faculty of
Eşref ADALI, Prof.Dr.
Computer and Informatics
Bahçeşehir University
Mustafa ILICALI, Prof.Dr. Head of Transportation Application Research Center/
IMM Consultant of Mayor
Istanbul University
Kutluk Kaan SÜMER, Assist.Prof.Dr.
Department of Econometrics
Feridun ÖZGÜMÜŞ, PhD Istanbul University Department of Fine Arts – Art Historian
Ahmet Vefa ÇOBANOĞLU, Assist.Prof.Dr. Istanbul University Department of Fine Arts – Art Historian
Istanbul Technical University Faculty of Architecture
İrem AYRANCI, Res.Assist.
Necdet SAKAOĞLU Art Historian
Hayri Fehmi YILMAZ, MA Art Historian
Istanbul Bilgi University Department of Comparative
Sevengül SÖNMEZ, MA
Literature
Mehmet AVUNDUK, Assist.Prof.Dr. Sakarya University Department of Fine Arts – Art Historian
Sait KARABULUT Lawyer

PROJECT TEAM
Project Coordinator
Oylum BÜLBÜL
Urban Planner
Executive Assistant
Zehra ARSLAN
International Relations
Aslı BİRKAN Communications, Philologist
Orçun KAYHAN Graphic Designer
Alp Bahadır CANPOLAT Economist
Ahmet Faruk KIR Lawyer
Birsen KARAÇAM Sociologist
Şura KAVALCI EL SHANA Art Historian
Hayri KARPUZ Urban Planner, MSc
Müge MERİÇ Architect, MSc
Nilay SEVGİ Landscape Architect
Ali ÜNAL Senior Economist
Ayfer TURAN Senior Lawyer
Alev ERKİLET Senior Sociologist, PhD
Recep SELMAN Senior Art Historian
Mehmet ÇETİN Senior Arcaeologist
Senior Urban Planner, MSc
Özlem AĞSAKALLI
Urban Design Specialist
Senior Architect, MSc
Serdar AYAN
Restoration Specialist

PROJECT TEAM
Ayşe İpek ERDEM International Relations
Cihat ÜNALDI Architect, MSc
Dilek ECER Archaeologist
Elif KISAR KORAMAZ Urban Planner, PhD
Ferhat KOÇOĞLU International Relations, MA
Architect, MSc
Nergiz BAŞKAYA
Restoration Specialist
Özge İMREK Urban Planner
Seçil ÖZALP Urban Planner, MSc
Ulaş AKIN Urban Planner, MSc
Zeynep ÖZDEMİR EREN Urban Planner

TENDER CONTROL MANAGEMENT
Cem ERİŞ Director IMM Directorate of Conservation of Historic Sites
Emel GERÇEL Deputy Director IMM Directorate of Conservation of Historic Sites
Muzaffer ŞAHİN Deputy Director IMM Directorate of Conservation of Historic Sites
Gülayşe EKEN Reporter IMM Directorate of City Planning
Öznur ÖZDEMİR Reporter IMM Directorate of Conservation of Historic Sites

ISTANBUL HISTORIC PENINSULA SITE MANAGEMENT PLAN OCTOBER 2011
FOREWORD
One of the most important cultural policies for us is the conservation, development, utilisation and
integration with modern life of the historical and cultural heritage in our country, which has hosted
many civilisations throughout human history and has a special place in terms of richness of cultural
and natural properties.
Conservation, maintenance and transference to the next generations of cultural properties, which
are invaluable and irreplaceable values of nations, are social responsibilities and the condition of
keeping the national consciousness alive. Conservation of cultural and natural properties will only be
possible if public awareness is created in which everybody, every institution, organisation and
occupational group takes part.
Cultural and natural properties with outstanding universal value which were registered on the World
Heritage List, within the framework of the Convention Concerning the Protection of the World
Cultural and Natural Heritage, to which we are a state party since 1983, have been accepted as the
common heritage of all humanity, gaining international recognition and status of World Heritage. The
World Heritage Sites are a selection from the archaeological, historical and natural richness of our
country.
Founded on the peninsula surrounded by the Golden Horn, Sea of Marmara and Bosphorus, being
the capital of the Ottoman Empire, East‐Roman Empire and inhabited since B.C. 6500, Istanbul has
four areas which were registered on the UNESCO World Heritage List in 1985 due to their
outstanding universal value: Sultanahmet Archaeological Park, Suleymaniye Conservation Area,
Zeyrek Conservation Area, City Walls Conservation Area. These four areas of World Heritage reveal
the urban history of Istanbul, differing in terms of the nature and qualities of cultural properties.
According to the Operational Guidelines for the Implementation of the World Heritage Convention,
the management plan of the area is regarded as the guarantee for the efficient preservation of
outstanding universal value of the property through a participatory approach, and there has to be a
management plan for the areas to be nominated to the World Heritage List. Therefore, concepts
such as “Site Management” and “Management Planning” are included in our conservation
regulations according to the Additional Article 2 added to the Law 2863, namely the “Law on the
Conservation of Cultural and Natural Properties” and the Law 5226 in order to provide the efficient
conservation of the natural and cultural values of both our properties on the World Heritage List and
the properties in the Tentative List with a participatory strategy in the framework of a vision.
The Historic Peninsula Site Management Plan, which was prepared by Istanbul Metropolitan
Municipality for the efficient conservation, maintenance and utilisation of the Historic Peninsula in its
natural integrity, through integrating the Plan with the cultural and educational needs of the society
and to provide coordination among authorised central and local governments and non‐governmental
organisations regarding planning and conservation, will serve as a model for the conservation and
management of other world heritage properties in our country.
I would like to extend my gratitude and congratulate those who contributed to the preparation of
the Istanbul Historic Peninsula Site Management Plan.
Ertuğrul GÜNAY
Minister of Culture and Tourism
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Dear Friends of Istanbul,
Istanbul is the “hope chest” of civilisations where Europe and Asia, East and West converge.
Carrying the banner for human civilisation within its historical treasures, Istanbul presents a modern
synthesis which is an absolute must in the 21st century. Indeed, throughout history, various cultures
have come through Istanbul preserving their authenticity and liberty. Now it has a unique
architectural fabric composed of Byzantine Palaces, Ottoman Mosques, outdoor spaces, modern
skyscrapers and contemporary museums.
We act in accordance with an administrative mentality, taking great care in these universal cultural
properties dating back 8500 years and we consider the monumental creations which partake of
initiating a civilisation as a relic from the past and attach great importance to their conservations. We
are responsible for the conservation, promotion and transfer to the next generations of the
“outstanding universal value” of Istanbul and the qualities of this value. Indeed, as Istanbul
Metropolitan Municipality, we give particular importance to this special responsibility and produce
permanent consequences as a result of this sensitivity.
I would be honoured to present this Historic Peninsula Site Management Plan, which manifests the
great care we take in the conservation and transfer to the next generations of the world heritage. I
believe that this management plan will serve as a model for the World Heritage Sites both in Turkey
and abroad.
We take all the necessary precautions to enable this precious city to live with its beauties forever and
make meticulous plans to preserve our historical heritage, and we open them up to the world and
conserve them by functionalizing them. Istanbul Cultural and Natural Sites Management Directorate,
established to conserve our heritage and Directorate of Conservation, Application and Supervision
(KUDEB) which is specialised in renovation of historical buildings, have reached considerable success
in their operations and we publish our efforts on www.istanbulmiraskomitesi.com
Istanbul is transforming into a model city which preserves its historical identity and natural fabric as a
result of these intense efforts and we will continue working for this World Heritage city carrying the
cultural treasures of the past up to the present to unearth the lost values and conserve them
meticulously with your support.
I believe that the Historic Peninsula will take all the cultural and historical wealth to the future in the
best way, thanks to this management plan and that we will promote Istanbul where cultures,
languages, religions and traditions successfully merge, hand in hand with you.
I would like to greet you from Istanbul, one of the most exceptional cities of the world with its
historical and natural beauties, with warmest regards.
Dr. Kadir TOPBAŞ
The Mayor of Istanbul Metropolitan Municipality
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Istanbul, accommodating various religions and cultures in the most special meeting point of water
and land, has conveyed many different civilisations with their monumental buildings and values from
8500 years ago to the present. The city, with a legendary silhouette and urban fabric, was registered
to UNESCO World Heritage List as “Historic Areas of Istanbul” in accordance with the Convention
Concerning the Protection of the World Cultural and Natural Heritage in 1985. The act dated 2004
and the regulations for site management dated 2005 gives the authority of creating a site
management plan to the metropolitan municipalities.
The site, which is a very special piece of the common heritage belonging to all humanity, requires an
exclusive management and conservation vision due to its exceptional features in compliance with the
above‐mentioned convention. The foundations of the work in your hands has been created in order
to transfer the cultural and historical heritage of us to the future generations in the best possible way
as necessitated by the abovementioned national and international responsibilities. A gentle balance
should be held between fulfilling the needs of a living and dynamic city and conservation of its
cultural and historical qualities by preservation. That’s why we tried to bring together all the
stakeholders who have dreams, plans and concerns for this site, to come up with a plan taking their
sensitivities into consideration while preparing the Historic Peninsula Site Management Plan.
The management plan was prepared by both central and local governments, universities, non‐
governmental organisations and local inhabitants coming together and constituting a vision, mission
and main objectives and particularly within the frame of UNESCO Operational Guidelines for the
Implementation of the World Heritage Convention and international agreements, regulations and
principles of UNESCO and ICOMOS and its subsidiary organisation for the cultural heritage issues. The
plan consists of general strategies which were determined by considering the contribution of the
stakeholders as a consequence of a meticulous study under the headings of Management,
Conservation, Planning, Quality of Life, Perception, Training, Awareness Raising, Risk Management
and a range of action plans prepared in accordance with these strategies. Therefore, the
implementation and realisation of these action plans are the responsibility of the related/authorised
stakeholders. From this time forward, a new period begins where we all work together to manage
the site in the best possible way, generate decisions and implement these decisions in unison.
I would like to extend my gratitude to everybody engaged in the preparation of this plan, particularly
the Ministry of Culture and Tourism and Istanbul Metropolitan Municipality, which assume the
leading role, the Directorate of Conservation of Historic Sites of Istanbul Metropolitan Municipality,
Istanbul 2010 European Capital of Culture Agency, BIMTAS INC. and the technical team and members
of the Historic Peninsula Site Management Plan Executive Board of BIMTAS and the members of
Advisory Board of Cultural and Natural Sites Management Directorate, the Board of Coordination and
Supervision and the team of Istanbul Cultural and Natural Sites Management Directorate for their
immense efforts during all this process.
Dr. Architect Halil ONUR
Site Manager

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CONTENTS

FOREWORD ...................................................................................................................................... i
CONTENTS ..................................................................................................................................... vii
List of Tables ................................................................................................................................... x
List of Maps .................................................................................................................................... xi
List of Figures ................................................................................................................................ xii
List of Photographs ....................................................................................................................... xii
List of Appendixes ........................................................................................................................ xiii
CLARIFICATION NOTES .................................................................................................................... 1
INTRODUCTION ............................................................................................................................... 5
1. DEFINITION OF ISTANBUL HISTORIC PENINSULA SITE MANAGEMENT PLAN AREA ..................... 17
1.1. Location and Boundaries of Area ....................................................................................... 17
1.2. Importance of Area ............................................................................................................ 21
1.2.1. Site Management Plan Area ....................................................................................... 21
1.2.2. World Heritage Sites of the Historic Peninsula ........................................................... 21
1.3. Historical Development Process of the Site ........................................................................ 33
1.4. Cultural and Natural Properties in the Site ......................................................................... 43
1.4.1. Site Management Plan Area ....................................................................................... 43
1.4.2. World Heritage Sites of the Historic Peninsula ........................................................... 53
1.5. Legal and Institutional Framework ..................................................................................... 62
1.6. Natural Structure of the Site .............................................................................................. 72
1.7. Physical, Social and Economical Structure of the Site ......................................................... 75
1.7.1. Land Use .................................................................................................................... 75
1.7.1.1. Site Management Plan Area ............................................................................... 75
1.7.1.2. World Heritage Sites of the Historic Peninsula .................................................... 78
1.7.2. Social Structure .......................................................................................................... 88
1.7.2.1. Site Management Plan Area ............................................................................... 88
1.7.2.2. World Heritage Sites of the Historic Peninsula .................................................... 91
1.7.3. Economical Structure ................................................................................................. 92
1.8. Accessibility of the Site and Transportation ....................................................................... 95
1.8.1. Transportation by Land .............................................................................................. 95
1.8.2. Railways and Rail Systems .......................................................................................... 97
1.8.3. Seaway ...................................................................................................................... 97
1.8.4. Transit Access / Transfer Points .................................................................................. 99
1.9. Planning Decisions of the Site .......................................................................................... 100
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1.9.1. Istanbul Provincial Environmental Plan Decisions ..................................................... 100
1.9.2. Decisions of Fatih District Urban Conservation Site 1/5000 Scale Conservation
Plan ................................................................................................................................... 103
1.9.3. Plan Decisions in the Historic Peninsula World Heritage Sites ................................... 107
1.10. Zoning ............................................................................................................................ 119
2. ISTANBUL HISTORIC PENINSULA SITE MANAGEMENT PLAN ..................................................... 133
2.1. Management Plan Vision ................................................................................................. 137
2.2. Planning Principles and Policies ....................................................................................... 137
2.3. Plan Objectives, Strategies, Actions, Related Institutions and Establishments .................. 138
2.3.1. Management and Organisation ................................................................................ 139
2.3.2. Conservation, Planning and Quality of Life ............................................................... 144
2.3.3. Accessibility ............................................................................................................. 158
2.3.4. Perception of Importance and Value of the Site ....................................................... 163
2.3.5. Training, Awareness Raising and Participation ......................................................... 166
2.3.6. Visitor Management ................................................................................................ 171
2.3.7. Risk Management .................................................................................................... 179
2.4. Historic Peninsula World Heritage Sites Plan Objectives, Strategies, Actions, Related
Institutions and Establishments .............................................................................................. 184
2.4.1. Sultanahmet Archeological Park World Heritage Site ............................................... 184
2.4.2. Suleymaniye Mosque and its associated Area World Heritage Site ........................... 190
2.4.3. Zeyrek Mosque (Pantocrator Church) and its associated Area World Heritage
Site .................................................................................................................................... 196
2.4.4. Istanbul Land Walls World Heritage Site ................................................................... 202
3. ISTANBUL HISTORIC PENINSULA SITE MANAGEMENT PLAN PROJECTS / PROJECT
PACKAGES ................................................................................................................................... 207
3.1. Historic Peninsula Project Packages ................................................................................. 207
3.1.1. Management and Organisation Projects .................................................................. 210
3.1.2. Conservation, Planning and Quality of Life Projects .................................................. 220
3.1.3. Accessibility Projects ................................................................................................ 256
3.1.4. Perception of Importance and Value of the Site Projects .......................................... 267
3.1.5. Training, Awareness Raising and Participation Projects ............................................ 277
3.1.6. Visitor Management Projects ................................................................................... 287
3.1.7. Risk Management Projects ....................................................................................... 299
3.2. Project Packages for World Heritage Sites of Historic Peninsula ....................................... 309
3.2.1. Sultanahmet Archeological Park Projects ................................................................. 310
3.2.2. Suleymaniye Mosque and its Associated Conservation Area Projects ....................... 326
3.2.3. Zeyrek Mosque (Pantocrator Church) and it’s associated Conservation
Area Projects ..................................................................................................................... 341
3.2.4. Land Walls of Istanbul Projects ................................................................................. 358

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4. ISTANBUL HISTORIC PENINSULA SITE MANAGEMENT PLAN IMPLEMENTATION,
REVISION AND UPDATING PROCESS ............................................................................................ 369
4.1. Actors and Stakeholders (Institutions and Establishments Responsible for
Implementation) .................................................................................................................... 369
4.2. Implementation Process .................................................................................................. 383
4.2.1. Realisation (Financial Resources) ............................................................................. 384
4.2.1.1. National Resources ........................................................................................... 384
4.2.1.2. International Resources .................................................................................... 389
4.2.1.3. Other Resources (NGO, Private Sector) ............................................................. 390
4.2.2. Budget ..................................................................................................................... 390
4.3. Work Program (Phasing ) ................................................................................................. 394
4.4. Report Acquisition ........................................................................................................... 401
4.5. Formation of a Public Awareness Raising Program ........................................................... 402
4.6. Revision, Updating and Evaluation Process ...................................................................... 405
4.6.1. Revision and Updating Criteria ................................................................................. 406
4.6.2. Institutional Infrastructure with respect to Revision and Updating Process .............. 407
4.6.3. Historic Peninsula Project Packages Revision and Updating Indicators ..................... 408
4.6.4. Revision and Updating Indicators for Historic Peninsula World Heritage Sites
Project Packages ................................................................................................................ 418
4.6.5. Evaluation ................................................................................................................ 423
BIBLIOGRAPHY ............................................................................................................................ 425
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List of Tables

Table 1. Administrative Distribution and Sizes in the Site Management Plan According to Districts ................... 20
Table 2. Cultural Properties in the Site Management Plan Area .......................................................................... 45
Table 3. Functions of the Cultural Properties of the Site Management Plan Area ............................................... 45
Table 4.Ownership of the Cultural Properties of the Site Management Plan Area .............................................. 45
Table 5. Declared Renewal Areas within the Site Management Plan Area ........................................................... 63
Table 6. Tourism Centres in the Site Management Plan Area .............................................................................. 65
Table 7. Functional Distribution of the Site Management Plan Area .................................................................... 75
Table 8. Population of the Site Management Plan Area ‐2010 ............................................................................. 88
Table 9. Tourism Licensed Accommodation Facilities in the Historic Peninsula ................................................... 93
Table 10. Museums in the Historic Peninsula and the Number of Visitors ........................................................... 94
Table 11. Strengths and Weaknesses, Opportunities and Threats in the Istanbul Historic Peninsula................ 134
Table 12. Historic Peninsula Site Management Plan Projects Staging Table ...................................................... 395
Table 13. Monitoring and Evaluation Indicators of Management and Organisation Projects ............................ 409
Table 14. Monitoring and Evaluation Indicators of Conservation, Planning and Quality of Life Projects .......... 410
Table 15. Monitoring and Evaluation Indicators of Accessibility Projects .......................................................... 414
Table 16. Monitoring and Evaluation Indicators of Perception of the Importance and Value of the
Site Projects ........................................................................................................................................................ 415
Table 17. Monitoring and Evaluation Indicators of Training, Awareness Raising and Participation Projects ..... 416
Table 18. Monitoring and Evaluation Indicators of Visitor Management Projects ............................................. 417
Table 19. Monitoring and Evaluation Indicators of Risk Management Projects ................................................. 418
Table 20. Monitoring and Evaluation Indicators of Sultanahmet Archeological Park Projects ........................... 419
Table 21. Monitoring and Evaluation Indicators of the Suleymaniye Mosque and its Associated
Conservation Area Projects ................................................................................................................................. 420
Table 22. Monitoring and Evaluation Indicators of Zeyrek Mosque (Pantocrator Church) and its
Associated Conservation Area Projects .............................................................................................................. 421
Table 23. Monitoring and Evaluation Indicators of Istanbul Land Walls Projects ............................................... 422

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List of Maps

Map 1. Location of the Historic Peninsula within Istanbul ................................................................................... 17
Map 2. Boundaries of the Site Management Plan Area approved by the Minister of Culture and
Tourism on April 21st, 2009. ................................................................................................................................. 19
Map 3. Boundaries of the Site Management Plan Area and World Heritage Sites approved by the
Ministry of Culture and Tourism ........................................................................................................................... 19
Map 4. Administrative Boundaries of the Site Management Plan Area ............................................................... 20
Map 5. World Heritage Sites of the Historic Peninsula ......................................................................................... 26
Map 6. Sites in Sultanahmet Archeological Park World Heritage Site .................................................................. 27
Map 7. Conservation Zones in the Site Management Plan Area .......................................................................... 44
Map 8. Cultural Properties in the Site Management Plan Area ............................................................................ 46
Map 9. Cultural Properties in Sultanahmet Archeological Park World Heritage Site ........................................... 55
Map 10. Cultural Properties in Suleymaniye Mosque and its associated Area World Heritage Site .................... 57
Map 11. Cultural Properties in Zeyrek Mosque (Pantocrator Church) and its associated Area World
Heritage Site .......................................................................................................................................................... 59
Map 12. Cultural Properties in Land Walls of Istanbul World Heritage Site ......................................................... 61
Map 13. Renewal Areas in the Site Management Plan Area ................................................................................ 64
Map 14. Topography of the Site Management Plan Area ..................................................................................... 73
Map 15. Analysis of the High Risk Areas in terms of an Earthquake in the Site Management Plan Area............. 74
Map 16. Land Use in the Site Management Plan Area.......................................................................................... 76
Map 17. Land Use in Sultanahmet Archeological Park World Heritage Site Area ................................................ 79
Map 18. Land Use in Suleymaniye Mosque and and its associated Area World Heritage Site ............................. 82
Map 19. Land Use in Zeyrek Mosque (Panocrator Monastery) and its associated Area World Heritage Site ..... 85
Map 20. Istanbul Land Walls World Heritage Site Land Use ................................................................................. 87
Map 21. Neighbourhood Populations in the Site Management Plan Area‐2007 .................................................. 89
Map 22. Current Transportation Network in the Site Management Plan Area .................................................... 96
Map 23. Existing and in‐construction rail systems of the Site .............................................................................. 98
Map 24. Istanbul Provincial Environmental Plan ................................................................................................ 102
Map 25. Fatih District Urban Conservation Site 1/5000 Scale Conservation Plan .............................................. 104
Map 26. Conservation Zones in the Fatih District Urban Conservation Site 1/5000 Scale Conservation Plan ... 106
Map 27. Plan Decisions Pertaining to the Sultanahmet Archeological Park World Heritage Site in the
Fatih District Urban Conservation Site 1/5000 Scale Conservation Plan ............................................................ 109
Map 28. Plan Decisions Pertaining to the Suleymaniye World Heritage Site in the Fatih District Urban
Conservation Site 1/5000 Scale Conservation Plan ............................................................................................ 111
Map 29. Plan Decisions Pertaining to the Zeyrek Mosque (Pantocrator Church) World Heritage Site
in the Fatih District Urban Conservation Site 1/5000 Scale Conservation Plan .................................................. 112
Map 30. Plan Decisions Pertaining to the Istanbul Land Walls World Heritage Site in the Fatih District Urban
Conservation Site 1/5000 Scale Conservation Plan ............................................................................................ 114
Map 31. Zeytinburnu Master Plan and City Walls Isolation Area Conservation Plan ........................................ 115
Map 32. Eyup Urban Site Revised Master Plan for Conservation ....................................................................... 116
Map 33. 1/5000 Scale Bayrampasa Revised Master Plan taking place in the Buffer Zone within the borders
drawn by the Site Management Plan .................................................................................................................. 117
Map 34. Historic Peninsula; Plan Layout of Site Management Plan Area (Districts of Fatih, Zeytinburnu,
Eyup and Bayrampasa) ........................................................................................................................................ 118
Map 35. Site Management Plan Area Zoning Map ............................................................................................. 120
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List of Figures

Figure 1. Schedule for Preparation of the Site Management Plan ........................................................................ 10
Figure 2. Archeological Park Area in Prost Plan .................................................................................................... 27
Figure 3. Sample Project Definition in relation to the Site Management Plan Area of Istanbul Historic
Peninsula ............................................................................................................................................................. 209
Figure 4. Priority‐Satisfaction Matrix .................................................................................................................. 391
Figure 5. Project Package Loop ........................................................................................................................... 392

List of Photographs

Photograph 1. Suleymaniye Kulliye ....................................................................................................................... 29
Photograph 2. Molla Zeyrek Mosque ‐ Pantocrator Church ................................................................................. 30
Photograph 3. Land Walls of Istanbul ................................................................................................................... 32
Photograph 4. An example of the sunken boats recovered in Yenikapi excavations ........................................... 48
Photograph 5. Suleymaniye Traditional Wooden Houses (samples of civil architecture) .................................... 80
Photograph 6. Muftiship Building and Istanbul University Botanical Gardens ..................................................... 81
Photograph 7. Yedikule Neighbourhood ............................................................................................................. 121
Photograph 8. Samatya Coastal Walls ................................................................................................................ 122
Photograph 9. Cerrahpasa Kulliye and Surroundings ......................................................................................... 123
Photograph 10. Marmara Coastal Strip and Yenikapi –Marmaray Archeological Excavation Area .................... 123
Photograph 11. Archaeological Site and Urban Archaeological Site ................................................................... 124
Photograph 12. Bab‐i Ali and Sirkeci Terminal .................................................................................................... 125
Photograph 13. The Grand Bazaar ...................................................................................................................... 126
Photograph 14. Suleymaniye Neighbourhood .................................................................................................... 127
Photograph 15. Zeyrek Neighbourhood .............................................................................................................. 127
Photograph 16. Fatih Mosque and Surroundings ............................................................................................... 128
Photograph 17. Bulgar Church and Fener Greek Boys High School .................................................................... 129
Photograph 18. Mevlana Gate and Surroundings ............................................................................................... 130
Photograph 19. IMM and Surroundings .............................................................................................................. 131
Photograph 20. Neighbourhood ......................................................................................................................... 132

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List of Appendixes

APP ‐1: Decision of Inscription of Historic Sites of Istanbul on the World Heritage List
APP ‐2: Regulations Regarding the Procedures and Principles for Determining Foundation, Duties and
Management Areas of the Site Management and Board of Monuments
APP ‐3: “Advisory Board of Cultural and Natural Sites Management Directorate” and “Board of Coordination
and Supervision of Cultural and Natural Sites Management Directorate”
APP‐4: Decision of Management Area Boundaries of Historic Areas of Istanbul Approved the Minister of
Culture and Tourism
APP‐5: Decisions adopted in No 30, 31, 32, 33,34 and 35 period meetings of UNESCO World Heritage
Committee regarding “Historic Areas of Istanbul”
APP‐6: List of Attendants of the Search Conferences and Workshops Organised for studies of Historic
Peninsula Site Management Plan
APP‐7: Related Decisions of Advisory Board of Cultural and Natural Sites Management Directorate and
Board of Coordination and Supervision of Cultural and Natural Sites Management Directorate
APP‐8: Universal Value Text accepted in No. 35 meeting of UNESCO World Heritage Committee held in Paris
between June 19 and 29, 2011.
APP‐9: Historical Development Process of the Site (experts’ reports)
APP‐10: Intangible Cultural Heritage (expert report)
APP‐11: Formation of Public Awareness Raising Program (expert report)
APP‐12: Activities of Institution Related to Site Management Plan Subjects
APP‐13: Cultural Properties in Istanbul Historic Peninsula World Heritage Sites
APP‐14: Ministry of Culture and Tourism’s Approval for ICOMOS Cultural Heritage Impact Assessment Report
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CLARIFICATION NOTES
There are a number of frequently used key terms which appear throughout the Report. By means of
clarification, these terms are presented below:
“Site Management Plan” refers to “Istanbul Historic Peninsula Site Management Plan”. According to
the Plan Vision, it is defined as a site management plan that protects the outstanding universal value
of the Historic Peninsula. It is executed by all related institutions and establishments in coordination
and transparently by also encouraging participation of users and inhabitants; to enable the Historic
Peninsula to protect its rich historical background, preserve its liveliness, produce and pass on its
socio‐economic spatial and cultural identity to future generations.
“Site Management Plan Area” refers to “Istanbul Historic Peninsula Site Management Plan Area”. It
covers the entire Istanbul Historic Peninsula as determined by the Istanbul Natural and Cultural Sites
Management Directorate and Advisory Board.
“Historic Areas of Istanbul” refers to four areas inscribed on UNESCO World Heritage List due to their
outstanding universal values. They are Sultanahmet Archeological Park, Suleymaniye Mosque and its
associated conservation area, Zeyrek Mosque (Pantocrator Church) and its associated conservation
area and the Istanbul Land Walls.
“Historic Peninsula World Heritage Sites” refers to Sultanahmet Archeological Park World Heritage
Site, Suleymaniye Mosque and its associated Area World Heritage Site, Zeyrek Mosque (Pantocrator
Church) and its associated Area World Heritage Site and Istanbul Land Walls World Heritage Site.
“Historic Peninsula Project Packages” refers to the group of projects under the following headings
which were determined as seven themes of the Site Management Plan: Management and
Organisation, Conservation, Planning and Quality of Life, Accessibility, Perception of Importance and
Value of the Site, Training, Awareness Raising and Participation, Visitor Management and Risk
Management.
“Site Management Plan Objectives, Strategies, Actions, Related Institutions and Establishments”
refer to the components determined for each of the aforementioned headings. These include the
definitions of the objectives to solve the determined problems, the strategies required to fulfil the
objectives and their related actions, as well as the responsible and supportive institutions and the
establishments that will execute such actions.
1
Historic Peninsula Project Packages include of the following headings: “Project Code,” Project Name”,
“Project Definition”, “Link with the Site Management Plan”, “Responsible Institutions”, “Related
Institutions”, “Resources”, “Term” and “Link with the Scheduled Projects of Other Institutions”.
“Project Code” refers to the code of each project which consists of two components. The first
component which is expressed with Roman numerals (I, II, III, IV, V, VI, and VII) indicates the theme
of the project. The second component of the project code is the project number. The numbering
precedes independent from the themes.
“Project Name” indicates the name of the related project. “Project Definition” includes a brief
explanation about the project and underlines the scope of the project.
“Responsible Institutions” refers to the institutions which may lead the execution of the project. The
responsible institution may not necessarily provide financial resources in relation to the execution of
the project and has the primary function of providing administrative responsibility and project
coordination.
“Related institutions” refers to the institutions which possess capacities such as knowledge, human
resource, technology and similar project experiences and may execute the projects in coordination
with the responsible institution(s).
“Link with the Site Management Plan” refers to the section which has four subcomponents. These
subcomponents are “Related Objective(s)”, “Related Strategy (Strategies)”, “Related Action(s)” and
“Related Project Packages”. The content of each component is designed in a way as to establish,
again through the codes, the connection and reference between the other projects which were
formed by the same objectives, strategies and actions related to the project in question. A project
may be connected with more than one of the objectives, strategies, actions and projects. The
connection between a project and other projects may be an input‐output relationship as well as a
complementary relationship.
“Resources” refers to the institution(s) which may provide the financial resources for the execution
of the project specified. They may be public institutions and local government units as well as public‐
private sector partnerships, agencies, non‐governmental organisations and private sector
institutions.
“Term” indicates the period of time in which the related project can be completed. In the project
tags, the expression “short” corresponds to 1‐2 years, “medium” 3‐4 years and “long” 5 years of
project terms. Term of the project packages which constitute sustainability such as maintenance,
repair, education and awareness raising are indicated as “ongoing”.
“Link with the Scheduled Projects of Other Institutions” includes the studies and projects related to
the project which are currently approved, accepted to the investment and service program and
offered within this concept by the related institutions.
“Coding System” refers to the project coding system that has been developed to follow up the
connection between the Site Management Plan objectives, strategies and actions. The coding system
starts with Roman numerals (I, II, III, IV, V, VI, VII) representing the seven themes of the Plan.
Objectives related to every theme, are represented with the letter “H” which stands for “objective”
2
(“Hedef” in Turkish) and a consecutive number in itself (e.g.: IIH2, IVH4, etc.). Strategies connected to
the same objectives are represented with the letter "S" which stands for “strategy” and consecutive
strategy numbers (e.g.: IIH2S2, IVH4S3, etc.). The actions connected to the same strategies are
represented with the letter “E” which stands for “action” (“Eylem” in Turkish) and consecutive action
numbers (e.g.: IIH2S2E1, IVH4S3E2, etc.).
After translation of some Turkish institutions, Turkish abbreviation of the same institution has been
given in brackets.
3
4

INTRODUCTION
While the development of integrated urban management strategies, conservation plans and
renovation activities for conservation areas and financial and social responsibility projects intended
for such activities are presently discussed, “site management” and “site management plan” concepts
have gained importance in urban conservation and planning in Turkey as well as globally.
Management Plans are one of the planning and implementation tools which are accepted as a basis
for provision of conservation, utilisation and development balance. These plans are generally defined
as the tools which guide or will guide the managers, institutions and establishments related to
conservation, planning and management of the site in their implementations. Thus the management
plan may be defined as a stakeholder‐oriented strategic plan which ensures coordination between
related public institutions and non‐governmental organisations and steers the activities and projects
which will embody such coordination in the same direction (Gulersoy, Ayranci, 2011).
A Management Plan includes the vision regarding the future of the site, main objectives, basic
strategies, actions and projects and implementation tools regarding conservation and planned
development of the site. A Management plan sets forth the management objectives of the site,
defines the people in charge and their responsibilities and allocates resources accordingly. This
process is constantly supervised, supported by regular feedback and updated accordingly. Due to
these characteristics, it has the quality of an operational plan and is separate from traditional
development and conservation plans.
Concepts of Site Management and Management Plan have entered Turkey’s agenda with regards to
conservation of natural and cultural values through the following: “Ramsar Convention” (1971) (to
which Turkey became a party in 1993 for Wetlands of Natural Conservation Areas); World Heritage
Convention (1972) which was issued according to the decisions adopted by the UNESCO World
Heritage Centre and the UNESCO World Heritage Committee for UNESCO World Heritage Sites (to
which Turkey became a party in 1983); and the Operational Guidelines for the Implementation of the
World Heritage Convention (1977, 2008) (Gulersoy, Ayranci, 2011).
In the Operational Guidelines for the Implementation of the World Heritage Convention (1977,
2008), which bears the quality of being the operational guidelines for the World Heritage
Convention, the following is specified: “Each property should have an appropriate management plan
or other documented management system which should specify how the outstanding universal value
of a property should be preserved, preferably through participatory means. The purpose of a
5
management system is to ensure the effective conservation of the property for present and future
generations”.
The World Heritage Centre requires that the sites which are proposed and announced as World
Heritage and inscribed on the World Heritage List have a management plan.
Inscription of “Historic Areas of Istanbul” on the World Heritage List
In 1983, Turkey signed the Convention Concerning the Conservation of the World Cultural and
Natural Heritage which was approved by UNESCO in 1972. Within the scope of the convention which
aims to recognize and introduce the cultural and natural properties in the world which have a
Universal Outstanding Value as the common heritage of the whole of humanity, is the requirement
to establish the consciousness of protecting the universal heritage within the communities and to
ensure necessary cooperation in order to maintain these values. Implementation of the World
Heritage List was initiated in 1978. In this context, in 1985 four conservation areas in Istanbul were
inscribed on the World Heritage List under the definition of "Historic Areas of Istanbul” sequence
number of 356 (See: Appendix‐1). These sites are Sultanahmet Archeological Park, Suleymaniye
Mosque and its associated conservation area, Zeyrek Mosque (Pantocrator Church) and its
associated conservation area and the Land Walls of Istanbul. The "Historic Areas of Istanbul” were
inscribed on the World Heritage List due to the fact that they met the “cultural criteria” numbered
(i), (ii), (iii) and (iv) of the ten criteria used for the inscription of properties with Outstanding Universal
Value on the World Heritage List. These criteria are defined as follows: (i) represent a masterpiece of
human creative genius; (ii) exhibit an important interchange of human values, over a span of time or
within a cultural area of the world, on developments in architecture or technology, monumental arts,
town‐planning or landscape design; (iii) bear a unique or at least exceptional testimony to a cultural
tradition or to a civilisation; be an outstanding example of a type of building, architectural or
technological ensemble or landscape which illustrates significant stages in human history (See Part
1.2).
Conservation Status of the Istanbul Historic Peninsula
The four conservation areas which were inscribed on the World Heritage List in 1985 under the name
of “Historic Areas of Istanbul” were registered as protected areas under the national legislation
before they were inscribed on the List. Topkapi Palace and Sultanahmet District were declared as
“Archeological Park” in 1953; “Zeyrek Mosque and its associated sites,” “Suleymaniye Mosque and its
associated sites” and the “Land Walls” were placed under conservation in 1979, 1977 and 1981
respectively. Since then, in addition to the four World Heritage Sites, other sites requiring
conservation in Istanbul Historic Peninsula have been considered to be declared as protected areas.
As a result, under the Law on the Conservation of Cultural and Natural Properties, Istanbul Historic
Peninsula was declared as a protected area partially as “archeological,” “urban‐archeological” and
“historical and urban” and put under conservation as a whole. As required by the new conservation
status, studies of inventory and a conservation plan which cover the whole Istanbul Historic
Peninsula were initiated (See Part 1.4).
6
Istanbul Historic Peninsula, has a history dating back some 8000 years in which it was known by
different names such as Licus, its oldest name in history; Byzantion, because of the foundation
legend of the city; Constantinople, the new capital of the Roman Empire and Dersaadet (Gate of
Felicity) and Stamboul from the Ottoman Empire, is one of the few settlements in the world where
human settlement has remained constant, has increased constantly and where present life continues
with vitality. Besides maintaining its authenticity with many monuments, a wooden fabric and a
multi‐layer heritage which reflects the fact that it hosted several civilisations, the city also proceeds
to a modern future with the implementation of contemporary architecture. At the same time, new
tall structures, large infrastructure and transportation projects affect the unique silhouette and other
elements of the world heritage site and the buffer zone, thus threatening the outstanding universal
value of the Historic Peninsula. The Istanbul Historic Peninsula Site Management Plan is being
prepared in order to ensure that the authenticity and integrity of the outstanding universal value of
the heritage is preserved, maintained and developed in the future. It is paramount that the heritage
value of the Historic Peninsula are understood and fully embraced by the stakeholders and
developed accordingly.
Inclusion of Management Area and Management Plan in the national legislation
Concepts of “Management Area” and “Management Plan” were first included in the national law
legislation within the article of Appendix‐2a which was added to the Law on the Conservation of
Cultural and Natural Properties numbered 2863 as per the Law numbered 5226 and within the
definitions added to the article 3. In this context, it is required that the management plans be
prepared for not only the “World Heritage Sites”, but all sites. The law defines the assignment and
authorities of the Site Managers in the Management Areas and the individuals to be chosen as
members of the “Coordination and Supervision Board” who will be in charge of approving the
management plan and supervising the implementation. The related Law and Regulation stipulate
that an Advisory Board is founded during the preparation and decision making process of the Site
Management Plan which is made up of people who have ownership rights at the site and related
department representatives of the trade associations, non‐governmental Organisations and
universities.
The law defines the Management Areas as “the places whose borders are determined by the Ministry
after consulting the related administrations and which are formed to provide the coordination
between central and local governments authorised in planning and conservation and non‐
governmental organisations in order to efficiently protect, maintain, utilise the natural and cultural
sites, ruins and interaction fields within their natural integrity, develop the same under a specific
vision or theme and combine them with the cultural and educational needs of the community”.
“Management Plans” are defined as “the plans which are revised every five years and exhibit the
annual and five‐year implementation stages and budget of the conservation and development
project which is devised by considering the operational project, excavation plan, landscape project or
conservational development plan in order to protect, maintain and utilise the Management Area”.
Regarding the implementation process of the Site Management Plan, the Law stipulates that
“...Public institutions and establishments, municipalities and natural and legal persons are required
to obey the management plan approved by the coordination and advisory board, to prioritize the
services under the plan and to allocate the necessary funds in their budgets accordingly”.
7
In accordance with this Law, the “Regulations Regarding the Procedures and Principles for
Determining Foundation, Duties and Management Areas of the Site Management and Board of
Monuments” numbered 26006 came into effect in 2005. Following the completion of the legal
process, the Istanbul Natural and Cultural Sites Management Directorate was established as per the
decision of Istanbul Metropolitan Municipal Council dated September 15t, 2006 and numbered 1675,
and Site Management Director was assigned on October 27th, 2006 and became responsible from the
management of the sites in Istanbul. As defined by the Law, the “Advisory Board of Istanbul Sites”
and the “Coordination and Supervision Board of Istanbul Sites” were founded and the Advisory Board
commenced working as of March 2nd, 2008 (See: Appendix‐4).
Defining the boundaries of the “Site Management Plan” for “Istanbul Historic Sites”
The Istanbul Natural and Cultural Sites Management Directorate and Advisory Board decided to
undertake the management plan for the four sites (named the Historic Areas of Istanbul) in the World
Heritage List in a way which would encompass the whole of the Istanbul Historic Peninsula as
opposed to preparing separate plans for each site. The board considered the fact that the other
heritage sites also bear “outstanding universal value” and that the Istanbul Historic Peninsula has
been a national protected site as a whole since 1995. The Advisory Board have also emphasized that
Beyoglu, Eyup, Bogazici, Uskudar and Kadikoy which surround Istanbul Historic Peninsula are each
unique districts due to their cultural heritage and natural characteristics and were also declared as
protected sites on different dates accordingly. In this context, the Advisory Board considered the fact
that although those areas are not World Heritage Sites, management plans would be prepared for
them in accordance with the national legislation as it was decided that it would not be accurate to
define these heritage sites as the buffer zones of the Site Management Plan Area of the Istanbul
Historic Peninsula as recommended in UNESCO reports. Within the scope of these decisions, the
borders which were deemed suitable by the Istanbul Natural and Cultural Sites Management
Directorate and Advisory Board on December 4th, 2008 and then accepted by related Cultural and
Natural Heritage Conservation Boards were approved by the Minister of Culture of Tourism on April
22nd, 2009 and finalised as the “Management Area Boundaries of Istanbul Historic Sites” (See
Appendix‐4).
Preparation Process of “Istanbul Historic Peninsula Site Management Plan”
According to the related legislation, the duty of coordination in preparation of the management plan
for the Historic Sites Istanbul belongs to Istanbul Metropolitan Municipality. During the preparation
process of the plan, the Directorate of Conservation of Historic Sites which was appointed on behalf
of Istanbul Metropolitan Municipality applied to Istanbul 2010 European Capital of Culture Agency
within the scope of “2010 European Capital of Culture Local governments Cooperation Protocol”.
According to the decree of the Agency Executive Council dated February 02, 2009 and numbered 05,
preparation of the “Istanbul Historic Peninsula Site Management Plan” was accepted as an Istanbul
2010 project. According to the decree of the Agency Budget and Tender Committee dated
September 16, 2009 and numbered 34, it was decided that the “Preparation of Istanbul Historic
Peninsula Site Management Plan” would be performed by Bogazici Insaat Musavirlik Teknik
Hizmetler Sanayi ve Ticaret A.S (BIMTAS). The Istanbul Historic Peninsula Site Management Plan
studies commenced as per the agreement signed on November 03, 2009. According to the
“Regulations Regarding the Procedures and Principles for Determining Foundation, Duties and
Management Areas of the Site Management and Board of Monuments”, it was decided that the
8
drafting of the Site Management Plan would be prepared by a team consisting of experts and
consultants from different disciplines according to the quality of the Site and in coordination with the
Site Manager. In this context, the process of the Istanbul Historic Peninsula Site Management Plan
has been scheduled to include the preparation and evaluation of the drafting of the management
plan and approval, implementation, supervision, pursuit and update of the management plan.
Stages of “Istanbul Historic Peninsula Site Management Plan”
Studies of Istanbul Historic Peninsula Site Management Plan were pursued by IMM Directorate of
Conservation of the Historic Environment, Istanbul Natural and Cultural Sites Management
Directorate and Advisory Board from beginning to end; opinions and contributions were gathered
from the Directorate and the Board. Furthermore, in the Site Management Plan studies, UNESCO
World Heritage Centre / ICOMOS Reactive Monitoring Mission Reports (2004‐2006‐2008‐2009 and
2010) and the approved decisions regarding “Historic Areas of Istanbul” in 30th, 31st, 32nd, 33rd, 34th
and finally 35th term meetings of the UNESCO World Heritage Committee were analysed and taken
into consideration (See: Appendix‐5).
Substantial effort was put into making the prepared management plan a comprehensive, highly
disciplined and efficient document. The plan was intended to be defined within a conservation
framework which will encourage the participation of the district users and related stakeholders to
the process, encourage the communication and cooperation between authorised and related
institutions and solve the basic problems which are faced by historic urban landscape. It was also
attempted to be developed in a way to be integrated with a sound management system.
Process of “Preparation of the Drafting of Istanbul Historic Peninsula Site Management Plan” was
planned in 4 stages (Figure 1):
1st Stage: Collecting and analyzing the studies made and the data gathered from the Site
Management Plan Area
2nd Stage: With participation of the stakeholders assigned as a result of the “stakeholder
analysis” initiated in the previous stage, determining the vision, objectives and strategies of
the Site Management Plan Area
3rd Stage: Producing “Activity Plans” according to the objectives which were mutually
determined in 2nd Stage with active participation of the stakeholders
4th Stage: Preparing and revealing the Site Management Plan to the stakeholders and revising
it according to their opinions.
9

Figure 1. Schedule for Preparation of the Site Management Plan
During the 1st Stage studies, eight decision meetings for determining the process and basic study
principles of the Istanbul Historic Peninsula Site Management Plan, five pre‐information
presentations for the institutions and establishments in the Site regarding the subject and study and
a workshop were organised. Interviews were also conducted with institutions and establishments in
relation to the Site in order to further inform the analytic studies undertaken in the 1st Stage.
In the first stages of the study, the actors/stakeholders in relation to the Site Management Plan Area
were defined and the related stakeholder analysis was conducted. In the process of defining the
related actors from the non‐governmental organisations, databases from Fatih Platform, the Non‐
governmental Development Centre, the Non‐governmental Development Program and Istanbul
Development Agency were utilised. The list of actors was then divided into two groups namely “the
actors/stakeholders that are in the Site and in relation to the Site” and “the actors/stakeholders that
are not in the Site but in relation to the Site”. Among the actors which are in the Site and organised
under the status of association, union, platform, chamber and foundation, the ones which may
contribute to the preparations of the Site Management Plan were categorized as tradesman
establishments, neighbourhood/district establishments, local sports clubs, social assistance/solidarity
establishments and fellow‐countrymen associations. The actors in the second group were
categorized as expert non‐governmental organisations, occupational organisations and the
organisations which represent the private sector. During the process, it was intended to increase the
efficiency of the communication organisation in the preparation process of the Site Management
Plan by pre‐evaluating various focus group meetings, attendant observation practices and
information about attendant conferences which were held for different projects within the Site.
In the 1st Stage of the Istanbul Historic Peninsula Site Management Plan, laws and institutional
systems relating to the Site were systematically defined; the studies and qualitative and quantitative
data performed and gathered by different institutions and establishments was collected and
expressed with the same system and expression technique. The process of information gathering and
update in relation to the area in order to determine the current situation, problems and possibilities
continued throughout the preparation process of Plan Drafts and discussion of the same in the
Advisory Board until it was approved by the Coordination and Supervision Board. It is very important
10
to stress that the data bank is completed and the system with data management approach is
established and utilised in the implementation stage of the plan.
2nd Stage Studies set forth the problems and potentials related to the Istanbul Historic Peninsula,
determined the Vision and the main policies and defined the objectives, strategies and actions
accordingly. It was intended that the aforementioned study process be prepared with the inclusion
of extensive participation due to both the nature of the Site Management Plan and the Special
Technical Specification. Thus, an attendant conference, three thematic workshops, expert meetings
and private group meetings were organised.
In the Search Conference, held at the Golden Horn Convention Centre on July 20‐21, 2010 and
chaired by the Search and Research Organisation Consultancy, a meeting was convened to encourage
extensive participation. By utilising the knowledge and experiences of the actors/stakeholders in the
Site, the intention was to establish a common mind in relation to forming the vision, mission,
principles, main objectives, Site Management plan design and management approach of the Site
Management Plan. Studies regarding the Search Conference were performed in three stages namely,
preparation of the conference, implementation of the conference and collecting, pursuing and
evaluating the conference results.
During the preparation process of the conference, meetings were held with the Executive Board and
Advisory Board, the actors and stakeholders related to the Site were analysed and mapped and the
attendant list of the Search Conference was determined. Prior to the Search Conference, three pre‐
information meetings were held for attendants on July 7‐8, 2010 and the framework of the Future
Design of the Historic Peninsula which was discussed in the Search Conference was established.
The Search Conference was implemented in three steps:
1. Movements, Brain Storming and Strength/Weaknesses & Opportunities/Threats (SWOT)
Group Studies
2. Future Design‐Vision
3. Future Design‐Site Management Plan Design and Management Approach
In the Movements and Brain Storming stages, movements which would shape the future and the
current situation were collectively determined. Common input was prepared for the group studies
with the appendixes extracted from the information file. The SWOT study was performed and
observations were taken and recorded from the two separate groups.
The Future Design – Vision Study was simultaneously implemented in 8 groups. Clarifying questions
relating to the presentations of each group were then posed by the attending groups. The
“Integration” study in this stage was conducted by Search Consultancy and a team of volunteer
attendants; it was then shared with all attendants and their comments were heard. “Clarification” of
the Vision was finalised by considering the studies of all groups with additional comments
contributed by a group made up of spokespersons of the 8 groups and volunteers. The Future Design
–Management Plan Design and Management Approach were studied by parallel groups
simultaneously in the same session and the studies were presented and interpreted by the
presenters of the groups.
11
In total and in order to cover all of the actors, 232 people were invited to the Search Conference. 113
people participated in the pre‐information meetings. 113 people in total participated in the Search
Conference; 90 of them were attendants, 4 were press members and 19 were from the study team.
Of the 232 people invited to the Search Conference, 22% were from centralised management, 23%
from local government agencies, 21% from expert and local Non‐governmental Organisations,
21%were academicians and experts and 13% were members of the Advisory Board of Istanbul
Natural and Cultural Sites Management Directorate. Of 113 invitees who participated in the Search
Conference, 29% were local government representatives, 19% were centralised management
representatives, 28% were Non‐governmental Organisations’ representatives, 12% were
academicians and experts and 13% were members of the Advisory Board of Istanbul Natural and
Cultural Sites Management Directorate.
In the 3rd Stage studies, based on the vision, objectives and strategies which were determined in the
previous stage, the actions were developed and the project and project packages related to these
actions were defined. In determining the actions, participative methods were used as in the previous
stage and results of an attendant conference, four thematic workshops, expert meetings and private
group meetings were utilised.
The “II. Search Conference: Activity Architecture Workshop” was a participative study which was held
on November 2nd, 2010 with the stakeholders in order to evaluate the main objectives of the Site
Management Plan, to determine the steps which lead to the objectives, to define the obstacles to
these steps and to develop solutions in order to surmount obstacles identified. Prior to this study, on
November 1st, 2010, objectives and strategies document which would be distributed to the groups in
the activity architecture workshop was submitted to the Execution Board and the document was
finalised based on the feedback received from the members. In the Activity Architecture Workshop,
an opening presentation was made to the attendants relating to the output, object and methodology
of the study of the 1stattendant conference. In the first part of the workshop, attendants were
divided into nine groups based on their objective areas and the groups worked in parallel with each
other. 134 people in total participated in the Activity Architecture Workshop. Results of the “Activity
Architecture Workshop” were submitted to the Executive Board on November 12th, 2010 and to the
Advisory Board on December 2nd, 2010.
A pre‐prepared special objective and strategies document was distributed to the group attendants;
“back‐casting” method was executed by the Search and Consultancy “instructor” in each group. The
groups who managed to convey their studies to a level of receiving feedback, obtained feedback
from the other groups through the “touring group” approach. Thus, each attendant contributed to
the activity plan in at least two objective areas. In the final session, the groups made presentations
and shared their group studies with all attendants. The nine objectives defined and studied in the
attendant conference were integrated and reduced to seven problems and objective areas in the
later studies.
Aside from the Search Conference, three thematic workshops were conducted to which the
institutions and establishments authorised in the Site Management Plan Area as well as the related
non‐governmental organisations were invited. Furthermore, related public institutions and expert
non‐governmental organisations were invited to the workshops which were respectively organised
on the following subjects: (i) planning, transportation and technical infrastructure, (ii)
implementations in cultural heritage and conservation zone, (iii) culture and tourism.
12
The attendants in the aforementioned workshops were as follows: The Governorship of Istanbul,
Istanbul 1st District Directorate of Foundations, Directorate of Development, Investment and
Construction of Istanbul Special Provincial Administration, Istanbul Provincial Culture and Tourism
Directorate, Istanbul Provincial Directorate of Health, Istanbul Provincial Directorate of National
Education, Istanbul Directorate of Survey and Monuments, IMM Directorate of Transportation
Planning, ISKI, IMM Directorate of Planning, IMM Directorate of City Planning, IMM Directorate of
Projects, IMM Directorate of Construction Affairs, IMM Directorate of Urban Design, IMM
Directorate of Rail Systems, IMM Directorate of Transportation, IMM Directorate of Transport
Coordination, IMM Directorate of Road Maintenance and Repair, IMM Directorate of Parks and
Gardens, IMM Directorate of Culture, IMM Directorate of Tourism, IMM Tourism Workshop, IMM
Directorate of Conservation, Application and Supervision (KUDEB), Directorate of Urban Projects of
Istanbul 2010 European Capital of Culture Agency, Directorate of Tourism of Istanbul 2010 European
Capital of Culture Agency, Marmaray Coordination Committee of TCDD 1st District Directorate,
KIPTAS A.S., Fatih Municipality, Zeytinburnu Municipality, Eyup Municipality, Bayrampasa
Municipality, Istanbul Boards of Conservation of Cultural and Natural Properties Numbered 2 and 4
and Istanbul Board of Renewal Areas, Foundation of Developing Cultural Awareness, Association of
Turkish Travel Agencies (TURSAB), Touristic Hotels and Investors Association (TUROB), Hotel
Managers and Investors, Federation of Turkish Tourist Guide Associations (TUREB), IKSV and several
experts.
Attendants shared the studies in the Site Management Plan Area as well as the current projects and
corporate approaches. By means of these workshops, the first steps of developing the
communication and cooperation culture expected to be maintained in the implementation process
of the Site Management Plan between the active and policy‐making institutions in the Site were
taken. In addition to the thematic workshops, private group meetings were held with the groups and
experts who develop projects in the Site. These included (for example) meetings with Fatih
Municipality regarding its completed and on‐going projects in the Site and also with IMM Directorate
of Planning and JICA regarding their transportation projects.
In the 4th Stage Studies, the outputs obtained as a result of the 1st, 2nd and 3rd stage studies of the
Istanbul Historic Peninsula Site Management Plan were gathered and evaluated and various
processes were presented for the transformation of the created vision and strategies to projects as
well as the coordination of the projects and participation of the related actors in the process. For the
projects defined for the Istanbul Historic Peninsula, the basic sources are the outputs obtained from
the attendant conferences, thematic workshops, expert and private group meetings, the Analytic
Study Report, current plans and projects regarding the Historic Peninsula and 2nd and 3rd stage
studies. Furthermore, national and international Management Plan samples were examined within
the framework of the preparation processes and approaches of the plans. In addition to the analysis,
all monitoring reports prepared by and all decisions made by UNESCO regarding the Historic Areas of
Istanbul were scrutinised and the reports which are the basis of these decisions were analysed.
In the 4th Stage, I. the Draft of the “Istanbul Historic Peninsula Site Management Plan” was
completed on January 31st, 2011 and delivered to the Directorate of the Historic Environment of
Istanbul Metropolitan Municipality. The Plan was submitted in the meeting of the Istanbul Natural
and Cultural Sites Advisory Board on February 21st, 2011 and following the evaluations, feedback was
received and necessary revisions were made in the drafting plan (See: Appendix‐7). The Ministry of
Culture and Tourism, the Governorship of Istanbul, Istanbul Metropolitan Municipality, Fatih
13
Municipality, Zeytinburnu Municipality, Eyup Municipality, Bayrampasa Municipality and the District
Directorate of Foundations are the institutional members of the Advisory Board; the President of
Tangible Cultural Heritage Committee of UNESCO Turkish National Commission, the President of
ICOMOS Turkish National Committee are members of the Advisory Board as representatives of
independent institutions outside central and local government units; TMMOB Chamber of Architects
Presidency of Istanbul Buyukkent Branch and TMMOB Chamber of City Planners Presidency of
Istanbul Branch are the Representatives of trade associations; IU, ITU, MSGSU, YTU are the
representatives from the universities in Istanbul; 26 experts who were selected for the Advisory
Board in relation to this subject; The President and Vice President of the Advisory Board declared
their opinions in writing.
On the other hand, 20 members of the Board declared their opinions verbally in the Advisory Board
meeting held on February, 21st, 2011. In addition to these opinions, the President and Vice President
of the Advisory Board prepared an evaluation report on March 9th 2011 after reviewing the opinions
of the members. In accordance with these opinions, 1st Draft of Istanbul Historic Peninsula Site
Management Plan was revised and 2nd Draft Plan was prepared. It was submitted to the Directorate
of Conservation of Historic Sites on 8th April 2011 and transmitted to the Head of Site Management.
The Coordination and Supervision Board of Istanbul Sites started working on 2nd Draft on May 05,
2011 and after three meetings, adopted the decision dated July 27, 2011 (See: Appendix‐7).
According to the decision and its appendixes, 2nd Draft of Istanbul Historic Peninsula Site
Management Plan was revised, completed and delivered to the Directorate of Conservation of
Historic Sites on September 16th 2011 as the “3rd Draft” in order to be submitted to Coordination and
Supervision Board.
At the same time, the 35th Meeting of UNESCO World Heritage Committee was held between 19 and
29 June 2011. At this meeting, for the first time Turkish and English versions of the 1st Draft of
Istanbul Historic Peninsula Site Management Plan and Turkish version of the 2nd Draft Plan was
introduced to the people concerned. During revision studies for the 3rd Draft of the Site
Management Plan, the decisions adopted at the 35th Meeting of the World Heritage Committee
regarding the “Historic Areas of Istanbul” (See: Appendix‐5) were taken into consideration and
necessary revisions were made to the Plan. The Committee also recommends that, after consulting
with the World Heritage Centre, an independent and specialised Advisory Committee be appointed
which will advise on establishing a strategic framework regarding conservation and developing
infrastructure; guide the management of the World Heritage Sites and consider every possible
solution to mitigate the effects of the Golden Horn Bridge.
The 3rd Draft of the Istanbul Historic Peninsula Site Management Plan was approved by the decision
of the Coordination and Supervision Board on September 29, 2011, on the proviso that the execution
of some revisions was added. Requested revisions were executed and the draft was submitted to the
Directorate of Conservation of Historic Sites on October 24, 2011. Revisions of the plan were
approved by the Coordination and Supervision Board on October 28, 2011 and it was decided that
the processes regarding the plan would be completed through the Council of Istanbul Metropolitan
Municipality, Council of Fatih Municipality, Council of Eyup Municipality, Council of Zeytinburnu
Municipality and Council of Bayrampasa Municipality. Istanbul Historic Peninsula Site Management
Plan was approved by district municipalities in November council meetings and by the Council of
Istanbul Metropolitan Municipality with the Council Decision dated December 16, 2011 and
numbered 2896.
14
According to the related legislation, all public institutions and establishments, municipalities, natural
and legal persons must comply with the “Istanbul Historic Peninsula Site Management Plan” which
came into effect following the approval of the Coordination and Supervision Board of Istanbul Sites.
Authorized administrations are liable to prioritize the services within the scope of the plan, to
allocate necessary funds in their budgets for this purpose and to provide resources. In the process of
realising the duties defined in the management plans, the Site Manager will work in coordination
with the institutions and establishments in charge of implementation and the authorized
administration.
During the monitoring process of the implementation of the Site Management Plan decisions; the
Supervision Unit to be formed and authorised by the Coordination and Supervision Board of Istanbul
Sites in accordance with the related legislation will perform annual performance evaluations of the
project packages assumed by related institutions and prepare the working program and budget draft
of the following year. The reports to be prepared at the end of these transactions will be evaluated
by the Coordination and Supervision Board and working program and the budget draft of the Site
Management Plan for the following year will be approved. Aside from the annual examination, the
Supervision Unit will review the vision, objectives and policies every five years and submit them to
the Coordination and Supervision Board for evaluation. Operation of this system, timings of the
project packages and performance indicators were defined within a general framework in Part 4 of
the 3rd Draft of “Management Plan of the Istanbul Historic Peninsula”. This framework should be
reviewed by the Coordination and Supervision Board and its affiliated Supervision Unit in the light of
information and recommendations of the Supervision Board.
15
16

1. DEFINITION OF ISTANBUL HISTORIC
PENINSULA SITE MANAGEMENT PLAN
AREA
1.1. Location and Boundaries of Area
Istanbul Province, which is one of the seven geographic regions of Turkey and provides a passage
between the Balkan Peninsula and Anatolia is topographically bordered with the Black Sea in the
north, the Kocaeli Mountain Ranges in the east, the Marmara Sea in the south and drainage divide of
Ergene Basin in the west. It also nestles between the administrative boundaries of Kocaeli Province in
the east and Tekirdag Province in the west.
The Historic Peninsula (Fatih District) is situated between 41˚02' North latitude and 28˚55'34 east
longitude. The Site Management Plan Area of the Istanbul Historic Peninsula which is located in the
southeast of the Catalca Peninsula forms a unique geography which shapes the Marmara Sea
Bosporus and Golden Horn entrances. Beyoglu lies to northeast of the Site, the Marmara Sea to the
south, Eyup to the north, Zeytinburnu District to the west and Bayrampasa to the northwest side of
the Site. The Area is integrated with the urban, archeological, historical and natural sites in the
associated districts (Map 1).

Map 1. Location of the Historic Peninsula within Istanbul
17
The boundaries of the Management Area have been extended by the Istanbul Historic Peninsula’s
Istanbul Natural and Cultural Sites Management Directorate Advisory Board to include the outer
areas of the four zones inscribed as “Historic Areas of Istanbul” (Suleymaniye, Zeyrek, Archeological
Park, Land Walls) in the World Heritage List and to cover the entire Historic Peninsula; they were
deemed fit by the related boards of the Ministry of Culture and Tourism under the definition of
“proposed management area and buffer zone”. As per the article and appendixes of the General
Directorate of Cultural Properties and Museums of the Ministry of Culture and Tourism dated April
22, 2009 and numbered 77886 and the Ministry Approval numbered 77841; boundaries of the Site
Management Plan Area are approved as the “Management Area Boundaries of Historic Areas of
Istanbul” in accordance with the 10th paragraph of the 3rd article of the law numbered 2863.
“Boundaries of the Site Management Plan Area of Historic Areas of Istanbul” which were determined
by the Istanbul Natural and Cultural Sites Management Directorate and Advisory Board, consider the
entire Istanbul Historic Peninsula as the Management Area. According to this decision, the
Management Area consists of two zones. These are the Historic Peninsula which is historically known
as the Istanbul Suriçi Zone; the green belt which is the external conservation belt of the Land Walls
and the Buffer Zone which includes 5 aspect points (Map 2 and Map 3).
Since 2010, the Historic Peninsula part of the Site Management Plan Area of the Istanbul Historic
Peninsula is administratively defined as the whole Fatih District. The “Buffer Zone” which lies parallel
to the Land Walls is within the boundaries of Eyup, Bayrampasa and Zeytinburnu Districts (Map 3).
The Area covers 57 neighbourhoods in the Fatih District, a whole neighbourhood and parts of three
neighbourhoods in Zeytinburnu District, two neighbourhoods in Eyup District and parts of a
neighbourhood in Bayrampasa District (Map 4). The area is 2,110 hectares in total; 1,562 hectares of
which is covered by the Historic Peninsula and 548 hectares by the Buffer Zone. This distribution is
shown in Table 1 according to districts.
18

Map 2. Boundaries of the Site Management Plan Area approved by the Minister of Culture and
Tourism on April 21st, 2009 (Source: Istanbul Natural and Cultural Sites Management Directorate)

Map 3. Boundaries of the Site Management Plan Area and World Heritage Sites approved by the
Ministry of Culture and Tourism (Source: Istanbul Natural and Cultural Site Management Directorate)
19
Table 1. Administrative Distribution and Sizes in the Site Management Plan According to Districts
POPULATION
ZONE DISTRICT NAME AREA (HECTARE)
(2007)
Historic Peninsula
Fatih 1,562 431,147
Suriçi
Bayrampasa 8 ‐
Buffer Zone / Zeytinburnu 407 26,091
Green Belt Eyup 133 4,874
Total 548 30,965
Total Site Management Plan Area 2,110 462,112

Map 4. Administrative Boundaries of the Site Management Plan Area (Source: IMM, 2008)

20
1.2. Importance of Area
1.2.1. Site Management Plan Area
Istanbul, which has been a capital city of several civilisations, is now a settlement geographically
called the Historic Peninsula. The Historic Peninsula is one of the rare urban settlements in the world
where life has been constantly sustained for thousands of years. It is difficult to find such constant,
intense, interlocking and a genuinely cosmopolite structure and settlement this size in other heritage
areas subject to management plans.
The city’s efficient role as the “governing city” over a large geographical footprint from which several
important works of art were built, demolished and rebuilt accordingly have contributed to the
formation of this accumulation. Political development process of the Historic Peninsula as we know
today began with the Byzantine City, and following its position as an administrative centre in Roman
and Ottoman eras, has reached to this day within the boundaries of the Republic of Turkey.
Development of the Historic Peninsula was shaped by the influences of the cultural and institutional
heritage conveyed by the urban and socio‐cultural structures in different eras on the building of the
new era. Consequently, traces of history in the Historic Peninsula are multi‐layered. Monuments
which symbolise the powers of the civilisations which lived on the same urban site bear an attribute
of physical transitivity.
Actual Istanbul, which is currently known as “Historic Peninsula,” displays a unique silhouette with its
renowned “seven hills” rising from an altitude of 45 to 85 and forming a chain on the mountain range
which stretches from Sarayburnu to Edirnekapi, monuments situated on those hills and the slopes
inclined to the Golden Horn and the Marmara Sea. The Land Walls which are one of the important
symbols of the Historic Peninsula have existed among the basic spatial elements of the city
throughout history; in addition to providing its primary function of defence, it also determined the
size and development of the city. Other structural elements of the city such as the ports and
infrastructure systems for provision of water were established in the Byzantine era and developed
and extended due to engineering implementations particularly in the Roman and Ottoman eras.
Religious structures and public spaces were shaped according to the topography of the city and whilst
their structural attributes have changed in the light of socio‐economic and cultural elements as
reflected to specific eras, their symbolic meanings were sustained.
1.2.2. World Heritage Sites of the Historic Peninsula
The “Convention Concerning the Conservation of the World Cultural and Natural Heritage” which
was approved by UNESCO in its 17th General Conference in 1972 aims to introduce the cultural and
natural properties in the world which have a Universal Outstanding Value as the common heritage of
the whole of humanity, to establish the consciousness of protecting the universal heritage within the
communities and to ensure necessary cooperation in order to maintain these values which have
been corrupted and destroyed due to various reasons. In 1985, ‘Historic Areas of Istanbul’ consisting
of four zones was inscribed on the World Heritage List. This list was established in 1978.
21
The most important condition for subscription on the World Heritage List is to document that the
property in question has an outstanding universal value. Within the scope of the criteria used by the
World Heritage Committee in defining the properties which have outstanding universal value,
definitions of outstanding universal value, compliance with the criteria, authenticity and integrity
which were prepared with the Ministry of Culture and Tourism for the Historic Areas of Istanbul and
acknowledged in the meeting of UNESCO World Heritage Committee held in Paris between June 19‐
29, 2011 (WHC‐11/35.COM/8E p.45‐47) are specified below (See: Appendix‐8).
Outstanding Universal Value
Strategically located on the Bosphorus peninsula between the Balkans and Anatolia, the Black Sea
and the Mediterranean, Istanbul was successively the capital of the Eastern Roman Empire, and the
Ottoman Empire and has been associated with major events in political history, religious history and
art history for more than 2,000 years. The city is situated on a peninsula which is surrounded by the
Golden Horn (Halic), a natural harbour on the north, the Bosphorus on the east and the Marmara Sea
on the south. The Historic Peninsula, on which the former Byzantium and Constantinople developed,
was surrounded by ancient walls, built initially by Theodosius in the early fifth century.
The Outstanding Universal Value of Istanbul resides in its unique integration of architectural
masterpieces that reflect the meeting of Europe and Asia over many centuries, and in its
incomparable skyline formed by the creative genius of Byzantine and Ottoman architects.
The distinctive and characteristic skyline of Istanbul was built up over many centuries and
encompasses the Hagia Sophia whose vast dome reflects the architectural and decorative expertise
of the 6th century, the 15th century Fatih complex and Topkapi Palace – that was continually
extended until the 19th century, the Suleymaniye Mosque complex and Sehzade Mosque complex,
works of the chief architect Sinan, reflecting the climax of Ottoman architecture in the 16th century,
the 17th century Blue Mosque and the slender minarets of the New Mosque near the port
completed in 1664.
The four areas of the property are the Archeological Park, at the tip of the Historic Peninsula; the
Suleymaniye quarter with Suleymaniye Mosque complex, bazaars and vernacular settlement around
it; the Zeyrek area of settlement around the Zeyrek Mosque (the former church of the Pantocrator),
and the area along both sides of the Theodosian land walls including remains of the former
Blachernae Palace.
These areas display architectural achievements of successive imperial periods also including the 17th
century Blue Mosque, the Sokollu Mehmet Pasha Mosque, the 16th century Sehzade Mosque
complex, the 15th century Topkapi Palace, the hippodrome of Constantine, the aqueduct of Valens,
the Justinian churches of Hagia Sophia, St. Irene, Little Hagia Sophia Mosque (the former church of
the Sts Sergius and Bacchus), the Pantocrator Church founded under John II Comnene by Empress
Irene; the former Church of the Holy Saviour of Chora with its mosaics and paintings dating from the
14th and 15th centuries; and many other exceptional examples of various building types including
baths, cisterns, and tombs.
22
Criterion (i) (1984): The Historic Areas of Istanbul include monuments recognised as unique
architectural masterpieces of Byzantine and Ottoman periods such as Hagia Sophia, which was
designed by Anthemios of Tralles and Isidoros of Miletus in 532‐537 and the Suleymaniye Mosque
complex designed by architect Sinan in 1550‐1557.
Criterion (ii) (1984): Throughout history the monuments in Istanbul have exerted considerable
influence on the development of architecture, monumental arts and the organisation of space, both
in Europe and the Near East. Thus, the 6,650 meter terrestrial wall of Theodosius II with its second
line of defence, created in 447, was one of the leading references for military architecture; Hagia
Sophia became a model for an entire family of churches and later mosques, and the mosaics of the
palaces and churches of Constantinople influenced both Eastern and Western art.
Criterion (iii) (1984): Istanbul bears unique testimony to the Byzantine and Ottoman civilisations
through its large number of high quality examples of a great range of building types, some with
associated monuments. They include fortifications, churches and palaces with mosaics and frescos,
monumental cisterns, tombs, mosques, religious schools and bath buildings. The vernacular housing
around major religious monuments in the Suleymaniye and Zeyrek quarters provide exceptional
evidence of the late Ottoman urban pattern.
Criterion (iv) (1984): The city is an outstanding set of monuments, architectural and technical
ensembles that illustrate very distinguished phases of human history. In particular, the Palace of
Topkapi and the Suleymaniye Mosque complex with its caravanserai, madrasa, medical school,
library, bath building, hospice and imperial tombs, provide supreme examples of ensembles of
palaces and religious complexes of the Ottoman period.
Integrity (2011)
The Historic Areas of Istanbul include the key attributes that convey the Outstanding Universal Value
of Istanbul as the parts of the city that had escaped major changes and deterioration in the 19th and
20th centuries and were already protected by national legislation at the time of inscription.
Vernacular timber housing in the Suleymaniye and Zeyrek quarters was recognized as vulnerable at
the time of inscription. Despite the threat of pressure for change, many efforts have been executed
in order to conserve and strengthen the timber structures within the site since then. Changes in the
social structure within the area have also affected the use of those structures. The urban fabric is
threatened by lack of maintenance and pressure for change. The Metropolitan Municipality is
attempting to rehabilitate the area to revive its degraded parts. The revival of the Suleymaniye and
Zeyrek quarters is a long project which demands a long and careful process of cleaning, conservation
and restoration. The Suleymaniye Complex has retained its structural and architectural integrity,
except some minor changes in the commercial part of the compound. Zeyrek Mosque, originally the
Church of Pantocrator, has suffered from several earthquakes.
The integrity of the major monuments and archeological remains within the four Historic Areas are
largely intact but they are vulnerable due to the lack of a management plan. With the management
plan, which is under approval process by related authority, it is aimed to address all the issues and
solve the problems within the site gradually.
23
The setting of the Historic Areas of Istanbul and the outstanding silhouette of the city are vulnerable
to development.
Authenticity (2011)
The ability of the monuments and vernacular housing to express truthfully the Outstanding Universal
Value of the Historic Areas of Istanbul has been compromised to some extent since inscription in
terms of their design and materials. The conservation and restoration works in the setting of the
Historic Peninsula are being led and followed by the central and local authorities as well as newly
established institutions with the financial funds provided by the legal amendments.
The setting and distinctive skyline of the Historic Peninsula continues to express the Outstanding
Universal Value of the property. However the ongoing ability of the wider maritime setting to do this
depends on ensuring that development does not compromise views of the skyline.
Conservation and Management Requirements to Sustain the Outstanding Universal Value (2011)
In order to be subscribed in the World Heritage List, it is necessary to meet the conditions of
Conservation and Management Requirements to Sustain the Outstanding Universal Value. Under
conservation and management, attributes such as boundaries, buffer zone, management systems
and sustainable use should be defined. for the Historic Areas of Istanbul, the “Conservation and
Management Required to Sustain the Outstanding Universal Value” defined by the related experts
and institutions on April 2011 and acknowledged in the meeting of UNESCO World Heritage
Committee held in Paris between June 19‐29, 2011(WHC‐11/35.COM/8E p.45‐47) is specified below
(See: Appendix‐8).
Conservation and Management Requirements (2011)
The Historic Areas of Istanbul is legally protected through national conservation legislation. There is
no specific planning legislation to protect World Heritage Sites. The management structure for the
conservation and conservation of the properties includes the shared responsibilities of national
government (The Ministry of Culture and Tourism’s General Directorate of Cultural Properties and
Museums, General Directorate of Pious Foundation) local government and several state institutions.
The approval of the Conservation Board has to be obtained for physical interventions and functional
changes in registered buildings and conservation areas.
The Site Management Directorate for Cultural and Natural Sites of Istanbul was established within
the Istanbul Metropolitan Municipality in 2006 to coordinate management planning processes for
World Heritage Sites of Istanbul. The work of the directorate is supported by an Advisory Board and a
Coordination and Supervision Board. A site manager has also been appointed. A department was also
structured under the Ministry of Culture and Tourism to coordinate the management issues of the
World Heritage Sites in Turkey and to collaborate with related authorities for the implementation of
the World Heritage Convention and the Operational Guidelines.
24
The first conservation plans for Zeyrek, Suleymaniye and the Land Walls were prepared and
approved in 1979 and 1981. A new conservation plan including World Heritage Sites was endorsed by
the Council of Istanbul Metropolitan Municipality and submitted to the Conservation Board for
approval. The impressive skyline of the Historic Peninsula with the Topkapi Palace, Hagia Sophia and
Suleymaniye is preserved by planning measures. The legal conservation and the management
structures are adequate for ensuring the proper conservation of the properties. The national
government has allocated a large amount of funding for restoration and conservation projects within
the site as part of the European Capital of Culture campaign, in addition to the Ministry of Culture
and Tourism’s, the Istanbul Special Provincial Administration’s, General Directorate of Pious
Foundation’s and the local government’s annual budgets.
Finding a balance between change and preservation is a delicate issue in the Historic Peninsula. The
Management Plan, which is currently being prepared in collaboration with all stakeholders in
conformity with the related legislation, will address this issue. It will address the traffic and transport
plan for the city, the urban regeneration strategy and tourism management, and will provide a
proper framework to ensure that construction and infrastructure projects respect the Outstanding
Universal Value of the property. It will also include policies for conservation, standards for
restoration and rehabilitation, management responsibilities, accessibility, visitor management,
policies for increasing the perception of the site, increasing the quality of daily life, risk management,
awareness raising and training.
25
Map 5. World Heritage Sites of the Historic Peninsula (Source: UNESCO, 2006)
26
Location, Boundaries and Importance of Sultanahmet Archeological Park World Heritage Site
Sultanahmet Archeological Park World Heritage Site (Map 5) is located on the east side of the
Historic Peninsula on the first hill of Istanbul and consists of two different zones; the first being the
Sur‐i Sultani Zone in which Topkapi Palace is located and the second one is the Sultanahmet Zone.
The institutional foundation to accepting the zone as a World Heritage Site was grounded in the
middle of 1930s. According to the Pros Plan which was prepared between 1936 and 1940, under the
name of Master Plan of Istanbul and covers the Historic Peninsula boundaries, it was proposed that
the associated sites of Sur‐i Sultani and Sultanahmet would be “conserved as an Archeological Park
and developed for the intention of tourism”(Figure 2). According to this decision, the zone was
declared as “Archeological Park” in 1953; GEEAYK adopted this decision soon after its foundation
(IMM, 2003a).

Figure 2. Archeological Park Area in Prost Plan (Source: IMM, 2003a)
In the Sultanahmet Archeological Park World Heritage Site, Sur‐i Sultani Zone; the zone which
includes Topkapi Palace Museum, Istanbul Archeological Museums and Hagia Irene Museum was
declared as a First Degree Archeological Site through the decision taken by the Istanbul No. 1 Board
of Conservation of Cultural and Natural Properties dated December 07, 1995 and numbered 6848;
while Sultanahmet Zone was declared as an Urban Archeological Site due to its monumental arts as
well as its partial functions in residence, trade and tourism (Map 6) (IMM, 2003a).

Map 6. Sites in Sultanahmet Archeological Park World Heritage Site (Source: IMM, 2003a)
27
Sultanahmet Archeological Park World Heritage Site, which is one of the four Heritage Sites
inscribed in the World Heritage List under the definition of “Historic Areas of Istanbul” and meets
Cultural Criteria no (i), (ii), (iii) and (iv) as inscribed on the World Heritage List is defined as the fact
that it includes Hagia Sophia and Sultan Ahmet Mosques and the unique structures of the religious
architecture of the Byzantine and Ottoman Era. These represent a masterpiece of human creative
genius as proposed in the first criteria. Hagia Sophia is accepted as the greatest work of Byzantine art
among the monuments located in the Archeological Park. The magnificence of Hagia Sophia’s interior
decoration, its unaccustomed architectural size, height of the dome in its centre and width of its
diameter has evoked admiration since time memorial.
Topkapi Palace which is defined as a distinguished example of a building type, architecture,
technology or landscape of a specific era of human history, has achieved glorious size, grandness and
functional variety with the additional structures and renovations made throughout various periods
and became a reflection of Ottoman state institutionalisation with this appearance. Magnificence
and multi‐unit functionality adopted by Ottoman palace protocol and hierarchy in the course of time
are also reflected in the architecture of Topkapi Palace. Due to being a 2500 year‐old Heritage Site,
the zone which is the most important tourism attraction point of Istanbul today (due to having
Topkapi Palace Museum, Hagia Sophia Museum, Sultan Ahmet Mosque and Sultan Ahmet Square
within) requires conservation due to its immense aboveground and underground values. Among the
important monuments in the zone are Hagia Sophia Museum, Hagia Irene, Little Hagia Sophia
Mosque, the Mosaic Museum and The Great Palace remains, Marmara Land Walls, Hippodrome,
Binbirdirek and Basilica Cisterns, Topkapi Palace, Ibrahim Pasha Palace, the Kulliye of Sokollu
Mehmed Pasha, Haseki Hurrem Sultan Hamami (Bath of Roxelana), The Fountain of Sultan Ahmet,
Sultan Ahmet Mosque, Building of Defter‐i Hakani (Land Register Office), Buildings of Istanbul
Archeological Museums and German Fountain (IMM, 2003a).
The Great Palace and the square in which Hippodrome was located in the Byzantine era stretch as far
as the Marmara Sea. After the conquest and in the reign of the Conqueror, building in the zone
began with structures such as the 1487 Ishak Pasha Kulliye, 1491 Firuz Aga Kulliye and Akbiyik
Mosque. In the 16th century, following the building of Ibrahim Pasha Palace, the square and its
surroundings were filled with vizier and pasha palaces. Upon the building of Sultan Ahmet Kulliye in
the 17th century, the district increased in stature and importance. Throughout the 19th century,
Sultanahmet has been a distinguished district of the city which was recognized by its mansions. The
parts of the district from Cankurtaran to Kadirga are filled with two‐storey humble residences as
opposed to mansions. The importance of the district continues with some government agency
buildings, particularly ministry buildings which were built in the 20th century (IMM, 2003a).
Location, Boundaries and Importance of Suleymaniye Mosque and its associated Area World
Heritage Site
Suleymaniye Mosque and its associated Area World Heritage Site is located to the north of the
Historic Peninsula and on the slope of the 3rd Hill of Istanbul which faces towards the Golden Horn. It
lies between Ataturk Boulevard and Istanbul University in an east‐west direction and stretches from
Sehzade Kulliye to the coast of the Golden Horn in a north‐south direction (Map 4). The name is
derived from the Suleymaniye Kulliye within its boundaries. The district shows the typical
characteristics of the Ottoman Era settlement with its traditional Turkish houses and the
neighbourhoods preserving their organic forms. Suleymaniye Kulliye and the houses developed
around it have formed the fabric of the zone. Neighbourhood groups which have been founded in
this way continue to meet civilian and social needs with structures such as mosques, mosque yards,
28
soup kitchens, markets, Ottoman primary schools, Moslem seminaries, hospitals and libraries etc.
(Eyice et al., 1994).
Suleymaniye Mosque and its associated Area World Heritage Site was declared as a site by the
Ministry of Culture in 1977 and put under conservation. In 1995, the Suleymaniye district was
defined as an urban and historic site according to the decision of Istanbul No 1 Conservation Board of
Cultural and Natural Properties dated December 07, 1995 and numbered 6848 who also declared the
entire Historic Peninsula as a site (Gulersoy‐Zeren et al., 2008c).
In the decision which specifies and approves that Suleymaniye Mosque and its Associated Sites
meets the Cultural Criteria no. (i), (ii), (iii) and (iv) and is one of the four conservation areas to be
inscribed on the World Heritage List under the name of “Historic Areas of Istanbul”; Suleymaniye
Kulliye which was built by Mimar Sinan (Sinan Pasha) as his semiskilled artwork by the order of
Suleiman the Magnificent is mentioned. Also it is emphasized that 525 wooden houses which were
registered and conserved are located in this traditional settlement (Photograph 1).
The district was begun to be called by the name of Suleymaniye Mosque and Kulliye (which was
completed in 1557). Besides the kulliye, the structures which earn the name and characteristics of
the district have been the madrasas, specialised schools for the learning of hadith (Darulhadis),
hospital (Darussifa), Qur'an schools (Darulkurra), public kitchens (imaret), public baths (Hamam),
Caravanserai‐Guest House (Tabhane), Graveyard (Hazire) and Tombs, Bazaar (Arasta) and Market. In
addition to its rich functions, it had become one of the most important zones of Istanbul for being
the residential district of the religious scholars, executives of the Palace and merchant princes.
Various urban functions which were gathered in this zone from the early 16th century to early 19th
century have brought craftsman workshops, business offices and stores to a wide area surrounding
Suleymaniye. “Suleymaniye handicrafts” and in particular copper handicrafts are made in the stores
of the kulliye on Mimar Sinan Avenue and nearby. Towards Mercan lies the shopping and trade
centre of the city which falls outside the World Heritage Site and Golden Horn below, where actions
of several developing production units are still observed today, particularly the coppersmiths,
moulders, wood turners, mouthpiece makers and felt cloak makers. Several buildings and faculties of
Istanbul University located in the zone continue to provide an education and science function in the
district (Eyice et al., 1994).

Photograph 1. Suleymaniye Kulliye
29
Location, Boundaries and Importance of Zeyrek Mosque (Pantocrator Church) and its associated
Area World Heritage Site
Zeyrek Mosque (Pantocrator Church) and its associated Area World Heritage Site is located on the
fourth hill and hillside of Istanbul and is bordered by Ataturk Boulevard to the east. Ataturk
Boulevard separates it from the Suleymaniye District, Suleymaniye Mosque and Kulliye which are
located on another hill of Istanbul on another World Heritage Site. Fatih Mosque and Kulliye which is
one of the most important structures of the Historic Peninsula are located west of the Site. Having a
surface area of about 10 ha, Zeyrek Mosque (Pantocrator Church) and its associated Area World
Heritage Site is the smallest of the World Heritage Sites of Istanbul.
Zeyrek district which is known as the fourth hill of Istanbul and recognized as the monastery zone
during the early period of Byzantine still bears the traces of that period with its monuments. It has
always preserved its traditional fabric consisting of wooden attached buildings which reflects the
characteristics of the residence area. However, due to reasons such as fires, lack of proper care and
immigration, the district has suffered substantial damage through time, although not as much as
Suleymaniye which is the other heritage site (IMM, 2003a; Gulersoy‐Zeren et al., 2008b).
Upon the examination of the decision of inscribing the Zeyrek district on the World Heritage List, it is
understood that the actual important element is Pantocrator Church (Photograph 2). In the ICOMOS
preparation report which is the basis of the decision, this Church is listed in the same class with Hagia
Sophia, Hagia Irene, Chora Church and Blakhernai Palace and the importance it bears in the historic
development of the city is emphasized. Therefore, this religious monument is of great importance in
the fact that the Zeyrek district was assessed as a World Heritage Site.
Zeyrek Mosque and its associated Area World Heritage Site was declared as a site by the Ministry of
Culture in 1979 and put under conservation. In 1995, the Zeyrek district was defined as an Urban and
Historic Site according to the decision of Istanbul No 1 Board of Conservation of Cultural and Natural
Properties dated December 7th, 1995 and numbered 6848 which also declared the entire Historic
Peninsula as a site.

Photograph 2. Molla Zeyrek Mosque ‐ Pantocrator Church
30
The monuments within Zeyrek which was recognized as the monastery zone in the Byzantine period,
reflects traces of that period today. It is known that in the past, the Site hosted a monastery complex
consisting of the Pantocrator Church and several other structures affiliated to it. It is observed that a
part of those structures and a few cisterns affiliated to the Church still remain to this day and the
structures were utilised for various functions. Pantocrator Church was turned into a madrasa in the
period of Sultan Mehmed the Conqueror and the district and structure are named after Muderis
Mehmed Zeyrek Efendi. Restoration works of Molla Zeyrek Mosque continues (IMM, 2003a;
Gulersoy‐Zeren et al., 2008b).
Among the cisterns around Molla Zeyrek Mosque, the Zeyrek Cistern in particular on the Ataturk
Boulevard is important since a large part of it is above the ground. It can be evidenced through old
documents that a part of the cistern was above the ground before Ataturk Boulevard was opened to
service and that it formed a kind of terrace wall. The Zeyrek Cistern, in which the restoration works
still continue, is being considered to be used as a culture centre in the future. Besides the Zeyrek
Cistern, relatively small cisterns from the Ottoman and Byzantine periods are present and other
cistern structures may occasionally be found under the buildings. Another structure affiliated to the
complex formed by Pantocrator Church is Zeyrekhane, a paved courtyard of an Ottoman house which
was restored in past years and is used as a touristic facility today. The associated area of Molla
Zeyrek Mosque bears a privileged importance due to being a vantage point where Galata, the Golden
Horn and Suleymaniye can be viewed and also because of its historic value and architectural
features.
Authenticity of Zeyrek is rooted in the fact that the fabric consisting of traditional streets and
wooden residential units which reflects the typical character of Ottoman settlement has been on the
whole preserved. The fabrics of the streets and architecture in the Site were mainly determined by
the topography. Curved, sheer and narrow streets which are formed due to the elevation difference
are one of the examples of original Ottoman settlement that still exist today. The fabric of residence
generally consists of 2‐3 storey wooden attached houses less than 100 m². Another common trait of
the houses which have living areas towards the street and small yards at the back is that they have
bay windows at different heights and widths. Besides the attached houses, there are also four‐
fronted mansions which are located in gardens and built in a way as to form a road boundary with
one front (IMM, 2003a; Gulersoy‐Zeren et al., 2008b).
Location, Boundaries and Importance of Land Walls of Istanbul World Heritage Site
The Land Walls of Istanbul World Heritage Site lie in the west boundary of the Historic Peninsula and
from the Golden Horn to the Marmara Sea in an east‐south direction. The Land Walls of Istanbul
consist of three basic parts. These are defined as the Wall Structure, Inner Conservation Area of Land
Walls and Outer Conservation Area of Land Walls. Whilst Wall Structure and Inner Conservation Area
of Land Walls are within the boundaries of Fatih District, the Outer Conservation Area of Land Walls
is within the boundaries of Zeytinburnu, Eyup and Bayrampasa districts. The first decision regarding
conserving the Land Walls of Istanbul (which was built in 447, have protected Istanbul against the
attacks from the land throughout the history and have an archeological and historic importance) was
first adopted in the Historic Peninsula Plan of Prost. According to this, it was decided that the Land
Walls would be conserved with the following decree: “...Building construction will be forbidden within
an area of 500 m radius for the outer part and within an area whose radius will be determined as per
the arrangement to be made in accordance with the development of existing neighbourhoods along
the walls for the inner part”. Also, within the 1/5000 Scale Inner Wall Master Plan which was
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approved in 1964, it is accepted that the decision in the Prost’s Plan regarding the Land Walls is
entirely admissible.
As per the decision of the Supreme Board of Immovable Ancient Arts and Monuments dated July 19,
1981 and numbered 12850, the ‘Conservation Project for Land Walls of Istanbul’ prepared by
Istanbul Municipality was approved; Land Walls were put under conservation as a site which is
limited with the wall isolation area determined inside and outside the walls. In 1985, the Land Walls
of Istanbul were inscribed on the World Heritage List of UNESCO as one of the Historic Areas of
Istanbul. Afterwards, boundaries were confirmed once more with the ‘Development Plan for
Conservation of the Land Walls’ approved by the District Conservation Board of Cultural and Natural
Properties on September 25, 1987 and building height to be constructed in the Inner Conservation
Area of Land Walls was limited to 6.50 meters. According to the decision regarding the Land Walls in
the 1/5000 Scale Historic Peninsula Master Plan for Conservation of Land Walls that was approved by
Istanbul No 1 Conservation Board of Cultural and Natural Properties on January 26, 2005 the
aforementioned accepted principles were transferred to the plan without any change.
Accordingly, in the proposal submitted to the UNESCO World Heritage Committee in 1985, it is
emphasized that the Land Walls of Istanbul is 6.650 meters in length, dates back to the year 447 and
bears importance as a reference of military architecture. In addition, it is specified that the land walls
were built before all monuments in the Historic Peninsula and that the art and architecture works
created by the civilisations in the zone would not be present were it not for these land walls
(Photograph 3).
The Land Walls have been among the basic spatial elements throughout the ages and aside from
providing their primary function of defence, they also determined the size and development of the
city. Being the most advanced defence structure of the late ancient period, the Land Walls of Istanbul
managed to resist the blockades for nearly a thousand years and this is the success of the architects
and builders who assimilated the military architecture information which were accumulated since
the Hellenistic period (Eyice et al., 1994). These land walls famous for their legendary impassability in
the Middle Ages were part of the Christian mythos of Constantinople. Furthermore, the Land Walls,
which are a symbol of the fact that the city of Roman empires could not be conquered, have
remained as an indicator of the indestructible power of the Byzantine Empire and the most valuable
Pagan heritage attributed to the Christian Byzantine for a thousand years (Kuban, 2004).

Photograph 3. Land Walls of Istanbul
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1.3. Historical Development Process of the Site
The city of Istanbul is located at the land crossroads between Asia and Europe and between the
Mediterranean and Black Sea. The city is a meeting point of various interactions relating to
immigration, trade and cultural and covers an extensive geographical area. The zone which is
surrounded by the Golden Horn in the north, the Bosporus in the east, the Marmara Sea in the south
and Theodosius Walls in the west is defined as the “Historic Peninsula”. The Historic Peninsula is the
geographical location in which Istanbul has been the capital city of civilisations and has preserved its
importance throughout the ages due to its efficient roles in history together with several important
monuments located therein (See: Appendix‐9).
The development processes of the Historic Peninsula have not however occurred through the
accumulation of the urban and socio‐cultural structures throughout different periods, but rather by
replacement of the previous elements with the elements from more recent periods. Consequently,
historical traces in the Historic Peninsula have a multi‐layered quality. The topography of the Historic
Peninsula and its relationship with the sea has played an important role in the formation of the main
structure of the city and has helped establish its original character. The Land Walls have been among
the basic spatial elements throughout the ages and aside from providing their primary function of
defence, they also determined the size and development of the city. The foundation of the other
basic elements of the city, namely the ports and infrastructure systems for water provision, were
established in the period of the colonial city Byzantion. Throughout the other periods, these
elements were adopted, developed and expanded. Throughout the earlier periods, Spatial
development of monuments such as religious structures and areas and public spaces were shaped
according to the topography of the city and whilst their structural attributes have changed in the
light of socio‐economic and cultural elements unique to the respective eras, their symbolic meanings
were maintained.
Archeological researches indicate that the first settlement in the Historic Peninsula date back to the
Neolithic Era. In particular, the findings recovered from Yenikapi excavations, indicate that the first
settlements which were previously accepted to be located in the south of the Hippodrome were
actually located in a much wider zone in the south of the Peninsula. Thus, the accepted settlement
date for the city centre was pushed back a further 8500 years. The first urban settlement in the
Historic Peninsula began with the colonial city Byzantion. According to written sources, it is known
that the city of Byzantion was established by Megarians in B.C. 7th century in the east of the Historic
Peninsula, around the location currently known as Sarayburnu and its associated area. Byzantion fell
under domination of the Roman Empire in A.C. 196. It is believed this in this period, the construction
of the Hippodrome and some pillared avenues were built. Furthermore, the Land Walls were moved
a little further and rebuilt.
The city became the capital city of the Roman Empire in the 4th Century during the period of
Constantine and was named Nova Roma. However, over time it became known as Constantinople.
The city of Byzantion, after being declared the capital city and named Constantinople, became an
important centre within economic, cultural and administrative structure of the Roman Empire. From
this period onwards, it has been one of the most important centres which have greatly influenced
the history of world politics and culture. The name Byzantion was discussed and updated by the
researchers in the later periods. In order to define the empire which adopted Christianism, carried its
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capital city to Byzantion, adopted Hellenism and left the Latin language over time, the name
“Byzantium” was adopted, which was derived from the name of its capital city. In this period, the
land walls of the city, which were re‐developed, were expanded and several new buildings were
constructed. Also in the period of Emperor Constantine, the Hippodrome was reorganised, the 25‐
meters‐wide Mese Avenue was renovated, the Milion monument was built and a new palace was
built near the Hippodrome. Conversely, due to the liberation of Christianity, several churches were
built such as Hagia Irene, Akakios and Mokios outside the walls which still stand today. In the 5th
Century, Christian temples increased rapidly in the city and several churches were built, some of
which still stand today. Hagia Sophia, which was known to have been built in the 4th Century, was
rebuilt by Theodosius II. Chalkoprateia Church located nearby together with Studios Monastery and
Ioannes Prodromos Church, which are currently located in Yedikule neighbourhood, are among the
churches which were built in the 5th century.
Towards the end of the Middle Byzantine era, when the city was in its latter development period, the
Blakhernea district which is currently known as Ayvansaray was incorporated into the city via the
land walls built by Emperor Manuel Komnenos. In this period, Magnum Palatium (Great Palace)
between Sultanahmet Square and the Marmara Sea was vacated and the Emperors moved to the
Palace in the Blakhernea district. Due to the loss of domination over the city during the Crusades, the
city was looted throughout the Latin occupation between 1204 and 1261; holy and valuable
properties, even structure materials were shipped to European cities. When the Crusaders were
evicted from the city in 1261 and the Latin occupation came to an end, the Byzantine state renovated
several old structures in order to develop the city one last time. Buildings such as Khora Monastery
(Kariye Mosque/Museum), Pammakaristos Monastery (Fethiye Mosque) and Saint Euphemia
represented their era with their rich adornments.
The Conquest of Constantinople by Mehmed II in 1453 was recognized as the beginning of the New
Era and around 4 years later, the capital city of the Ottoman Empire was transferred from Edirne to
Istanbul. Upon transfer, construction of Fatih Kulliye (1463‐1470) began on a high hill in the middle of
the city and which holds an important place in the physical and social history of the city. In
accordance with the needs of the Muslim‐Turkish population which continued to increase, other
Byzantine structures were to be used with new functions. In the city which was once again
developing, different kinds of detached buildings were built in accordance to needs. Furthermore,
due to the building of mosques and kulliyes which consist of a few structures with different
functions, the development of the city accelerated. Neighbourhoods were established around
mosques, kulliyes and masjids (small mosques) and several neighbourhoods were named after these
monuments.
As the city became crowded due to new opportunities provided by the kulliyes, and due to the
building of bazaars and inns, trade thrived and prospered. Thus, a short time after the conquest, as
well as being the administrative centre, Istanbul also became the most important commercial centre
of the state. On the other hand, in addition to meeting economic and social needs, kulliyes also
formed focus points which enlivened the silhouette immensely with their different structure types.
These focus points, (kulliyes), have transformed Istanbul into a city of domes. The master builders,
who used the topographic roughness in the most effective way, have successfully implemented the
solutions they determined for these kulliyes; not only architecturally, but in terms of city planning.
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The building of Topkapi Palace which was expanded with the addition of various extensions until
19thcentury began in the period of the Conqueror and a trade zone was developed around two
covered bazaars (bedesten) built in the same period which constitutes the core of the Grand Bazaar
(Kapalicarsi). Some of the important structures built in the 15th century are Sadrazam Mahmud Pasha
Kulliye (1463‐1473) around Grand Bazaar, Sadrazam Murad Pasha Kulliye (1471‐1477) in Aksaray
Sheikh Vefa Kulliye (1476) in Vefa, the kulliye which is located between the districts of Cerrahpasa
and Kocamustafapasa and built by Sadrazam Davut Pasha (1485), the kulliye which was built in
Cemberlitas by Sadrazam Atik Ali Pasha (1496), Firuz Aga Mosque (1495) and Asik Pasha Kulliye
located in Fatih/Haydar (2nd half of 15th century).
Some of the important monuments of 16th century are Sultan II. Beyazit Kulliye (1500‐1505) after
which the district was named and Yavuz Selim Kulliye (1522‐1523) built by Suleyman the Magnificent.
Again, within this century, important development activities were performed in Istanbul by Mimar
Sinan. The monuments of Mimar Sinan include the Kulliye from his early years as chief architect and
built in the name of Haseki Hurrem Sultan (1539) and Sehzade Mehmed Kulliye (1540‐1548) on the
Beyazit – Fatih axis. Suleymaniye Kulliye (1550‐1557), being located on one of the high hills of
Istanbul on an inclined land separated from the former palace area and facing the Golden Horn, is
the most important artwork of Mimar Sinan.
Although Istanbul followed its former development line in the 17th century, in parallel with the
decrease in the economic power of the empire, a decrease was observed in the development
activities when compared to the previous centuries. However, two important monuments were built
in the Istanbul peninsula in the 17th century namely, Sultanahmet Kulliye (1616) which was built in
the estate of the former Byzantine Palace and New Mosque Kulliye (1597‐1663) in the Eminonu
coast. It is observed that small kulliyes composing mainly of madrasas were built increasingly within
the 17th century. The important structures built within the 17th century are Kuyucu Murad Pasha
Kulliye (before 1610) built in Vezneciler, Ekmekcizade Ahmed Pasha Kulliye (1610) built in Vefa,
Bayram Pasha Kulliye (1635) built in Haseki, Valide Han between Grand Bazaar and Mercan where
trade is focused, Koprulu Kulliye (1661) built on Divan Avenue, Merzifonlu Kara Mustafa Pasha Kulliye
(1680‐1690) built in Carsikapi and Amcazade Kulliye (1700) built in Sarachane.
The 18th century is defined as the westward expansion period of the Ottoman Empire. The most
important structures built in this century are Corlulu Ali Pasha Kulliye (1707‐1709) in Carsikapi,
Nevsehirli Damad Ibrahim Pasha Kulliye (1720) in Vezneciler, Seyhulislam Ismail Efendi Kulliye (before
1725) in Carsamba, The Fountain of Sultan Ahmed III (1728), the Kulliye (1735) between Cerrahpasa –
Kocamustafapasa built by Sadrazam Hekimoglu Ali Pasha, Haci Besir Aga Kulliye (1744‐1745) built on
an inclined land in Cagaloglu, Nuruosmaniye Kulliye (1748‐1755) built with baroque fashion and
completely out of the classic approach, Laleli Kulliye (1760‐1763) which was built by Sultan Mustafa
III and gave its name to the district it is located in, Ragip Pasha Kulliye (1763) in Laleli, Zeynep Sultan
Kulliye (1769) built in the corner across Sur‐i Sultani in Alemdar, Murad Molla Kulliye (1769‐1775) in
Fatih/Carsamba, the kulliye (1775‐1789) built by Sultan I. Abdulhamid in Sirkeci and Sebsefa Kadin
Kulliye (1787) in Unkapani.
In the first half of the 19th century, large‐scale barracks and some education and management
buildings were constructed in Istanbul. Cultural and art buildings such as theatres and museums
which were not seen in the previous periods were built. Building the bridge over the Golden Horn,
expansion of roads, opening squares, building piers and developments such as the metro, tramway
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and railway which required huge investments also emerged in the 19th century. Some of the
important structures in that century are Naksidil Valide Sultan Kulliye (1817‐1818), Cevri Kalfa Kulliye
(1819) and Kucuk Efendi Kulliye (1826) in Kocamustafapasa, Fire Tower (1828) in Beyazit, Sultan II.
Mahmud Kulliye (1839) on Divan Avenue, Bab‐i Ali Building (1844) in Cagaloglu, Vakif Gureba Hospital
(1845), Hirka‐i Serif Mosque (1851), Bala Kulliye (1860 and after), Old Ministry of War Building
(currently Istanbul University Rectorship Building) (1863), Iran Embassy Building (after 1866) in
Cagaloglu, Pertevniyal Valide Sultan Kulliye (1867‐1871) in Aksaray Square, Old Ministry of
Agriculture and Commerce Building (1889), in the outskirts of Sultanahmet, Hippodrome, Sirkeci
Terminal (1890‐1901) was built as a result of the railway constructions in this period, Muze‐i
Humayun (1892‐97) Building built in the outer court of Topkapi Palace and Duyun‐i Umumiyye (1897)
Building.
The Old Ministry of Mail and Telegram Building (currently the PTT Building in Sirkeci from early 20th
century) (1905‐1909), Defter‐i Hakani (1910) Building (currently Land Register Building) near
Hippodrome, Sultanahmet, Harikzedegan Apartments (1919‐1922) built for the fire survivors after a
fire occurred in Laleli, Foundation Public Houses (1911‐1926) in the trade zone between Sirkeci and
Bahcekapi and Liman Han (early 20th century) are amongst the monuments of the period of national
architecture (See: Appendix‐9).
In addition to the monuments found in the Historic Peninsula, the historical pattern formed by civil
architectural examples in the area also reflects the historical development of the area and is of vital
importance. Neighbourhood units formed within the historical development of the Historic
Peninsula, around the structural complexes containing education, etc. and other public functions
operate as a complex with monuments and religious structures congruent to the topography. Civil
architectural examples also form the silhouette of the Historic Peninsula together with monuments,
which are consistent with the topography of the city (Kuban, 1970). Wooden houses and masonry
civil architectural structures, and building types reflect the social, cultural and economical properties
of their eras with their architectural appearances and technologies.
As soon as the Republic of Turkey was founded, Istanbul ceased to be the capital city. As a
consequence, several buildings lost their function particularly as a consequence of the re location of
government offices. Conversely, the population of the city decreased and due to various functions
being relocated from the Historic Peninsula, the place became unoccupied and dilapidated.
According to the new arrangements, besides two very important museums namely Istanbul
Archeological Museums and the Foundation Museum, Topkapi Palace became one of the most
important museums in the world. In the same period, Istanbul Hagia Sophia was also turned into a
museum and some other Byzantine monuments in the city were also connected to it (See: Appendix‐
9).
Istanbul continued to be the primary city with the largest population, an import port which
continued its commercial function and contained distinguished institutions of higher education.
These elements form the social infrastructure that gives Istanbul its prominence together with
encompassing architectural, cultural and art values that show its pluralistic cultural existence.
Technical infrastructure facilities in this period continued to maintain their distinguished positions in
the Republic era with urban and inter‐city maritime transportation, railway connections to suburbs,
and urban rail transportation, with Haydarpasa and Sirkeci train stations acting as the hubs of railway
connections providing services for national and international transportation and with all their other
36
capabilities. These man‐made elements of the environment, together with the natural features of
the Golden Horn and Marmara inland seas, combined with the climatic conditions and reinforced the
characteristic of the city’s being a centre of attraction (IBB, 2003a).
In the first years of the Republic, when great importance was attached to industrialisation by the
state, Istanbul was not selected as an industrial city in the First Industrial Plan of 1933, nor in the
Second Industrial Plan of 1939, in spite of all these advantages it incorporated and was only proposed
for its activities of efficient fisheries industry and measuring instruments manufacturing industry.
Although this situation prevented the destruction of monuments in the Historic Peninsula for a short
while, road building and development activities, which had started in the 19th century continued. The
primary example for the said activities was the works carried out in 1925 for the opening of Ataturk
Boulevard, which connected Unkapani, Aksaray and Yenikapi to each other. During the opening of
this Boulevard, which at certain places reaches a width of 40 ‐ 50 meters, small mosques such as
Suleyman Subasi Masjid, Papazoglu, Yahya Guzel, Sekbanbasi Ibrahim Aga, Firuz Aga and Revani
Celebi Masjids, and Payzen Yusuf Pasha Tomb, Kirkcesme Fountain and many other fountains and
historical structures were demolished.
The Historic Peninsula was, together with Istanbul, the subject of certain planning studies, which
directed the zoning activities commencing as of the first phase of the Republic era. The first planning
studies of the Republic era were initiated by the Elgotz Plan in 1933. Herman Elgotz of Germany,
Alfred Agache of France, and Jack H. Lambert were invited to Istanbul in 1933 by the Istanbul
Municipality with the purpose of preparing a plan and report for the entire city in order to provide a
contemporary image and create a healthy living environment in the city. The studies performed by
these experts were evaluated by a jury established by the municipality, and Elgotz’s plan and draft
was accepted. Elgotz proposed the unification of old cultural structure of the city with today’s needs
in a harmonious manner in order to sustain the unique beauty of the city in the future; to ensure that
2500 years of history is felt in each corner; to protect the monuments to be conserved by separating
them from the main transportation roads and interconnecting by secondary roads and to revive the
historical road network.
Some of the recommendations in this plan were for the slopes of old Istanbul and Beyoglu facing the
Golden Horn to be business centres, for Istiklal Avenue to be a commercial centre, for Topkapi and
Kurbagalidere to be heavy industry centres, and for Beyazit to be administrative and Sultanahmet
and Taksim to be cultural neighbourhoods; the construction of a Marmara coastal road, a set of
roads along the banks of the Golden Horn, and bridges constructed between Karakoy‐Eminonu,
Unkapani‐Azapkapi, and Eyup‐Sutluce, in addition to old roads being expanded. Elgotz’s plan was not
implemented. However, it can be observed that recommendations made in the plan were
substantially realised, albeit over the long‐term. In his report titled “Plan of Istanbul and Vicinity”,
prepared in 1935 after the Elgotz Plan, Dr. Martin Wagner based his study on regional analyses, and
emphasized the need to protect agricultural lands. The analyses Wagner made within the context of
the area did not satisfy the expectations of the administration and the plan proposal he prepared
was not accepted.
Prof. Henri Prost, Head City Planner of Paris Region and an academic member of City Planning
Institute in Paris, was invited to Istanbul in 1936 to make a plan for Istanbul, and commenced his
studies, which would continue until 1951. The Prost Plan took shape in accordance with the purposes
of ensuring internal integrity by establishing road connections between different sections of the city.
37
Conservation of historical silhouette of Istanbul and natural beauty of Bosphorus, restoration of
historical monuments and cleaning of their surroundings and the realisation of new structures with
architectural value were targeted within the scope of these purposes. It can be said that the Prost
Plan still keeps its validity today due to certain principles still being adopted in plans that were made
at a later date. However, the Prost Plan is criticized for not having evaluated Istanbul within a general
development perspective and for not providing directives. Prost made significant errors, especially in
subjects such as urban development and land allocations. It is understood that the identity assigned
to the Historic Peninsula is again being a city centre with his plan note, “The Bazaar will be put in a
completely modern shape and its general formation will be more or less left the same. Its exterior
borders will be surrounded by wide roads and wide parking lots will be allocated”.
It can be said that the Prost Plan is still valid today as some of its principles were also adopted in
plans that were prepared later on. Some of the principles and plan decisions of the Prost Plan, which
interest the Historic Peninsula may be summarized as follows: a provision to be passed to the effect
that maximum 3‐storey buildings be allowed in locations that are left over a curve that lays 40
meters above sea level with the purpose of protecting the silhouette of the Historic Peninsula;
conservation of the vicinity of Sultanahmet (Sur‐i Sultani), which is the characteristic section of the
Historic Peninsula, and its development for tourism function; design of Hippodrome in Sultanahmet
as the Republic Square with public buildings forming around it, and proposals being included within
the plan with respect to the arrangement of several squares; the expansion of Eminonu square and
removal of structures around the New Mosque; the cleaning up of Sarayburnu, which joins the
Historic Peninsula with the sea, from freight shipment and warehouses, and formation of Gulhane
Park number 1; a large port being constructed at Yenikapi and freight trains to stop at the
international station at Yenikapi, development of the port by Haydarpasa at the Anatolian side;
removal of all industries from the Bosphorus, transforming Golden Horn into an industrial axis,
vacating by stages of residential pattern on the left coast of the Golden Horn; and the surrounding of
Istanbul Land Walls that are between the Golden Horn and Marmara by a 500‐meter green belt.
An important decision of the Prost Plan is the principle allowing maximum 3‐storey buildings with
heights not exceeding 9.50 meters in locations that are above sea level by 40 meters or more, with
the purpose of protecting the silhouette of Istanbul. Demolition of extra floors in existing structures,
which did not comply with this plan, was also concluded and the Land Clause Act that also contained
this provision came into effect. The first implementation of the Law was the demolition of three
extra floors of the Botanical Institute, which was constructed next to the Suleymaniye Mosque. On
the other hand, the opening up of the Golden Horn and Marmara coasts to trade and industry, which
was a part of the plan, led to industrial pollution at the Golden Horn and Yedikule. Sirkeci Station
being left as a suburban station, the arrangement of an international station and port at Yenikapi,
opening up of three main roads in the Historic Peninsula (opening of Vatan and Millet Avenues, and
Sirkeci – Florya coastal road) caused damage to the historical identity. Lutfu Kirdar, who was
appointed as the Governor and Mayor in 1939, initiated the implementation of certain sections of
the Plan such as arrangement of many squares and primarily Eminonu and Taksim Squares. The most
important decision of the Prost Plan, which was not implemented, was the Yenikapi Port. The Plan of
Prost was made at a period when rapid population growth did not exist. It proved to be insufficient
when faced with the rapid population growth of Istanbul in post WWII, due to being prepared as the
plan of a city that was not growing and this zoning operation, which witnessed the demolition of
1148 buildings, was halted with the departure of Lutfu Kirdar from the posts of Governor and Mayor
in 1948 (Tekeli, 1993).
38
After 1950, migration and urbanisation rate suddenly increased due to the industrialisation of
Istanbul and this increase left urban planning facing various issues. At the forefront of these issues
was the inability to provide sufficient residential supply to compensate for the increasing population
which resulted in shanty settlements being erected around the city centre, satisfying the rapidly
increasing land demand of industry and proliferation of motorised vehicles such as cars, shared taxis,
etc. and the urban traffic congestion. Several legal arrangements were realised with the purpose of
resolving these issues. However, all these arrangements proved to be insufficient when faced with
the proportions of rapid urbanisation that was being experienced (IBB, 2003a).
Zoning actions, which commenced under the leadership of the then Prime Minister Adnan Menderes
between 1950 and 1960, combined with the pressure of demographic developments resulted in a
new Istanbul image whose historical urban fabric suffered great destruction. These zoning actions
had the aim of resolving issues, such as easing traffic, expanding the squares with the purpose of
enhancing the city and undertaking the restoration of mosques and religious structures. The road
layout foreseen in the Prost Plan was expanded by the zoning activities of this period. In area
regained by filling the sea, historical sea walls were transformed into land walls upon the
construction of the coastal road starting from Sirkeci up to Florya and fishing ports were built in front
of the walls. Furthermore, the parts of the Golden Horn Walls, which had been left between buildings
during the construction of Eminonu – Unkapani Avenue (Ragip Gumuspala Avenue), were
demolished without even conducting a proper assessment. In a similar manner many monuments,
which constituted a part of the historical and old city fabric, were destroyed in the Historical Inner
Wall section due to zoning actions referred to as “Menderes Expropriations” while Vatan and Millet
Avenues were being opened. Furthermore, high‐rising and dense housing was allowed, which was
incongruent with the historic environment.
A large area adjacent to Ataturk Boulevard was completely demolished, including certain important
monuments that were found in it and a Dry Goods Dealers’ Market was built on it, contrary to the
purpose of the expropriation. The number of buildings expropriated and demolished had reached
7289 during the time of Menderes due to the construction of the road starting from Vatan Avenue,
Millet Avenue and Sehzadebasi to Edirnekapi; the road which begin with Sehzadebasi, then continue
with Macar Kardesler and Fevzi Pasha Avenue; Sirkeci – Florya Coastal road; Eminonu‐Unkapani
Avenue (Ragip Gumuspala Avenue) and also construction of squares. The monuments on the most
ancient axis of the Historic Peninsula were either disposed of (such as Murat Pasha Bath) or were cut
off (for example, Simkeshane, Hasan Pasha Inn) due to roads which were opened after being
elevated or reduced according to the standards of highway engineers, some of the foundations of big
monuments had been left exposed to the air (such as Bayezid Bath, and Akdeniz Madrasas of Fatih
social complex), whilst others were buried in the ground (for example, Koca Ragip Pasha Library and
Sibyan School). When building density started to increase in the years 1954‐1960, the number of
multi‐storey reinforced concrete buildings progressively increased, the old neighbourhood
inhabitants became the minority as a result of new population movements and several families left
Fatih. Thus, while the historical fabric of Fatih and its civil architecture were being substantially
destroyed, its social fabric had also undergone change.
Prof. L. Piccinato was invited to Istanbul in the years 1960 – 1967 to manage zoning activities.
Piccinato demanded that housing permits, which would cause dense housing, should not be granted
at settlement areas, land subdivision and allotment should be prohibited in the potential
development areas of the city and legal and financial legislation should be renewed. The
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Metropolitan Master Plan of Istanbul prepared by Prof. L Piccinato included the following principles:
Conservation of the cultural and historic environment the city had acquired during the course of its
historical development against the threat of growing with concrete structures; establishing a
metropolitan administration for the “Metropolitan Istanbul” as a successive urban settlement
network element and ensuring the participation of the people in metropolitan planning.
Urbanisation between the years 1960 – 1965 developed mainly around the manufacturing industry
and this situation increased migration to Istanbul and the subsequent mushrooming of illegal
settlements prevented the healthy planning of the old city. The famous neighbourhoods of the
Historic Peninsula, Suleymaniye, Fatih, Cerrahpasa, etc. and the bourgeois neighbourhoods such as
Fener and Balat (which the minorities abandoned due to net Wealth Tax in 1942 and 6‐7 September
1955 events) were inhabited by the migrating rural population and became a depressed area. On the
other hand, due to the continuation of central development of the Historic Peninsula and the
proliferation of units such as manufacturing shops and wholesale, existing inhabitants were also
negatively affected and began to leave the Historic Peninsula, as they preferred the new and
prestigious residential areas. The vacated residential areas were converted into areas where those
newly arrived in the city preferred to settle. New settlers used them on a temporary basis prior to
relocating into newly developing housing areas in other sections of the city. At this stage, the profile
of the inhabitants changed, whereas settlement areas such as Cankurtaran and Suleymaniye
continued to function as housing areas, the housing areas started to become run‐down. Many old
housing areas on the other hand changed their characteristics, and began to be used as bed‐sitting
rooms, depots, and small business places and workshops.
Again in the same period, avenues such as Vatan Avenue, Millet Avenue and Ataturk Avenue
destroyed the historical fabric with the opening up of wide avenues within the city, whilst also
causing the fabric by the roadside to be destroyed as it encouraged housing to the area. Major
changes also occurred in the residential fabric of the city. Neighbourhoods resembling a sea of wood
at the end of the Ottoman era, converted into neighbourhoods made up of concrete buildings.
Between 1970 and 1980, the Central Business District (CBD) was developed on Vatan and Millet
Avenues at Eminonu and Aksaray. Narrow roads within the historical fabric of the traditional centre
of Istanbul in the 1970s, which were not suitable to carry the load brought by motorised vehicle
traffic and inadequacy of parking lots, became major issues for firms that were newly established. In
addition to this, the prospect of easily finding land at cheap prices was also effective in the expansion
of the CBD in terms of area. Due to the gradual reduction of accessibility to the traditional CBD, the
shopping malls within a specific distance began to be frequented.
An increase in the numbers of autos and domestic car production after 1970 resulted in urban
transportation and parking lot issues, the expansion of roads, the burning down of old mansions and
turning such land into parking lots. Administrators, who were lacking in sensitivity regarding Istanbul
and its history, ignorant of the Suriçi history and having little conservation awareness, deliberately
destroyed historical monuments and offered up the old roads, green garden fabric and vegetable
gardens of the Suriçi for construction. Public institutions, universities and hospitals (E.g. Cerrahpasa
and Capa), which have continued to grow, invaded their surroundings with their zoning rights
increasing with each new decision, together with the plans promoting transportation, have caused
the old city to be substantially destroyed (IBB, 2003a).
40
On the other hand, road building operations and new government office constructions which were
made in that period resulted in several archeological remains coming to light. Quite important
structures were revealed in the Great Palace Excavations (Mosaic Museum), Hippodrome, Antiokhos
and Lausos Palace Excavations, the excavations in the south of Hagia Irene and Sarachane Saint
Polyeuktos Church. Some large public buildings constructed within the Walls can be accepted as
important examples of architecture from the Republic era. These include Istanbul Drapers and Yard
Goods Centre (IMC) which was designed by a group of architects in the 1960s, the old Istanbul
Chamber of Commerce Building dated 1963 (currently Istanbul Commerce University) and the Social
Security Institution Building designed by Sedat Hakki Eldem in Unkapani in 1972 (See: Appendix‐9).
As of 1983, legal legislation amendments and new laws, which would affect Istanbul Planning studies
with respect to method, content and formation, were placed at the top of the agenda. These were
Law on the Conservation of Cultural and Natural Properties numbered 2863, Zoning Law number
3194, and Tourism Encouragement Law number 2634. However, despite the enactment of these
laws, in the period 1984 – 1989, zoning activities were carried out over all of Istanbul and the
Historical peninsula, where planning authority, historical consciousness and existing zoning plans
were ignored in a similar to the Menderes operations (IBB, 2003a).
The most striking of these implementations had been the areas opened up on both sides of the
Golden Horn with the purpose of clearing and rearranging of Golden Horn coasts of industry,
performed within the scope of zoning activities named after Bedrettin Dalan, the Mayor of Istanbul
Metropolitan Municipality at the time. Within this scope, while these functions were decentralised
with 1/50,000 Scale Istanbul Metropolitan Land Master Plan approved in 1980 (shipyards were
relocated to Tuzla), vacated structures were demolished and were turned into park areas open to the
public. Existing coastal road parallel to the Golden Horn was expanded and its continuity was
ensured. Collectors were constructed in the northern and southern Golden Horn in order to collect
the wastewater which had been directly flowing into the Golden Horn from shipyards and industrial
workplaces up to that day and remove it through a wastewater infrastructure system. However,
necessary sensitivity had not been shown to the historical, cultural and natural values of the Historic
Peninsula and other sections of the city during the zoning activities realised within this period. As a
result, traditional wooden residential structures constituting civil engineering examples, whose
numbers have been greatly reduced in our times, together with other historical structures and old
streets carrying references from the past to present day and the coastal line were destroyed.
During the Golden Horn implementation, the Yemis Pier and surrounding area was completely
destroyed and the entire coast with the exclusion of Zindan Inn, Ahi Celebi Mosque, Degirmen Inn,
and a small part of the wall was transformed into green area. Again within this context, although
these areas (obtained as a result of destruction of streets that were the continuations of Cibali,
Fener, Balat and Ayvansaray neighbourhoods and the destruction of old houses therein) were later
rearranged as green areas and opened to the use of public, no research, survey or zoning studies
were performed with regard to these structures when the demolition process was being carried out.
Furthermore, zoning movements of Golden Horn environment had also led to disputable
expropriations.
Nowadays the Historic Peninsula is an area where wholesale trade, retail trade, public services,
offices, educational services and manufacturing function have been intensified. As mentioned above,
since monetary and financial units are located in the new centres, this function has diminished in
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importance over time. Furthermore, the area has the characteristics of being a tourism centre due to
the historical monuments, archeological monuments and natural properties it possesses. Thus, it is
observed that agencies, accommodation facilities such as hotels and lodging houses and service units
related to this function have gained weight in the Eminonu area. The Historic Peninsula is still
unarguably a centre in Istanbul Metropolis due to its central position, transportation facilities, its
infrastructure arising from the history and the central functions which have been intensified there.
Other centres are far from the traditional commercial characteristic of the Historic Peninsula in terms
of both their physical appearance and goods and services they market. Today, in addition to its
wholesale and retail commercial function, the Historic Peninsula has also assumed the functions of
accommodation, residential accommodation, additional accommodation units, business
accomodation, service accomodation, etc. due to their potentials. Small industry is also available in
the Historic Peninsula. Industries and wholesale trade, which are not supposed to be within the city,
are being encouraged to leave with investments being made in the metropolitan area periphery and
these damaging aspects are slowly starting to leave the Historic Peninsula. Besides these outward
looking functions, housing function also takes place. The presence of Istanbul University and
educational institutions (especially vocational high schools), and libraries is an indication of the
importance of the educational function in the Historic Peninsula (IBB, 2003a).
Nowadays, the fact that the Historic Peninsula has reached an important point in great
transportation projects has caused some problems. However, large‐scale infrastructure investments
ensured that excavations and researches are made in extensive areas and due to the successful
execution of these works, incredibly rich information has been revealed regarding the city's history
(See: Appendix‐9).
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1.4. Cultural and Natural Properties in the Site
In this section, sites, cultural and natural properties and intangible cultural heritage in the Historic
Peninsula and the buffer zone is examined. First, some information regarding the sites, cultural and
natural properties and intangible cultural heritage in the Site Management Plan Area are presented.
Secondly, sites and cultural properties in the areas which were inscribed on the UNESCO World
Heritage List under the name of Historic Areas of Istanbul are examined in details.
1.4.1. Site Management Plan Area
Under this heading, the information regarding the sites, cultural and natural properties and
intangible cultural heritage are examined for the Site Management Plan Area in general. The
subheading “Sites” states types and locations of the sites; whilst “Cultural Properties” states number,
functions and ownership status of monuments and civil architectural buildings and “Natural
Properties” states monumental and proposed monumental trees.
Sites
Within the Historic Peninsula (which was not declared as an entire site area until 1995), Sultanahmet
zone was declared as an “Archeological Park” by GEEYAK in 1953. Furthermore, Zeyrek and
Suleymaniye were defined as “Conservation Areas” along with their kulliyes and associated civil
architectural buildings in 1979 and 1981 respectively. However, 15 years after these decisions were
taken, Istanbul Inner City, which has a surface area of 1591.02 hectare and covers the entire
Eminonu and Fatih Districts – according to the old administrative settlement – was classified in
different statuses and declared as a site according to the decision of Istanbul No 1 Conservation
Board of Cultural and Natural Properties dated December 07, 1995 and numbered 6848. According
to this decision:
• The area which includes Topkapi Palace is defined as a First Degree Archeological Site
• Sultanahmet‐Cankurtaran zone is defined as an Urban Archeological Site
• The remaining zone in the Suriçi is defined as an Historic Urban Site
Furthermore, an additional site located in the Buffer Zone, covering Merkez, Nisanca, Defterdar and
Topcular Neighbourhoods of Eyup District, was also declared as per the decision dated January 15,
1977 and numbered 9591. Types and locations of the sites in the Site Management Plan Area are
displayed in Map 7.
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Map 7. Conservation Zones in the Site Management Plan Area (Source: IMM, 2003a)
44
Cultural Properties
The number of the existing and lost over time cultural properties in the Site Management Plan Area
is 10,413; 10,183 of which are located in the Historic Peninsula and 230 in the Buffer Zone. The total
number of existing monuments is 9421; 9207 of which are located in the Historic Peninsula and 214
in the Buffer Zone. 4089 of the registered buildings are monuments and 6324 are civil architectural
buildings. 251 of the monuments and 741 of the civil architectural buildings were determined as
registered but recently lost due to reasons such as fire, lack of proper care etc. However sufficient
information and data concerning them is present. 2982 of the cultural properties in the Site are
located in the World Heritage Sites (Table 2, Map 8).
Table 2. Cultural Properties in the Site Management Plan Area (Source: IMM, 2010a)
MONUMENT CIVIL TOTAL CULTURAL PROPERTIES
AREAS Lost over Lost over Lost over
Existing Total Existing Total Existing Total
time time time
Sultanahmet Archeological Park 521 5 526 407 57 464 928 62 990
Suleymaniye Mosque and its associated Area 438 28 466 371 123 494 809 151 960
Zeyrek Mosque and its associated Area 78 11 89 131 62 193 209 73 282
Land Walls of Istanbul 371 28 399 317 34 351 688 62 750
World Heritage Sites in Total 1,408 72 1,480 1,226 276 1,502 2,634 348 2,982
Historic Peninsula 3,648 241 3,889 5,559 735 6,294 9,207 976 10,183
Buffer Zone 190 10 200 24 6 30 214 16 230
MANAGEMENT PLAN SITE 3,838 251 4,089 5,583 741 6,324 9,421 992 10,413
Distribution of the cultural properties in the Site according to their functions is illustrated in Table 3.
Of the 10, 413 registered structures, 47% have residence, 33% commercial and 19% facility function.
Among the World Heritage Sites in general, residence use has a value of nearly 45% while facilities
increases to 29% and commercial area remains at 26%. Although the distribution in the Historic
Peninsula is close to the values of the Site Management Plan Area, the dominant function in the
Buffer Zone is facilities (74%).
Table 3. Functions of the Cultural Properties of the Site Management Plan Area (Source: IMM, 2010a)
FUNCTIONS
AREAS
FACILITIES COMMERCIAL RESIDENCE INDUSTRIAL TOTAL
Sultanahmet Archeological Park 330 300 357 3 990
Suleymaniye Mosque and its associated Area 217 390 354 15 961
Zeyrek Mosque and its associated Area 47 26 209 0 282
Land Walls of Istanbul 281 46 423 24 750
World Heritage Sites in Total 875 765 1,343 42 2,983
Historic Peninsula 1,963 3,403 4,817 82 10,183
Buffer Zone 170 12 48 2 230
MANAGEMENT PLAN SITE 2,133 3,415 4,865 84 10,413
Ownership status of the cultural properties in the Site Management Plan Area is illustrated in Table 4.
Cultural Properties in the Site are mostly located in private property parcels. It is observed that 7245
buildings which constitute 70% of the total cultural properties are private properties while 17% are
foundation property and 13% public property. Public and foundation properties constitute nearly
40% of the Ownership distribution in the World Heritage Sites.
Table 4.Ownership of the Cultural Properties of the Site Management Plan Area (Source: IMM,
2010a)
AREAS PUBLIC FOUNDATION PRIVATE TOTAL
Sultanahmet Archeological Park 161 207 622 990
Suleymaniye Mosque and its associated Area 176 195 590 961
Zeyrek Mosque and its associated Area 44 31 207 282
Land Walls of Istanbul 186 138 426 750
World Heritage Sites in Total 567 571 1,845 2,983
Historic Peninsula 1,322 1,760 7,101 10,183
Buffer Zone 44 42 144 231
MANAGEMENT PLAN SITE 1,366 1,802 7,245 10,413
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46
Map 8. Cultural Properties in the Site Management Plan Area (Source: Board of Conservation of Cultural and Natural Properties, 2009)
In addition to cultural properties consisting of historical monuments and civil architectural examples,
the authentic street pattern of the Historic Peninsula is also of importance. Although the elements of
authentic street pattern consisting in connection with components, such as shapes, dimensions, and
structural types, facade properties, street widths‐building heights relationship and ownership fabric
throughout streets have survived to this day in patches, it could be equally be said that it has been
lost in many of the areas. As a result of fires experienced throughout the Ottoman period and
arrangements made as measures taken against fires, it can be seen that the traditional organic street
pattern was abandoned, a grid street pattern was applied in patches and masonry construction was
encouraged in places with wooden structures. In the times that followed on the other hand, zoning
activities particularly with regards to road expansion works and works directed to the creation of
new public spaces and structures, the proliferation of reinforced concrete structures with increased
structural intensity and works carried out with the purpose of renewal of structural inventory stand
out as major factors in the loss of a authentic street pattern.
Archeological Heritage
Due to the fact that the zones in which archeological properties are located generally have the fabric
required to be preserved in urban terms, the archeological works which may be performed in the
Peninsula is limited. Presently, outstanding information regarding the city’s history is obtained in the
excavations triggered and undertaken in conjunction with transportation projects. Within the scope
of Marmaray and Metro projects which come under the authority of the Ministry of Transport and
Istanbul Metropolitan Municipality, the Directorate of Istanbul Archeological Museums have been
continuing excavation works since 2004. The most important one of these excavations is in the
Yenikapi zone. Important finds were also found in the Sirkeci and Cagaloglu districts.
Yenikapi Excavations: For the purposes of the Marmaray project, that is the Bosporus rail tube
tunnel project; archeological excavations were made in Yenikapi in an area of 28,000 square meters
between 2004 and 2011. The zone varies in terms of material density within itself; the stratigraphy
begins with the Ottoman Era and continues with Late, Middle and Early Byzantine, Iron Age and First
Neolithic Era. In a large portion the of the Site, the filling material of Theodosius Port was found
which was built by Theodosius I(A.C. 379‐395) in the 4th century for the new capital city of the Roman
Empire as a breakwater in the coasts of the Marmara Sea and continued to be used until 11th
century. Rich material finds/groups of a very extensive trade network were recovered from within.
One of the most important results of the works is the find of 35 boats from the Byzantine Era which
were recovered from the port area. These monuments, 13 of which were from the Marmaray
excavation area and 22 from the Metro excavation area, are of different sizes and types dating back
to 6‐11th century.
Under the base filling of Theodosius Port, ‐6.30 meters below the sea level, remains from the
Neolithic Era were found. This Neolithic settlement dated 8500 years back marks the most important
finds recovered by the excavation works. It takes the settlement date of the Istanbul Historic
Peninsula nearly 8500 years back from this day. In particular, the wooden materials and cremation
burial traditions recovered are of great importance in terms of world culture and human history as
well as the city’s history.
Thousands of monuments recovered are being restored on the one hand and being analyzed by
scientists from different disciplines on the other hand. Several projects are being discussed such as
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displaying the finds in a museum to be built in a suitable part of the area, building huge warehouses
for storing the outstanding information obtained and establishing a research institute which will
constantly work in the area. In this context, Istanbul Metropolitan Municipality continues its works to
open a competition named “Yenikapi Transfer Point and Archaeopark Area” by way of “Provision of
Architectural Preliminary Project from Pre‐selected and Invited International Architects”. The
purpose of the competition is to design the Yenikapi zone as a transportation transfer area through
which an average number of 1,700,000 people will pass on daily basis and to treat it as an attraction
point for global cultural heritage in which archeological finds are archived and exhibited and scientific
works may be executed.

Photograph 4. An example of the sunken boats recovered in Yenikapi excavations (Source: IMM,
2010e)
Natural Properties
The Marmara Sea is the most important natural value of the Historic Peninsula due to its special
position between the Bosporus and the Golden Horn. The “Seven Hills” of the Peninsula are the
natural heritage elements which shape the silhouette as do the monumental domes and minarets.
The most important natural values in the Site which are specifically determined and studied are the
monumental trees. According to the Development Master Plan for Conservation of the Historic
Peninsula works which were completed in 2003; 60 “monumental trees” in total are present in the
Historic Peninsula. Besides the monumental trees, documentation studies were performed in the
updated inventory works for 129 trees bearing the quality of a monumental tree and trees having
priority for conservation.
Intangible Cultural Heritage
UNESCO accepted the “Convention for The Safeguarding of the Intangible Cultural Heritage” on
October 17, 2003 in order to safeguard the intangible cultural heritage; to ensure respect for the
intangible cultural heritage of the communities, groups and individuals concerned; to raise
awareness at the local, national and international levels of the importance of the intangible cultural
heritage and of ensuring mutual appreciation thereof; and to provide for international cooperation
and assistance. The Convention was unanimously accepted by the Grand National Assembly of
Turkey and Turkey became a party to the convention on January 19, 2006. The “Law on Endorsement
of Approval of Convention for Safeguarding of Intangible Cultural Heritage” (No: 5448) was issued in
the Official Gazette dated January 21, 2006 and numbered 26056 and came into effect.
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The definition of the “Intangible Cultural Heritage” in the convention is as follows: “Intangible
cultural heritage means the practices, representations, expressions, knowledge, skills as well as the
instruments, objects, artefacts and cultural spaces associated therewith that communities, groups
and, in some cases, individuals recognize as part of their cultural heritage”. It is also specified that
this intangible cultural heritage, transmitted from generation to generation, is constantly recreated
by communities and groups in response to their environment, their interaction with nature and their
history and provides them with a sense of identity and continuity, thus promoting respect for cultural
diversity and human creativity. For the purposes of this Convention, consideration will be given solely
to such intangible cultural heritage as is compatible with existent international human rights
instruments, as well as with the requirements of mutual respect among communities, groups and
individuals and of sustainable development.
Moreover, the “Law on Promotion of Cultural Investments and Initiatives” dated July 17, 2004 and
numbered 5225 of the Grand National Assembly of Turkey define the concept of intangible cultural
heritage and emphasizes that this heritage constitutes the study area of folklore and sets forth its
priorities in the area of cultural investments.
According to the Convention, the “Intangible Cultural Heritage” is manifested in the following
domains:
• Oral traditions and expressions, including language as a vehicle of the intangible cultural
heritage
• Performing arts
• Social practices, rituals and festive events
• Knowledge and practices concerning nature and the universe
• Traditional craftsmanship
If these articles determined by UNESCO are extended for Istanbul and the Historic Peninsula, the
study areas can be defined as follows:
• Within the scope of Urban Intangible Cultural Heritage; previous names of Istanbul, names of
renowned districts and neighbourhoods of Istanbul and stories relating to these names
• Within the scope of Folk Literature; proverbs, jokes, riddles, lullabies, poems, stories, folklore
poets (square poets, tradition of minstrels, minstrel coffee houses), slang dialects and sayings
• Within the scope of performing arts; Karagoz shadow plays, puppet plays, public storytellers
and mimes, theatre‐in‐the‐round, dancing girls, children’s plays
• Within the scope of Social Practices for Different Religions and Cultures; childbirth traditions,
circumcision traditions, soldier send‐off traditions, wedding traditions, death traditions,
prayers
• Within the scope of Life Culture; coffeehouse culture, Turkish bathing culture, kitchen
culture, hospitality culture, travel culture, entertainment culture, music culture, shopping
culture
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• Within the scope of the Practices Regarding Nature and Universe (Beliefs); “evil eye” belief,
magic, fortune‐telling, earth and afterlife, life after death, beliefs about heaven and hell,
beliefs about life, health and diseases, folk medicine, household remedies
• Within the scope of the Craftsmanship; renowned crafts and handicraftsman establishments
of Istanbul.
It is difficult to determine and classify the intangible cultural heritage in the Historic Peninsula since it
is the centre of Istanbul, a metropolis which includes several religious institutional structures and has
a constant inflow of immigrants adding to the cultural richness. However, based on the studies
performed, intangible cultural heritage products may be classified under the following titles:
• Lost (forgotten) ones
• Ongoing ones from past to present day whose place or function changed
• Revivable ones
According to the Convention, basic objectives and activity plans include researching and collecting
the heritage manifested in these areas, establishing archive and documentation centres and founding
museums for the same, teaching it in schools, introducing it as a positive cultural value in mass media
and utilising it efficiently in order to reconnect the disconnections arising between generations.
The Convention which indicates the safeguarding of the intangible cultural heritage on a national
scale, requests that institutionalisation is encouraged within the state and a specific quote is allotted
to intangible cultural heritage in the mass media. Also the Convention stipulates that the intangible
heritage is taught at all education institutions from elementary school onwards.
Based on the UNESCO convention, it is required that the intangible cultural heritage is defined and
classified for Istanbul. It is important that research groups are created for the inventory study to be
performed and continuity of these studies ensured. Incentives may be created to determine a
method in relation to safeguarding and exhibiting the intangible cultural heritage by considering its
variability and to found museums according to this method. For the purpose of exhibiting the
materials collected within the scope of the intangible cultural heritage, a study may be conducted in
order to create re‐enactment areas and museum areas. In these areas, practices such as signs, audio‐
visual, stage plays and re‐enactments may be performed.
Some studies may be prioritized in the exhibition of the materials collected in relation to the
intangible cultural heritage of Istanbul. For example, preparations, beliefs and practices regarding the
traditions which will be collected from Istanbul may be orally collected. Items used and the rituals
performed by the public may be exhibited. A centre may be established where traditional children’s
plays are researched, collected and interactively staged. In this centre, studies of collecting
traditional children’s plays may be performed (with additions from research and translations from
ancient written sources) on the one hand and the children who will come to the centre by various
ways (coordination with schools, field trips etc.) will be able to learn a traditional play on the other
hand. This centre may be supported with various documentary productions and oral history studies.
Traditional toy‐making may be performed within the centre and shared with the audience.
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For the purpose of determination / revival studies of the intangible cultural heritage areas in the
Historic Peninsula, existent cultural heritage areas (tombs, holy springs, trees etc.) may be
determined and related information may be cited to visitors through signs, boards, digital systems
etc. Some ceremonies which are not performed today, such as surre alayi (caravan taking gifts from
the Ottoman sultan to Mecca) etc. may be re‐enacted at specific times of the year (depending on the
calendar). A thematic museum may be established such as Eyup toy museum and Istanbul clothing
museum which would introduce the intangible cultural heritage products of the Historic Peninsula
and feed other activities with its archive and reproduction area (See: Appendix – 10).
Various lifestyles are encountered in the intangible cultural heritage of Istanbul and can be found in
many of its habits, traditions, spoken culture and ceremonies within the daily life of Istanbul. Some of
these lifestyles may be examined under the headings of coffee culture, bathing culture, cuisine
culture, travel culture, and handicrafts and ceremonies (See: Appendix‐10).
Coffee House Culture: Istanbul Coffee houses have formed a rich cultural environment by gaining
cohesive categories such as minstrel coffee houses, coffee houses with live music, summerhouse,
port, service coffee shops and Sultans’ coffee houses. The most famous of the Istanbul coffee houses
are Valide at Eminonu, Fevziye at Divanyolu, Sarafim at Carsikapi, and Acem Tahir at Aksaray. At Uzun
Kahve location, which is also referred to by the name of its Armenian owner Sarafim, famous
authors, poets, and journalists of their times such as Young Turks, Wealth of Scientists, Namik Kemal,
Sadullah Pasha, Muallim Naci, and Ahmed Rasim would meet. Coffee, tea, lemonade, and sorbet
were consumed at coffee houses, and frequenters would play card games, domino, bezique, chess
and backgammon.
Bathing culture: The bathing culture began in the early period of the Roman era. This culture was less
popular during the Byzantium era but then reached a new high after the conquest. In this new phase,
the Turks brought Anatolian bath architecture and tradition to Istanbul. In Istanbul, baths, traditions
and customs were sustained, which were similar to but richer and more colourful than those of the
Anatolian baths. Baths were a point of culture and tradition for men. Whereas baths for women, in
parallel to bathing, were the places to catch up on the news and gossip, meet with friends and get to
know others. Rituals of magnificent bride and post‐childbirth confinement baths and the forty‐baths
held for new‐borns are traditions that are still sustained currently. The Baths of Istanbul are an
important cultural heritage, internalised by society in the subjects of cultural architecture as well as
fields of art. Cemberlitas Bath and Hurrem Sultan Bath, which are among the numerous baths
located on the Historic Peninsula, have been restored and provide services to many locals and
foreigners with their rituals of the past.
Cuisine Culture: One of the two main sources of Istanbul cuisine was the Palace and rural customs. It
has achieved a prominent place among the world cuisines with numerous cooking techniques and
measuring units.
Travel Culture: There is an unerring culture within Istanbul families to make trips and tours. Trips
were planned to picnic areas along the banks of the Golden Horn and the Bosphorus, especially
commencing during Spring celebrations and continuing throughout the summertime. Trips would be
planned to the mosques of the Sultans during the month of Ramadan, and Tarawih prayers were
followed in Enderun practice.
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Famous handicrafts of Istanbul: Workplaces and workshops of prominent craftsmen and craftsmen
of Istanbul could be found at the Grand Bazaar and the inns and Ottoman Bazaars surrounding the
Grand Bazaar. The traditional trade structure of the Grand Bazaar inspires today’s modern
production. Some of these traditional occupations, primarily jewellery, silversmith, filigree work,
niello work, relief work and some other professions still continue today. The role of these handicrafts
and manufacturing types in the cultural and artistic heritage of Istanbul can be animated thematically
with visuals and texts. Jewellery design and jewellery, now beginning to be forgotten at the Grand
Bazaar, which has sustained its fame in the field of jewellery from the past to present, could be
revived within the intangible cultural heritage and provide an education possibility for future
generations (See: Appendix‐10).
Craftsmen and artists used to form occupational organisations among themselves called “divisions”
and “guilds”. This tradition coming from the Roman and Byzantium eras also continued throughout
the Ottoman Culture. The heads of these organisations carried the titles of “Ser (head)” and “Bas
(principal)” such as “Ser‐luleciyan” (Head of pipe bowl makers) and “kuyumcu‐basi” (Principal‐
Jeweller). The craftsmen divisions reported to the head of the Treasury, who was responsible for the
treasuries of the Palace. Those from among these select craftsmen, who had a record at the Palace,
were called “defterli (registered)” and service pay would be handed out to them from the internal
treasury, regardless of whether they were given orders.
Furthermore, each craft had its own traditional guild organisation. Each guild had its own managers
named as the sheikh, chamberlain, and, yigitbasi (Managers in Anatolia), etc. and its own quality and
price auditors. Craftsmen from the same profession mostly worked in shops that were either side by
side, facing each other in an Ottoman bazaar unique to their profession, in a bazaar street or within a
commercial building (Such as ink men, calligraphers, bookbinders’ bazaar, second‐hand booksellers’
bazaar, Jewellers’ bazaar, cap makers’ bazaar, etc.). Each craftsmen group had the customs of their
own professions, which had developed through many centuries. Traditional ceremonies would be
held for promotion from apprenticeship to master level. These ceremonies were called “putting on a
belt” and each craftsmen community would arrange countryside entertainments on certain days of
the year called “excursions” (See: Appendix‐10).
Many examples are evidenced of the intangible cultural heritage of the daily life, and ceremony and
protocols of the Ottoman palace. Palace cuisine and palace music continues its existence today as a
part of the cultural life.
Cuisines in the palaces of the Ottoman dynasty, operated day and night as three services called “Has”
Sultan’s Cuisine, Private Cuisine, and Public Cuisine; mid‐morning and evening meals were
distributed each day to members of the royal family, palace officials and those coming from outside
at mid‐morning and evening times.
Food, sweets and sorbets prepared in the palace kitchen had distribution procedures. Various
specialities would be prepared in the Sultan’s Cuisine for the Sultan and Royal family members and
these would be served to the Sultan, his mother, wives and children. City chefs would learn most of
the dishes from palace chefs, or when palace chefs retired, they would open a chef’s shop and cook
those dishes of the palace, which were suitable and fitting to a given time and place.
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Besides learning dressing, elegant speaking, guest‐greeting, hosting, and many other etiquettes from
“Sarayli” (member of the Sultan’s Harem), who were married after being enlightened at the palace,
inhabitants of Istanbul also acquired the eating and table cultures of the palace in an indirect manner
in various neighbourhoods of the city from such “Sarayli”. Viziers as well as judges, who were
appointed to rural posts and travelled with their chefs, introduced to such locations the cuisine
culture of the capital city, whereas private chefs would introduce the local dishes they had learnt to
make during such occasions to Istanbul.
Istanbul is a world that could be a source of inspiration for rich source of music with its nature and
topography. Inhabitants of Istanbul have always been in love with music. Music and mode were
developed particularly by musicians, who were raised in the Enderun School of the Ottoman Palace.
The Enderun School of the Palace was the sole school of music in Istanbul. Besides providing
examples of the songs, lyric poems, Varsagi and Tespih forms, musicians had also put these into note
form. Musicians in the 18th Century, especially during the Tulip Age (1718 – 1730) and post Tulip Age,
seized the opportunity to excel in music with the frequent palace weddings, moonlight journeys
arranged on the Bosphorus, and Kagithane entertainments. Furthermore, music entered a phase
where it made its way into neighbourhoods, picnic areas, night entertainments, mansions, and
waterside mansions (See: Appendix‐10).
Many palace protocols and ceremonies were available in addition to palace cuisine and palace music.
Diverse ceremonies and protocols such as state ceremonies (Accession to the throne, sword girding
ceremony, protocols of Imperial Council, etc.), religious ceremonies (Friday divine service parade,
holy night, Religious Holyday ceremonies in the palace, visits to the Cloak of Prophet Mohammed,
preparation of an imperial reading of the Quran, funeral ceremonies, etc.) and ceremonies realised in
the Harem (such as birth ceremonies, cradle procession, Sultana procession, unique housemaid
ceremony, wedding and circumcision ceremonies, etc.) are some of the many palace protocols
(Alikiliç, 2002).
1.4.2. World Heritage Sites of the Historic Peninsula
Under this heading, sites and cultural properties in the World Heritage Sites inscribed on the UNESCO
World Heritage List under the name of Historic Areas of Istanbul are examined in details.
Sites and Cultural Properties in Sultanahmet Archeological Park World Heritage Site
Topkapi Palace and Gulhane Park which are first degree archeological sites and Sultanahmet and
Cankurtaran districts which are urban‐archeological sites form a zone which was the centre of two
great empires and civilisations. The Sultanahmet Archeological Park World Heritage Site represents a
special area within the Historic Peninsula which has outstanding cultural and natural value at both a
national and international scale in terms of the monuments, aboveground remains and underground
monuments therein. 9,5% of the 10.413 cultural properties which are located within the boundaries
of the Site Management Plan Area are included in the Sultanahmet Archeological Park World
Heritage Site (Table 2, Map 9, Appendix‐13) (IMM, 2003a).
94% of these monuments are conserved in‐situ, while 6% of them are not found in their location
even though known to exist. 928 existent monuments in the Site correspond to 35% of the 2634
monuments which are located within all of the World Heritage Sites in Istanbul. Thus, the
Sultanahmet Archeological Park World Heritage Site is the heritage area which includes the most
53
number of monuments. Within 990 registered buildings in the Sultanahmet Archeological Park World
Heritage Site, 526 of them are monuments which constitute 53% of the total. Of the 526
monuments, 521 of them are existent and 5 no longer exist. There are also 464 civil cultural
properties in the Site; 407 of them are existent and 57 of them have been lost over time (Yenen et al.
2008).
Distribution of the registered buildings in the Site according to their functions is given in Table 3. 47%
of the 10.413 cultural properties in the Site Management Plan Area are used as residence. This
percentage drops to 36% in the Sultanahmet Archeological Park World Heritage Site. 33% of the
cultural properties in Sultanahmet are used as facilities and this percentage is higher than both the
average of the other World Heritage Sites (29%) and the Site Management Plan Area (20%) in
general.
Ownership status of the cultural properties in the Site is given in Table 4. Cultural properties in the
Site are mostly located in private property parcels. 622 buildings which constitute 63% of the 990
cultural properties are private properties. In the Site, 207 cultural properties in foundation ownership
constitute nearly 21% of total cultural properties, while 161 cultural properties in the public
ownership constitute 16% of the same (IMM, 2003a).
Besides the cultural properties found at the Sultanahmet Archeological Park World Heritage Site, the
authentic street pattern consisting of components such as building shapes, dimensions, and
structural types, facade properties, street widths‐building heights correlation, and ownership fabric is
also important. The loss in patches of the authentic street pattern is largely as a result of fires
experienced and arrangements made as measures taken against fires, road expansion works, efforts
to form squares and new public structures, and an increase in structural intensity and works carried
out with the purpose of renewal of structural inventory.
54

Map 9. Cultural Properties in Sultanahmet Archeological Park World Heritage Site (Source: IBB,
2010a)
55
Cultural Properties in Suleymaniye Mosque and its associated Area World Heritage Site
Suleymaniye Mosque and its associated Area World Heritage Site which is located within the zone
defined as urban and historic site in the Historic Peninsula (Figure 5) includes 960 registered buildings
in total of which 809 still exist and 151 no longer exist. 466 of these buildings are monuments, 28 of
which no longer exist. 123 of the remaining 494 civil architectural buildings have been lost over time.
The 960 monuments in Suleymaniye constitute 32% of the monuments in the World Heritage Sites
(Table 2, Map 10, and Appendix‐13).
Upon examination of the functional uses of the cultural properties in Suleymaniye Mosque and its
associated Area World Heritage Site, it is observed that commercial and residence uses are
dominant. Of all the cultural properties in the Site, 217 are used as facility structures, 374 as
commercial structures, 354 as residences and 15 as workshops (Table 3). Ownership status of the
cultural properties in the Site is given in Table 4. Cultural properties in the Site are mostly located in
private property parcels. 590 buildings which constitute 62% of the 961 cultural properties are
private properties. In the Site, 195 cultural properties in the foundation ownership constitute almost
20% of total cultural properties in Suleymaniye Mosque and its associated Area World Heritage Site,
whilst 176 cultural properties in the public ownership constitute 18% respectively.
Besides the cultural properties found at the Suleymaniye Mosque and its associated Area World
Heritage Site, the authentic street pattern consisting of components such as building shapes,
dimensions, and structural types, facade properties, street widths‐building heights correlation, and
ownership fabric is also important. Within the area, substantially conserved street pattern from the
past to today can be seen in the North, especially in the area left within the Demirtas and Hoca
Giyaseddin Neighbourhoods, around Suleymaniye Mosque and Complex, and all along Kirazli Mescit
Street. As a result of fires experienced and arrangements made as measures taken against fires, road
expansion works, efforts to form squares and new public structures stand out as main reasons
affecting the loss of authentic street pattern in patches. It could be said that the unique fabric has
been interrupted in the western section of the area bordering Ataturk Boulevard particularly due to
the construction of Istanbul Drapers and Yard Goods Centre (IMC) Blocks.
The spatial distribution of the cultural properties in Suleymaniye Mosque and its associated Area
World Heritage Site is given in Map 10. In Appendix 13, detailed information regarding the cultural
properties in the Site is given. Suleymaniye Mosque and Kulliye, which gives the area its name, are
particularly important amongst other cultural properties in the Site. In the second half of the 19th
century, aside from the kulliye buildings, the Suleymaniye Zone included Old Ministry of War Building
in the south (where main building of Istanbul University is currently located), Humayun Barracks,
Cephane (Arsenal), Suleymaniye Barracks, hospital, repair shop and stables. Four madrasas near the
mosque, Darussifa (Hospital), Imaret (public kitchen) (which is now a restaurant providing touristic
service in order to keep the traditional Ottoman kitchen alive) and Sheikh ul‐Islam building (currently
office of mufti) are the outstanding structures and centres. At the northwest end of the kulliye,
Mimar Sinan’s tomb is located (IMM; 2003a).
Mosques, tombs and foundations in Suleymaniye Mosque and its associated Area World Heritage
Site continue their existence as an extension of traditional neighbourhood life. Besides Suleymaniye
Mosque which bears primary importance in terms of historic values and architectural attributes, the
Fountain of Suleymaniye Square, the Tomb of Mimar Sinan, Bozdogan Archway, Atif Efendi Library,
56
Molla Gurani Mosque, Damad Ibrahim Pasha Kulliye, Vefa High School and Kalenderhane Mosque are
some of the important monuments in the zone.
In the west border of Suleymaniye Mosque and its associated Area World Heritage Site, along the 1‐
km‐long belt next to Ataturk Boulevard, Istanbul Drapers and Yard Goods Centre (IMC) is located.
This bazaar was built in order to gather the drapers and clothiers in and around Sultanhamam and
began its activities towards the end of 1960’s. The bazaar represents a period in terms of
architecture and is also decorated with distinguished works of plastic arts. These monuments include
ceramic boards of Fureya Koral and Sadi Diren, three mosaic boards of Eren and Bedri Rahmi
Eyuboglu, mosaic board of Nedim Gunsur, natural‐stoned bas‐relief of Ali Teoman Germaner,
fountain plastic of Yavuz Gorey and Birds Sculpture of Kuzgun Acar
(http://www.imc.org.tr/index.php?target=pages&page_ id=imctarihce).

Map 10. Cultural Properties in Suleymaniye Mosque and its associated Area World Heritage Site
(Source: IMM, 2010a)
57
Cultural Properties in Zeyrek Mosque (Pantocrator Church) and its associated Area World Heritage
Site
Zeyrek Mosque and its associated Area World Heritage Site which is located within the zone defined
as urban and historic site in the Historic Peninsula includes 282 registered buildings in total; 209 still
exist whilst 73 no longer exist. The total number of the cultural properties in the Site constitutes
about 3% of the cultural properties in the Site Management Plan Area and about 10% of the total
number of cultural properties in the World Heritage Sites in Istanbul. of the cultural properties within
the Site, 32% are monuments and 68% civil cultural properties. of the monuments, 78 of them are
existent whilst 11 no longer exist and of the civil cultural properties, 131 of them still exist whilst 62
have been lost over time (Table 2, Map 11, Appendix‐13).
Considering the cultural properties according to their functions (Table 3), it can be observed that a
large portion (74%) of the cultural properties is used as residence. of the cultural properties used as
residence; 47 of them are used for social facilities and 26 used for commercial purposes. Ownership
status of the cultural properties in the Site is given in Table 4. Cultural properties in the Site are
mostly located in private property parcels. 207 buildings which constitute 73% of the 282 cultural
properties are private properties. In the Site, the 44 cultural properties in public ownership
constitute nearly 16% of total cultural properties, whilst 31 cultural properties in the foundation
ownership constitute 11% respectively.
Besides the cultural properties found at Zeyrek Mosque and its associated Area World Heritage Site,
the authentic street pattern consisting of components such as building shapes, dimensions, and
structural types, facade properties, street widths‐building heights correlation and ownership fabric is
also important. Although a major part of the traditional street pattern properties of the Zeyrek
Mosque and its associated Area World Heritage Site were affected as a result of fires experienced
and arrangements made as measures taken against fires and factors such as road expansion works,
and proliferation of structural density, it is nevertheless observed that traditional street pattern
properties and the architectural character of the site have largely survived until today.
Spatial distribution of the cultural properties in Zeyrek Mosque and its associated Area World
Heritage Site is given in Map 11. In Appendix 13, detailed information regarding the cultural
properties in the Site is given. Zeyrek Mosque, which gives the area its name, is particularly
important among other cultural properties in the Site. Besides Zeyrek Mosque and its connected
structures in the associated area, there are several monuments scattered around the Site vicinity.
Monuments include Zembilli Ali Efendi Primary School and Grave, Barbaros Hayrettin Pasha Bath
(Hamam), Bicakci Alaaddin Mosque, Sheikh Suleyman Masjid (small mosque) and Tomb, Haydar
Pasha Madrasa (Muslim college or school attached to mosque), Divitdar Mehmet Efendi Mosque,
Kasap Demirhun Mosque, Haliliye Madrasa etc. Especially among the structures of mosques and
madrasas, monastery and church remains are encountered and Byzantine cisterns are found under
various structures. Cinili Bath (Hamam) is another monument in the Site which was built by Mimar
Sinan in the 16th Century (Gulersoy‐Zeren et al., 2008b).
The building complex which is located on Ataturk Boulevard was designed by Sedad Hakki Eldem one
of the leading architects of 20th century. It is currently used as the administrative office of Social
Security Institution (SSK) and is also a cultural property within the boundaries of the Site. This
building complex which was constructed between 1962 and 1964 is considered as an example of
58
contemporary Turkish architecture and by way of reinforcing its importance, Sedad Hakki Eldem was
granted the Aga Khan Awardin 1986 because of this artwork (IMM, 2003a).

Map 11. Cultural Properties in Zeyrek Mosque (Pantocrator Church) and its associated Area World
Heritage Site (Source: IMM, 2010a)
59
Cultural Properties in Land Walls of Istanbul World Heritage Site
The part of the Land Walls located within the Historic Peninsula is defined as an urban and historic
site, whilst the part which is located within Zeytinburnu, Bayrampasa and Eyup Districts is defined as
a Conservation Band of Land Walls. Furthermore, the part within the boundaries of Eyup District
bears the status of an urban site. A total of 750 registered buildings were determined in the Land
Walls of Istanbul World Heritage Site. Of the registered buildings in question, 688 are still in existence
and 62 have disappeared over time. The registered buildings in the Land Walls of Istanbul World
Heritage Site constitute 25% of all the registered buildings in World Heritage Sites and 7% of all the
registered buildings in the Site Management Plan Area. Of the total number of 750 registered
buildings in the Land Walls of Istanbul World Heritage Site, 53% are monuments and 47% are civil
architectural buildings. From among 62 registered buildings in the Site, which no longer exist, 28 are
monuments and 34 are civil architectural buildings (Table 2, Map 12, and Appendix‐13). Of the
registered buildings in the Land Walls of Istanbul World Heritage Site, 56% are used as residence and
37% are used as social facilities. Social facilities mostly consist of cemetery areas and religious
facilities (Table 3). Ownership status of cultural properties in the Site is given in Table 4. Cultural
properties in the Site are mostly located within private property lots. Out of the 750 cultural
properties; 426 structures constituting 57% of the total assets are private properties. A total of 186
cultural properties in public ownership situated in the area constitute nearly 25% of the total cultural
properties, while 138 cultural properties under the ownership of foundations constitute 19% of the
said total.
Besides the cultural properties found at Istanbul Land Walls, World Heritage Site, the authentic
street pattern consisting of components such as building shapes, dimensions and structural types,
facade properties, street widths‐building heights correlation, and ownership fabric is also important.
As a result of fires experienced and arrangements made as measures taken against fires, road
expansion works, and increase in structural intensity stand out as the primary reasons affecting the
loss in patches of authentic street pattern.
The Land Walls, the longest and oldest defence system in Europe still standing, have an important
place with their exceptional artistic and archeological value from both historical as well as
architectural perspective. The Land Walls are nearly 7 km long and constitute the part of Istanbul
Walls, which have preserved the most and interconnect in the area between the Sea of Marmara and
the Golden Horn, from Yedikule to Ayvansaray. The section situated between the Marble Tower and
The Palace of Phyrogenitus, built by Emperor Theodosius II, is a 60‐meter wide band consisting of
inner wall, outer wall and a moat and has 96 towers and 11 gates. Yedikule Gate, Belgrade Gate,
Mevlana Gate, Topkapi, Sulukule Gate, Edirne Gate, and Egri Gate are still in use today. Furthermore
Yedikule dungeons are also found in this area. The external wall and moat disappear after the Palace
of Phyrogenitus, and the Komnen Walls constructed in the 12th Century extend to the Golden Horn
by displaying a different arc. There are 13 towers and Egri Gate, which is still in use in this section of
the Walls. Further down, the towers of Anemas and Isak Angelus towers can be observed, which
constitute the outer walls of the Blakerna Palace that gained importance in the last period of the
Byzantine Era. The passages and chambers known as Anemas dungeons are situated below under
these towers.
The Land Walls of Istanbul World Heritage Site includes Hagia Yorgi Church, Ayios Nicholos Church,
Blakerna Hagiasma within Fatih District; Merkezefendi Mosque and Tomb, Abdulbaki Pasha Library,
Yenikapi Mevlevihanesi (dervish lodge), Seyitnizam Mosque, Balikli Hagiasma Monastery, Balikli
Greek Hospital, Silivrikapi Muslim Cemetery, Kozlu Cemetery and Hamusan Cemetery within
Zeytinburnu District; Nigogoyas Church, Ayiavleherna Hagiasma, Edirnekapi(gate) and Sakizagaci
martyr’s cemetery and sahabah (the companions of the Islamic prophet) tombs within Eyup District.
60
In addition, there are several monuments such as public baths (hamam), kulliyes, tombs, mosque
graveyards (hazire) and fountains in the Site.

Map 12. Cultural Properties in Land Walls of Istanbul World Heritage Site (Source: IMM, 2010a, Board
of Conservation of Cultural and Natural Properties, 2009)
61
1.5. Legal and Institutional Framework
Laws
There are several legal legislations which are applicable within the boundaries of the Site
Management Plan Area of the Istanbul Historic Peninsula. The legislation which determines the
conservation status and defines the processes related to the subject consists of the “Law on the
Conservation of Cultural and Natural Properties” numbered 2863, its related regulations and
resolutions. Other laws which set forth provisions regarding the use and construction conditions in
the Site are, firstly, “Zoning Law” numbered 3194, “Law on Preservation by Renovation and
Utilisation by Revitalisation of Deteriorated Historical and Cultural Properties” numbered 5366 and
“Tourism Encouragement Law” numbered 2634. In addition (secondly), “Metropolitan Municipality
Law” numbered 5216 and “Municipality Law” numbered 5393 which address the management of the
Site is in effect as general laws. Other general laws which are applicable within the boundaries of the
Site Management Plan Area of the Istanbul Historic Peninsula are “Law of Foundations” numbered
5757, “Law on Privatisation Practices” numbered 4046, “Coastal Law” numbered 3621, “Law on
Cultural Promotions and Initiatives” numbered 3621, “Mass Housing Law” numbered 2985 and
“Environmental Law” numbered 2872.
“Law on the Conservation of Cultural and Natural Properties” numbered 2863 is the general law in
Turkey regarding conservation. Registration and determination transactions of movable and
immovable cultural and natural properties; maintenance, repair, changes of function in relation to
registered buildings and the planning subjects including development and construction conditions
are executed under this Law numbered 2863 which came into effect on July 23, 1983. Since 1989, the
Law was developed with additions in order to reinforce the effectiveness of conservation. The most
important developments are the new institutional structures which were introduced by the law
dated July 14, 2004 and numbered 5226. Amongst these structures, creating financial sources for
maintenance and repair of cultural properties, establishing offices (KUDEB) in charge of
implementation and supervision in the sites and including the concept of “management plan” in the
law are important innovations in terms of reinforcing the conservation practices.
According to the “Statutory Decree Regarding Changing the Statutory Decree in Relation to the
Organisation and Duties of the Ministry of Environment and Urban Planning and Some Additional
Laws and Statutory Decrees” dated August 17th 2011, some arrangements were made in the content
of the Law on the Conservation of Cultural and Natural Properties numbered 2863. In this context,
duties and authorisations regarding natural properties and natural sites which are under the
authorisation of the Law numbered 2863 were transferred to the Ministry of Environment and Urban
Planning; and Central Commission for Conservation of Natural Properties and District Commissions
for Conservation of Natural Properties were granted approval to be established. In this context, the
name of the Law numbered 2863 was changed to “Law on the Conservation of Cultural Properties”
and the term “Natural” was omitted from the names of the Boards. Furthermore, the time
limitations imposed on the execution of conservation development plans were mitigated; and whilst
efficiency of the Supreme Board of Conservation was increased, efficiency of judicial authority and
trade associations were reduced. The implementation of recommendations by a member of YOK to
Regional Conservation Boards has been terminated, and the practice of entire appointments being
taken by the Ministry has been put into execution. In terms of decision‐making, the condition of
62
absolute majority of full members was annulled and a new absolute majority system, which also
includes the investor institutions, was accepted.
”Law on Preservation by Renovation and Utilisation by Revitalisation of Deteriorated Immovable

Historical and Cultural Properties” numbered 5366; which came into effect on May 07, 2005,
defines the term “renewal area” within the sites whose boundaries are proposed by local authorities
and declared by the Council of Ministers. This Law authorizes the local authorities to execute and
implement “renewal projects” in the renewal areas to be declared independent from the
conservation plans. Renewal Boards have been established with the purpose of the approval of
renewal projects. This Law has been criticized because it adopts the “renewal” activity which
contradicts the concept of “conservation” within the conservation zones, enables the development
of projects without the conservation plan decisions and does not have an intention to improve the
socio‐economic structure of the zone. It is observed that UNESCO World Heritage Committee have
included the same criticisms in its decisions regarding the Historic Areas of Istanbul since 2006.
Fifteen renewal areas which were declared under the Law numbered 5366 and approved by the
Council of Ministers on November 26, 2007 are given in Table 5 and spatial positions (geographic
distribution) of these areas can be seen in Map 13.
Table 5. Declared Renewal Areas within the Site Management Plan Area
Approval Date and Decision Number and Issue
Name of Renewal Area Number of Council of Date of Official
Ministers Gazette
03.04.2006‐‐2006/10299 22.04.2006‐‐26147
Neslisah and Hatice Sultan Neighbourhoods
13.09.2006‐‐2006/10961 13.10.2006‐‐26318
Balat Karabas, Tahta Minare and Atik Mustafa Pasha 03.04.2006‐‐2006/10299 22.04.2006‐‐26147
Neighbourhoods (Fener‐Balat Districts) 13.09.2006‐‐2006/10961 13.10.2006‐‐26318
Kurkcubasi (Bulgur Palas District) and Davutpasa 03.04.2006‐‐2006/10299 22.04.2006‐‐26147
Neighbourhoods 13.09.2006‐‐2006/10961 13.10.2006‐‐26318
Atik Mustafa Pasha Neighbourhood (Ayvansaray) 03.04.2006‐‐2006/10299 22.04.2006‐‐26147
Beyazit Aga (Wall–1), Eregli Neighbourhoods 13.09.2006‐‐2006/10961 13.10.2006‐‐26318
Yedikule‐Yenikapi I. Stage (Haci Evhattin, Imrahor Ilyasbey
13.09.2006‐‐2006/10961 13.10.2006‐‐26318
Neighbourhoods
Yedikule‐Yenikapi II. Stage (Haci Huseyin, Sancaktar
13.09.2006‐‐2006/10961 13.10.2006‐‐26318
Hayrettin, Kasap Ilyas Neighbourhoods)
Yedikule‐Yenikapi III. Stage (Yali, Kasap Ilyas, Cakiraga,
13.09.2006‐‐2006/10961 13.10.2006‐‐26318
Kurkcubasi Neighbourhoods)
Veledi Karabas, Cambaziye, Haci Hamza, Haci Evhattin,
13.09.2006‐‐2006/10961 13.10.2006‐‐26318
Imrahor Ilyasbey Neighbourhoods (Wall‐2)
Kucuk Mustafa Pasha and Haracci Kara Mehmet
13.09.2006‐‐2006/10961 13.10.2006‐‐26318
Neighbourhoods
Husambey‐Kirkcesme and Sheikh Resmi Neighbourhoods 13.09.2006‐‐2006/10961 13.10.2006‐‐26318
Suleymaniye District 24.05.2006‐‐10501 22.06.2006‐‐26206
Grand Bazaar (Kapalicarsi) and its associated area 26.11.2007‐‐12897 25.12.2007‐‐26737
Nisanca Sultanahmet Districts 03.07.2007‐‐12375 20.07.2007‐‐26588
Zeytinburnu Wall Isolation Area 24.05.2006‐‐10502 23.06.2006‐‐26207
63
Map 13. Renewal Areas in the Site Management Plan Area (Source: Fatih and Zeytinburnu Municipalities
64
“Tourism Encouragement Law” numbered 2634 came into effect on March 16, 1982. This Law
authorizes the Ministry of Culture and Tourism to make and/or cause to make plans in every scale
and to single‐handedly approve and amend those plans in the “Tourism Areas” which are declared by
the Council of Ministers. The tourism centres which are declared in the Site based on this Law are
listed in Table 6.
Implementation of the Four Seasons Hotel which is situated in Sultanahmet Square Tourism Centre is
one of the important subjects included in UNESCO monitoring and evaluation reports. Sultanahmet
Penitentiary building, located within “Istanbul Sultanahmet Square Tourism Centre” as declared by
decision of Council of Ministers in 1982, was rented on a build‐operate‐transfer model for 49 years
and opened to service as the Four Seasons Hotel in 1996. In 2000, the “Archaeological Park, Tourism
and Culture Area” plan, which was prepared by the Ministry on the area in which remains of a
Byzantine Palace are situated, was approved by Number 4 Board of Conservation of Cultural and
Natural Properties.
Atakoy Tourism Centre was declared as such in 1989. In relation to the “Revision Development Plan
of Istanbul Atakoy Tourism Centre Kazlicesme Sea Tourism Facilities” approved by Ministry of Culture
and Tourism in 2011, approval processes in the related Board of Conservation of Cultural and Natural
Properties, Istanbul Metropolitan Municipality and Zeytinburnu Municipality were completed. The
plan proposes high‐density housing in existing and added filling areas in the coast of Zeytinburnu.
These plan decisions adopted for the Site Management Plan Area are required to be handled under
ICOMOS‐Cultural Heritage Impact Assessment Implementation as recommended by UNESCO for
similar cases in order to avoid affecting the silhouette of the Historic Peninsula negatively, that new
housing causes pressure within the historical fabric and wall isolation area and to protect the housing
area and walls.
Eminonu Barbaros Houses Tourism Centre is another tourism centre situated in the area. Eminonu
Barbaros Houses Tourism Centre was announced on April 19, 1989 and does not have any plans
approved by the Ministry of Culture and Tourism.
Table 6. Tourism Centres in the Site Management Plan Area
Number and Issue
Name Date of Official Position/Location
Gazette
It covers Sultanahmet Square, including Sultan Ahmet Mosque and
Sultanahmet Square 06.09.1982/ Kulliye, Former Sultanahmet Prison, Soguk Cesme Street and
Tourism Centre 17804 Hippodrome but excluding Gulhane Park, Basilica Cistern and Topkapi
Palace.
Eminonu Barbaros 19.04.1989/ It does not have any plan approved by Ministry of Culture and
Houses Tourism Centre 20144 Tourism.
It consists of Zeytinburnu part of Atakoy Marina within Bakirkoy, west
border of Bakirkoy‐Sumerbank ready‐made clothing facility, the
13.09.1089/
Atakoy Tourism Centre cleared area of Kazlicesme Leather Industry in the west, Istanbul walls
20281
in the east, Kennedy Avenue in the south and the pier line of Marmara
coasts.
65
Related institutions
In relation to conservation and planning of the Historic Peninsula Site Management Plan Area, central
government agencies include the Ministry of Culture and Tourism; Istanbul Number 2 and 4 Boards
of KVK and Istanbul Board of Renewal Areas, Istanbul Directorate of Survey and Monuments, Istanbul
Directorate of Archeological Museums, the Governorship of Istanbul, Istanbul Special Provincial
Administration, Department of Development, Investment and Construction, Istanbul Provincial
Culture and Tourism Directorate, Istanbul 1st District Directorate of Foundations, Istanbul Provincial
Directorate of Health, Istanbul Provincial Directorate of National Education; and local governments
include IMM, Fatih District Municipality, Zeytinburnu Municipality, Bayrampasa Municipality and
Eyup Municipality. Institutions within IMM include the Directorate of Conservation of Historic Sites,
Directorate of Conservation, Application and Supervision (KUDEB), IMM Directorate of City Planning,
IMM Directorate of Planning, IMM Directorate of Projects, IMM Directorate of Construction Affairs,
IMM Directorate of Urban Design, IMM Directorate of Transportation Planning, IMM Directorate of
Rail Systems, IMM Department of Transportation, IMM Directorate of Transport Coordination, IMM
Directorate of Road Maintenance and Restoration, IMM Directorate of Parks and Gardens, IMM
Directorate of Cultural Affairs, IMM Directorate of Tourism, IMM Tourism Workshop. Other related
establishments include Istanbul 2010 European Capital of Culture Agency, Directorate of Urban
Projects, Directorate of Tourism of Istanbul 2010 European Capital of Culture Agency, Marmaray
District Directorate of RHA (Railways, Harbours and Airports), 1st District Directorate of TCDD (Turkish
State Railways) Marmaray Coordination Committee and KIPTAS A.S. (See: Part 4.1).
The primary responsible institution amongst the central government agencies regarding conservation
of the Site Management Plan Area of the Istanbul Historic Peninsula is the Ministry of Culture and
Tourism. “Conserving historical and cultural properties” is considered to be a basic duty of the
Ministry and duties and authorities in relation to this were given to the General Directorate of
Cultural Properties and Museums under the Directorate. Under the Directorate, the basic units
responsible for the conservation of the properties in the Site are the Istanbul Directorate of Survey
and Monuments and the Directorate of Istanbul Archeological Museums. Number IV Board of
Conservation of Cultural and Natural Properties was the authority in the Site Management Plan Area
of the Istanbul Historic Peninsula, whilst the Board of Conservation of Cultural and Natural Properties
of Istanbul Renewal Areas was the authority in the Renewal Areas within the Site up until the
“Statutory Decree Regarding Changing the Statutory Decree in Relation to the Organisation and
Duties of the Ministry of Environment and Urban Planning and Some Other Laws and Statutory
Decrees” dated August 17th 2011 come into effect.
The second of the central government agencies which has an influence on the Site Management Plan
Area is the Ministry of Environment and Urban Planning. The Ministry became responsible for
conservation of natural sites and properties in accordance with the aforementioned Statutory
Decree. In accordance with the 9th Article of the Zoning Plan numbered 3194, the Ministry is also
authorised to plan the coasts, filling areas and all public lands subject to privatisation within the Site
Management Plan Area (in cooperation with Republic of Turkey Prime Ministry Privatisation
Administration), the lands belonging to Treasury (in cooperation with Ministry of Finance) and the
lands in the ownership of Housing Development Administration of Turkey (TOKI).
The primary responsible institution amongst the local authority in Istanbul Historic Peninsula Site
Management Plan Area is the Istanbul Metropolitan Municipality. According to Metropolitan
66
Municipality Law, the Metropolitan Municipality is in charge of “Conserving cultural and natural
properties, historical fabric and places which are historically important for the city within the
jurisdiction of the Municipality and their functions, performing maintenance and repairs for this
purpose, rebuilding the ones which are impossible to conserve in accordance with their original
form”. The Directorate of City Planning, Directorate of Planning and Directorate of Conservation,
Application and Supervision (KUDEB), Directorate of Conservation of Historic Sites and the
Directorate of Construction Affairs are the directorates at Istanbul Metropolitan Municipality, that
are authorised and in charge of planning and conservation. Plans and projects prepared by these
directorates with regards to these subjects required the approval by related Boards of Conservation
of Cultural Properties.
Among these directorates, the Directorate of City Planning is in charge of preparing conservation
development plans in all sites in Istanbul. Conservation plans pertaining to the part of the Historic
Peninsula within the boundaries of the Site Management Plan, Eyup sites and Zeytinburnu Wall
Conservation Band were prepared by this directorate. On the other hand, the Directorate of
Conservation of Historic Sites has prepared several conservation and improvement projects since the
funds allocated for conservation operations increased in 2004. These projects, which have been
prepared, have commenced implementation by IBB Directorate of Construction Affairs. KUDEB, who
have restored the wooden houses with original materials by conserving them in‐situ receives positive
responses from the public and UNESCO World Heritage Committee. In the practices of the Timber
and Stone Training Workshop carried out by KUDEB in Suleymaniye and Zeyrek, it is very important
that the maintenance and reparation of the cultural properties are executed in accordance with
integrated conservation principles and standards. These activities are expected to be developed and
maintained.
Other responsible institutions with local authority are the district municipalities. According to
Metropolitan Municipality Law, Metropolitan Municipality deems that district municipalities in its
jurisdiction to be in charge of and authorised for “conserving cultural and natural properties and
historical fabric, providing services for development of the places within its boundaries which are
historically important for the city and their functions”. The municipalities responsible for and
authorised for this subject are Fatih Municipality in Fatih District which covers the entire Historic
Peninsula; and Zeytinburnu Municipality, Eyup Municipality and Bayrampasa Municipality which
are partly included in the Buffer Zone of the Site Management Plan Area . Within each municipality,
Directorates of Housing and Urban Development and Offices of Application and Supervision are
structured as directorates in charge of conservation practices.
Special Provincial Administrations since 2004, have amongst their other duties and authorities, been
in charge of and authorised for execution of the financial source of conservation practices. In
accordance with the Law on the Conservation of Cultural and Natural Properties, 10% of the entire
property tax collected within the boundaries of the province is transferred to Special Provincial
Administrations. These resources are used for the projects in relation to conservation and utilisation
of cultural properties which are executed by the municipalities under the supervision of the
Governor of Istanbul. The institution which performs conservation practices itself is one of the
financial supporters of the 2010 Istanbul European Capital of Culture Agency and had been the main
sponsor for a great part of the restoration and conservation projects carried out by the Agency from
2008 to the end of 2010. The institution gives occupational and technical training courses which are
open to all inhabitants of Istanbul where it trains employees to make simple designs and repair
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works. Moreover, under Seismic Hazard Abatement (ISMEP), for projects executed Istanbul‐wide, the
Special Provincial Administration takes the inventory of the buildings within the scope of cultural and
historic heritage and reinforces several public institutions against earthquakes.
The General Directorate of Foundations is charged with determining, taking inventory of,
conservation, utilisation, repair, restoration and if necessary, rebuilding of movable and immovable
cultural properties which are under its responsibility and ownership. District Directorates of
Foundations are in charge of the supervision of all practices to be carried out for the cultural
properties provided that they are approved by the KVK Boards concerned. Restoration works still
continue in most of the foundation monuments which are under the responsibility of Istanbul 1st
District Directorate of Foundations. Restoration commenced on 37 monuments within the
boundaries of the Site Management Plan at the beginning of this year and are of continuation. At the
same time, they organises the “Program for training implementation employees in the process of
conservation of cultural heritage” in cooperation with the Association of Conservation and
Restoration Firms (KORFED).
Related non‐governmental organisations include the Association of Historical Towns, the foundation
for the promotion and conservation of the environment and cultural heritage (CEKUL), Foundation
the Turkish foundation for combating soil erosion for reforestation and the conservation of natural
habitats (TEMA), The Touring and Automobile Club of Turkey (TURING), Turkish Foundation for the
Promotion and the Preservation of Heritage‐ Monuments, Environment and Tourism Values (TAC),
Archaeologists Association, Turkish Timber Association, Cultural Awareness Foundation, Human
Settlement Association, Friends of Cultural Heritage Association (KUMID), Istanbul foundation for
culture and arts (IKSV), History Foundation and Science and Art Foundation and other NGOs active in
the fields of culture and education. Furthermore, Turkey is a member of ICOMOS, IUCN, ICOM and
EUROPA NOSTRA which are institutions displaying conservation‐based activities in an international
scale and related to the Site Management Plan Area of the Istanbul Historic Peninsula.
Activities of Institutions Regarding Management Plan
The aforementioned central and local government agencies that perform duties in the Historic
Peninsula Site Management Plan Area execute several projects in the Site. These projects can be
summarised under various groups in terms of their contents.
Facade and Street Improvement ‐ Urban Design Projects: In order to remove the problems
reflecting on the urban silhouette, all municipalities within the Site execute improvement works for
the building facades in all streets, step by step, starting from the avenues (See: Appendix‐12 for
detailed information about the Projects). Amongst these projects, implementations of the following
were completed: Facade and Street Improvement Project of Divanyolu, Yeniceriler and Gedikpasa
Avenues, Street Improvement Project of Sultanahmet Hippodrome and its associated Area, Facade
Improvement Project of Balat‐Lonca District, Facade Improvement Project of the Women’s Bazaar,
2nd Stage Facade Improvement Project of Vatan Avenue, Street Improvement Project of Divanyolu
Yeniceriler and Gedikpasa Avenues, Urban Design Projects of Haracci Neighbourhood ‐ Kucuk
Mustafa Pasha, Urban Design Projects of Bulgur Palas, Urban Design Projects of Husambey
Neighbourhoods, Urban Design Projects of Wall‐1, 2nd Stage Urban Design Projects of Yenikapi‐
Yedikule and 3rd Stage Urban Design Projects of Yenikapi‐Yedikule.
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The projects in progress are Facade and Street Improvement Project of Malta Bazaar, Facade and
Street Improvement Project of Mahmutpasa Avenue Slope, second Stage Street Improvement
Project of Yeniceriler and Ordu Avenue, Facade Improvement Projects of Ankara Babi Ali Muradiye
Hudavendigar Avenues, second Stage Street Improvement Project of Yeniceriler and Ordu Avenue. In
addition to these projects, there are projects which are in progress throughout Istanbul and includes
the Site Management Plan in scope of their implementation such as; Studies for Design Guide for
Infrastructure in Main Arteries and Pedestrian Areas in Istanbul, Project for Implementation of Urban
Design Throughout Istanbul, Project for Implementation of Urban Design for Building Facades and
Ground Rehabilitation Throughout Istanbul, Building Exterior Facade Lighting Installations of Historic
Monuments and Buildings in Various Districts of Istanbul and Survey Project for Establishing a Coastal
Management Plan for Istanbul and the Bosporus.
Renewal Projects: Under the Law numbered 5366, several renewal projects have been executed in
the Site since 2005 (See: Appendix‐12 for detailed information about the Projects). In order to
execute more positive implementations in physical and social terms by considering the problems and
criticisms encountered in previous implementations which have different models and processes, it is
deemed necessary that objectives, strategies, actions and projects regarding the related matters are
developed in the Site Management Plan. Renewal projects designed by the municipalities are as
follows: Renewal Area Project of Hatice Sultan and Neslisah Neighbourhoods (Sulukule) (in progress);
Urban Renewal Project of Coastal Area of Fener‐Balat Districts; Urban Renewal Area Project of Atik
Mustafa Pasha and Haracci Karamehmet (Cibali) Neighbourhood,; Renewal Area Project of
Ayvansaray, Renewal Area Project of Grand Bazaar and its associated Area; Renewal Area Project of
Istanbul Land Walls – Along the Wall; Renewal Area Project of Marmara Coastline; Urban Renewal
Area Projects of Husambey, Kirmasti, Kirkcesme Neighbourhoods; Urban Renewal Area Project of
Davutpasa Neighbourhood Hekimoglu Ali Pasha and Davutpasa Mosques; Urban Renewal Area
Project of Darussaffaka High School and its associated Area; Suleymaniye 1st Stage Projects and
Renewal Project of Merkezefendi and its associated Area within the scope of Renewal Area Project of
Zeytinburnu Wall Isolation Area. Projects of the following renewal areas are being prepared: Grand
Bazaar (3rd and 4th Stages), Suleymaniye (2nd Stage).
Restoration Projects: The Ministry of Culture and Tourism, the General Directorate of Foundations,
the Special Provincial Administration, IMM Directorate of Conservation of Historic Sites, IBB
Directorate of Construction Affairs and KUDEB prepare and implement improvement and restoration
projects in the Site. District municipalities have also performed implementations in this regard in
recent years (See: Appendix‐12 for detailed information about the Projects). One of the most
important subjects of the activities and projects of the Site Management Plan is providing
coordination and extending and improving the capacity of these projects.
The maintenance, repair and restoration works of the following have been carried out: Istanbul
Conservation Boards Building, for which the budget was allocated in the 2010 Investment Program of
the General Directorate of Cultural Properties and Museums of the Ministry of Culture and Tourism
and Istanbul Turkish Islamic Arts Museum, financed by Special Provincial Administration. In addition
to the above, the Survey, Restitution, Restoration and Engineering Projects as well as Infrastructure
Project construction works are being undertaken by the General Directorate of Cultural Properties
and Museums.
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Of the projects that Istanbul 1st District Directorate of Foundations has been carrying out since 2004,
reparations of 60 monuments have been completed and six are still ongoing. In the repairs executed
with sponsorships, the restoration of eight monuments have been completed and restorations of a
further ten monuments continue. Projects undertaken with sponsorship are being carried out in
cooperation with IBB, Istanbul 2010 Agency, Zeytinburnu Municipality, various NGOs, and private
sector organisations. In addition, the restorations of 39 assigned immovable properties have been
completed and restorations of 42 assigned monuments are ongoing. The restoration of 19
monuments, which were leased in return for restorations, has been completed and restorations of
19 monuments are ongoing. Reclamation works of 24 monuments, which do not exist anymore, are
ongoing and 21 archeological research excavations have been performed.
Istanbul Special Provincial Administration has executed 515 projects since 2007 within the
boundaries of Fatih, Eyup, Zeytinburnu and Bayrampasa. These are categorized as restoration
implementation projects and projects which include relief, restitution, restoration and engineering
works, ground study and infrastructure works.
A total of 17 surveys, restitution, restoration and landscape design projects, undertaken within the
scope of the Site Management Plan Area of IBB Directorate of Conservation of Historic Sites, have
been completed, eight remain ongoing and 9 are scheduled for completion. The Suleymaniye
Renewal Area, 1st Region Survey, Restitution, Restoration and preliminary projects, Cemberlitas
Survey, Restitution, and Restoration Project are among the completed projects. The Survey,
Restitution, and Restoration projects of 37 registered Civil Architectural Sample Structures at Zeyrek
Area, Survey, Restitution, Restoration and Preliminary Projects of 2nd Region of Suleymaniye Renewal
Area, Survey, Restitution, Restoration Project of Tercuman Yunus Sibyan School (Historic Primary
School) are among the ongoing projects. The Survey, Restitution, Restoration, Ground Survey,
Engineering, Landscape Design Implementation Project of Istanbul Land Walls (Between the T55 –
T40 Towers), and the Survey, Restitution, Restoration, and Restoration and Landscape Design Project
of Basilica Cisterns are among the projects scheduled for completion. A part of the said projects are
being realised in cooperation with the General Directorate of Foundations within the scope of
protocol titled “Procurement of Maintenance‐Repair and Reviving of 120 Shrines found in Istanbul by
the Istanbul Metropolitan Municipality”. To this end, an implementation model has been formed
whereby 60 % of the implementation costs of 11 of the 150‐registered civil architectural samples (for
which restoration projects have been approved by the decision of the Regional Board of
Conservation of Istanbul Renewal Areas Cultural and Natural Properties found in the 1st Stage of
Suleymaniye Renewal Area) will be covered by Governorship of Istanbul, with 40% will be covered by
property owners and/or covered by the granting of credits from the Housing Development
Administration of Turkey (TOKI). Thus, an application has been made to TOKI.
Architectural and engineering projects of 11 lots have been delivered to the IBB Directorate of
Construction Affairs within this scope, and tenders directed at the implementation have been
performed by the Directorate of Construction Affairs. An application has been made to the Istanbul
2010 European Capital of Culture Agency with the purpose of full compensation for the costs of
registered structures that are public property (Istanbul University, Treasury, Foundations) from
among the 150, for which works have been initiated to be implemented in the said first stage.
Tenders directed at the implementation of 39 lots within this scope have been performed by the
Directorate of Construction Affairs. Moreover, for the implementation in the Suleymaniye Renewal
Areas, cooperation has been formed between Fatih Municipality and KIPTAS.
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Amongst the works which have been executed by Fatih Municipality since 2005, the project
designing stage of 24 cultural properties is ongoing, whilst 43 are completed. Since 2005, Fatih
Municipality have completed the restoration of 15 cultural properties with a further 9 in progress. As
of June 2011, the total number of projects and restorations Fatih Municipality will have commenced
is 25. Zeytinburnu Municipality has 2 restoration project implementations in the Site which are still in
progress and 5 restoration project implementations which will commence. In the 2011 schedule of
Fatih Municipality, there are 19 restoration projects in Suleymaniye.
Projects supporting the development of technologic infrastructure: In this regard, there are projects
both in progress and completed pertaining to establishment, implementation and updating of the
city information system of municipalities (See: Appendix‐12 for detailed information about the
Projects). There are projects of Fatih Municipality both in progress and completed regarding
establishment, implementation and updating of the city information system. The establishment of a
City Information System and Geographic Information System, entering development plans on a single
building scale as well as address information on the map and digitalisation of title deed information
on a city information system are the projects which began in 2005 and were completed in 2011. At
the end of the project, a functioning city information system was established. The Project of Mobile
Municipality and Transition to Mobile Signature Application, which was initiated to provide
coordination and speed in the activities executed inside and outside the institution was also
completed. Furthermore, supporting projects for the system such as development and updating of
the city information system and development of a digital archive were executed and completed.
Through the established system, multi‐layer search at a single building scale can be performed.
Moreover, the City Information System was transmitted to NVY National address database and
provides various facilities for its users. Fatih Municipality continues the works of making 3D
modelling of some streets and areas and taking 360‐degree renders from streets and main arteries
and transmitting them to geographic information systems and social municipality activities work in
integration with the City Information System. Furthermore, communication centres in which the
citizens share their requests and complaints and seek out solutions were developed.
Between 2010 and 2011, Fatih Municipality continued works to equip Fatih District with wireless
Internet. Certified online training programs were organised in order to increase the use of data
processing technologies inside and outside the institution and since 2007, Fatih Municipality has
occupied a stand in CeBIT expo and promotes data processing projects. In order to provide
integration of data processing infrastructure with other institutions, various implementations were
performed and cooperation was initiated. An Urban Design Project with the Purpose of Forming an
Econometric Model within the Scope of Urban Conservation‐Renewal‐Conversion has been realised,
in accordance with micro zoning and mapping project of 2005 and Conservation Plans of the Istanbul
Historic Peninsula, Fatih and Eminonu Districts Archeological Areas on the scales of 1/5000 and
1/1000, and 3‐Dimension laser scanning and survey and silhouette determination works have been
performed. These works constitute the supporting elements of the works in relation to the city
information system. Fatih Municipality and BIMTAS executed the sharing of data and information
obtained as a result of the Detailed Earthquake Oriented Construction project, relief projects of
monuments and projects of drawing out the street silhouettes of Fatih District which were executed
by BIMTAS in order to prepare against earthquakes and disasters. The project began and was
completed in 2007. There are projects of Zeytinburnu Municipality regarding developing information
and automation systems and expanding technical infrastructure capacities that were commenced in
2011 and completed or still in progress.
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Cultural and social service projects and projects reinforcing public relations: Istanbul Metropolitan
Municipality and district municipalities have numerous projects in this subject (Please see: Appendix‐
12 for detailed information on the projects). IBB ISMEK (Art and Occupation Vocational Training
Courses) from among these is a widespread training organisation with the aim of training qualified
workforce and providing its trainees with occupations. Moreover Fatih Municipality is undertaking
numerous projects such as “Information Houses Project”, “Fatih Social Integration Project”, “District
Mansions Project”, and the “Project on Workshop for People with Disabilities”. The activities carried
out under the area of cultural and social services include organising activities for special weeks,
organising panels, theatre shows, painting and photography exhibitions and crafts courses;
establishing people’s assembly, women’s assembly, youth assembly and organising cut‐rate/discount
days; arranging meetings with tradesmen and associations, executing business programs; artistic and
sports activities for people with disabilities; organising trips such as district trips etc; organising
activities for students in order to introduce and give information in relation to the district and the
city and organising programs to train and encourage the students to take part in the introduction of
Fatih; performing health screenings, preparing informative materials relating to health, distributing
them to the public and organising seminars; and finally making researches in order to measure the
satisfaction of the public regarding the services of municipality and to increase the variety and quality
of social services. These activities are carried out particularly by Fatih Municipality Directorate of
Cultural and Social Affairs and also the Directorate of Press and Public Relations and Directorate of
Health Services. Fatih Municipality Directorate of Conservation and Control of Environment execute
activities in relation to decomposing the solid wastes, increasing the trash collection capacity and
managing the dangerous wastes on‐site. Fatih Municipality also carries out operations which aim to
inform the district inhabitants regarding these subjects, increase environmental awareness and
quality of city and life.
1.6. Natural Structure of the Site
The most important natural heritage of the Istanbul Historic Peninsula is its "peninsula" character
from which it derives its name. The location and shape of the Historic Peninsula, which is surrounded
by the Sea of Marmara in the south, the Bosporus in the east and the Golden Horn in the North,
provide a different impression of the city from various aspects and coastal areas where water and
land interact further enrich the character of the Peninsula. The second natural heritage of the Suriçi
is its "topography" which is made up of hills, escarpments, and small valleys that go along the Golden
Horn to unite with the seven hills of the Historic Peninsula and the main valley that stretches from
the east side of it to the west; furthermore, this topography contributes to the unrivaled silhouette
of part of the Istanbul inside the city walls. All civilisations have utilised the "peninsula" shape of the
Historic Peninsula and its "topography", and have created the unrivaled silhouette of the city by
building their tangible cultural heritage, such as temples, monasteries, churches, mosques, and
kulliyes on these hills. The first hill where Topkapi Palace is located reaches 65 meters, the second hill
in Bab‐i Ali reaches 55 meters, the third hill in Beyazit reaches 60 meters, the fourth hill where Fatih
Social Complex is located reaches 65 meters, the fifth hill where Yavuz Selim Mosque is located
reaches 60 meters, the sixth hill above the Tekfur Palace reaches 55 meters and the seventh hill in
Sehremini reaches 55 meters from the sea level (Map 14).
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Map 14. Topography of the Site Management Plan (Source: IMM, 2003a)
According to the Istanbul Earthquake Master Plan which evaluates all the neighbourhoods of Istanbul
for earthquake damage risk, the areas that require immediate action are located mostly in the Fatih
District (IMM, 2003b). With damage assessment research conducted after the August 17, 1999,
earthquake, it was determined that large‐scale damage in the Eminonu‐Katip Kasim Neighbourhood
was seven times higher than the average level of damage experienced in Istanbul. The damage was
six times the Istanbul average in the Fatih Imrahor and Haci Huseyin Aga Neighbourhoods according
to the old administrative borders. Furthermore, when an evaluation was undertaken in relation to
registered existing and damaged monuments in the Site, it was observed that 677 of the 10,413
registered historical monuments are located in high damage areas. Also, since most of the Buffer
Zone is made up of alluvion and filled areas, the same earthquake risk factors that apply to the
Historic Peninsula apply to the Buffer Zone.
According to the liquefaction risk analysis and the movement of mass (landslides) evaluation done in
the Urban Design Project for Creation of an Economical Model within the Scope of Urban
Conservation and Renewal and in accordance with the 1/5000 and 1/1000 Scale Conservation Plans
of Istanbul Historic Peninsula Fatih and Eminonu Districts, despite the area between the city walls
and the coast having a strong foundation, the hillsides of the Millet Avenue facing the coast were
found to be prone to landslides. Aside from areas prone to landslides, the fact that buildings built
between 1950 and 1970 exist in large numbers in these otherwise strong areas increases this risk.
The fact that the foundation of Vatan Avenue, one of the important axes of the Site, is made up of
alluvion, and that the buildings erected between 1950 and 1980 have many floors and their ground
floors serve business purposes demonstrate the high risk of this area. Other factors that increase the
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risk in the Eminonu District are that the ground contains clay and marl and there are filled areas both
along the coast and inland which further increases the risk of the area (Map 15).
In the Istanbul Earthquake Master Plan (2003), high‐risk areas based on their ground characteristics
were determined in the damage assessment research undertaken after the August 17, 1999,
earthquake and these are the areas between the Cemberlitas Beyazit lower neighbourhood and the
Golden Horn Coast, the triangle between Beyazit‐Aksaray‐Sarachane, along the Vatan Avenue,
Sultanahmet‐Ahirkapi access, the Golden Horn coast, filled ground along the Sea of Marmara, the
area surrounding the Fevzi Pasha access and sloping areas of Samatya.

Map 15. Analysis of the High Earthquake Risk Areas in the Site Management Plan Area (Source:
IMP/BIMTAS 2005, IMM 2003b, IMM, 2007a)
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1.7. Physical, Social and Economical Structure of the Site
In this section, the physical, social and economical structure of the Site is observed in the Site
Management Plan Area and Historic Areas of Istanbul sub‐headings.
1.7.1. Land Use
This section describes the land use, residential areas, commercial areas, accommodation areas,
administrative facilities, outdoors and green areas, social facilities and the spatial distribution of
these functions pertaining to the Site Management Plan Area and Historic Areas of Istanbul.
1.7.1.1. Site Management Plan Area
In terms of a functional breakdown, transportation areas take up most of the land (801 hectares) in
the 2110 hectare‐wide Management Area which is made up of the Historic Peninsula (1562 hectares)
and the Buffer Zone, approximately one third of the Peninsula (548 hectares). This function makes up
28.9% of the Peninsula and 38% of the total area when considered with the Buffer Zone. The second
function in the Management Area is the residential areas that make up one fourth of the Peninsula
(391) hectares. Thirdly, green areas and cemetery functions make up 14% of the area (total of 302
hectares) (Table 7, Map 16).
Table 7. Functional Distribution of the Site Management Plan Area
Site Management Plan
Historic Peninsula Buffer Zone
Area
Area Rate Area Rate Area Rate
Functions
(hectares) (%) (hectares) (%) (hectares) (%)
Residential Areas 391.08 25.06 11.14 2.03 402.22 19.06
Commercial Areas 115.53 7.40 8.94 1.63 124.47 5.90
Manufacturing Areas 8.80 0.56 5.40 0.99 14.20 0.67
Warehousing Areas 1.05 0.19 1.05 0.05
Residential + Commercial Areas +
70.16 4.48 8.38 1.53 78.54 3.72
Manufacturing + Warehousing
Commercial + Manufacturing +
26.41 1.69 0.41 0.08 26.82 1.28
Warehousing
Accommodation Areas 4.29 0.27 ‐ 0.00 4.29 0.20
Accommodation + Residential Areas 5.30 0.34 ‐ 0.00 5.30 0.25
Accommodation + Commercial Areas 25.08 1.61 ‐ 0.00 25.08 1.19
Green Areas 154.68 9.90 35.21 6.42 189.89 9.00
Cemetery Areas 6.52 0.42 106.14 19.36 112.66 5.34
Administrative Facilities 45.62 2.91 2.74 0.50 48.37 2.29
Religious Facilities 56.27 3.60 1.07 0.20 57.34 2.72
Education Facilities (Public + Private) 62.94 4.03 7.10 1.30 70.04 3.32
Cultural Facilities 34.81 2.23 0.18 0.03 34.99 1.66
Medical Facilities (Public + Private) 45.12 2.89 3.16 0.58 48.27 2.29
Technical Facilities 54.72 3.50 3.68 0.68 58.40 2.77
Other Areas* 454.67 29.11 353.4 64.48 805.92 38.29
Grand Total 1,562.00 100.00 548.00 100.00 2,110.00 100.00
Archeological Land Walls and Moats 16.50 3.50 16.50 3.50
* Other Areas: Consisting of transportation infrastructure (roads, traffic islands, cross‐sections), indoor and
outdoor parking lots, fuel stations, unoccupied land, construction sites, annexed buildings, etc.
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Map 16. Land Use in the Site Management Plan Area (Source: IMM, 2010a)
76
Residential Areas: It is observed that almost the entire residential function is located in the Fatih and
Eminonu Districts, which mostly hosts businesses, public services and tourist facilities. The residential
function appears most in Suleymaniye and continues along coastal areas of the Katip Kasim and
Nisanca Neighbourhoods in Yenikapi, and the Sehsuvar, Little Hagia Sophia, Sultanahment,
Cankurtaran and Emin Sinan Neighbourhoods. Residential areas within the boundaries of the
Management Area are made up of neighbourhoods that have a historical character and in addition, a
significant number of these are reinforced concrete structures that had been mostly renovated since
1940s, reaching five or six stories.
Commercial Areas: Commercial areas in the Historic Peninsula cover 115.5 hectares which accounts
for 7.4% of the area, most of which has developed in the Eminonu District. The Grand Bazaar and
Inns Area make up the traditional centre for retail and wholesale business in Istanbul. Commercial
areas in the Fatih District are focused in Aksaray, and have developed linearly along the Millet
Avenue and Fevzipasa Avenue and continue as far as the Land Walls. Akdeniz, Oguzhan and Kizil Elma
Avenues are perpendicular to these main roads that have a lower grade business function.
Accommodation Areas: Accommodation areas that generally appear along with residential and
commercial areas in the Historic Peninsula cover 35 hectares. Thus, accommodation areas make up
only 2.2% of the total area with two thirds of located in the Eminonu District. Four and five star
accommodation facilities are located around Laleli, Sultanahmet, Cankurtaran and Topkapi.
Furthermore, two and three‐star hotels and bed‐and‐breakfasts that appear along with residential
and commercial areas are also generally focused in the Sultanahmet and Cankurtaran
neighbourhoods.
Administrative Facilities: Administrative Facilities make up 2.9% of the total area in the Historic
Peninsula (45.6 hectares) with its houses directorships of the central government of which the most
important are the Governorship of Istanbul and Istanbul Metropolitan Municipality, Istanbul
Courthouse, Istanbul Police Department, Fatih Municipality and service units as well as other public
institutions or establishments. These functions are in accordance with the management function of
the Historic Peninsula that has continued for a long period of time and this has to be evaluated in
terms of daily commuters that come to the area because of some administrative units that serve the
entire city of Istanbul, which is growing every day.
Outdoors and Green Areas: An important part of the green areas in the Historic Peninsula are large
area such as Gulhane Park and Sarachane Park, coastal filled areas, limited‐sized neighbourhood
parks and children’s play grounds. These areas make up 10% of the Historic Peninsula (155 hectares).
Aside from these areas, there are also kulliyes, cemeteries, university and hospital lawns and
Botanical Gardens that are not directly open to the public. Cemeteries in the Buffer Zone (106
hectares) and green areas that go along the Land Walls (35 hectares) are also potentially important.
Social Facilities: When we evaluate educational facilities, health facilities and cultural areas and
religious areas in the Historic Peninsula under the heading of Social Facilities; Capa and Cerrahpasa
University Hospitals and Istanbul University are the most important the social facilities that serve the
whole of Istanbul. Cultural areas and historical monuments that are visited the most by local and
foreign tourists, such as Topkapi Palace, Gulhane Park, Hagia Sophia Museum, and Suleymaniye
Mosque, are important social areas for the population of the area. Religious facilities are mostly
made up of monuments, kulliyes, churches, and synagogues.
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1.7.1.2. World Heritage Sites of the Historic Peninsula
Physical and Practical Use of the Sultanahmet Archeological Park World Heritage Site
The Sultanahmet Archeological Park World Heritage Site sprawling over a territory 122.6 hectares is
made up of two sub‐neighbourhoods, namely the Topkapi Palace/Sur‐i Sultani and monuments
which sprawl over an area of 72 hectares and the Sultanahmet neighbourhood that hosts most of the
tourism activity. The Sur‐i Sultani neighbourhood, which was the administrative centre of two past
empires and encompasses the Topkapi Palace and the Gulhane Park, is a First Degree Archaeological
Site. This area hosts historical monuments, museums such as Istanbul Archeological Museums, Hagia
Irene Museum, civil architectural buildings, above ground remains and underground monuments and
carries national and international cultural and historical value (IMM, 2003a).
Dominant functions in the Sultanahmet Archeological Park World Heritage Site are green areas (28
hectares, 23%) and culture and administrative areas which make up approximately 55% of the Site.
Sultanahmet, Cankurtaran and Little Hagia Sophia are areas where the traditional concept of
residence is partially protected and accommodation and residential areas can be observed side by
side in some sections. Families that have migrated from Eastern and the South‐eastern Anatolia in
recent years mostly live in these areas. The biggest reason for this is the cheap rent in the area due to
the neighbourhood being physically worn. In the same way, the Sirkeci neighbourhood is an area
where commercial plus accommodation functions go hand in hand (Map 17).
The Historical and archeological monuments that are present in the Sultanahmet–Cankurtaran
neighbourhood results in this area being in very high demand for tourists. Aside from first class, high‐
quality boutique hotels in the neighbourhood, there are also many bed‐and‐breakfasts, hostels and
small hotels. The biggest problem of the Sultanahmet neighbourhood, which has been an urban
archeological site since 1995, is the development stress created by tourism activity. This stress is
particularly prominent in the form of new constructions and constitutes a threat to archeological
heritage in the neighbourhood (IMM, 2003a).
Social and technical facilities in the Historic Peninsula are at a level that appeals not just to the
population of the Historic Peninsula but to the whole of Istanbul. These facilities create a dense
human and vehicle traffic in the Historic Peninsula due to the services they offer. Furthermore,
monuments such as large kulliyes, Topkapi Palace, Archeological Museums and Cisterns that are the
symbols of the historical and cultural value of the Historic Peninsula attract many tourists which
results in transportation and parking problems which are compounded by the insufficiency of
facilities. Existing green areas are very limited in the midst of residential areas due to dense
urbanisation and buildings; however, green areas of the Gulhane Park and around large kulliyes
increase the green areas of the Site. Gulhane Park does not only serve its locale but also the whole
city as a city park.
The Historic Peninsula houses a commercial life that has origins in the past and has not lost its
vitality. This vivid and dynamic commercial life becomes apparent especially with transportation
needs. Coastal roads constitute the most important arteries of the Historic Peninsula. The National
Railway between Halkali and Sirkeci is used both by commuters and for the transportation of cargo.
The other rail system route in the Historic Peninsula is the tramway that runs between Zeytinburnu
and Kabatas. The tramway route runs along Millet Avenue, passes Sultanahment, Gulhane and
78
Eminonu and ends in Kabatas providing an important service along its route. Dense passenger traffic
can be observed between the Beyazit, the Grand Bazaar, Cemberlitas and Sirkeci stops especially at
peak hours (IMM, 2003a).

Map 17. Land Use in Sultanahmet Archeological Park World Heritage Site Area (Source: IMM, 2003a)
Physical and Practical Use of the Suleymaniye Mosque and its associated Area World Heritage Site
The Suleymaniye Mosque and its associated Area World Heritage Site has been able to protect the
traditional character of its urban fabric until the 1950s. Suleymaniye has often been witness to fires
just like other Istanbul neighbourhoods with old and wooden buildings and still houses a network of
streets and civil architectural buildings that have preserved their traditional characteristics. The
number of residential buildings has decreased over time and it is now mainly single people have
moved in from other parts of Turkey or students that have moved into the remaining buildings due
to its proximity to the university. Over the last century, Suleymaniye has become a neighbourhood
for the poor but has protected its vitality with the education and health services offered in the area
(Eyice et al., 1994).
79
Traditional Suleymaniye houses are built out of wood and stone and have several storeys. Their
function has changed with changing life styles. Today, individual houses have turned into residences
where one family or many single people live in one room. These changes in the plan have been
reflected in the facade of buildings and this has negatively affected the architectural appearance
(Photograph 5).

Photograph 5. Suleymaniye Traditional Wooden Houses (samples of civil architecture)
Residential areas make up 13.8% of the Suleymaniye Mosque and its associated Area World Heritage
Site and ground floors of some residences serve as businesses in some neighbourhoods. While
residential areas are located among Istanbul Drapers and Yard Goods Centre (IMC) Blocks to the west
and buildings of Istanbul University in the east, mixed use that contains local businesses is observed
along main roads that run from the North to the South.
A total of 17.4% of the area is made up of educational areas and contains the central building of
Istanbul University and faculties as well as high schools and elementary schools that serve the area.
Many dormitories of varying sizes have been chosen for this area due to the proximity of the
neighbourhood to the university.
Suleymaniye is another area where small industrial establishments, manufacturers, and warehousing
use are prevalent in the Historic Peninsula. Cultural properties have increasingly been transformed
into manufacturing and warehousing spaces, abandoning their authentic functions. Since
manufacturing and warehousing areas usually develop with commercial activity, both manufacturing
and marketing can be observed in the same area. Manufacturing of leather and textile products, as
well as paper, plastic and metal goods continue in the neighbourhood. Manufacturing, warehousing
and commercial activities cover 16.1% of the Site.
Istanbul University buildings that were used by the Ministry of War as Barracks in the previous
century and the Esnaf Hospital are the important education and health facilities of the
neighbourhood. Due to a high university student population residing in the neighbourhood, there are
many specialised libraries, cafes and restaurants in the Site. The Muftiship building’s garden is
located to the west of the Suleymaniye Mosque and the Istanbul University Faculty of Science
Botanical Gardens are the largest outdoors areas that have the best scenery in the neighbourhood
80
(IMM; 2003a) (Photograph 6). The number of health care centres and social services in the area is not
sufficient to meet the needs of residential areas and their population.

Photograph 6. The Muftiship Building and Istanbul University Botanical Gardens
Suleymaniye is located between important transportation axes of the Historic Peninsula. Being one
of the most important transportation axes of the Historic Peninsula, the Ataturk Boulevard
determines the Western boundary of the Suleymaniye Conservation Area, Sehzadebasi Avenue is
located to its south and Ragip Gumus Pala Avenue is located to the north. The authentic street
pattern that feeds the residential areas in the neighbourhood has been covered with asphalt and has
felt the stress of transportation. Heavy vehicle traffic can especially be seen in areas where intense
commercial‐manufacturing‐warehousing activities are observed. The number of parking lots cannot
meet the demands of the neighbourhood.
Public transportation to the Site is possible via seaway and land. The Zeytinburnu‐Kabatas tramway
reaches the beginning of the area located between Eminonu and Beyazit public transportation
stations. However, due to the sloping and narrow streets of the area, public transportation vehicles
reach the periphery but cannot enter it. When Sishane‐Yenikapi route of Yenikapi Taksim subway is
completed, one of the stops will be located in Sehzadebasi. The authentic street pattern is ideal for
pedestrian use; however, pedestrianisation efforts fall short. Furthermore, asphalt layering was used
on many streets and the authentic street level has changed. However, the roads around the
Suleymaniye Mosque have been closed to vehicle traffic, renovated and opened for pedestrians only.
Unoccupied lots in the area have been turned into parking lots; and urban traffic is hindered greatly
because many cars are parked along the transportation axes in many parts of the Historic Peninsula.
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Map 18. Land Use in Suleymaniye Mosque and its associated Area World Heritage Site (Source: IMM,
2003a)
82
Physical and Practical Use of the Zeyrek Mosque (Pantocrator Church) and its associated Area
World Heritage Site
The Zeyrek Mosque (Pantocrator Church) and its associated Area World Heritage Site has been a
residential area since the Ottoman era. The dominant uses in the Site are residential use and
functions related to it and use of mosque, tomb and cemeteries (Map 19).
When evaluated in terms of area, over 50% of the Zeyrek Mosque and its associated Area World
Heritage Site of 10.30ha is made up of residential areas (5.55 ha; 54.8%). Residential use is spread
throughout the Site. Mixed use that contains local trade can especially be seen in the Site along the
Haydar Street that runs from the north to the south; however, these areas are very small.
Furthermore, there is a health care centre belonging to the Fatih Municipality and an educational
unit belonging to the Turkey Foundation of Education Volunteers which provides appropriate
services for residences in the Site. In particular the learning unit belonging to the Turkey Foundation
of Education Volunteers is recognised as a social centre serving the citizens living in the
neighbourhood, especially women and children. Outdoor areas and green areas for use by those
living in the Site, especially by children are very insufficient.
Mosques, tombs and graves located in the Zeyrek Mosque and its associated Area World Heritage
Site come second after residential use and functions related to it. Aside from the Molla Zeyrek
Mosque that carries first‐degree importance due to its historical value and architectural
characteristics, there are also Kucuk Ibadethane, Kasap Demirhun Mosque, Divitdar Mehmet Efendi
Mosque, Ummu Gulsum Mosque, Zembilli Ali Efendi Tomb, and Sheyk Suleyman Mosque and tomb.
The total area of the religious facilities in the Site is approximately 0.42 ha and makes up
approximately 4.2 % of the Site.
Buildings designed by Sedad Hakki Eldem, which are located on the Ataturk Boulevard, are used as
administrative offices of Social Security Institution (SSK). Total area of the administrative facilities in
the Site covers approximately 0.63 ha and makes up approximately 6.2 % of the Site. Commercial and
residential plus commercial uses can be observed especially along Ataturk Boulevard. The size of the
area used for commercial and for residential and commercial takes up approximately 2.2% of the
Site.
When transportation links in the Site are evaluated, Ataturk Boulevard comes across as one of the
most important transportation links of Istanbul and the Historic Peninsula. The boulevard is located
to the East of Zeyrek Mosque and its associated Area World Heritage Site and acts as a border to the
Site in this direction. The Area is linked to Ataturk Boulevard with Fil Rise and Zeyrek Mehmet Pasha
Street. Haydar Street runs from the north to the south along the west of the Site and acts as an
important axis that connects the Site with the Golden Horn and other central residential areas in the
west. Organic connections from the Ottoman traditional street pattern can be labelled as other road
connections in the Site. While all road connections in the Site are vehicle roads, Haydar Avenue is the
connection that is used the most and where especially mixed use is intense. The organic street
pattern dominant throughout the Site sometimes hinders vehicle traffic and at the same time, carries
the potential for pedestrian traffic to create beautiful sights.
83
Due to the topography in the Site, there are no public transportation routes in the Zeyrek Mosque
and its associated Area World Heritage Site. At the same time, accessibility to the Site can be
regarded as high due to its central location. Bus routes and stops along Ataturk Boulevard and Fevzi
Pasha Avenue are within walking distance from the Site. While the main method of transportation
used for accessing the Site is by land, seaway and rail systems carry importance for accessibility to
the Site.
The Zeyrek Mosque and its associated Area World Heritage Site is considered to be more
homogenous in terms of its social and practical characteristics compared to other World Heritage
Sites in Istanbul. With this character, the problems of the Site are less complex and more clearly
identifiable compared to other World Heritage Sites.
The Zeyrek district residential appearance has been damaged over time through fires and neglect. On
the other hand, it is well known that people who live in the area have changed due to migration to
Istanbul that began in the 50s. This change is reflected in the physical appearance of Zeyrek with a
wave of construction of apartment buildings between 1960 and 1975. Limitations were placed on
new constructions in 1980 after the Site was marked as a conservation zone (IMM, 2003a). More
recently, projects are being carried out in the district aiming at restoring civil cultural properties,
which carry an importance as examples of the traditional Ottoman wooden architecture.
Today the "Zeyrek Houses Project" and restoration of the Zeyrek Cistern are in progress under the
cooperation of institutions such as the Governorship of Istanbul, Istanbul Metropolitan Municipality,
1st District Directorate of Foundations, Fatih Municipality and the National Timber Association, etc.
Similar projects continue in the Pantocrator Church, which is currently in use as Zeyrek Mosque. It is
important for these projects to have an internal management system, be consistent with modern
conservation principles and to ensure coordination with the Historic Peninsula Site Management
Plan.
84

Map 19. Land Use in Zeyrek Mosque (Pantocrator Monastery) and its associated Area World Heritage
Site (Source: IMM, 2003a)
Physical and Practical Use of the Istanbul Land Walls World Heritage Site
Istanbul Land Walls World Heritage Site covers 525 hectares and can be regarded as two areas,
namely inside and outside the city walls. A breakdown of functions in the Istanbul Land Walls World
Heritage Site is presented in Map 20.
The section inside the city walls has mainly a residential function. Residential and commercial
function can be seen on the part of Fevzipasa Avenue close to the city walls. The second biggest
function inside the city walls after the residential function is the green area function. Areas where
greenery can be seen densely are the Beyazitaga, Veledi Karabas, Haci Hamza, Haci Evhaddin
neighbourhoods. Yedikule Dungeons are used today as cultural areas. In the area where Vatan
Avenue intersects with the city walls, there are health, administrative and education functions,
namely a private health facility, a dormitory, and the Fatih Sports Complex. The accommodation
85
function can be observed with two four and five‐star hotels near Millet Avenue close to the city
walls. Mihrimah Sultan Mosque is located where Fevzipasa Avenue intersects the city walls and other
religious facilities belonging to various eras and religions, which further enrich the Site character, can
also be observed in this area.
A large part of the Istanbul Land Walls World Heritage Site outside the city walls consists of
cemeteries and green areas. In this context, cemeteries take up large areas in Maltepe, Merkez,
Kazlicesme and Seyitnizam Neighbourhoods in the Zeytinburnu District and the Defterdar
Neighbourhood in the Eyup District. Furthermore, there are functions related to residential,
commercial, social facilities and mixed use in the Site. While the function with the largest area
following cemeteries and green areas is residential, four fifths of these residences are located in
Zeytinburnu and one fifth in the Eyup District. Almost all of the residence + commercial areas are in
the Zeytinburnu District and residence + commercial + manufacturing + warehousing areas can be
viewed sporadically in the Zeytinburnu District.
A large portion of commercial, manufacturing and warehousing areas in the section of the Site
outside the city walls are located in the Zeytinburnu District with commercial, manufacturing and
warehousing functions mostly seen in the Merkez Efendi and Kazlicesme Neighbourhoods,
manufacturing function is seen in the Maltepe Neighbourhood and commercial function can be
mostly observed in the Seyitnizam Neighbourhood. Manufacturing areas in the Eyup District are
mostly located in the Defterdar Neighbourhood and based around textile and thread production.
Nearly all health and education facilities outside the city walls are located in the Zeytinburnu District.
Eyup District appears to contain more administrative facilities in comparison to Zeytinburnu District.
In terms of educational facilities, Zeytinburnu District mostly has technical and vocational training
facilities, dormitories and hospitals.
10. Yil Avenue that runs along the Land Walls in the Istanbul Land Walls World Heritage Site is an
important transportation artery in the city. Fevzipasa Avenue, which is located between Sehzadebasi
and Edirnekapi and extends to Sultanciftligi, is considered as a first degree urban road that
experienced intense urban growth and change over the historical development. Vatan, Millet and
Fevzipasa Avenues begin from Aksaray, the centre of the Historic Peninsula, run toward the Land
Walls and intersect the 10.Yil Avenue which runs parallel to the Land Walls and merges with the D‐
100 Highway. Coastal ways that run along Marmara and the Golden Horn coasts merge with 10.Yil
Avenue in Ayvansaray in the North, and in Yedikule in the south. The Heritage Area is under a dense
traffic weight due to main transportation connections that provide access to the centre of the
Historic Peninsula and at the same time is used for transit access. Furthermore, the historic gates
face the threat of serious damage due to the fact that the gates of the Land Walls (Mermerkule Gate,
Altin Gate, Yedikule Gate, Belgrade Gate, Silivri Gate, Mevlana Gate, Topkapi and Edirnekapi) are
heavily used by vehicles as access points into the city.
86

Map 20. Land Use in Istanbul Land Walls World Heritage Site (Source: IMM 2003a, IMM 2007b, IMM
2010b)
87
1.7.2. Social Structure
The Population and social structure heading related to the Site Management Plan Area and Istanbul’s
Historic Area are divided into the sub headings of size of population, household sizes, age groups,
migration and employment.
1.7.2.1. Site Management Plan Area
Size of population: According to data collected in 2010, the total population of neighbourhoods in

the Site Management Plan Area is 462,112. A total of 30,965 people of this population live in the
Buffer Zone neighbourhoods. When we evaluate the population of these neighbourhoods within
boundaries of the Site Management Plan Area, we realise that the total population of the Site is
approximately 500,000 (Table 8). As outlined in Map 21, most of the residential population of the
Historic Peninsula reside in the Fatih District. The population of historical neighbourhoods in the
Eminonu District that run along coasts of Marmara and neighbourhoods in the Suleymaniye
neighbourhood do not exceed 3000. The Grand Bazaar, Inns Area, Sirkeci, Beyazit, and Laleli are
neighbourhoods where the night population does not exceed 1000. The most crowded
neighbourhoods in the Fatih District are located between Millet Avenue‐Land Walls‐the Sea of
Marmara where high rise buildings can are observed. The population of neighbourhoods in the area
carrying the same constructional character located between Millet Avenue‐Vatan Avenue‐Fevzi
Pasha Avenue ranges between 4000‐7000. On the other hand, neighbourhoods between Fevzi Pasha
Avenue and the Golden Horn coast with historical features have a smaller population.
Table 8. Population of the Site Management Plan Area ‐2010
Name of
Area District Population
Neighbourhood
Historic Peninsula Fatih District Entire District 431,147
Bayrampasa District Ortamahalle ‐
Defterdar 4,874
Eyup District Topçular ‐
Total 4,874
Gokalp ‐
Site Management
Merkez Efendi 22,450
Plan Area outside
Maltepe ‐
the city walls Zeytinburnu District
Seyitnizam 2,260
Kazlicesme 1,381
Total 26,091
Site Management Plan Area outside the city walls
30,965
Total
Historic Peninsula Site Management Plan Area TOTAL POPULATION 462,112
Household size: The average household size of the Historic Peninsula is lower than Turkey and
Istanbul values with 4.0 persons as of the 2000 data and 3.2 persons as of the 2007 data (IMM,
2007). The main reasons for this is the increasing inclination of the single population to live around
the Eminonu District and increasing nuclear family numbers in the Fatih District.
Age Groups: As of 2007, the 0‐14 age group make up 19% of the total population and the 65+ age
group make up 9% of the total population of the Historic Peninsula (TUIK, 2009). The number of
children is high in neighbourhoods where the migrant population live and in historical
neighbourhoods. Neighbourhoods where the 65+ age group is above the Historic Peninsula average
are also historical neighbourhoods where original Istanbulites live.
88
Map 21. Neighbourhood Populations in the Site Management Plan Area ‐2007 (Source: TUIK, 2007)
89
Migration: According 2000 data, the largest portion of the total population in the Eminonu District
was born outside Istanbul (60%) (DIE, 2000). Despite Istanbul being the first residential area, when
asked "Where are you from?" 26% of the population in the Fatih District answer “Istanbul” (GENAR,
2002). The provinces from which the district receives the most migration are the Black Sea and
Central Anatolia: Trabzon (4.9%), Malatya (4.8%), Kastamonu (4.6%) and Rize (4.5%). The Fatih
District receives immigrants from almost all provinces of Turkey and has reached a level of 74.1%.
However, the district also has a population going back generations with inhabitants that were born
and have lived in Fatih since their birth.
When Fatih District is examined on the basis of neighbourhoods, it is observed that Cerrahpasa‐
Aksaray district Yali neighbourhood received a high number of immigrants from Mardin who
migrated to Cerrahpasa‐Aksaray district Yali neighbourhood after the 1990s and as a consequence,
its former inhabitants have left. Moreover, illegal foreign immigrants also reside in this area. Zeyrek
and Cibali neighbourhoods have also received immigrants from Eastern Anatolia as have the
Sultanahmet and Cankurtaran neighbourhoods. In the Cerrahpasa area, the Kurkcu neighbourhood
receives the highest number of migrants. Sehremini‐Cukurbostan area, in spite of its lively
environment, has lost its former inhabitants to other areas due to the fact that the houses in the area
are small, closely positioned, the neighbourhood lacks sufficient green areas and the rents in the area
are very high.
When Eminonu District is examined on the basis of neighbourhoods, it can be observed that
Cankurtaran, Sultanahmet, Little Hagia Sophia, Emin Sinan, and Sehsuvar Bey Neighbourhoods are
the ones that inhabitants born and bred in Istanbul mostly populate. In the older neighbourhoods of
Eminonu, people from the eastern and south eastern provinces make up the majority of the
population. The population of the old section of the district consist mainly of people who were born
in central Anatolia. However, the percentage of the population that was born in Western Anatolia,
Marmara, Thrace and Mediterranean regions, is the lowest in the district. The old inhabitants of
Sultanahmet‐Cankurtaran neighbourhoods moved to other areas due to the fact that the historical
houses in this area are very small and subject to multiple‐ownership, while repair of the houses
would be difficult and costly. These buildings, which were vacated and not suitable for habitation,
were rented by migrants coming from Eastern Anatolia after the 1980s.
Suleymaniye is the first place where migrants from Anatolia took up residence and on average they
stay in the area for six years. From here, they move on to Bagcilar and Esenler as they acquire
ownership of their own apartment units. The fact that this area is used as a stepping stone caused it
to be occupied by the least qualified work force that would soon leave the neighbourhood. for this
reason, the area has become the place of accommodation and temporary work for the least qualified
and the poorest population in the district.
In recent years, the migration to Eminonu and Fatih has slowed and any migration that occurred was
due to families asking their relatives to come to the city. The district is preferred due to its central
position. Its close surroundings to workplaces, ease of transportation and relative safety of the
residential area attract people to this district. Most inhabitants of Fatih District have been in the area
for a long while. While 13,2% of the inhabitants reside in Istanbul for the last 6‐10 years, 9,4% reside
for 11‐15 years and 76,2% reside for 16 years and over.
90
Employment: 80% of the population that resides in the Historic Peninsula works in manufacturing,

retail and whole sales, restaurants, hotels and public services and the social and personal services
sectors (DIE, 2000). While 40% of the population of the people who reside in neighbourhoods in the
Eminonu District work in retail, wholesale and hotels sectors, 28% of those who reside in the Fatih
District work in the manufacturing sector.
1.7.2.2. World Heritage Sites of the Historic Peninsula
Social Structure Characteristics of the Sultanahmet Archeological Park World Heritage Site
The population residing in the Sultanahmet Archeological Park World Heritage Site partially consists
of people who were born in Istanbul. A part of the population residing in the Cankurtaran
Neighbourhood, which is made up of a few residential areas that have remained among the touristic
business places, is the low‐income Romany. The middle income and lower‐middle income migrant
population from the Central Anatolia and Eastern Anatolia Regions reside in the Little Hagia Sophia
Neighbourhood. Most of the population who reside in the Sultanahmet Neighbourhood are either
owners of or workers in the small‐sized businesses in the area. As original inhabitants of the area
move to different locales, these buildings were transformed either to serve touristic purposes or to
accommodate multiple families. This is due in part to the fact that cultural properties in the area are
small and have many shareholders and renovations are difficult and expensive. These are the reasons
behind the household size in the area and the number of inhabitants who are illiterate being higher
than those of the Historic Peninsula (IMP/BIMTAS 2006‐2007).
Social Structure Characteristics of the Suleymaniye Mosque and its associated Area World Heritage
Site
Old and deep‐rooted families that lived in the Suleymaniye Mosque and its associated Area World
Heritage Site began to leave the area from the beginning of the twentieth century onwards and were
replaced by a population of rural descent who came to the area through migration. The household
size in the area is above the average household size in the Historic Peninsula (IMM, 2007). Most of
the population is made up of males (there are neighbourhoods where the male population reaches
70% of the total) (TUIK, 2008). In areas where the senior population is low, the young and middle
aged group is above the average of the Historic Peninsula (20% and 71%) (TUIK, 2009). The fact that
temporary work can be found in heavy commercial areas attracts tenants to the area who seek
employment within walking distance. Those who migrate to the area use the area as a stepping stone
and even the most unqualified manpower use the area temporarily and leave it after some time.
Social Structure Characteristics of the Zeyrek Mosque (Pantocrator Church) and its associated Area
World Heritage Site
Usually multiple‐children and extended families live in the Zeyrek Mosque and its associated Area
World Heritage Site, which is one of the highly populated areas of the Site Management Plan Area.
The household size and the 0‐14 age group rate of the area are above average of those in the Historic
Peninsula. Although the literacy rate in the area is above the average of the Historic Peninsula, their
education level is elementary (TUIK, 2009). The population of the area is mostly of Black Sea and
Eastern Anatolian background and the social structure of the area differs from that of Suleymaniye
because the population has been living in the area for a long time and due to the fact that the area is
preferred by families (IMP/BIMTAS 2006‐2007).
91
Social Structure Characteristics of the Land Walls World Heritage Site
There are neighbourhoods of historical character each having a population of 3000‐4000 to the north
of the Land Walls World Heritage Site (TUIK, 2007). This historic character weakens toward the South
and is replaced by 4‐5 storey apartment buildings and as a result, neighbourhood population has
increased. The average household size along the Land Walls is above the average values of the
Historic Peninsula (IMM, 2007). The rate of the illiterate population in the neighbourhoods in the
northern and southern ends of the Land Walls exceeds the average numbers of the Historic Peninsula
(TUIK, 2009) and the level of education is higher in neighbourhoods located along the middle of the
Land Walls. It is mainly migrants from the Eastern Anatolia and Black Sea Regions who live in the area
and the most important problem in the area is poverty. This problem becomes more prominent
toward neighbourhoods in the north (IMP/BIMTAS 2006‐2007).
1.7.3. Economical Structure
Trade and Service Sector: The Historic Peninsula has acted as the centre of trade in Istanbul since
times past (especially with Eminonu, the Grand Bazaar, the Inns Area and surroundings) and has
been an important business and service area at both an urban and regional level. The economical
structure of the Site is shaped by wholesale and retail business, accommodation and food/beverage
services, repair of automobiles and electrical tools, real estate rental and social service activities.
According to the number of units, the wholesale and retail business are concentrated in the Eminonu
District (1.4); car and goods repairs; real estate rental (1.5) and health and social services are
concentrated in the Fatih District. In terms of number of units, the textile and leather goods make up
the main business activity in the Eminonu District with its share of 48%. This sector is followed by
furnishings and household textiles (9%) and gift articles (8%) sub‐sectors. Textile and leather goods
are also the leading sector in the Fatih District with a share of 13%. This is followed by financial
consultancy, law, and architecture/engineering sectors at 12%. It is reasonable to surmise that the
service sector in Fatih District is bigger when compared with the Eminonu District.
Small Manufacturing Sector: The manufacturing sector in the Historic Peninsula is focused in the
Eminonu District. The manufacturing sector survives along with business and service sectors and is
more than often made up of small‐sized companies. Small manufacturing and warehousing areas are
focused in Suleymaniye, the Inns Area and Gedikpasa in the Eminonu District. Jewellery and furniture
(32.4%) and leather goods such as shoes, bags and other leather goods (29.3%) are the leading
sectors in the sectoral breakdown of manufacturing units in the Eminonu District. These sectors are
followed by print shops and textile manufacturing sectors in lower levels. Car repair and
maintenance and manufacturing of spare parts (26%) and manufacturing of textile goods (26%) are
the leading sectors in the breakdown of sub‐sectors of manufacturing units in the Fatih District.
Although the Fatih District is not as intense as the Eminonu District, there are still small‐sized
manufacturing areas clustered in certain spots. Ninety percent of those who work in manufacturing
work in the Eminonu District with the remaining 10% working in the Fatih District.
Tourism Sector: Istanbul is an important location for Turkey’s tourism sector. Istanbul’s contribution
to Turkish tourism equates to 27% of the total income from tourism in the country. While Istanbul
has always been an attraction centre for tourists in Turkey, the number of foreign tourists visiting
Istanbul has continuously increased in the last ten years (ITO, 2008). The biggest factors for tourists
coming to Istanbul are visits with the purpose of sightseeing‐culture‐recreation‐ sports (30%). The
core of the tourism sector in Istanbul is the Historic Peninsula. The historical and cultural richness of
92
the Historic Peninsula create an accommodation need for the tourists visiting Istanbul in this area
and hotels and restaurants are often seen in the Site.
According to the 2009 data, there are a total of 61,551 beds in the 368 accommodation facilities in
Istanbul licensed by the Ministry. These numbers correspond to 20,916 beds in 182 facilities in the
Historic Peninsula. Thirty‐nine percent of the total facilities and 34% of the total beds in Istanbul are
located in the Historic Peninsula. The fact that more than half of the one, two and three star hotels in
Istanbul are located in the Historic Peninsula and the number of four and five star hotels in the area
is lower than the number in the rest of Istanbul shows that the facilities in the area are small‐sized
businesses (Table 9).
Table 9. Tourism Licensed Accommodation Facilities in the Historic Peninsula
Historic Peninsula’s Share
Istanbul Historic Peninsula
in Istanbul

Number of Number of Number of Number of Number of Number of
Facilities Beds Facilities Beds Facilities Beds
Private Facility 67 4,320 36 2207 53.73 % 51.09%
Boutique Hotel 5 478 1 136 20.00% 28.45%
Five‐Star Hotel 34 20,045 4 1,796 11.76% 8.96%
Four‐Star Hotel 75 16,662 30 6,014 40.00% 36.09%
Three‐Star Hotel 94 11,739 52 6,722 55.32% 57.26%
One and Two‐Star Hotels 87 5,788 59 4,041 67.82% 69.82%
Others 6 2,519 ‐ ‐ 0.00% 0.00%
Total 368 61,551 182 20,916 49.46% 33.98%
Source: Istanbul Provincial Culture and Tourism Directorate, 2009
Thirty‐four of the Four and Five‐Star accommodation facilities in Istanbul’s Historic Peninsula are
located along main arteries of the area such as Ordu Avenue, Millet Avenue and Vatan Avenue.
Furthermore, the Sultanahmet and Cankurtaran neighbourhoods are preferred locations for Four and
Five‐Star facilities. One, two and three‐star hotels, bed‐and‐breakfasts, restaurants, and gift shops
can also be observed in numbers in these neighbourhoods. Laleli and Sirkeci neighbourhoods, which
used to house hotels in the past, are beginning to see some new investments for accommodation
facilities.
There are many museums in the Historic Peninsula that are important for Istanbul and Turkey. When
we look at the number of visitors on the basis of years, we can observe that Topkapi Palace Museum
has attracted the most number of visitors, followed by Hagia Sophia Museum, Basilica Cistern and
Museum, Kariye Museum and the Archeological Museums. Additionally, there are various private
museums that are active in the Historic Peninsula. The Press Museum, Rezzan Has Museum and the
Republic’s Education Museum can be counted among these (Table 10).
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Table 10. Museums in the Historic Peninsula and the Number of Visitors
Number of Visitors
Name of the Museum Institution Responsible
2002 2003 2004 2005 2006 2007 2008 2009 2010
Topkapi Palace Museum 1.110.930 1.325.239 1.495.713 2.110.190 1.858.867 1.757.317 1.619.629 2.932.429 3.588.730 R.O.T. Ministry of Culture and Tourism
Hagia Irene Museum ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ R.O.T. Ministry of Culture and Tourism
Archeological Museums 131.648 124.767 117.775 187.914 142.039 176.636 215.518 242.867 307.670 R.O.T. Ministry of Culture and Tourism
Hagia Sophia Museum 1.097.899 1.095.906 1.224.409 1.822.662 1.647.570 2.226.159 2.157.393 2.444.956 2.952.768 R.O.T. Ministry of Culture and Tourism
Basilica Cistern and Museum ‐ ‐ ‐ 906.593 936.980 1.181.084 1.306.881 1.382.009 1.579.237 IMM Kultur A.S
Turkish Islamic Arts Museum 67.525 53.166 66.867 94.504 90.484 95.510 88.953 71.865 81.970 R.O.T. Ministry of Culture and Tourism
Kariye Museum 165.195 123.967 143.187 217.186 164.318 230.736 248.250 324.622 ‐ R.O.T. Ministry of Culture and Tourism
Caricature and Humor Museum ‐ ‐ ‐ 10.973 14.431 15.780 16.213 9.674 ‐ IMM Libraries and Museums Directorate
Fire Fighters’ Museum ‐ ‐ ‐ 2.940 2.897 ‐ ‐ ‐ ‐ IMM Libraries and Museums Directorate
Mosaic Museum 19.042 15.146 18.174 29.312 ‐ 36.603 37.787 36.892 ‐ R.O.T. Ministry of Culture and Tourism
Fethiye Museum ‐ ‐ ‐ 775 5.261 7.863 9.032 19.564 ‐ R.O.T. Ministry of Culture and Tourism
Museum of Islamic Sciences and History of Technology ‐ ‐ ‐ ‐ ‐ ‐ ‐ 37.608 116.278 R.O.T. Ministry of Culture and Tourism
Panorama 1453 Conquest Museum ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ IMM Kultur A.S
Turkish Hand Carpets Sale and Display Museum ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ General Directorate of Foundations
Turkish Foundation Calligraphy Museum ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ General Directorate of Foundations
Turkish Construction and Artifacts Museum ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ General Directorate of Foundations
Museum for Rugs and Flat Woven Ground Cloths ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ General Directorate of Foundations
House of Dede Efendi ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Private / Foundation
Museum of Tanzimat Reforms ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Other Public Institutions
Health Museum ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Istanbul health Directorate
Press Museum ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Private /Journalists’ Association
R.O.T. Ministry of Transportation, Maritime
Grand Post‐Office and PTT Museum
‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Affairs and Communications
R.O.T. Ministry of Transportation, Maritime
Sirkeci Train Station TCDD Istanbul Railway Museum
‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Affairs and Communications
Yahya Kemal Museum ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Private /Is Bank
Zoology Museum ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Istanbul University
Yedikule (City Walls) Museum ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ R.O.T. Ministry of Culture and Tourism
Imrahor Ilyas Bey Mosque ‐ Museum ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ R.O.T. Ministry of Culture and Tourism
Republic’s Education Museum ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Private
Dimitri Kantemir Museum ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Private
Istanbul Cerrahpasa Medical Faculty, Museum of
University
History of Medicine ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Rezzan Has Museum ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ University
Turkiye Is Bankasi Museum ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Private/Is Bank
Source: Istanbul Provincial Cultural and Tourism Directorate, IBB Kultur AS., Istanbul 2010 Cultural Heritage and Cultural Economy Inventory Research Data, 2011
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1.8. Accessibility of the Site and Transportation
Due to its location, geography and history, the Site Management Plan Area contains road, rail and
seaway systems which make the Site Management Plan Area more accessible. As a consequence,
however, this causes a major part of Istanbul’s weight of traffic to go through the site (Map 22).
Accessibility and transportation of the Site was examined in sub‐headings of transportation by land,
railways and rail systems, sea transportation and transit access/transfer points.
1.8.1. Transportation by Land
All freeways and their connections in Istanbul were developed to feed the Site due to its role as an
urban centre. The D‐100 transportation corridor travels the city in the east‐west direction, passes the
Bosporus and the Golden Horn and is located in the west of the Site. Connecting roads of the D‐100
enter the Site via Vatan, Millet and Fevzi Pasha Avenues and these roads end in the Aksaray and
Sarachane junction. The transportation network that spread in the direction of Taksim, Beyazit,
Yenikapi and the coastal ways that join them act as the spine of the transportation by land in the
Historic Peninsula.
Second and third degree roads in the Site Management Plan Area continue in a linear line along
plateaus that run in an east‐west direction due to the topographical structure of the Site;
furthermore, these follow a more organic nature in escarpments along the coastline of the Sea of
Marmara and the Golden Horn. Neighbourhoods in the Site where the traditional street pattern is
protected are the World Heritage Sites and Fener, Balat, the Inns Area, Cibali, Silivrikapi,
Mevlanakapi, Yedikule, Samatya, Gedikpasa, and Kumkapi Neighbourhoods that all carry
characteristics of the Historic Peninsula.
Roads that are used by pedestrians within the Site usually lack a planned pedestrian route and
generally consist of narrow streets and stairs that were created by the rise in the topography of these
areas. Public squares in the Site are located along Divanyolu Avenue (Mese Avenue) that has been an
important transportation axis throughout history. The oldest public square of Istanbul is the
Hippodrome (Horse Square) which is located between Sarayburnu, the first administrative centre of
the Historic Peninsula and Sultanahmet. The Hippodrome creates the silhouette of the Historic
Peninsula, hosts many cultural properties belonging to the Roman and Ottoman eras and is located
within the Sultanahment Archeological Park World Heritage Site.
The Beyazit Square is bordered by the Main Campus of Istanbul University, Beyazit Mosque Kulliye
and Divan Avenue and is an important area that carries traces of the characteristics of the Historic
Peninsula. The boundaries of the Cemberlitas Square are Divanyolu Avenue, Atik Ali Pasha Mosque
and the Nur‐u Osmaniye Mosque Kulliye. The square has lost its main function to a great extent due
to the fact that the square is being used as a parking lot. Aksaray Square has lost its main function by
becoming a transportation junction. The Eminonu Square has partially lost its main function due to
the fact that transportation connections have increased; however, the area between the New
Mosque and the Spice Bazaar has retained its pedestrian character. Aside from large squares in the
Site, there are also small neighbourhood‐sized squares. These squares are Cankurtaran Square, Vefa
Square, Topkapi Kaleici Square, Zeyrek Square, Sultan Hamam Square, Kumkapi Square, and Samatya
Square (Hamamcioglu, 2009).
There are 249 parking lots within the boundaries of the Site, 20 of which are closed, and 229 are
open; and these serve a total of 25,610 vehicles. Parking lots in the Site constitute 18% of the total
capacity of all parking lots in Istanbul and equate to 28% of all parking lots in Istanbul in number.
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Map 22. Current Transportation Network in the Site Management Plan Area (Source: IMM, 2010a)
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1.8.2. Railways and Rail Systems
Current rail systems in the Site have developed with a focus in the Historic Peninsula due to its
central functions. Routes of the current rail systems in the Site follow the main axes of transportation
which play an important role in the urban development of the city. These routes have developed in
accordance with topography of the high areas and in parallel to the low sloping Marmara coasts area
(Map 23).
Being the oldest and the most important rail system of the Site, the suburban line serves the area
between Sirkeci and Halkali and is made up of eighteen stations. The suburban line is the most
important line and acts as the linear connection of the Site to other areas in the European side. The
railway begins at the Historic Sirkeci Train Terminal, passes Sur‐i Sultani, passes the west side of
Istanbul through Zeytinburnu and connects to Europe through Thrace. The second rail system in the
Site is the Aksaray‐Airport Light Subway System that connects the Historic Peninsula to Ataturk
Airport, Esenler Central Bus Station and to other areas. The line goes along Vatan Avenue in the
Historic Peninsula, continues underground, and comes above ground outside the Historic Peninsula
and then reaches the airport. The third rail system in the Site is the tramway that runs between
Zeytinburnu and Kabatas. The line passes the Galata Bridge, reaches the Historic Peninsula and
continues to Aksaray by following Divan Yolu Avenue. The route follows Millet Avenue after Aksaray
and connects with the other system in the Buffer Zone.
1.8.3. Seaway
The seaway transportation network of Istanbul has developed with a focus in the Historic Peninsula.
The focal points of transportation by sea are the Yenikapi port on the Sea of Marmara and the
Eminonu Pier on the Golden Horn. Piers in the Eminonu District are used by the other metropolitan
sized seaway system that also serves the city. The pier at Sarayburnu offers ferry services at regional
and national level from the city. The Eminonu pier area, Sirkeci Train Terminal and bus stops create
an important centre for transportation. It is possible to reach all important centres of the metropolis
by land, sea and railway from this point. Piers that currently connect with roads and the suburban
line will serve more effectively after the Yenikapi Transfer Centre opens following the opening of the
Marmaray, Sishane‐Yenikapi Subway Line and the Aksaray‐Yenikapi Light Rail Line. Following changes
at Fener, Balat and Ayvansaray historical piers, the relationship between the Historic Peninsula with
Sutluce and Haskoy piers that are located on the other side of the Golden Horn will increase and its
connections with Eminonu and Karakoy will further develop.
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Map 23. Existing and in‐construction rail systems of the Site (Source: IMM, 2010a)
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1.8.4. Transit Access / Transfer Points
Transfer points of various transportation methods focused in the Historic Peninsula which currently
serve the city today at a metropolitan level, have been throughout history within the Site
Management Plan Area. Public transportation lines should be organised well because they connect
surrounding areas to the Historic Peninsula which houses some of the urban facilities that serves the
entire Metropolitan. Being the most important of these transfer points, the Yenikapi neighbourhood
will become an area where the Levent‐Yenikapi subway, the suburban line, the sea bus, IETT buses
and the Marmaray will integrate over the next five years. Two of these transportation investments in
particular, have a great impact on the Historic Peninsula Site Management Plan. The first one of
these is the Taksim‐Yenikapi Subway Line and the other one is the Golden Horn Metro Transit Bridge.
Construction of the Taksim‐Yenikapi subway began in 1998 and is 5.2 km in length with four stations
(Sishane, Sehzadebasi, Aksaray, and Yenikapi). When the line is completed, the Levent 4.‐Taksim
subway will be connected to Yenikapi; this, in turn, will decrease the wheeled vehicle traffic in the
Historic Peninsula. As a result of UNESCO DMK decisions (at the 2011 Paris meeting) that covered
negative impact that will be created by the bridge on the silhouette of the Golden Horn, the topic is
being evaluated within the scope of "Impact Assessments for Cultural World Heritage Properties"
since the year 2006. The DMK decision sites the damage that will be created by the bridge on the
areas global value and concerns in relation to this matter (See: Appendix‐5).
The second transportation investment that affects Istanbul’s Historic Peninsula Site Management
Plan is the Eurasian Tunnel Project. The project will only allow access for small‐sized wheeled vehicles
and will connect the Eastern and Western sides by going under the Sea of Marmara. The project is
put out to tender via the build‐operate‐transfer model and is 14.6 km in length. An important part of
the project will be widening and use of the Kennedy Avenue which is the southern coastal way of the
Historic Peninsula which connects the Peninsula to the Sea of Marmara. It will enter the Historic
Peninsula from the outskirts of the Topkapi Palace which is the most important point of the city in
terms of historical heritage. This project was criticized for attracting private vehicles to the Historic
Peninsula and was not scheduled within the higher‐scaled plans of Istanbul. Furthermore, it was
included in decisions of the UNESCO DMK (See: Appendix‐ 5).
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1.9. Planning Decisions of the Site
There are two main plans that will affect decisions of the Historic Peninsula Site Management Plan
namely; the "1/100,000 Scale Istanbul Provincial Environmental Plan" approved in 2009 and the
“Fatih District Urban Conservation Site 1/5000 Scale Conservation Plan" approved in 2011.
1.9.1. Istanbul Provincial Environmental Plan Decisions
The 1/100,000 Scale Istanbul Provincial Environmental Plan and approved in 2009 (Map 24), aims at
"ensuring development that is sensitive to historical‐cultural values within the scope of
environmental, economical and social sustainability” in historically and culturally important areas.
Accordingly, the following strategies were established for the Historic Peninsula:
• Efforts for the conservation of historical and cultural nature, universal identity, landscape
design, symbols and silhouette of Istanbul
• Preventing the stress of urban growth created on the Historic Peninsula and the Bosporus by
ensuring the city grows in east‐west direction in a gradual‐linear way
• Removing functions such as industrial, manufacturing, and warehousing, which do not fit the
historical and the traditional character of Istanbul
• Reducing wheeled traffic in the historical areas of the city, especially the Historic Peninsula,
creating pedestrian walking axes.
On the other hand, strategies created to increase spatial quality in residential areas within the scope
of "improving the quality of life" objective, also among objectives of the Plan, carry great importance
for residential areas in the Historic Peninsula:
• Cleaning historical residential areas by protecting their fabric, function and authentic
characteristics
• Adding a social dimension to the physical regeneration process of residential areas.
Plan decisions developed for the Historic Peninsula within the scope of the strategies determined are
as follows:
• Mixed use residential, tourism, administrative facility and traditional commercial areas are
shown as Traditional Centre in the Plan to protect the traditional central function and vitality
of the Historic Peninsula
• The Plan indicates that the culture and tourism potential is the biggest potential of Istanbul
and stresses a "Culture‐Focused Tourism" decision for the Historic Peninsula. Among the
plans are the repair and maintenance of the historical heritage, supporting restoration
projects, evaluating industrial heritage structures with cultural purposes, establishing
thematic museums and creating cultural excursion paths
• It was decided to build cultural, touristic and recreational areas along the Golden Horn, and
to use industrial structures and shipyards for culture and education activities
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• Some urban and regional facilities are planned to be moved outside the Historic Peninsula to
ease the stress they cause on the Historic Peninsula
• A program intended for improving and strengthening the building stock and monuments is
being recommended under the heading of "Sites and Conservation Areas"; on the other
hand, it is believed that NGOs of involved institutions or establishments should actively
participate in conservation activities that encompass cultural life and the social environment
on a large scale, instead of conservation activities at the structure‐level
• It is stressed that a total silhouette master plan should be prepared, and small‐scaled and
detailed projects should be implemented in areas under threat of being included in the
´World Heritage in Danger´ list in the Historic Peninsula.
The main principle of the Plan for transportation is to ensure that the future transportation network
of the city is based on high‐capacity railed public transportation systems and to focus on creating a
railed network system to meet urban demands of transportation. In this context, new land
transportation connections were limited. Furthermore, it was approved that, aside from the existing
lines, the ongoing construction of the rail system lines, which is explained in the following paragraph,
will be completed and begin service.
In relation to sea transportation system, the objective in the Plan was outlined as integrating the
inter‐city ferries with rail system lines in order to increase the share of transportation by sea in public
transportation. When seaway public transportation lines are integrated with other systems of
transportation, the number of total passengers using the seaways daily will increase. The plan aims
to protect existing pier and fishermen’s ports and to determine new pier and fishermen’s ports in
small‐scaled plans according to need. Existing and suggested piers will be integrated into public
transportation systems.
All piers and fishermen’s ports on coastal areas of Istanbul will be arranged to be used for emergency
services and evacuation in cases of potential natural disasters, with priority given to the coast strip
between the Historic Peninsula and Bakirkoy.
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Map 24. Istanbul Provincial Environmental Plan (Source: IMM, 2009)
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1.9.2. Decisions of Fatih District Urban Conservation Site 1/5000 Scale Conservation Plan
Historic Peninsula Development Plan for Conservation (1/5000‐Scale) which was approved by Number
4 Istanbul District Board of Conservation of Cultural and Natural Properties with the decision dated
August 11, 2011 and numbered 4728 is still being approved by related municipalities. Basic decisions
of the Development Plan for Conservation which will affect the Site Management Plan are detailed
below. Definition of ‘Conservation Areas’ in the plan was determined by using the information
obtained in the preparation process of the plan which commenced in 1995 and expresses the
conservation priorities of the zones.
Development conditions for the transition phase pertaining to the Historic Peninsula were
determined on August 02, 1995 following the protected area decision. The Development Plan for
Conservation (1/5000‐Scale) for the entire Historic Peninsula, which had different versions and
cancellations, was approved on January 26, 2005 with decision number 399; and implementary
conservation development plans 1/1000 Scale for the Fatih District were approved on the same day
with decision number 402 which was also approved for the Eminonu District on the same date and
with decision number 403.
As a result of the lawsuit filed by the TMMOB Chamber of Architects for the cancellation of the Plan
Scaled at 1/5000 following the effective date of the plans, the “Historic Peninsula Fatih‐Eminonu
Development Plan for Conservation” was cancelled on November 29, 2007 on account of its method.
The No 4 Board of Conservation of Cultural and Natural Properties cancelled the conservation plans
of Fatih and Eminonu Districts scaled at 1/1000 with the decision dated March 26, 2008 and
numbered 2015, based on the cancellation of the Plan scaled at 1/5000 and has accepted principles,
essentials and plan notes of plans scaled at 1/1000 (including amendments) as interim conservation
principles and use conditions. As a result of this, the matter was brought back to court and the
decision made by the Board was deemed unlawful and cancelled. Upon this development, it was
decided by the Higher Board of Conservation of Cultural and Natural Properties on January 19, 2010
with the decision dated January 19, 2010 and numbered 761 that, “…in case of suspension or
termination of execution of the interim conservation principles and use conditions determined for the
Sites or the conservation development plans scaled at 1/5000 and 1/1000 that are put into effect
after being approved by related administrations following the approval of regional boards of
conservation by a court decree, a new planning process is required to be initiated by the related
regional board of conservation by determining the interim conservation principles and use conditions
in due time according to the reasons indicated in the decree”. Upon this decision, conditions for the
transition phase for the Historic Peninsula were re‐defined and conservation plan projects
commenced.
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Map 25. Fatih District Urban Conservation Site 1/5000 Scale Conservation Plan
104
World Heritage Sites
It is stated that legislation in force and involved regulations will be applied within the scope of this
Plan and the conservation development plans scaled at 1/1000 to be prepared in accordance with
this Plan. The World Heritage Sites mentioned in the Plan are described as ‘areas densely hosting
cultural properties that should be protected’ and ‘areas not necessarily densely hosting monuments,
but should still be protected as a whole in terms of character, silhouette and unity of the area’ and
will be evaluated in accordance with the related provisions of the plan notes of these areas regarding
the First Degree Conservation Zones. In the Fatih District Conservation Plan, developed for
conservation purposes, the entire World Heritage Site has been determined as a First Degree
Conservation Area. Types and locations of conservation zones of the 1/5000 Scale Conservation Plan
are illustrated in Map 26.
First Degree Conservation Zones
First Degree Conservation Zones were determined by considering Sur‐i Sultan (Topkapi Palace and
surroundings), World Heritage Sites, archeological sites, kulliyes and their surroundings, important
monuments and surroundings, urban areas that have protected their traditional roads‐architectural
character and cultural properties to present day, the Inns Region, cisterns, historic water dams, Land
and Marmara Walls, public squares of historical importance and historical main arteries with regards
to the 3rd dimension of this zone, its monuments and their surroundings and finally, the Silhouette
of the Historic Peninsula. General to the First Degree Conservation Zones, the Plan aims to remove
the additions of no historic value from historical monuments, to conserve the authentic street and
property character and to bring the street slopes back to their authentic level as much as possible in
areas where historical monuments and examples of historical civil architecture are dense. It is stated
in relation to First Degree Conservation Zones that constructions and technical infrastructure
implementations that may damage the social‐cultural‐traditional characteristics of these areas
cannot be allowed. Urban implementations and new developments in these zones have to be carried
out under the inspection of the Board and within the scope of urban design projects.
Second Degree Conservation Zones
Second Degree Conservation Zones in the Plan are described as urban areas that have partially
protected their traditional road pattern, architectural character and cultural properties thus far, the
gardens that have protected their natural characteristics and the areas that complement the World
Heritage Sites. Immediate surroundings of First Degree Conservation Areas, important historical
monuments and squares and their immediate surroundings were determined by also considering the
Silhouette of the Historic Peninsula. Principles of preparation of urban design projects, conservation
of original heights, abiding with road widths as much as possible and development of solutions for
pedestrian‐focused transportation in squares were accepted in relation to these areas.
105

106
Map 26. Conservation Zones in the Fatih District Urban Conservation Site 1/5000 Scale Conservation Plan (Source: IMM, 2010a)
Transportation Decisions
Transportation decisions of the Historic Peninsula Conservation Plan follow the historical main spine
(Divanyolu/Mese) that serves Istanbul. Divanyolu Avenue which begins in Sultanahmet; Fevzi Pasha
Avenue which splits into two after the Beyazit Square and reaches Edirnekapi; Ordu and Cerrahpasa
Avenues which reaches Aksaray; the road that splits into two at the Arkadius Column, one branch of
which (Imrahor Ilyasbey Avenue) reaches Altin Kapi and the other one (Silivrikapi Avenue) reaches
Silivrikapi, are protected in the Plan. In order to discourage wheeled vehicle traffic into the area,
transportation solutions that will encourage use of rail systems and pedestrian transportation were
given priority and decisions that would encourage motor traffic were avoided.
Apart from external precautions such as creating parking lots outside the Land Walls to ease the
parking lot need of Suriçi, new parking lots were proposed to be built in areas of need to meet
parking lot demands of the Historic Peninsula.
Public transportation systems with a seaway focus were proposed to increase the use of seaway
transportation in the Historic Peninsula. Eminonu ‐ Sirkeci Piers, Yenikapi Pier Area and the Golden
Horn Piers are planned to be upgraded for this purpose. It is proposed that the pedestrian axes
between areas that frame focal points of the Historic Peninsula’s identity and areas dense with
immovable cultural and natural properties under conservation, excursion paths and systems of public
transportation should be supported and public squares should be highlighted to encourage the
pedestrianisation in the Historic Peninsula.
Pedestrian routes and pedestrianisation areas are created within the scope of decisions pertaining to
pedestrian roads in the Plan. Pedestrian routes are recommended for the purpose of connecting
squares, important historical and religious structures, recreation areas and residential and
commercial areas. Furthermore, pedestrianisation areas are recommended in the area within the
Land Walls for areas dense with heavy pedestrian traffic and urban spaces with protected traditional
character ‐ once cleaned of transit and private vehicle traffic.
1.9.3. Plan Decisions in the Historic Peninsula World Heritage Sites
This section covers decisions of the Fatih District Urban Conservation Site 1/5000 Scale Conservation
Plan within World Heritage Sites.
Plan Decisions Pertaining to Sultanahmet Archeological Park World Heritage Site
There are two sub neighbourhoods in the plan decisions of the Fatih District Urban Conservation Site
1/5000 Scale Conservation Plan pertaining to the Sultanahmet Archeological Park World Heritage Site
(Map 27). As a First Degree Archaeological Site, Topkapi Palace and Gulhane Park are closed to new
development as a First Degree Protected Area. The Plan states that registered buildings which are
within the Inventory of Cultural Properties of the Historic Peninsula under Conservation and belong
to the upper cultural stratum together with civil architectural buildings, will be conserved by
restitution and restoration. Such structures will be utilised by integration with the function of the
Topkapi Palace. The Plan also states that no excavations will be allowed aside from those conducted
for restitution and restoration. This is to ensure conservation of monuments belonging to the upper
cultural stratum in Topkapi Palace and the area hosting its structures. Furthermore, it states that the
KVK Council will act as the decision maker on issues of archeological detections for scientific
purposes in the area outside Topkapi Palace and its structures.
107
It is stated that "Military Zones" that are inside the Gulhane Park and the Topkapi Palace Grounds
and not shown in the Plan together with existing structures in the cultural properties inventory will
be conserved and additional structures will not be built. Moreover, if use of these military zones
cease completely or partially, these zones will be merged into Topkapi Palace and Gulhane Park as
per appropriate decision of the KVK Regional Council in order to be used as cultural, museum,
walking and recreation areas and green area.
Outside Sur‐i Sultani, the dominant use proposed for Sultanahmet and Cankurtaran neighbourhood is
medium‐intensity residential (500 persons/ha) and residential + accomodation areas. It is proposed
that residential + accomodation areas could also host cultural units such as small‐sized
accommodation units, boutique hotels, bed‐and‐breakfasts, guest houses for international artists‐
scientists, tourism agencies, excursion clubs, service units such as book stores, art houses, libraries
and small traditional handcraft workshops. Moreover, accommodation areas could also host
functions such as 1st class accommodation facilities and other cultural functions that ingrate with
this function.
In relation to the monuments and structures to be built around them, it is planned that the original
heights of the cultural properties in the inventory of cultural properties will be protected and height
of buildings in the lots next to these monuments or have a visual and topographical impact on these
monuments will not exceed 9.50 m and may be below this limit when necessary.
Areas hosting the Great Palace of the Constantinople, as well as, Lausos and Antiochos Palaces, and
remains of the Church of St. Euphemia are shown in the Plan as "Archeological Exhibition‐Park
Areas". It is stated that arrangements will be made to exhibit remains found upon archeological
excavations conducted in these areas which will also be used as parks and green areas. It is believed
that in cases related to exhibition, lighting and bordering or covering of current remains with
transparent and demountable elements for conservation purposes, it is possible to proceed in
accordance with a suitable decision of the KVK Council.
For “Tourism Centre Areas” shown under the heading of Conservation Areas, it is stated that
conservation plans to be developed in order to be integrated with the decisions of development
plans for conservation within the boundaries of Barbaros Houses and the Sultanahmet Square
Tourism Centre shown in the Plan cannot be put into force without first being approved by the
Ministry.
It is proposed that "Parks and Recreation Areas" in the Plan be used as archeological exhibits‐
outdoor museums, parks, excursion and rest areas, view parks, observation docks, square, children’s
play grounds, outdoors sports fields, etc. It is stated that these areas should be surveyed to protect
the greenery and to increase the quality of landscape. It is proposed that registered civil architectural
buildings within these areas should be restored and be used for social‐cultural purposes. It is also
proposed that in the landscape design of these areas, suitable plant species and urban furniture’s
should be used within the scope of the principles stated in the urban design guidebooks.
Furthermore, pedestrian axes and public squares should be determined within the scope of urban
design projects, be enriched with urban furniture’s and be designed to be used for ceremonies,
exhibitions and theme parks.
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Map 27. Plan Decisions Pertaining to the Sultanahmet Archeological Park World Heritage Site in the
Fatih District Urban Conservation Site 1/5000 Scale Conservation Plan (Source: IMM, 2010a)
109
Plan Decisions pertaining to the Suleymaniye Mosque and its associated Area World Heritage Site
The dominant uses proposed for the Suleymaniye Mosque and its associated Conservation Area are
the “Public Institutions Requiring Use of Large Areas” and “Residential” use. Religious facilities and
education institutions are defined as public institutions in accordance with the current functions of
the neighbourhood. It is proposed that residential areas should be protected as per their current size
and remain at 600‐400 persons/hectare density. The Master Plan for Conservation Scaled at 1/5000
proposes a sufficient number of parks and recreation areas, social‐cultural facilities and cultural
facilities be created to meet the demands of residential areas in the Site (Map 28).
Neighbourhoods where plastic and metal manufacturing are dominant were proposed to be referred
to as "Second Degree Commercial Areas" in the Plan. It is stated that businesses that do not require
warehousing, retail stores, service units, business complexes, or production‐marketing‐exhibition
functions can be located in these areas. By protecting the authentic structure and function of the
Istanbul Drapers and Yard Goods Centre (IMC), it will be possible to open it to new uses for culture‐
tourism purposes. Madrasa buildings around the Suleymaniye Mosque are defined as cultural
facilities in the Plan. It will be possible to use these areas as cultural centres, libraries, museums,
exhibitions, conference facilities, nursing homes, etc. It is stated in the Plan that Istanbul University
Botanical Gardens, being one of the largest green areas in the Site, is to be protected and no
additional buildings will be built.
Plan Decisions Pertaining to the Zeyrek Mosque (Pantocrator Church) and its associated Area
World Heritage Site
The dominant use proposed for the Zeyrek Mosque (Pantocrator Church) and its Associated
Conservation Area in the Fatih District Urban Conservation Site 1/5000 Scale Conservation Plan is
medium‐density (500 persons/ha) residential area. Furthermore, it is proposed to support the
creation of park and recreation areas, social‐cultural and cultural facilities to support the residential
use in the Site (Map 29).
The Plan states that health and social service units, non‐governmental organisations, trade
associations, kindergartens, social facilities and rest areas for day use on a neighbourhood‐scale can
be located within these "Social Cultural Facilities". It is stated that the public institutions or
establishments, the General Directorate of Foundations, cultural centres of universities, public
training centres, professional‐social‐cultural training centres, cultural homes, libraries, research
centres, museums, tombs functioning as museums and cinema‐theatre‐exhibition‐concert halls could
be located on "Cultural Facilities".
The area located to the south of the Zeyrek Mosque and its Associated Conservation Area which
houses structures used as administrative offices of Social Security Institution (SSK) (and is designed
by Sedad Hakki Eldem) are classified as "Tourism and Culture Areas". Tourism and Culture areas are
defined in the Plan as areas that will be developed with private and holistic projects to serve the
presentation of historical and cultural values and spatial development of the Historic Peninsula. It is
stated that professional tourism‐accommodation functions, business and social‐cultural functions to
serve tourism can be located in these areas.
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Map 28. Plan Decisions Pertaining to the Suleymaniye World Heritage Site in the Fatih District Urban
Conservation Site 1/5000 Scale Conservation Plan (Source: IMM, 2010a)
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Map 29. Plan Decisions Pertaining to the Zeyrek Mosque (Pantocrator Church) World Heritage Site in
the Fatih District Urban Conservation Site 1/5000 Scale Conservation Plan (Source: IMM, 2010a)
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Plan Decisions Pertaining to Istanbul Land Walls World Heritage Site
There is more than one plan in effect within the Istanbul Land Walls World Heritage Site. Detailed
information pertaining to the plans are provided below.
The Fatih District Urban Conservation Site 1/5000 Scale Conservation Plan (Map 30) aims to protect
cultural properties in the Historic Peninsula that carry great importance for the Istanbul Land Walls
where traces of Byzantium and Ottoman eras co‐exist. It is stated that the monuments included in
the Inventory of Cultural Properties under Conservation should continue to serve their original
functions. Furthermore, in cases where its original function has lost its relevance or is completely
lost, it will be given a modern function as close to its original function as per the related legislation.
The Plan limits the building heights within the Land Walls Conservation Area borders to 6,50 m for
the conservation of the silhouette of the Historic Peninsula, with the condition of keeping the original
heights of the cultural properties included in the Inventory of Cultural Properties under Conservation.
It was decided that those monumental cultural properties located in the area planned as the Land
Walls Green Area for Conservation and outside the ownership of the Foundation, should be
renovated and used for social‐cultural purposes after they are placed under public ownership.
Decisions made for the Istanbul Land Walls Neighbourhood evaluated within the First Degree
Conservation Neighbourhood in the Plan are as follows:
• Lost parts of the Golden Horn, Marmara, Istanbul Land Walls and water moats will not be
completely restructured, but be repaired partially according to evaluation of findings
• Structures aside from those registered in the Inventory of Cultural Properties Under
Conservation that are adjacent to Marmara and the Golden Horn walls will be removed and
the remaining areas will be used as green areas
• Partial archeological excavations can be conducted in water moats of Istanbul Land Walls.
Landscape design will take place in the water moats which will be protected as a whole with
the Land Walls. Vegetable garden areas present in lots adjacent to the Land Walls that have
appeared in maps dating as far back as 1875 will also be protected
• It is essential to use the Golden Horn, Marmara and Istanbul Land Walls for cultural
purposes. Land Walls, ramparts, gates and water moats will meet the cultural functions
according to the proper decision of the related Conservation Board and will be integrated
with surrounding green areas, archeological exhibition‐park areas, exhibition‐observation
decks and theme parks.
In relation to the section of Istanbul Land Walls World Heritage Area within the boundaries of
Zeytinburnu District, the following plans are in effect: the 1/5000 Scale Zeytinburnu Master Plan that
was approved on March 23, 2007; Master Plan of Zeytinburnu for 767, 771 Islands and the
surrounding area that was approved on February 14, 2002; the local Master Plan for block 771 parcel
12 that was approved on July 05, 2008; the 1/5000 scale Istanbul Atakoy Tourism Centre Kazlicesme
Conservation Plan that was approved on June 16, 2009 and 1/5000 scale Master Plan of Istanbul
Atakoy Tourism Centre Kazlicesme Marine Tourism Facilities that was approved on May 05, 2011. In
the City Walls Isolation Area that is also located within the district limits of Zeytinburnu, the 1/5000
Scale City Walls Isolation Area Conservation Plan and approved on December 12, 2010 is in effect
(Map 31).
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Map 30. Plan Decisions Pertaining to the Istanbul Land Walls World Heritage Site in the Fatih District
Urban Conservation Site 1/5000 Scale Conservation Plan (Source: IMM, 2010a)
The City Walls Isolation Area Conservation Plan of Zeytinburnu defines the area between Istanbul
Land Walls and 10.Yil Avenue that runs parallel to the City Wall as the Green Area of the Land Walls.
It is proposed that private properties within this area are expropriated and arranged as green areas
open to the public. An Urban Park was created to the north of the area to continue green areas
around Istanbul Land Walls. The plan defines various uses aside from the existing cemeteries in the
area and the green areas designed by the Plan. It is proposed to include uses such as accommodation
areas such as bed‐and‐breakfasts and apartment hotels, service areas such as restaurants and
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tourism agencies, gift shops, traditional handcrafts workshops, retail businesses, finance institutions,
private schools and private hospitals within the scope of "tourism and commercial areas" and
"business and service areas". It is proposed that "urban service areas" created in the Plan include
public service facilities, commercial areas and structures related to access to transfer centres, parking
lots and pedestrian roads. It is stated that the religious buildings and Turkish handcrafts training
centres could be created on spaces allocated in the Plan for religious and cultural facilities.
Furthermore, facilities for growing and researching medicinal herbs could be created on spaces
allocated for medicinal herb gardens and health research centres.

Map 31. Zeytinburnu Master Plan and City Walls Isolation Area Conservation Plan (Source: IMM
2007b, IMM 2007c)
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Eyup Urban Site Revised Master Plan for Conservation partially covers the northern part of the
Istanbul Land Walls. Planning of this area that is within the boundaries of the Eyup District was
carried out by IMM and the Plan was approved on December 20, 2010. It can be observed that the
current uses generally continue in the Plan. The largest area within the boundaries of the Istanbul
Land Walls World Heritage Site Plan consists of cemetery areas. Historical cemetery spaces were
determined as areas to be maintained and improved with urban design and landscape design
projects within the provisions of the Plan. The overall aim is to improve the quality of landscape
quality of the cemeteries and to take an inventory of and register the cultural properties such as
tombstones etc. located in these cemeteries. The area surrounding the Istanbul Land Walls was
identified as park and recreation areas. It is anticipated that existing residential uses in the Site will
protect their current density. It is stated that the Plan generally accepted the density values that
have no negative impact on the physical characteristics of the monuments, civil architectural
buildings and the urban site pattern and protect the visual impact and the silhouette. Any efforts for
revitalizing of the structures in the urban site pattern that have been lost over time due to being
transformed into different functions, abandoned or demolished for various reasons will be supported
as a policy of the Plan (Map 32).

Map 32. Eyup Urban Site Revised Master Plan for Conservation (Source: IMM, 2010b)
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There are three parcels of land in the Buffer Area within the borders drawn by the management plan
of Bayrampasa Revised Master Plan. The 1/5000 scale Bayrampasa Revised Master Plan that was
approved on March 21, 2003 has been amended based on the reparation plan approved on January
14, 2005 and the September 14, 2011 dated council decision of IMM. Accordingly, functions such as
outdoor parking lots, cultural facilities, commercial + service areas and road areas are planned to
take place in said parcels of land. Conversely, construction terms were determined as follows: E: 1.5
H: Free. The approval process of the reparation plan regarding one of the parcels is still in progress.

Map 33. 1/5000 Scale Bayrampasa Revised Master Plan taking place in the Buffer Zone within the
borders drawn by the Site Management Plan (Source: Bayrampasa Municipality, Directorate of Urban
Development, 2011)

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Map 34. Historic Peninsula; Plan Layout of the Site Management Plan Area (Districts of Fatih, Zeytinburnu, Eyup and Bayrampasa)
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1.10. Zoning
The Historic Peninsula Site Management Plan Area is a site that combines multiple sites with varying
characters, is surrounded by Marmara‐The Golden Horn Coastal Walls and Land Walls and also
contains the Istanbul World Heritage Sites.
Istanbul Suriçi is described as the area surrounded by the Topkapi Palace and surroundings, which is
a First Degree Archaeological Site in the east, Sultanahmet Neighbourhood which is an Urban and
Archaeological Site in the west and the entire area spanning to the Land Walls carrying Historical and
Urban Protected area Characters. The Land Walls strip, which is made up of internal and external
walls and moats, is Archeological Park Area, while the area spanning to the boundaries of the Historic
Peninsula Site Management Plan that is outside the city walls is the Historic Peninsula Historical and
Urban Site. A zoning system was developed to illustrate the differences caused by the existence of
neighbourhoods of varying characters within the Land Walls outside the World Heritage Sites, such
as the Grand Bazaar and the Inns Area, Yedikule, Kucukmustafa (Fener‐Balat), the Golden Horn and
Marmara Coastal Wall Strip and the developments in the peninsula that have continued since the
nineteenth and twentieth centuries. World Heritage Sites are either inside these neighbourhoods or
adjacent to them. Managing the relationship of these areas with the World Heritage Sites, their
cultural values, historical, topographic, social and functional characteristics in relation to the
differences they present and determination of problems, constitute a guide for action programs of
the Historic Peninsula Site Management.
The Sultanahment Archeological Park, Suleymaniye World Heritage Sites, Zeyrek World Heritage Site
and Land Walls World Heritage Site were inscribed on the Heritage List under the heading of Istanbul
World Heritage Sites with outstanding universal values as described in 1985. These sites were also
handled separately in the site management plan.
According to inventories taken, other areas where cultural properties are densely located are Kucuk
Mustafa Pasha (Fener‐Balat), the Inns Area, the Grand Bazaar, Yedikule, Coastal Wall Strip and the
hills neighbourhoods hosting other monuments that create the Silhouette of Istanbul and stress its
topography (Map 35).
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Map 35. Site Management Plan Area Zoning Map
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1. Yedikule Neighbourhood
Definition of the Neighbourhood: Yedikule is a neighbourhood located to the southwest of the
Historic Peninsula, along the network of roads that were developed according to the gates of the
Land and Coastal Walls of Istanbul, carrying characteristics of a coastal settlement between coastal
and land walls and possesses many traits of traditional authentic wooden and stone structures.
The neighbourhood took its name from Yedikule walls built during the Byzantium and Ottoman eras
and is located at Altin Kapi gate on the Land Walls.
There are axes where wooden‐stone cultural properties are densely nestled on traditional street
pattern (Yedikule Bucak, Kuyulu Bakkal, Genc Aga, Imam Asir, Ic Kalpakci, Haci Huseyin Aga streets,
and Narli Kapi Dead‐end, etc.) and concrete buildings that do not exceed three stories.
The most important monument among the religious buildings of the neighbourhood (which are
mostly mosques and churches) is the Imrahor Ilyas Bey Mosque. Moreover, southern branch of the
Mese, today called Imrahor Ilyas Bey Avenue, is located in this neighbourhood.
The main problems in the area is the lack of an effective conservation and improvement approach

integrated with the conservation of cultural properties and also contain a sustainable social and
economic dimension in the neighbourhood, which is characterised by dense residential areas and
settled population; the transportation limitations due to narrow streets of the area flanked by
wooden buildings; high earthquake risks created by structurally damaged cultural properties and
poor pedestrian transportation arrangements.
There are also social and cultural problems compounded by the poor migrant population moving into
the buildings abandoned by property owners and have that become dilapidated. Social, cultural,
economic, education and accommodation problems are further compounded by the same migrant
population who see the area as a stepping stone and not embracing it as their own.

Photograph 7. Yedikule Neighbourhood
2. Samatya Neighbourhood
Definition of the Neighbourhood: Samatya is the neighbourhood that used to be a traditional
residential area located around Istanbul Wall Gates, which later turned into a development of tall
concrete buildings and a dense population located on an authentic network of roads.
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The traditional character of the neighbourhood is largely damaged. There are monuments such as
the Tekke, Tomb, Sibyan School (Historic Primary School), Turkish Baths, Fountains, examples of
terrace wooden‐concrete civil architectural building and religious centres such as mosques and
churches scattered around the neighbourhood. The most important of these are the Sumbul Efendi
Mosque and Kulliye, and Armenian and Greek Churches and Monasteries. The southern branch of
the Mese, today called Imrahor Ilyas Bey Avenue, is also located in this neighbourhood.
Today, low and middle‐income families from the city densely populate this area as in Byzantium and
Ottoman eras. Furthermore, there are a large number of elementary school buildings in the
neighbourhood that neighbours the Land Walls World Heritage Site in the west.
There are problems caused by the lack of facilities for the inhabitants, existence of environmental
problems, low quality of structures, existence of terrace buildings, tall buildings and dense housing, a
network of narrow streets and difficulty for evacuation and emergency efforts in cases of disasters.
There is also a need for improving pedestrian transportation arrangements.

Photograph 8. Samatya Coastal Walls
3. Haseki‐Cerrahpasa‐Davut Pasha Neighbourhood
Definition of the Neighbourhood: Apart from monuments that are still located on the southern
topographical heights of the Historic Peninsula, Haseki‐Cerrahpasa‐Davut Pasha is a neighbourhood
where the authentic fabric has completely changed.
It is the densest neighbourhood in terms of having important civil architectural buildings such as
Bulgur Palas and Yagcizade Mansion; and Pasha Kulliyes such as Haseki Kulliye, Cerrahpasa Kulliye,
Davutpasa Kulliye, and Hekimoglu Ali Pasha Kulliye. There is a section of the southern branch of the
Mese as well as the Arcadius column and the Forum area that are located on this branch. The area
acts as a health centre with Cerrahpasa Faculty of Medicine Hospital, Haseki Hospital and Istanbul
Hospital that are designed around existing historic kulliyes, as well as, business and warehousing
facilities related to these hospitals. It acts as a provincial and national attraction centre. Due to this
characteristic, it can be referred to as a facility and service area for the whole city. It also has dense
residential areas with concrete buildings exceeding three storeys and a settled population.
There are problems caused by lack of pedestrian transportation arrangements due to heavy mobility
characteristics of the population, earthquake risks to structurally‐damaged cultural properties and
public health buildings, roadside parking problems, limited accessibility to disadvantageous groups
and the handicapped and insufficient facilities for residents.
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Photograph 9. Cerrahpasa Kulliye and Surroundings
4. Marmara Coastal Walls Neighbourhood
Definition of the Neighbourhood: This neighbourhood contains the coastal walls that are an
important part of the Marmara Silhouette, gates that allow entry‐exit from the coast to the city,
historical monuments that merge with the walls and coastal residential areas. When it is considered
as the land walls strip, the area could be granted a World Heritage Site status. The Marmara coastal
walls run from the Land Walls World Heritage Site in the West, to the Sultanahment World Heritage
Site in the East and consist of antique Yenikapi‐Langa Kadirga Piers, Interior Walls of the Pier and
Wall Gates, Mermer Kule, Narli Kapi, Samatya Gate, Davutpasa Gate, Yeni Langa Gate, Kum Kapisi
and Kadirga Pier Gate.
Important and distinct elements in the neighbourhood are Yenikapi‐Marmaray Archeological
Excavation Site, Samatya, Yenikapi/Langa, Kumkapi, Kadirga coastal residential areas, Kumkapi
Armenian Patriarchate buildings and other churches. Due to the impact of the railways and the
Coastal Road on this strip and the divisions they create, the area has lost its original connection with
the filled green areas along the coast and the Sea of Marmara. The neighbourhood has mixed
characteristics: When viewed from the Sea of Marmara, it can be considered as an area of silhouette
and exposure; as a transportation centre due to the Yenikapi Transfer Centre that is being built; and
as a tourism neighbourhood with the tourism potential created with the Yenikapi archeological
excavations.
The problems of this neighbourhood are that the neighbourhood is being used for through traffic, as
a transfer centre and has a lack of pedestrian transportation arrangements; the change of functions
proposed by the renewal projects is irrelevant to the existing functions of the area; possibility of
settled users creating a need for change in the future and the existence of a large temporary
population, most of whom have come to Turkey illegally, without passports or as tourists and have
begun working here.

Photograph 10. Marmara Coastal Strip and Yenikapi –Marmaray Archeological Excavation Area
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5. Aksaray Lower Laleli Gedik Pasha Neighbourhood
Definition of the Neighbourhood: In the neighbourhood, dense housing around or on the Roman,
Byzantium and Ottoman Archeological heritage and several recent function changes are seen.
The area includes the Milion Stone in Sultanahmet, Roman‐Byzantium Mese Avenue that continues
along Forum Constantine, Forum Tauri, Zafer Taki, Forum Bovis squares and historical cultural
properties therein, Libraries, Madrasas, Simkeshane and underground archeological spaces, Cisterns,
the Serefiye Cistern; old residential areas where old stone structures have been transformed into
manufacturing, accommodation and business locales and a mixed use neighbourhood for tourism,
business and small manufacturing functions.
There are problems that exist in the neighbourhood caused by uses of the Site that are not in
conformity with its identity or conservation of the cultural properties, there are issues pertaining to
decentralisation and lack of a sustainable social and economical conservation and improvement
approach for the conservation of cultural properties.
6. Sultanahmet Urban and Archeological Neighbourhood
Definition of the Neighbourhood: This location is made up of Cankurtaran and Sultanahmet
neighbourhoods, has been the centre of three large empires and civilisations and is a first degree
archeological protected area. Sultanahmet Archeological Park is a World Heritage Site.
Among important cultural properties of the neighbourhood are the Great Palace of Constantinople,
Topkapi Palace (New Palace), Hagia Sophia, Sultanahmet Mosque and Horse Square (Hippodrome),
Million Stone, Basilica Cistern, Little Hagia Sophia Mosque and Neighbourhood, Cankurtaran, Coastal
walls and Gates, Palace Gates such as Little Hagia Sophia Gate, Catladi Kapi, Bucoleon Palace Gate,
Ahir Gate, Balikhane Gate, Hagia Maria Gate, Mangana Palace Gate, Demir Gate, Degirmen Gate,
Topkapi, Ugrak Gate, Yali Mansion Gate; Bab‐i Ali, Bab‐i Humayun, Sirkeci Train Terminal, Gulhane
Park and Binbirdirek Cistern.
There are problems such as lack of comprehension pertaining to the Sultanahment Archeological
Park World Heritage Site, existence of functions that are not in conformity with the identity of the
Site and conservation of cultural properties; decreasing residential areas in the neighbourhood and
the spread of accommodation facilities into residential areas; insufficient social facilities, unplanned
pedestrianisation (although a positive thing) and lack of regulatory plans such as a tourism and visitor
plan.
Photograph 11. Archaeological Site and Urban Archaeological Site
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7. Old Administrative Neighbourhood (Bab‐i Ali)
Definition of the Neighbourhood: Whilst this area was once the residential area for upper class
palace courtiers outside of Sur‐i Sultani, over time, it transformed into an administrative and centre
of the press and later into an area heavy in business and accommodation facilities.
Being the first Turkish settlement on the coast during the Byzantium era, the area houses the
Antique Golden Horn Pier and has also been the administrative centre of both the Byzantium‐
Ottoman and Republic eras. The neighbourhood is dense with monuments due to its position as an
administrative centre that bore witness to the events of the last days of the Ottoman Empire as a
political and social focal point. It has also acted as the centre for the press in both the Ottoman and
the Republic eras.
Among important monuments of the neighbourhood and aside from a large number of historical
monuments and underground archeological spaces, there are Culture and Education structures,
Istanbul Boys´ Highs School (Duyuni Umumi), Cagaloglu Anatolian High School (Istanbul Girls´ High
School), Buildings of the Governorship of Istanbul, the Iranian Embassy buildings, the Grand Mail
Station, Sirkeci Terminal Building, commercial buildings, Tombs of Sultans, Turkish Hearth Building,
Rustem Pasha Madrasa, Hoca Pasha Bath and Cagaloglu Bath.
The neighbourhood can be evaluated as being under threat and at risk due to reasons such as lack of
an inventory for conservation of intangible cultural heritage, lack of importance given to the
conservation of archeological assets in planning and development projects conducted in the
neighbourhood, existence of functions unfit with the identity of the neighbourhood and conservation
of cultural properties and dense pedestrians and vehicle traffic. Due to the high number of
monumental cultural structures located along the Roma‐Byzantium‐Ottoman Avenue, Mese, Uluyol
(Divan Avenue), this neighbourhood is a part of the unmatched silhouette of the Historic Peninsula.

Photograph 12. Bab‐i Ali and Sirkeci Terminal
8. The Grand Bazaar and the Inns Area
Definition of the Neighbourhood: The Grand Bazaar and the Inns Area is located between Beyazit
Square and the Antique Golden Horn Pier. It is dense with monumental business structures,
mosques, kulliyes, Grand Bazaar and inns. Most of these buildings are stone. Liman Kiyisi Mahzenli
Inns, Zindan Inn, Yemis Kapani Inns and the Spice Bazaar, Grande Valide Inn, Grand Yeni Inn, Kurkcu
Inn, Cukur Inn, Vezir Inn, Sarraf Inn and the Grand Bazaar are places where sub‐sectoral groups are
clustered together. The neighbourhood is the traditional business district of Istanbul with its Covered
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Bazaars, Sandal and Cevahir Covered Bazaars; kulliyes such as Ahi Celebi, New Mosque Kulliye,
Rustem Pasha Kulliye, Beyazit Kulliye; and civil architectural buildings cultural properties scattered
among the Nuruosmaniye Mosque, Mahmut Pasha Mosque, Bath Houses, Cemberlitas Bath,
Mahmut Pasha Bath House and the Bazaar District.
The main problems in the neighbourhood are lack of a social and economical approach to conserving
and improving the tradition of small manufacturers and traditional hand crafts in their authentic
spaces and an inability to reach a quality expected in conservation and renovation implementations.

Photograph 13. The Grand Bazaar
9. Suleymaniye Neighbourhood
Definition of the Neighbourhood: Although it was a neighbourhood located on the escarpment
between northern rises of the peninsula that encompass Suleymaniye Mosque and its associated
Area World Heritage Site and the Golden Horn, the Suleymaniye neighbourhood developed around
the Suleymaniye Kulliye that acted as a religious centre from past to present day as an ulama district.
Furthermore, the neighbourhood hosted many wooden structures as civil architectural buildings and
the business function began to develop. Later, it turned into a neighbourhood that housed mainly
business, manufacturing, warehousing structures, as well as residences, parking lots and education
buildings.
Important features of the neighbourhood are monuments such as the Suleymaniye Kulliye
Sehzadebasi Kulliye, Mollah Gurani Mosque, Kalenderhane Mosque, as well as examples of wooden
and attached civil architectural buildings and school buildings, Istanbul University, Vefa High School,
Atif Efendi Library; Health Facilities, Hifzissihha Institute, Esnaf Hospital; Business Buildings belonging
to the Republic Era, Istanbul Drapers’ and Yard Goods Centre (IMC); Traditional street patterns such
as Kirazli Mescit, Yogurtcu Street, Ayranci Street, Palace Gates, Bab‐i Seraskeri, Aga Gate, Bab‐i
Mesihat (Muftiship today), The Golden Horn Sea Wall Gates, Zindan Gate, Odun Gate, Hagiasma
Gate, Unkapani Gate and Bozdogan Aqueduct.
The main problems of the neighbourhood relate to the existence of uses that do not fit the identity
or conservation of the cultural properties and changes in social structure that develop as a result of
this, inability to meet the quality expected in conservation and restoration activities, incorrect use of
some sections of Kulliyes and civil architectural buildings, danger of the traditional street pattern
becoming lost, large number of migrants coming into the Site and social, economic, cultural and
conservation problems created by this migration, and insufficiency of social, economical and cultural
projects necessary to improve the quality of life in the Site.
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Photograph 14. Suleymaniye Neighbourhood
10. Zeyrek Neighbourhood
Definition of the Neighbourhood: It is located between the Fatih and Suleymaniye Kulliyes on the
northern rise of the Historic Peninsula extending to the Golden Horn, contains the World Heritage
Site and is dense with a settled population and traditional character.
Important features of the neighbourhood are Pantocrator Church infrastructure and the Zeyrek
Mosque (Pantocrator), Gul Mosque and its associated Area World Heritage Site, dense areas of
wooden civil architectural buildings, existence of many historical monuments such as madrasa,
mosque and bath houses, dense archeological remains in the neighbourhood, Bozdogan Aqueduct
(an important part of the silhouette of the Historic Peninsula facing the Golden Horn), buildings of
Social Security Institution designed by Sedat Hakki Eldem, the part of Mese, Education structures and
areas, Kadir Has University, Medipol University and Fatih Sultan Mehmet University.
The main problems of the neighbourhood are the lack of an approach for sustainable social and
economic conservation and improvement unified with the conservation of cultural properties;
poverty; lack of socio‐cultural opportunities for uneducated‐unqualified labour; women, youth and
children; the inability to meet the quality in restoration projects of civil architectural buildings in
terms of materials and skills; reconstruction of unregistered and damaged monuments and the
danger of the traditional street pattern getting damaged.

Photograph 15. Zeyrek Neighbourhood

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11. Fatih Mosque and Surrounding Neighbourhood
Definition of the Neighbourhood: The neighbourhood around Fatih Mosque Kulliye which was the
religious centre with the largest area located on the northern rise of the Historic Peninsula hosts the
Malta Bazaar and residential areas. Suleymaniye World Heritage Site is located to its east.
Some characteristics that make up the neighbourhood are education units, damaged madrasa
sections of the Fatih Kulliye, Darussafaka School buildings, Malta Bazaar Inns and tall concrete
buildings built upon the old pattern and archeological remains.
The main problems facing the neighbourhood are lack of attention given to protect the underground
archeological assets during planning and project stages and in new constructions, weakness of the
structurally‐damaged cultural properties in the event of an earthquake, terrace buildings, badly
chosen places for parking lots, and using roads for parking.

Photograph 16. Fatih Mosque and Surroundings
12. Fener‐ Balat‐ Ayvansaray Neighbourhood
Definition of the Neighbourhood: It is the neighbourhood located on the escarpment between the
northern edge of the peninsula and the Golden Horn along the Golden Horn walls, is dense with
monumental and civil architectural structures and possesses residences with a traditional character.
Important features of the neighbourhood are as follows: the underground archeological area,
Ayvansaray neighbourhood, infrastructural remains of Byzantium Palace, Aspar Cistern, its religious
centre character, Yavuz Sultan Selim Kulliye, Fener Greek Patriarchate and Boys High School, Yanbol
and Ahrida Synagogues, the Golden Horn Coastal Walls, old stone residences, the Golden Horn Coast
and the historical monuments on the coast, Balat Jewish Hospital, Bulgar Church, Library of Women’s
Literary Works, being an important part of the silhouette of the Historic Peninsula facing the Golden
Horn, and being neighbour to the World Heritage Site on the northwest, Egri Gate, Tekfur Palace,
Anemas Dungeons, Ivaz Efendi Mosque, Manuel Kommen Walls and Leon Fortification.
Problems facing the area include a lack of care spent to conserve the archeological assets during
planning and construction phases, weakness of the structurally‐damaged cultural properties in the
event of an earthquake; lack of written, visual, easy‐to‐understand and accessible documents to be
used by visitors and users in the neighbourhood; weakening of urban memory through changing
current street and neighbourhood names; migration into the neighbourhood from poor income
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classes, poor population living in the historical buildings and conservation and social problems arising
from it; failure to create employment opportunities after the industrial area was moved out of the
neighbourhood, dependency on social assistance after prolonged periods of unemployment; and
buildings incongruent with the dense traditional character.

Photograph 17. Bulgar Church and Fener Greek Boys High School
13. Recent Period Construction Zone (I)
Definition of the Neighbourhood: It is the zone on the northern rises of the Historic Peninsula that
contains traditional residential areas and is densely populated with monuments and new concrete
residential structures. Some of the characteristics of the neighbourhood are as follows: Archeological
Areas, the Atios Cistern (Karagumruk Field), Poliectus Remains, and monuments, Valide Mosque,
Column of Carcianos, Millet Library, Iskender Pasha Mosque, tekkes, madrasa, fountains, churches,
etc.; the road axis dense with monuments; the fact that the Northern branch of the Mese and
Nisanca Avenues pass through here; it neighbours the Land Walls World Heritage Site in the west,
Edirnekapi, Mihrimah Sultan Mosque, a few civil architectural buildings and a settled population.
The zone can be regarded as an area that has lost its character due to a failing to protect
underground archeological assets during planning and project stages and in new constructions,
weakness of the structurally‐damaged cultural properties in the event of an earthquake, limited
accessibility in the neighbourhood for disadvantageous populations and the handicapped, badly
allocated places for parking lots and inappropriate use of roads for parking.
14. Near Period Construction Neighbourhood‐ New Administrative Axis (II)
Definition of the Neighbourhood: The neighbourhood contains large‐scale administration buildings
which were constructed on the old industrial areas located in the vegetable gardens and slopes along
Vatan Avenue, which was constructed over the only stream of the Historic Peninsula, the Lykos
Stream, and is one of the First degree transportation axes of the Peninsula.
Some of the features of the neighbourhood are the busy public structures such as the Provincial
Special Administration, the Police Department, Fatih Court House, Igdas Spor A.S.; monuments such
as the old structures of the Guraba Hospital, Capa School (Teacher’s College), Mimar Sinan Masjid,
Molla Fenari Isa Mosque, Sadiye Hatun Hospital, madrasas, masjids and hospitals; health facilities
such as Vatan Hospital, 29 Mayis Hospital, Vakif Gureba Hospital, Capa Istanbul Hospital and Capa
Blood Centre; and lodgings of the municipality, employee accommodation of the highways,
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employee accommodation of Emlak Bank, Historia Shopping Centre, the Subway Line and stations,
neighbouring the Land Walls World Heritage Site in the West and the intersection with Vatan
Avenue and the Land Walls.
The main problems are created by pollution from transit traffic, insufficiency of parking lots, and
inappropriate parking on roadsides.
15. Recent Period Construction Zone‐ Residential (III)
Definition of the Neighbourhood: It is the neighbourhood built along scattered residential areas from
the past and vegetable gardens that contain many tall, adjacent buildings that have been built more
recently. There are also cultural properties scattered around the neighbourhood, such as the Makios
Cistern. Some features of the neighbourhood are that is a dense residential areas with settled
population, a high number of active schools such as Sehremini High School, health facilities, private
hospitals, accommodation areas, hotels, motels, Millet Avenue which is one of the First degree
transportation axes of the Site, the tramway, the fact that it is neighbour to the Land Walls World
Heritage Site to the west, Mevlevihane Gate, Topkapi and the intersection area of Land Walls and
Millet Avenue.
Some of the problems facing the neighbourhood are structurally damaged cultural properties highly
vulnerable in the event of an earthquake, lack of facilities for the inhabitants of the neighbourhood,
impacts of air pollution on health, badly allocated parking lot spaces, roadside parking and
entertainment and hotel sectors that have moved into neighbourhoods and are threatening the
neighbourhood lifestyle in these areas. The neighbourhood can be regarded as having a fabric
damaged over time.

Photograph 18. Mevlana Gate and Surroundings
16. Upper Laleli Neighbourhood
Definition of the Neighbourhood: It is the neighbourhood that connects Divan Avenue and Mese with
the area between Beyazit Square and Aksaray which includes administration, business (suitcase
trade) and accommodation buildings upon a dense archeological infrastructure. Some of the features
of the neighbourhood include administrative structures, Istanbul Metropolitan Municipality Main
Building and Service Units, historical monuments, Laleli Mosque, Tas Inn, Ankaravi Madrasa,
education units such as Istanbul University School of Science building, accommodation buildings such
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as Harikzedegan Apartments, Tayyare Apartments, hotels, underground archeological spaces,

cisterns, tunnels and commercial + tourism areas.
Some of the problems facing the neighbourhood are lack of attention given to conserving
archeological assets during planning and construction phases of projects, conservation of cultural
properties in the neighbourhood and improving socio‐cultural characteristics.

Photograph 19. IMM and Surroundings
17. Land Walls Neighbourhood
Definition of the Neighbourhood: The part of the Land Walls, which have survived through many
stages parallel to the history of the city, on the side of the Historic Peninsula is defined as an Urban
and Historical Site and part outside the walls in Zeytinburnu, Bayrampasa and Eyup Districts is
designated as a World Heritage Site. This neighbourhood is also considered a conservation zone in
the Historic Peninsula "Urban and Historical Site".
There are 96 ramparts and 11 gates running approximately 7 km between Mermer Tower, Tekfur
Palace and Anemas Dungeons. Eight gates are still in use: Yedikule Gate, Belgrade Gate, Silivri Gate,
Mevlana Gate, Topkapi, Sulukule Gate, Edirne Gate and Egri Gate. Important monuments in the
neighbourhood are the Yedikule Dungeons, Chora Museum, Mihrimah Sultan Mosque and Kulliye,
Kazasker Ivaz Agha Mosque, Hadim Ibrahim Pasha Mosque, Hagia Yorgi Church, Ayios Nicholaos
Church, Blakhernai Fountain, Nigogayas Church, Ayievleharna Fountain, Abdulbaki Pasha Library,
Yenikapi Mevlevi Lodge, Seyyitnizam Mosque, Balikli Hagiasma Monastery, Balikli Greek Hospital,
Merkez Efendi Mosque and Tomb, Silivri Kapi Muslim Cemetery, Kozlu Cemetery, Hamusan
Cemetery, Edirnekapi and Sakizagaci Military Cemeteries and Sahabe Cemeteries.
Some of the problems facing the neighbourhood are related to socio‐economic problems due to the
low‐income population living in houses adjacent to the wall strip or in properties belonging to
foundations, lack of documentation of archeological assets in the area and lack of prioritisation of
their conservation. There are also difficulties in restoration efforts caused by periodical differences
due to many previous restorations throughout history.
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Photograph 20. Land Walls Neighbourhood
Evaluation of the Zoning Efforts
After evaluation of the findings with regards to each neighbourhood in the Historic Peninsula, on a
general basis, it has been observed that many problems are common in all zones. Some of the
common problems are conservation problems (being the most important); economic and social
problems; risk of an earthquake and emergency response after disasters; traffic problems caused by
the neighbourhood being an over‐populated area and an attraction point at the national level; an
imbalance between conservation‐use, lack of awareness and lack of appreciation of these values; and
decreases in the number of permanent inhabitants. Furthermore, there are also the following
neighbourhood problems that can be solved or at least can be put under control through action plans
and project packages proposed by the management plan: the facility problems in residential areas,
use of registered buildings with functions that do not fit their historical value, problems in the
tourism area, inability to assess positive and negative results created by decentralisation,
conservation of the street patterns and quality control problem with regards to wood and stone
restoration projects.
It can also be observed that institutions or establishments under central and local governments
allocate serious financial resources for conservation of the Site and create projects in a competitive
manner. Some of the positive developments pertaining to the Site are the intense and creative
attention from the NGOs, as well as studies carried out by the Istanbul 1st District Directorate of
Foundations regarding their own monuments. Finally, priorities of the Site Management Plan include
a focus on coordination, prioritisation and reaching desirable results.
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2. ISTANBUL HISTORIC PENINSULA SITE
MANAGEMENT PLAN
Decisions made by the Central Government and Local Governments in the drafting process of the
“Istanbul Historic Peninsula Site Management Plan”, were guided by documents compiled within the
scope of the Analytic Study Report, researches with respect to the Historic Peninsula, inventories,
existing plans and projects, Search Conference, thematic workshops and outputs obtained as a result
of special group meetings which constituted the principal sources. Recommendations of UNESCO
World Heritage Committee from 2004 onwards in relation to the historic sites of Istanbul have also
influenced the formation of the Site Management Plan.
Strengths and Weaknesses, Opportunities and Threats in the Istanbul Historic Peninsula
Questions and possibilities that will shape the future of the Historic Peninsula Site Management Plan
Area were put forward in studies regarding the determination of the current status. A Strengths and
Weaknesses, Opportunities and Threats (SWOT) analysis was carried out during a Search Conference
held with the participation of the "Stakeholders in the Site Management Plan Area”. This together
with brain‐storming sessions was influential in shaping the Objectives of the Site Management Plan
(Table 11).
In the future, when the Site Management Plan is being legally updated, it would be appropriate to
renew the SWOT analysis in a way to cover all the stakeholders in the Management Area and to
provide details on a sectoral and regional basis.
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Table 11. Strengths and Weaknesses, Opportunities and Threats in the Istanbul Historic Peninsula
STRENGTHS WEAKNESSES
• Rich social, cultural and physical structure • Lack of coordination
o Having been the centre of different civilisations o Inter institutional coordination problem
o Existence of monuments (establishments, expert NGOs, trade associations
• Existence of rooted educational institutions etc. who have authority and responsibility)
o Abundance of foundation ownership o Lack of holistic approach/holistic conservation
o Existence of structures and areas bearing special • Failure in conservation of the historical urban fabric in
value some implementations focused mainly on renewal and
o Historic and cultural cultivation spanning 8000 years negligence of traditional + current social life
o Unique silhouette • Lack of a balanced population
o Traditional, authentic street pattern o Imbalance between residence and business place
• Existence of an economical structure produced by o Occurrence of security problems
history, art and culture o Imbalance of day‐time/night‐time population density
o Co‐existence of traditional small size manufacturing • Weak structures in the event of an earthquake
facilities and historical trade areas. Thus giving the • Insufficient social facilities
opportunity to keep the local culture alive • Insufficient socio‐cultural projects
o Being an attraction point in terms of cultural tourism • Low quality of life
• Geographical location of the Historic Peninsula • Insufficient accessibility for the physically‐challenged
o Having well‐defined borders • Lack of intangible cultural heritage inventory
o Scale and accessibility • Transportation and parking lot problem
o Being a coastal city • Lack of sufficient participation in renewal projects
Increase in the number and attention of institutions that • Poverty
consider, plan, conserve and provide resources for the • Lack of coordination
future of Historic Peninsula • Different day and night time users
• Being a lively and vibrant place
OPPORTUNITIES THREATS
• Extension of rail systems of public transportation • The factors distorting the silhouette
• Improvement of sea transportation o Transportation projects stressing the area
• Traditional hand crafts/manufacturing tradition and o Mass of unqualified structures
trade (together with production and sales) • Renewal projects
• Being a financial centre/centre of attraction/ o Abuse of authorities assigned by Law 5366
touristic/commercial, cultural and social appeal • Inappropriate restoration implementations
• Increased resources • Migration, fluctuations in population
o Finance o Lack of sufficient participation
o Conservation o Financial pressure
• Being included in the World Heritage List and • Inappropriate restoration implementations / imitation
international networks structures
• Existence of rehabilitation projects (conservation and • Immigration, temporary population, poverty
sustenance) • Transportation projects, being a central point in transit
o KUDEB transportation
o Traditional construction/building materials o Environmental pollution, increase in density
o Improvement with regard to earthquake risk o Tube tunnel project
• Cultural memory serving as a base for the future o Being a transit point
• Opportunities provided by Law 5366 • Lack of a conservation development master plan
• Existence of a conservation development plan • Lack of regulatory plans such as tourism plans or visitor
management plans
• Excessive commercialisation; imbalance between
residence, tourism and trade (migration, decreasing
number of families, population change between day‐
time and night‐time, decentralisation)
• Displacing and discharging craftsmen
• Foreign investments
• Security/Earthquake/Disaster/Fire Problems
• Pressures of obtaining economic rent
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The strengths relating to the characteristics of the Historic Peninsula pertain to its rich history, social,
cultural and physical structure, economic structure created by history, art, and culture;
characteristics in relation to its geography; existence of institutions which consider, plan, protect and
provide resources for the future of the Historic Peninsula and their increasing interest; the fact that
Management Area is a live and vibrant place; existence of rooted educational institutions and an
abundance of foundation ownership were emphasized as its strengths.
Weaknesses of the Historic Peninsula have been listed as: lack of coordination, conservation of the
historical urban fabric in some implementations focused mainly on renewal and neglected traditional
and current social life; lack of a balanced population, having a weak structural stock against risk of
earthquake, low quality of life, lack of an intangible cultural heritage inventory, transportation and
parking problems; lack of sufficient participation in renewal projects, poverty and different night time
and daytime users.
Opportunities in the Historic Peninsula are listed as: the extension of the rail public transportation
systems; importance attached to the traditional hand crafts/manufacturing tradition and trade
(together with production and sales), being a financial centre / attraction point for Istanbul,
increased importance with regards to tourism/trade, cultural and social aspects; increase in
resources intended for its conservation, being in the World Heritage List and being connected to
international networks; importance attached to rehabilitation projects (continuity through
conservation); importance attached to the cultural memory acting as the basis for the future and
opportunities provided by Law 5366 and the existence of a zoning plan for conservation purposes.
Threats depicted in the Historic Peninsula are related to: factors disrupting the silhouette,
transportation policies applying pressure on the area, unqualified cluster of structures, renewal
projects, abuse of the authorities assigned by Law 5366, misapplied restoration works; migration,
temporary inhabitants, transportation projects that damage the fabric, being a focal point in transit
transportation; lack of regulatory plans such as a tourism plan, or a visitor/guest management plan,
excessive commercialisation; imbalance between residences, tourism and trade, displacing and
discharging craftsmen, foreign sourced investments, safety/earthquake/natural disaster/fire related
problems and pressure to earn income.
As a result of the evaluation of the problems defined in the Search Conference, which was held
within the scope of Istanbul Historic Peninsula Site Management Plan, together with other studies
conducted in this subject, the basic problems below were set forth. These problem areas were
accepted as basic guides to determine the principles and policies of the Site Management Plan and to
produce the objectives.
The problems identified under the Management and Organisation heading are summarized as:
duties, responsibilities and jurisdictions of authorised institutions, which operate under the scope of
the Management Area, not being sufficiently known by the public and NGOs; the fact that these
institutions generate similar projects from time to time, the lack of coordination between them; and
presence of conflicts between the conservation legislation and other legislation.
The problems identified under the heading of Conservation, Planning and the Quality of Life are
organised into groups of “Planning‐Conservation”, “Conservation‐Restoration” and “Quality of Life”.
The problems that can be considered under the heading of "Planning‐Conservation" can be
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summarized as: planning of land use, planning of transportation and the lack of harmony between

transportation projects, the presence of activities which do not compliment the identity of the Site
and the value of the cultural properties, the lack of sufficient sustainable social and economic
conservation and strengthening of attempts to adequately integrate with the conservation of the
cultural properties and the lack of attention paid to the conservation of the archeological assets that
are studied under the scope of planning and project designing studies in the Site.
The problems that are faced under the heading of Accessibility can be summarized as: the lack of
research regarding the effects of transportation projects on cultural heritage during the project
design phase and the utilisation of the Historic Peninsula as the transfer point of the transportation
system; wheeled transportation system being widely used; insufficient development of the rail
systems and lack of priority to sea transportation; the lack of integration of different types of
transportation options and insufficient pedestrian and bicycle ways.
The problems that are faced under the heading of Increasing Perception can be summarized as: the
presence of high‐density, low‐quality, abandoned and unsupervised buildings within the boundaries
of the Historic Peninsula, environment and buildings requiring maintenance and the lack of adequate
illumination. Thus, heritage sites and important focus points are not being perceived by visitors as
having any importance. Another problem requiring evaluation under this title is the lack of visual and
written documents that are easily understandable, accessible and sufficient in numbers.
The problems requiring evaluation under the Training‐ Awareness Raising and Participation heading
can be summarized as: lack of awareness of the staff working in decision‐making, operating
institutions and the inhabitants in the Istanbul Historic Peninsula with regards to conservation of the
natural and cultural heritage; a decrease in numbers of the construction masters to carry on the
construction tradition and a weakness of the "master‐apprentice" relationship in the traditional
manufacturing sectors. These problems generally come under the scope of "Training and Increasing
Awareness". Regarding "Participation", the main problems can be summarized as: the fact that an
effective and sustainable participation mechanism in the conservation, planning and implementation
processes between all of the stakeholders have not been established and secured by laws.
Under the heading of Visitor Management, the main problems can be summarized as: the
uncertainty of the future of the tourism sector in the Historic Peninsula; the generation of more
visitors for the areas that are Listed at the World Heritage List, insufficient promotion of other
important areas and work of arts, inaccessibility to these areas, the difficulty faced by the visitors
while accessing information regarding cultural heritage; the problems encountered during
management, research, exposition and security of the museums and inability to meet visitors´ needs.
The problems faced under the heading of Risk Management can be summarized as: the high risk of
earthquake in the Historic Peninsula, the presence of buildings which are not resistant to an
earthquake which are constructed very closely together, height of these buildings, irregular building
geometry and the street pattern in the Site being too dense and narrow; difficulty in evacuation and
emergency response caused by this street pattern; the fact that cultural heritage buildings that are
structurally worn are not resistant to earthquake, high risk of fire in the areas where there are many
wooden buildings and the presence of there are potentially explosive and combustible factories
within the boundaries of the Site.
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2.1. Management Plan Vision
All studies carried out during the preparation of the Istanbul Historic Peninsula Site Management
Plan (Analytic Study Report, research about the Historic Peninsula, inventories, current plans and
projects, research meetings, thematic workshops and special group meetings) were enriched after
mutual negotiations. At the end of this process, the Plan Vision adopted by the Istanbul Historic
Peninsula Site Management Plan has been identified as below:
For a Historic Peninsula which protects its rich historical background, preserve its
liveliness, produces and passing on its socio‐economic spatial and cultural identity to
the future; a site management plan that protects the outstanding universal value of
the Historic Peninsula and is executed by all related institutions and establishments in
coordination and transparency by also participation of users and inhabitants.

2.2. Planning Principles and Policies
The basic principles of the Istanbul Historic Peninsula Site Management Plan have been developed
within the scope of contemporary conservation principles and policies. The determined principles
and policies were steered by the values that provide freedom for the Site, its characteristics, its
potential, the studies carried out regarding the problems and the principles that were agreed upon at
the attendant conference. Accordingly, the main principles of the Site Management Plan are as
follows:
Planning principles and policies regarding the Cultural Heritage;
• Providing ecological, economical, social, cultural and spatial sustainability and development
for passing the cultural heritage on to the future
• Contributing to improve the authenticity of the cultural heritage and the quality of urban
life‐environment
• Providing the presence of cultural heritage within social life (balance between residential‐
tourism functions)
• Encouraging people to work and live in the Site
• Maintaining traditional manufacturing methods and handicrafts in the Site
• Limiting vehicle traffic within the boundaries of the World Heritage Sites, performing
pedestrianisation operations, removing wheeled transportation vehicles from the Site and
ensuring transportation utilises clean energy
• Highlighting its identity of being a "city of water".
Planning principles and policies regarding Conservation and Use;
• Managing the Historic Peninsula as a whole in conservation projects
• Providing sustainable conservation and utilisation (silhouette, neighbourhood life, traditional
manufacturing, transportation) according to national and international legislation for the
tangible and intangible cultural properties (physical structures and the values they host)
• Awareness raising with regards to "conservation"
• Developing "construction materials" used in the Historic Peninsula specifically for the Site
• Providing health and safety conditions.
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Planning principles and policies regarding Planning and Participation are;
• Producing transparent, clear and participative planning systems
• Opting for functions that do not cause overload during planning operations
• Encouraging cultural tourism by considering capacity
• Adhering to the planning decisions and proposed time schedules
• Providing legal infrastructure which will maintain the sustainability of the management plan
• Respecting accommodation, life and property rights of the people according to international
legal norms during planning
• Adopting an accountability responsibility and obligations of the related institutions or
establishments
• Providing coordination, communication and constant participation among all stakeholders
and the institutions related to the Site during the conservation and development processes,
(authorised and responsible institutions and establishments, expert NGOs and trade
associations, private sector) and sharing these responsibilities with the public
• Encouraging the participation of all users (workers, visitors, students) and inhabitants,
• Developing social awareness programmes.
2.3. Plan Objectives, Strategies, Actions, Related Institutions and
Establishments
Problematic areas determined within the scope of the Planning Vision and principles of the Site
Management Plan have been grouped under seven headings. These headings include the definitions
of the objectives to solve problems, the strategies required to fulfil the objectives and their related
actions as well as the responsible and supportive institutions and the establishments that will be
execute such actions. Objectives for every problematic area have been specified during this process
in which contributions were obtained from the current status determinations with regards to the
areas and input from the meetings to address related problems and workshops. The required actions
were identified after the strategies for the determined objectives had been decided. The responsible
parties for carrying out these identified actions were determined in two levels: responsible
institutions or establishments and supportive institutions or establishments.
The seven themes identified in the Historic Peninsula Site Management Plan are listed below:
1. Management and Organisation
2. Conservation, Planning and Quality of Life
3. Accessibility
4. Perception of Importance and Value of the Site
5. Training, Awareness Raising and Participation
6. Visitor Management
7. Risk Management
In order to galvanise the logical connection between the project packages, a simple coding system
has been developed to follow up the connection between the Site Management Plan objectives,
strategies and actions. The coding system starts with Roman numerals (I, II, III, IV, V, VI, VII)
representing the seven themes of the Plan. Objectives related to every theme, are represented with
the letter “H” which stands for “objective” (“Hedef” in Turkish) and a consecutive number in itself
138
(e.g.: IIH2, IVH4, etc.). Strategies connected to the same objectives are represented with the letter
"S" which stands for “strategy” and consecutive strategy numbers (e.g.: IIH2S2, IVH4S3, etc.). The
actions connected to the same strategies are represented with the letter “E” which stands for
“action” (“Eylem” in Turkish) and consecutive action numbers (e.g.: IIH2S2E1, IVH4S3E2, etc.).
2.3.1. Management and Organisation
Objectives, strategies and actions connected to "Management and Organisation" under the Site
Management Plan and institutions or establishments proposed to execute these actions are
addressed under this heading. “Management and Organisation” identifies the process which includes
the preparation, implementation, following up the implementation and the monitoring of the Site
Management Plan which is called the management system organisation. Within this context, four
main problems were determined as follows:
• Apart from the public institutions, the areas of duty and responsibility of the related and
authorised institutions operating within the boundaries of the Site are not clearly known
• The authorised institutions in the Site produce similar projects
• Lack of coordination between the authorised institutions in the Site
• The lack of harmony between the legislations of the related and authorised institutions in the
Site.
Objective IH1: Providing coordination between the institutions authorised in the Site in order to
implement the Site Management Plan successfully.
The basic objective has been determined as providing coordination between the institutions
authorised in the Site in order to implement the Site Management Plan successfully and to solve
problems arising from producing similar projects in the Site by institutions within the Site
Management Plan and to also address the lack of coordination between authorised institutions. The
first strategy determined in order to achieve this objective is ensuring that the conflicts, similarities,
differences, inconsistencies and deficiencies in the duties of the authorised institutions within the
boundaries of the Site Management Plan are eliminated. Actions that are specified in accordance
with this strategy are to determine the conflicts, similarities, differences, inconsistencies and
deficiencies in the authority’s responsibilities and duties of the related and authorised institutions
within the boundaries of the Site Management Plan; and to set forth the authorities, responsibilities
and duties of the related and authorised institutions within the boundaries of the Site Management
Plan. The institutions responsible for carrying out these actions have been determined as IMM, the
Site Management Directorate, the Ministry of Culture and Tourism, the Governorship of Istanbul, 1st
District Directorate of Foundations, Fatih Municipality, Eyup Municipality, Zeytinburnu Municipality,
Bayrampasa Municipality, Housing Development Administration of Turkey (TOKI) and the
Privatisation Administration.
The second strategy that is determined in order to achieve the related objective is ensuring that the
Site Management Plan is understood and embraced equally by all related institutions and that the
related institutions and establishments develop decisions in the given subjects in unison. The
determined actions regarding this strategy are to arrange continuous, regular and scheduled
meetings in order to gather the related institutions and establishments; to establish systems to
pursue the implementation of the Site Management Plan decisions in every institution and to
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develop programs and projects in order to establish the culture of producing mutual projects within
these institutions. The institutions responsible for carrying out these actions have been determined
as IMM, the Site Management Directorate, the Ministry of Culture and Tourism, the Governorship of
Istanbul, 1st District Directorate of Foundations, Fatih Municipality, Eyup Municipality, Zeytinburnu
Municipality, Bayrampasa Municipality, Housing Development Administration of Turkey (TOKI) and
the Privatisation Administration.
A further strategy that is determined in order to achieve the specified objective is developing
monitoring mechanisms in the implementation process of the Site Management Plan. The actions
that are specified according to this strategy are to ensure that the Coordination and Supervision
Board of the Site Management Directorate works orderly and efficiently within the Site Management
Plan Area and to establish monitoring mechanisms. IMM and the Site Management Directorate have
been determined as the institutions responsible for carrying out this action.
The last strategy to achieve the related objective is providing an effective information system that
will be used by the related institutions or establishments. The actions that are determined regarding
this strategy are to standardise, digitalise and complete current inventory studies regarding the
Historic Peninsula; to establish a digital data base and monitoring system in relation to the Site
Management Plan Area and to provide access to stakeholders. The institutions responsible for
carrying out these actions have been determined as IMM, the Site Management Directorate, 1st
District Directorate of Foundations, Fatih Municipality, Eyup Municipality, Zeytinburnu Municipality,
Bayrampasa Municipality, Conservation Boards, the Renewal Board and the Provincial Culture and
Tourism Directorate.
Objective IH2: Providing coordination between the legislations which bind all related institutions and
establishments in the Management Area
The first objective, that is providing coordination between the legislations which bind all related
institutions and establishments in the Management Area, was developed due to the lack of
coordination between the legislation which binds all related and authorised institutions in the Site.
The first strategy determined as per this objective is ensuring that the conflicts, problems
(similarities, differences, inconsistencies, deficiencies) between the legislations which bind all related
institutions and establishments in the Management Area are eliminated. The action determined
regarding this strategy is to scrutinise the entire legislation and to determine its problems, conflicts
and deficiencies, to make legislative proposals and recommendations intended to eliminate the
deficiencies. The institutions responsible for carrying out these actions have been determined as
IMM, the Site Management Directorate, the Ministry of Culture and Tourism, universities, NGOs and
the Grand National Assembly of Turkey.
A further strategy determined in order to achieve this objective is ensuring that the deficiencies and
problems in the conservation legislation regarding the Management Area are eliminated and if
necessary, proposals regarding the legislation are developed. The first determined action regarding
this strategy is to develop proposals in order to include the participation subject in the conservation
legislation. The institutions responsible for carrying out this action have been determined as IMM,
the Site Management Directorate, the Ministry of Culture and Tourism, Fatih Municipality, related
Conservation Boards, the Renewal Board, universities, NGOs and the Grand National Assembly of
Turkey. The second action developed regarding this strategy is to propose necessary legal
140
arrangements for establishing a new neighbourhood management model (centred on conservation
and improvement of neighbourhood) based on the cooperation of the related institutions and
establishments. The institutions responsible for carrying out this action have been determined as
IMM, the Site Management Directorate, the Ministry of Internal Affairs, the Governorship of
Istanbul, Fatih Municipality, trade associations, NGOs and the Grand National Assembly of Turkey.
The final action developed with regards to this strategy is to develop proposals for the necessary
legal arrangements in order to ensure that the cultural heritage is perceived and embraced by the
inhabitants. The institutions responsible for carrying out this action have been determined as IMM,
the Site Management Directorate, the Provincial Culture and Tourism Directorate and the Provincial
Directorate of National Education.
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ISTANBUL HISTORIC PENINSULA SITE MANAGEMENT PLAN OCTOBER2011
I. MANAGEMENT AND ORGANISATION
RESPONSIBLE
PROBLEM OBJECTIVE STRATEGY ACTION OTHER INSTITUTIONS
INSTITUTIONS
IH1S1E1. To determine the conflicts,
similarities, differences, inconsistencies and
IH1S1. Ensuring that the deficiencies in the authorities, responsibilities and
conflicts, similarities, differences, duties of the related and authorised institutions
inconsistencies and deficiencies in within the boundaries of the Site Management IMM, Site
the duties of the authorised Management The Ministry of Culture and
Plan
institutions within the boundaries Directorate Tourism, the Governorship of
of the Site Management Plan are IH1S1E2. To set forth the authorities, Istanbul, 1st District Directorate
Related and authorised eliminated responsibilities and duties of the related and of Foundations, Fatih
institutions within the authorised institutions within the boundaries of Municipality, Eyup
boundaries of the Site the Site Management Plan Municipality, Zeytinburnu
Management Plan Area IH1S2E1.To arrange continuous, regular and Municipality, Bayrampasa
producing similar scheduled meetings in order to gather the related Municipality, Housing
IH1S2. Ensuring that the Site
projects on the same institutions and establishments Development Administration of
Management Plan is understood
subjects within their Turkey (TOKI) and the
areas of duties and IH1. Providing and embraced equally by all related IH1S2E2.To establish systems to pursue the IMM, Site
institutions and that the related implementation of the Site Management Plan Management Privatisation Administration
authorities coordination between
the institutions institutions and establishments decisions in every institution Directorate

authorised in the Site in develop decisions in the given IH1S2E3. To develop programs and projects in
Lack of coordination subjects in unison
order to implement the order to establish the culture of producing mutual
between the authorised
Site Management projects within these institutions
institutions in the Site
Management Plan Area Plan successfully IH1S3E1. To ensure that the Coordination and
IH1S3. Developing monitoring Supervision Board of the Site Management
Site
mechanisms in the implementation Directorate works orderly and efficiently within
Lack of comprehension Management IMM
process of the Site Management the Site Management Plan Area
regarding the meaning Directorate
Plan
and the importance of IH1S3E2. to establish monitoring mechanisms
the Site Management
IH1S4E1. To standardise, digitalise and 1st District Directorate of
Plan
complete current inventory studies regarding the Foundations, Fatih
Historic Peninsula Municipality, Eyup
IH1S4. Providing an efficient
IMM, Site Municipality, Zeytinburnu
information system to be used by
IH1S4E2. To establish a digital data base and Management Municipality, Bayrampasa
related institutions and
monitoring system in relation to the Site Directorate Municipality, Conservation
establishments
Management Plan Area and to provide access for Boards, the Renewal Board and
the stakeholders the Provincial Culture and
Tourism Directorate
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ISTANBUL HISTORIC PENINSULA SITE MANAGEMENT PLAN OCTOBER2011
IH2S1. Ensuring that the conflicts,
problems (similarities, differences, IH2S1E1. To scrutinise the entire legislation and
The Ministry of Culture and
inconsistencies, deficiencies) to determine its problems, conflicts and IMM, Site
Tourism, universities, NGOs
between the legislations which deficiencies, to make legislative proposals and Management
and the Grand National
bind all related institutions and recommendations intended to eliminate the Directorate
Assembly of Turkey
establishments in the Management deficiencies
Area are eliminated
The Ministry of Culture and
IH2. Providing Tourism, Fatih Municipality,
IH2S2E1. To develop proposals in order to IMM, Site
Lack of harmony coordination between Conservation Boards, the
include the participation subject in the Management
between the legislations the legislations which Renewal Board, universities,
conservation legislation Directorate
of the related and bind all related NGOs and the Grand National
authorised institutions institutions and IH2S2. Ensuring that the Assembly of Turkey
in the Site establishments in the deficiencies and problems in the
IH2S2E2. To propose necessary legal The Ministry of Internal Affairs,
Management Area conservation legislation regarding
arrangements for establishing a new the Governorship of Istanbul,
the Management Area are IMM, Site
neighbourhood management model (centred on Fatih Municipality, Trade
eliminated and if necessary, Management
conservation and improvement of neighbourhood) Associations, NGOs and the
proposals regarding the legislation Directorate
based on the cooperation of the related Grand National Assembly of
are developed
institutions and establishments Turkey
IH2S2E3. To develop proposals for the necessary The Provincial Culture and
IMM, Site
legal arrangements in order to ensure that the Tourism Directorate, the
Management
cultural heritage is perceived and embraced by the Provincial Directorate of
Directorate
inhabitants. National Education
143

2.3.2. Conservation, Planning and Quality of Life
This heading covers objectives, strategies and actions developed in respect of the problems
determined in the Site Management Plan Area, under the heading of "Conservation, Planning and the
Quality of Life". The proposed institutions or establishments to perform these actions are also
discussed under this heading. This section is made up of three sub‐headings namely, “Planning‐
Conservation”, “Conservation‐Restoration” and “The Quality of Life”.
The problems that are covered under the heading of “Planning‐Conservation” are:
• The fact that there is more than one institution with the authority to create plans and
projects in the Site, the lack of project integrity and implementations being performed
independent from each other
• Inconsistency between land use planning, transportation planning and tourism projects
• The presence of the functions which do not conform with the conservation of the identity
and the cultural properties of the Site, the lack of a sustainable social and economical
conservation and improvement approach in sync with conservation of cultural properties
• Lack of importance given to keeping the cultural properties alive and for improving socio‐
cultural characteristics within the Site
• The fact that during the planning and project design studies, insufficient attention is paid to
the conservation of the archeological assets.
The problems highlighted out under the heading of “Conservation‐Restoration” are:
• Inability to reach the expected quality in the conservation and restoration implementations
• The fact that tenders for the restoration projects are carried out without making any
research or the specifying of standards beforehand
• Insufficiencies and problems faced during the tender stage of the restoration projects such as
establishing, using and implementation of resources
• Scientific and technical mistakes carried out during restoration works
• Lack of financial resources for the effective conservation of all the cultural properties in the
Site and ineffective use of existing resources
• Lack of effective policies or implementations for the conservation of the traditional hand
crafts or the small‐scaled manufacturing tradition in the Historic Peninsula
• The fact that a clear definition of intangible cultural heritage was not given according to
UNESCO convention. Thus materials to be classified cannot be determined
• Lack of an inventory of intangible heritage
• The fact that existing studies could not be collated within one main centre (such as
information‐document centre, library, Internet medium etc.)
• Lack of an approach that will specify how to protect intangible cultural heritage and how to
exhibit it.
144

The problems highlighted under the heading of “Quality of Life” are:
• Insufficiency in meeting vital needs of the inhabitants living within the boundaries of the Site,
lack of conservation/use balance
• The presence of the environmental problems in the Site.
Objective IIH1: Providing coordination between the Historic Peninsula Site Management Plan and
other related planning and project operations and establishing integrity in plans
Here, the problems determined are the failure to ensure integrity in the plan due to the existence of
more than one institution with the authority to make plans and project designs in the Historic
Peninsula; multiple implementations carried out independent of each other and the inconsistency
between land use planning, transportation planning and tourism projects. The objective to resolve
these problems is providing coordination between the Historic Peninsula Site Management Plan and
other related planning and project operations and establishing integrity in plans.
The strategy to reach this objective is ensuring that the planning and project processes are
participated by the related institutions and carried out in a transparent form. The actions that are
determined regarding this strategy are to arrange periodic work meetings in order to discuss the
institutional strategies and policies regarding conservation and planning of the institutions and
establishments responsible for planning and implementation in the Historic Peninsula; to share
information relating to planning activities, to report the periodic meetings to be arranged between
the institutions and establishments responsible for planning and implementation and to share the
outcomes with the public through the web page of the Site Management Directorate (or the Site
Management Plan); to achieve harmony between the different mosaic of plans available in the
Management Area and to provide harmonisation between the objectives, strategies, planning
decisions and implementations of the Historic Peninsula Transportation Plan and Conservation Plan.
The institutions responsible for carrying out these actions have been determined as a commission
that will be established within the body of the Site Management Directorate (or the Advisory Board),
IMM, Fatih Municipality, related Conservation Boards, the Renewal Board, the Special Provincial
Administration and 1st District Directorate of Foundations.
Objective IIH2: Protecting the functions which are in conformity with the identity of the Historic
Peninsula
To address problems relating to the existence of functions which are not in conformity with the
identity of the Historic Peninsula and cultural properties within. The solution is determined as
protecting the functions which are in conformity with the identity of the Historic Peninsula. The
strategy to achieve this objective is determined as evaluating the existing functions in the Historic
Peninsula in terms of being in conformity with the Site. Actions determined in relation to this strategy
are to provide sustainability of the functions which are determined to conform to the identity of the
Site whilst acting to remove of the functions from the Site which do not conform with the identity of
the Site. The institutions responsible of carrying out these actions have been determined as the Site
Management Directorate, IMM, Fatih Municipality, and Conservation Boards, neighbourhood
administrations, trade associations, related NGOs and the universities.
145

Objective IIH3: Conserving and improving the cultural properties of the Historic Peninsula in terms of
their physical, social and economic aspects
In order to address the lack of a sustainable social and economical conservation‐improvement
approach that is integrated with conservation of cultural properties in the Historic Peninsula together
with a lack of attention given to maintaining cultural properties in the Site and to develop socio‐
cultural characteristics, problems relating to conserving and improving the cultural properties of the
Historic Peninsula in terms of their physical, social and economic aspects have been identified and
related strategies determined.
The first strategy determined in order to achieve this objective is encouraging all related institutions
and establishments to research, develop resource and produce projects within this stance. The action
that has been determined regarding this strategy is to prepare plans and programs which address
physical, social and economic structures holistically in the Historic Peninsula. The institutions
responsible for carrying out these actions have been determined as the Site Management
Directorate, IMM, Fatih Municipality and Conservation Boards, the Ministry of Culture and Tourism
and the Governorship of Istanbul. The second strategy to achieve this objective has been specified as
performing planning and project designing works and implementations in all scales by conserving all
values of the cultural properties in the Historic Peninsula and in accordance with the social and
cultural image of the Historic Peninsula. The first action determined in connection with this strategy
is to have the Impact Assessment Process put into effect within the framework (see Appendix‐15)
accepted by the Ministry of Culture and Tourism to ensure that all grand‐scale plans and projects,
which have been or will be prepared in relation to the Historic Peninsula and will affect the entire
Area, do not include any decisions that would go against the sustainable conservation of the cultural
properties, archeological values, historical fabric and silhouette of the area.
The institutions responsible for carrying out these actions have been determined as IMM Directorate
of Planning, the Directorate of Conservation of Historic Sites, the Site Management Directorate, Fatih
Municipality, universities and trade associations. The second action is to review and update the
current Urban Design Guides in accordance with implementations, related studies, researches and
international conservation principles and to ensure that the guides are used in the projects to be
performed in the Historic Peninsula. The institutions responsible for carrying out the actions have
been determined as IMM Directorate of Conservation of Historic Sites, the Directorate of Urban
Design, the Site Management Directorate, Fatih Municipality, universities and trade associations.
Objective IIH4: Adopting approaches which are based on preserving the archeological values in the
Site in the planning and project operations
To solve the problem pertaining to the lack of attention paid to conserving the archeological assets
during planning and project activities that are carried out in the Site, the solution is determined as
adopting approaches which are based on preserving the archeological values in the Site in the
planning and project operations. The first strategy to achieve this objective is ensuring that the
outstanding universal value of the archeological heritage of the Site is understood and embraced by
all related communities. The action that has been specified according to this strategy is to prepare a
research and implementation guide for conservation and planning of the archeological heritage in
the Historic Peninsula and to manage the implementations in accordance with this guide. The
institutions responsible for carrying out these actions are the Ministry of Culture and Tourism, the
146

Site Management Directorate, Archeological Museums, IMM, Fatih Municipality, universities and
trade associations.
Objective IIH5: Strengthening and preserving the cultural properties in the Historic Peninsula which
include monuments and civil architectural buildings through restoration projects and
implementations to be performed in accordance with international criteria
To address the problem of failure to reach the quality expected in conservation and restoration
projects in the Site, the fact that tenders for the restoration projects are carried out without any pre‐
research or determining standards, problems arising from the insufficiency in creation and
implementation of resources; the solution has been determined as strengthening and preserving the
cultural properties in the Historic Peninsula which include monuments and civil architectural
buildings through restoration projects and implementations to be performed in accordance with
international criteria. The first strategy determined for achieving this objective is ensuring
compliance with the conservation, planning and restoration principles which are nationally and
internationally recognised in the conservation plan, project and implementations. The actions
specified regarding this strategy are to ensure that the original conservation and restoration
implementations are performed by conservation and restoration experts and for this purpose, to
determine the principles required to be complied with in project and tender specifications, and to
ensure that original and concordant materials and techniques are used in all restoration
implementations. The institutions responsible for carrying out these actions are the Site
Management Directorate, universities, IMM Directorate of Conservation of Historic, KUDEB,
Conservation Boards and the Chamber of Architects.
The second strategy that has been determined in order to achieve said objective is performing
efficient training programs in relation to conservation and restoration implementations and
expanding these programs. The first action that has been developed related with the strategy in
question is to support restoration expert training programs in order to perform original conservation
and restoration implementations. The institutions responsible for carrying out these actions are the
Site Management Directorate, universities, IMM Directorate of Conservation of Historic Sites, KUDEB,
Conservation Boards and the Chamber of Architects. The second action that has been developed in
relation to the strategy in question is to organise periodic international meetings and workshops in
order to share technologic developments and experiences in restoration implementations. The
institutions responsible for carrying out these actions are the Site Management Directorate,
universities, IMM Directorate of Conservation of Historic Sites, KUDEB, Conservation Boards and the
Chamber of Architects. The final action that has been formulated relating with the strategy in
question is to execute a capacity building program in order to raise awareness with regards to
conservation within the institution. The institutions responsible for carrying out these actions are the
Site Management Directorate, universities and all public institutions and establishments.
The third strategy that has been specified in order to achieve this objective is ensuring that
concordant technology and original and appropriate materials are used in restoration
implementations. The first action that has been specified in relation to this strategy is to develop
accredited training programs for foremen and qualified workmen to take part in restoration
implementations and to give certificates at the end of these programs. The responsible institutions
have been determined as the Site Management Directorate, universities, IMM Directorate of
Conservation of Historic Sites, KUDEB, Conservation Boards and the Chamber of Architects.
147

The second action that will be implemented in order to carry out the related strategy is to ensure
that certified people who participated in training programs actively take part in restoration
implementations. The institutions responsible for carrying out these actions are the Site
Management Directorate, IMM Directorate of Conservation of Historic Sites, KUDEB, Conservation
Boards and Chamber of Architects. The third action specified in order to carry out the related
strategy is to provide efficient supervision of restoration implementations and sustainable
maintenance and reparation activities therein. The institutions responsible for carrying out these
actions are the IMM Directorate of Conservation of Historic Sites, KUDEB, IMM, Fatih Municipality,
the Site Management Directorate, Conservation Boards and universities.
The fourth strategy that has been determined in order to achieve this objective is developing an
efficient restoration program which sets forth the prioritised activity areas of the entire Area. The
action that has been determined regarding this strategy is to design the projects of prioritised activity
areas, monuments and other symbolic elements determined to be conserved and restored urgently
and to define the stages of implementations. The institutions responsible for carrying out these
actions are the Site Management Directorate, IMM, the Special Provincial Administration, IMM
Directorate of Conservation of Historic Sites and Conservation Boards.
The fifth strategy that has been specified to achieve this objective is pooling the investment programs
of related institutions and establishments together and providing resource management according to
priorities. The action regarding this strategy is to ensure that determined and phased
implementations are included in the strategic plans and investment programs of related institutions
and that resource are allocated accordingly in restoration implementations. The institutions
responsible for carrying out these actions are the Site Management Directorate, IMM, the Special
Provincial Administration, related institutions, IMM Directorate of Conservation of Historic Sites and
related conservation boards.
Objective IIH6: Providing sufficient resource in the implementation process of the Site Management
Plan
The objective of providing sufficient resource in the implementation process of the Site Management
Plan has been established to resolve the problem of lack of financial resources for effective
conservation of the entire cultural heritage in the Site and the ineffective use of existing resources.
The first strategy to achieve this objective is researching resources in the implementation process of
the Site Management Plan, ensuring that management of the provided resources are activated and
the resources are used efficiently. The first action that has been determined regarding this strategy is
to ensure that the Contribution Fund which is managed by the Special Provincial Administration is
used for prioritised activity areas, monuments and other symbolic elements. The institutions
responsible for carrying out these actions are the Site Management Directorate, IMM, Fatih
Municipality and all public institutions or establishments. Other actions that are determined
regarding this strategy are to research new international resources and to ensure that they are
transferred to the Historic Peninsula; to develop appropriate finance models for conservation and to
improve implementations; and to encourage property owners and the private sector to make
conservation and improvement investments and to direct them in utilising their resources efficiently.
The responsible institutions for carrying out these actions are the Site Management Directorate,
IMM, and Fatih Municipality as well as the Ministry of Culture and Tourism and the Governorship of
Istanbul.
148

Objective IIH7: Developing efficient policies and implementations to protect small‐scale
manufacturing business and handicrafts as traditions
To address the problem of inefficient policies and implementations for the conservation of small‐
scale manufacturing business and handicrafts as traditions in the Historic Peninsula; the solution has
been determined as developing efficient policies and implementations to protect small‐scale
manufacturing business and handicrafts as traditions. The first strategy that has been determined in
order to achieve this objective is encouraging all related institutions and establishments to research,
develop resources and produce projects within this stance. The actions that are determined regarding
this strategy are to revive the production techniques which were lost over time to their own manner
of production and in their original locations; to make traditional manufacturing competitive and
increase their value. The institutions responsible for carrying out these actions are the Site
Management Directorate, IMM, trade associations, associations, the Ministry of Culture and Tourism,
Fatih Municipality and the universities.
Objective IIH8: Determining and conserving the intangible cultural heritage and passing it on to
future generations
The objective of determining and conserving the intangible cultural heritage and passing it on to
future generations has been developed to address the following problems: Clear definition of
intangible cultural heritage was not given according to UNESCO convention, thus materials that
needed to be classified cannot be determined and an inventory of the cultural heritage was not
taken; existing works cannot be gathered under a specific centre (information document centre‐
library‐Internet medium etc.) and an approach regarding how to conserve and exhibit the intangible
cultural heritage was not determined. The first strategy that has been developed in order to achieve
this objective is defining and classifying the intangible cultural heritage unique to Historic Peninsula
in accordance with UNESCO convention. The first action related with this strategy is to establish a
documentation centre in which activities regarding intangible cultural heritage can be gathered and
where written and verbal information can be classified.
The second strategy that has been determined for achieving the objective is performing an inventory
work. The action regarding this strategy is to take an inventory of intangible cultural heritage, update
it regularly and to make intangible cultural heritage maps.
The third strategy that has been identified for achieving this objective is conserving the intangible
cultural heritage and establishing exhibition areas. Actions regarding this strategy are to protect
natural areas and memorable places required to express the intangible cultural heritage and to
deliver exhibitions in these areas through use of signs, audio‐visual implementations, presentations
etc. and to establish a museum area in order to exhibit the intangible cultural heritage.
The fourth strategy that is specified for achieving this objective is passing the intangible cultural
heritage on to future generations. The actions regarding this strategy are to organise educational and
informational programs for the community in general and the youth in particular in order to raise
sensitivity and awareness, to organise capacity building activities especially in areas such as
management and scientific research in order to conserve intangible cultural heritage; and to
conserve and pass on the intangible cultural heritage through international cooperation, exchange of
information and experience through joint ventures.
149

The institutions responsible for carrying out the aforementioned actions are the Ministry of Culture
and Tourism, the Provincial Culture and Tourism Directorate, IMM, Fatih Municipality, 1st District
Directorate of Foundations, universities, related NGOs and Research Centres.
Objective IIH9: Upholding the balance between conservation/preservation/living during the services
offered in planning and conservation activities in the area
The objective to solve the problem of not being able to meet vital needs of the inhabitants if the Site
and the imbalance between conservation/use has been developed as upholding the balance between
conservation/preservation/living during the services offered in planning and conservation activities in
the area. The first strategy determined to be able to achieve this objective is meeting the needs and
expectations of the inhabitants in the Site in accordance with national and international criteria and
increasing the efficiency of service delivery. The first action linked to this strategy is to research
sufficiency of current urban services and equipments in the Site. The institutions responsible for
carrying out this action will be the Site Management Directorate, the Governorship of Istanbul, IMM,
Fatih Municipality and universities, along with IMM Directorate of Conservation of Historic Sites,
various boards, neighbourhood administrations, trade associations and related NGOs. The second
action linked to the above strategy is to make researches with regards to the balance of conservation
and socio‐economic and vital needs, and to ensure that any missing equipment is replaced.
Institutions responsible for carrying out this action are the Site Management Directorate, the
Governorship of Istanbul, IMM, Fatih Municipality and universities together with IMM Directorate of
Conservation of Historic Sites, various boards, neighbourhood administrations, trade associations
and related NGOs. The final action linked to the aforementioned strategy has been determined to
increase urban landscape quality of the Site by revitalising its traditional green fabric, parks and
gardens. The responsible institutions for carrying out this action are the Site Management
Directorate, IMM Directorate of Parks and Gardens and the Fatih Municipality together with the
neighbourhood administrations, trade associations, universities and related NGOs. The second
strategy established to achieve the above objective is improving the quality of life of elders, people
with disabilities and children. The action determined in connection with the second strategy is to
develop problem‐focused, sustainable projects in order to improve the quality of life of the elders,
people with disabilities and children and to monitor their implementations. Institutions responsible
for the implementation of this project are the Site Management Directorate, IMM, the Directorate of
Parks and Gardens and Fatih Municipality along with the neighbourhood administrations, trade
associations, universities and related NGOs.
Objective IIH10: Taking control of the factors causing environmental problems
A further problem determined within the context of “Quality of Life’ in the area is that of
environmental problems and the strategy determined in relation to this problem is to bring the
factors causing environmental problems under control. The strategy determined to achieve this
objective is providing environment management. The actions determined in association with this
strategy is to monitor provision of environment cleaning, to establish a unit in order to monitor
environment management and to monitor air and noise pollution prevention programs and
implementations. The institutions responsible for implementing these actions are the Site
Management Directorate, the Governorship of Istanbul, IMM and Fatih Municipality together with
the neighbourhood administrations, trade associations, universities and related NGOs.
150

II. CONSERVATION, PLANNING, LIFE QUALITY
RESPONSIBLE
INSTITUTIONS
PLANNING‐CONSERVATION
IIH1S1E1. To arrange periodic work meetings
in order to discuss the institutional strategies
Due to the fact that there is and policies regarding conservation and planning
more than one institution of the institutions and establishments
authorised to make plans Ministry of Culture
responsible for planning and implementation in
and develop projects and Tourism’s
the Historic Peninsula
regarding the Historic General Directorate
Peninsula; IIH1. Providing IIH1S1E2. To report the periodic meetings to of Investments and
coordination between the
IIH1S1. Ensuring that be arranged between the institutions and Site Management
Establishments, IMM,
the planning and project Directorate, (or
Historic Peninsula Site establishments responsible for planning and Fatih Municipality,
‐ Lack of plan unity and processes are participated implementation and to share outcomes with the Advisory Board),
Management Plan and other Boards of
implementations being in by the related public through the web page of the Site commission to be
related planning and project Conservation / the
carried out independent of institutions and carried out Management Directorate (or Management Plan) established within
operations and establishing Renewal Board, the
each other in a transparent form this scope
integrity in plans IIH1S1E3. To achieve harmony between the Special Provincial

different mosaic of plans available in the Administration, 1st
‐ Incompatibility of the land District Directorate of
Management Area
utilisation plans, Foundations
transportation plans and IIH1S1E4. To provide harmonisation between
tourism projects the objectives, strategies, planning decisions and
implementations of the Historic Peninsula
Transportation Plan and Conservation Plan
IIH2S1E1.To research existing functions in the
Site that are suggested and discussed for
decentralisation and to evaluate their Neighbourhood
Existence of the functions compatibility with the sustainable conservation Site Management
that are not in conformity IIH2. Protecting the IIH2S1. Evaluating the Directorate, IMM,
administrations, trade
existing functions in the of the Site associations, related
with the conservation of the functions which are in Fatih
Historic Peninsula in terms IIH2S1E2. To provide sustainability for the NGOs, universities,
identity and cultural conformity with the identity Municipality,
of being in conformity with functions determined to conform with the Ministry of Culture
properties of the Historic of the Historic Peninsula Boards of
the Site identity of the Site and Tourism’s Boards
Peninsula Conservation
IIH2S1E3. To provide the removal of the of Conservation
functions from the Site which are determined
not to conform with the identity of the Site
151

The Ministry of
IIH3S1. Encouraging all Site Management
Culture and Tourism,
related institutions and Directorate, IMM,
IIH3S1E1. To prepare plans and programs Ministry of Culture
establishments to research, Fatih
which address physical, social and economic and Tourism’s Boards
develop resources and Municipality,
structures together in the Historic Peninsula of Conservation, the
produce projects within this Boards of
Governorship of
Lack of a sustainable social stance Conservation
Istanbul
and economic conservation
and improvement approach IIH3S2E1. To have the impact assessment
process put into effect within the framework Ministry of Culture
integrated with the
conservation of the cultural accepted by the Ministry of Culture and Tourism and Tourism’s Boards
IIH3. Conserving and to ensure that all grand‐scale plans and projects,
IMM Directorate
of Conservation, the
properties in the Historic improving the cultural IIH3S2. Performing of Planning, IMM
Peninsula which have been or will be prepared in relation Site Management
properties of the Historic planning and project Directorate of
to the Historic Peninsula and will affect the Directorate, Fatih
Peninsula in terms of their designing works and Conservation of
entire Site, do not include any decisions that Municipality,
Lack of attention regarding physical, social and economic implementations in all Historic Sites
would be against the sustainable conservation of universities, Trade
the survival and aspects scales by conserving all Associations
the cultural properties, archeological values,
development of socio‐ values of the cultural historical fabric and silhouette of the site
economic characteristics of properties in the Historic
the cultural properties Ministry of Culture
Peninsula and in
available in the area accordance with the social
IIH3S2E2. To review and update the current and Tourism’s Boards
IMM Directorate
Urban Design Guides in accordance with of Conservation, the
and cultural image of the of Conservation
implementations, related studies, researches Site Management
Historic Peninsula of Historic Sites,
and international conservation principles and to Directorate, Fatih
the Directorate of
ensure that this Guide is used in the projects to Municipality,
Urban Design
be performed in the Historic Peninsula universities, Trade
Associations
Ministry of
Culture and
Failure to pay the necessary
attention to the IIH4. Adopting approaches IIH4S1. Ensuring that IIH4S1E1. To prepare a research and
Tourism, Site
the outstanding universal Management IMM, Fatih
conservation of which are based on preserving implementation guide for conservation and
value of the archeological Directorate, Municipality,
archeological assets in the the archeological values in the planning of the archeological heritage in the
heritage of the Site is Ministry of universities, Trade
planning and project Site in the planning and Historic Peninsula and to manage the
understood and embraced Culture and Associations
preparation work executed project operations implementations in accordance with this guide
by all related communities Tourism’s
in the Historic Peninsula
Archeological
Museums

152

RESPONSIBLE
INSTITUTIONS
CONSERVATION‐ RESTORATION
IIH5S1E1. To ensure that the original
IIH5S1. Ensuring conservation and restoration implementations
compliance with the
are performed by conservation and restoration IMM Directorate of
conservation, planning and
experts and for this purpose, to determine the Site Management Historic Environment
restoration principles
principles required to be complied with in project Directorate, Conservation, KUDEB,
which are nationally and
and tender specifications universities Boards, Chamber of
internationally recognised
Failure to achieve the in the conservation plan, Architects
expected quality in IIH5S1E2. To ensure that original and
project and
conservation and concordant materials and techniques are used in
implementations
restoration studies all restoration implementations
IMM Directorate of
IIH5. Strengthening and
Tendering of restoration preserving the cultural IIH5S2E1. To support restoration expert Site Management Conservation of
jobs without preliminary properties in the Historic training programs in order to perform original Directorate, Historic Sites, KUDEB,
research and determination Peninsula which include conservation and restoration implementations universities Boards, Chamber of
of applicable standards monuments and civil Architects
architectural buildings
Deficiencies and conflicts in through restoration projects IMM Directorate of
tendering restoration and implementations to be Conservation of
performed in accordance with
IIH5S2. Performing Historic Sites, KUDEB,
projects, creation and
efficient training programs
implementation of international criteria IIH5S2E2. To organise periodic international Ministry of Culture
in relation to conservation Site Management
resources meetings and workshops in order to share and Tourism’s
and restoration Directorate,
technologic developments and experiences in General Directorate
implementations and universities
restoration implementations of Cultural Properties
Errors in restoration expanding these programs
and Museums,
implementations
Chamber of
Architects
IIH5S2E3. To execute a capacity building Site Management
All public institutions
program in order to raise awareness regarding Directorate,
and establishments
conservation within the institution universities
153

IIH5S3E1. To develop accredited training IMM Directorate of
Site Management
programs for foremen and qualified workmen to Conservation of
Directorate,
take part in restoration implementations and to Historic Sites, KUDEB,
universities
give certificates at the end of these programs Ministry of Culture
and Tourism’s
IIH5S3. Ensuring that General Directorate
concordant technology and IIH5S3E2. To ensure that certified people who of Cultural Properties
Site Management
original and appropriate participated in the training program take part in and Museums,
Directorate
materials are used in restoration implementations Chamber of
restoration Architects
implementations
IMM/ Fatih
IMM Directorate
IIH5S3E3. To provide efficient supervision of Municipality/ Site
of Conservation of
restoration implementations and sustainable Management
Historic Sites,
maintenance and reparation activities therein Directorate/
KUDEB
Boards/Universities
The Ministry of
Culture and Tourism’s
IIH5S4. Developing an IIH5S4E1. To design the projects of prioritised Site Management
General Directorate
efficient restoration activity areas, monuments and other symbolic Directorate, IMM,
of Cultural Properties
program which sets forth elements determined to be conserved and the Special
and Museums, IMM
the prioritised activity restored urgently and to define the stages of Provincial
Directorate of
areas of the entire Area implementations Administration
Conservation of
Historic Sites

The Ministry of
IIH5S5. Pooling the Site Management
Culture and Tourism’s
investment programs of IIH5S5E1. To ensure that determined and Directorate, IMM,
General Directorate
related institutions and staged implementations are included in the the Special
of Cultural Properties
establishments together strategic plans and investment programs of Provincial
and Museums, IMM
and providing resource related institutions and that resources are Administration,
Directorate of
management according to allocated for use in restoration implementations related
Conservation of
priorities Institutions
Historic Sites
154


Site Management
IIH6S1E1. To ensure that the Contribution Directorate, IMM,
Fund which is managed by the Special Provincial Fatih Municipality, All public institutions
Administration is used for prioritised activity the Special and establishments
IIH6S1. Researching areas, monuments and other symbolic elements Provincial
Inability to create financial resource in the Administration
resources in order to implementation process of IIH6S1E2. To research new international
conserve all cultural IIH6. Providing sufficient the Site Management Plan,
resource in the resources and to ensure that they are
properties of the Historic ensuring that management transferred to the Historic Peninsula
Peninsula and inability to implementation process of Site Management
of the provided resources
utilise created resources the Site Management Plan IIH6S1E3. To develop appropriate finance Directorate, IMM, The Ministry of
are activated and the
efficiently models for conservation and improvement Fatih Municipality, Culture and Tourism,
resources are used
implementations the Special Governorship of
efficiently
Provincial Istanbul
IIH6S1E4. To encourage property owners and
Administration
private sector to make conservation and
improvement investments and to direct them to
utilise their resources efficiently
IIH7S1E1. To revive the production techniques The Ministry of
Lack of efficient policy and IIH7. Developing efficient IIH7S1. Encouraging all which were lost over time with their own Culture and
related institutions and manner of production and in their original Site Management Tourism’s General
implementations to protect policies and implementations
establishments to research, locations Directorate, IMM, Directorate of
small‐ scale manufacturing to protect small‐scale
develop resources and Trade chambers Research and
tradition and traditional manufacturing business and
handicrafts in the Site handicrafts as traditions
produce projects within IIH7S1E2. To make traditional manufacturing’s and associations Education, Fatih
this stance competitive and increase their value Municipality,
universities
155


IIH8S1. Defining and
classifying the intangible IIH8S1E1. To establish a documentation centre
cultural heritage unique to in which activities regarding intangible cultural
the Historic Peninsula in heritage can be gathered and written and verbal
accordance with UNESCO information can be classified
convention
Clear definition of intangible IIH8S2E1. To take an inventory of intangible
cultural heritage was not
IIH8S2. Performing an cultural heritage, update it regularly and to make
inventory work The Ministry of Culture
given according to UNESCO intangible cultural heritage maps and Tourism’s General
convention. Thus materials to Directorate of
IIH8S3E1. To protect natural areas and
be classified cannot be Research and
memorable places required to express the
determined IIH8S3. Conserving the Education, the
intangible cultural heritage and to make
Inability to take an inventory intangible cultural heritage exhibitions in these areas through use of signs, Provincial Culture and
of intangible cultural heritage IIH8. Determining and and establishing exhibition audio‐visual implementations, presentations etc. The Ministry of Tourism Directorate,
conserving the intangible areas
Inability to bring the current IMM,
cultural heritage and passing it IIH8S3E2. To establish a museum area in order Culture and Tourism
studies under a certain Fatih Municipality,
on to future generations to exhibit intangible cultural heritage
central roof (data
1st District Directorate
documentation centre‐ IIH8S4E1. To organise educational and of Foundations,
library‐Internet medium, etc.) informational programs for the community in
Universities,
Failure to determine an general and the youth in particular in order to
approach concerning how to raise sensitivity and awareness Related NGOs and
conserve and exhibit the Research Centres
IIH8S4E2. To organise capacity building
intangible cultural heritage IIH8S4. Passing the activities especially in areas such as management
intangible cultural heritage
and scientific research in order to conserve
on to future generations
intangible cultural heritage
IIH8S4E3. To conserve and pass on the
intangible cultural heritage through international
cooperation; exchange of information and
experience through joint ventures

156


RESPONSIBLE
INSTITUTIONS
QUALITY OF LIFE
IIH9S1E1. To research sufficiency of current IMM Directorate of
Site Management
urban services and equipments in the Site Conservation of
IIH9S1. Meeting the Directorate, IMM,
Historic Sites, Boards,
needs and expectations of IIH9S1E2. To make researches with regards to Governorship of
Neighbourhood
the inhabitants in the Site the balance of conservation and socio‐economic Istanbul, Fatih
administrations, Trade
IIH9. Upholding the in accordance with national and vital needs, to ensure that any missing Municipality,
associations, related
Insufficient meeting of the balance between and international criteria equipment is replaced universities
NGOs
vital requirements of the conservation/preservation/liv and increasing the
inhabitants in the Historic ing during the services efficiency of service IIH9S1E3. To increase urban landscape quality
Peninsula, failure to establish offered in planning and delivery of the Site by revitalising its traditional green
a conservation/use balance fabric, parks and gardens Site Management
conservation activities in the Neighbourhood
Directorate, IMM,
area IIH9S2E1. To develop problem‐focused, administrations, Trade
the Directorate of
IIH9S2. Improving the sustainable projects in order to improve the associations, related
Parks and Gardens,
quality of life of elders, quality of life of the elders, people with NGOs, universities
Fatih Municipality
people with disabilities and disabilities and children and to monitor their
children implementations
IIH10S1E1. To monitor provision of
IIH10S1. Providing environment cleaning Site Management
environment management Neighbourhood
Presence of environment IIH10. Taking control of (providing efficient IIH10S1E2. To establish a unit in order to
Directorate,
administrations, Trade
the factors causing Governorship of
related problems presentation of monitor environment management associations, related
environmental problems Istanbul, IMM,
environment NGOs, universities
IIH10S1E3. To monitor air and noise pollution Fatih Municipality
management.)
prevention programs and implementations

157

2.3.3. Accessibility
This heading covers objectives, strategies and actions developed in respect of the problems
determined in the Site Management Plan Area under the heading of "Accessibility" as well as the
institutions or establishments who will perform these actions. The problems that this heading
attempts to solve are as follows:
• Lack of research regarding the impacts of the transportation investments of the Site at the
project design stage
• Historic Peninsula being used as a transit area and transfer centre
• The fact that transportation by wheeled vehicles are the preferred mode of transport in the
Historic Peninsula
• The fact that the rail systems are not developed enough for urban transportation
• The fact that sea transport not the preferred mode of transport for inner‐city transportation
• The fact that different modes of transport in the Site are not being integrated with each
other
• Insufficient pedestrian transportation arrangements
• Absence of bicycle lanes
• Insufficient parking lots in the Historic Peninsula and using the roads as parking lots and
Limited accessibility for disadvantageous groups and people with disabilities in the Site.
The Historic Peninsula Traffic Management Plan documents prepared by Department of
Transportation in 2011 together with the aforementioned problems were used for the determination
of objectives, strategies and actions.
Objective IIIH1: Ensuring that the cultural properties of the Historic Peninsula are considered in
transportation planning
The main objective has been determined as ensuring that the cultural properties of the Historic
Peninsula are considered in transportation planning in order to address the problem that
transportation by wheeled vehicles is the preferred mode of transport in the Historic Peninsula ‐
which is the first determined problem under the heading of “Accessibility” in the Historic Peninsula
Site Management Plan. The strategy to achieve this objective has been determined as ensuring that
the experts and decision makers involved in the transportation planning are informed about cultural
heritage. The action determined in respect of this strategy is to inform experts, decision makers and
technical crews in matters of cultural heritage and to prepare training programs accordingly. The
responsible institutions for carrying out this action have been determined as IMM, the Site
Management Directorate, Trade Associations, universities, the Ministry of Transportation, Maritime
Affairs and Communications, TCDD, IETT and IDO.
158
Objective IIIH2: Reducing the pressure of the transportation investments on the Historic Peninsula
and integrating different modes of transport
Further problems identified under the heading of “Accessibility” in the Site Management Plan Area
are the fact that the Historic Peninsula is being used as a transit area and transfer centre,
transportation by wheeled vehicles is the preferred mode of transport in the site, underdevelopment
of rail systems, lack of priority given to sea transportation and lack of integration of various
transportation systems in the area. The solution has been determined as reducing the pressure of
the transportation investments on the Historic Peninsula and integrating different modes of
transport.
The strategy to achieve this objective has been determined as establishing a mass transit‐based
transportation system in the Historic Peninsula which is mainly railway and seaway‐oriented, high‐
capacity and high‐quality and integrates different modes of transport in a way to feed and
complement each other. The actions associated with this strategy are to provide controlled entrance
and exits of wheeled vehicles in and out of the Historic Peninsula and to arrange the geometries of
road intersections; to develop the sea transport capacity and to provide extensive use of the same;
to review and accordingly arrange the routes of IETT mass transit system and to move the central
station points out of the Historic Peninsula and to use specially designed public vehicles in the Site.
The responsible institutions for carrying out these actions have been determined as IMM, the Site
Management Directorate, Fatih Municipality, the Ministry of Transportation, Maritime Affairs and
Communications, TCDD, IETT, IDO and Traffic Branch Directorate.
Objective IIIH3: Increasing possibilities of safe pedestrian and bicycle circulation in the Site
Another problem identified under the heading of “Accessibility” in the Site Management Plan Area is
the insufficiency of pedestrian transportation arrangements and lack of bicycle lanes. The solution
has been determined as increasing possibilities of safe pedestrian and bicycle circulation in the Site.
The strategy determined to achieve this objective is ensuring that the pedestrian circulation system
and pedestrian areas are integrated with rail systems, highway mass transit system, sea transport
and parking lots. The action determined in relation to this strategy is to limit vehicle traffic in the Site
and to organise pedestrian and bicycle transportation routes. The responsible institutions for
carrying out this action have been determined as IMM, the Site Management Directorate and Fatih
Municipality.
Objective IIIH4: Implementing parking lot policy in the management of vehicle parking in the Site
A further problem identified under the heading of “Accessibility” in the Site Management Plan Area is
the insufficient parking lots in the Historic Peninsula and the subsequent use of the roads as parking
lots. The solution has been determined as increasing the number of parking lots. The strategy
determined to achieve this objective has been determined as analysing the parking lots according to
limitations imposed on the transportation system in the Historic Peninsula. The actions determined in
regards to this strategy are to develop a “park and ride” system in order to reduce transportation by
automobiles and taxis in central zones; to implement short‐term parking for the vehicles moving in
the inner wall traffic; to encourage private automobile drivers to use the parking lots in Fatih District
which are underused during the daytime; to assign 10.00 pm to 6.00 am as the entry‐exit hours for
commercial load vehicles to the cultural heritage areas and to ensure that warehouses are kept open
159
and security services in the zone are increased within those hours. The responsible institutions for
carrying out these actions have been determined as IMM, the Site Management Directorate and
Fatih Municipality.
Objective IIIH5: Using seaway transportation more effectively to access Surici
In order to address a further problem under the heading of “Accessibility” in the Site Management
Plan Area of ineffective access to the Historic Peninsula from the sea, the solution has been
determined as using seaway transportation more effectively to access Surici. The strategy
determined to achieve this objective is implementing new solutions in seaway transportation and its
management. The actions determined related to this strategy are to organise piers that are
supported by distributing and collecting land public transportation systems, to ensure active
management of parking opportunities at piers for private cars and to implement frequent and
punctual transportation methods that are coordinated with time scheduled public transportation
systems. The responsible institutions for carrying out these actions have been determined as IMM
and IDO.
Objective IIIH6: Providing accessibility for disadvantageous groups
The final problem identified under the heading of “Accessibility” in the Site Management Plan Area
pertains to limited access of disadvantageous and disabled groups to the Site. The solution has been
determined as providing accessibility for disadvantageous groups. The strategy determined to
achieve this objective is taking the needs of disadvantageous groups into consideration in
arrangements of pedestrian and vehicle transportation routes and signalling systems. The action
determined in relation to this strategy is to develop standards and make arrangements in order to
meet the needs of disadvantageous groups in arrangements of pedestrian and vehicle transportation
routes, transportation vehicles and signalling systems. The institutions responsible for carrying out
this action are IMM and the Traffic Branch Directorate.
160
III. ACCESSIBILITY
RESPONSIBLE
INSTITUTIONS
Lack of research on the
impacts of IIIH1. Ensuring that IIIH1S1. Ensuring that the experts and IIIH1S1E1.Informing the experts, decision
IMM, Site The Ministry of
the cultural properties Management Transportation,
transportation decision makers involved in the makers and technical crews in matters of
of the Historic Peninsula Directorate, Trade Maritime Affairs and
investments on cultural transportation planning are informed cultural heritage and prepare training
are considered in Associations, Communications, TCDD,
heritage during the about cultural heritage programs accordingly
transportation planning universities IETT, IDO
project design stage
IIIH2S1E1. To provide controlled entrance
and exits of wheeled vehicles in and out of
Using the Historic
the Historic Peninsula and to arrange the
Peninsula as a transit
geometries of road intersections
area and transfer
centre IIIH2S1E2. To ensure the development of
The fact that the rail system network in the Historic
transportation by Peninsula with a new axes
wheeled vehicles are IIIH2S1E3. To develop the sea transport
the preferred mode of IIIH2. Reducing the IIIH2S1. Establishing a mass transit‐
capacity and to provide extensive use of the The Ministry of
transport in the Historic pressure of the based transportation system in the
same IMM, Site Transportation,
Peninsula transportation Historic Peninsula which is mainly railway Management Maritime Affairs and
investments on the and seaway‐oriented, high‐capacity and IIIH2S1E4. To review and accordingly Directorate, Fatih Communications, TCDD,
The fact that the rail Historic Peninsula and high‐quality and integrates different arrange the routes of IETT mass transit Municipality IETT, IDO, Traffic Branch
systems are not integrating different modes of transport in a way to feed and system and to move the central station points Directorate
developed enough modes of transport complement each other out of the Historic Peninsula
Lack of prioritisation of IIIH2S1E5. To use specially designed public
sea transportation, vehicles in the Site
Absence of integration
IIIH2S1E6. To execute the
of different modes of
implementations of a “One‐Ticket System”
transportation in the
and “Smart Ticket‐Automation System” for
Site.
integration with the metropolitan
transportation system
Insufficient pedestrian IIIH3S1. Ensuring that pedestrian
transportation IIIH3. Increasing circulation system and pedestrian areas IIIH3S1E1. To limit vehicle traffic in the
arrangements possibilities of safe IMM, Fatih The Traffic Branch
are integrated with rail systems, highway Site and to organise pedestrian and bicycle
pedestrian and bicycle Municipality Directorate
Absence of bicycle mass transit system, sea transport and transportation routes
circulation in the Site
lanes parking lots
161
IIIH4S1E1. To develop a “park and ride”
system in order to reduce transportation by
automobiles and taxis in central zones
IIIH4S1E2. To implement short‐term
parking for the vehicles moving in the inner
wall traffic
Insufficient parking lots IIIH4. Implementing IIIH4S1. Analysing the parking lots IIIH4S1E3. To encourage private
in the Historic Peninsula parking lot policy in the according to limitations imposed on the automobile drivers to use the parking lots in IMM, Fatih The Traffic Branch
and using the roads as management of vehicle transportation system in the Historic Fatih District which are underused during the Municipality Directorate
parking lots parking in the Site Peninsula daytime
IIIH4S1E4. To assign 10 pm to 6 am as
entry‐exit hours of commercial load vehicles
to the cultural heritage areas and to ensure
that warehouses are kept open and security
services in the zone are increased within
those hours
IIIH5S1E1.Arranging terminals whose
access is supported with distributing and
collecting land public transportation systems
Lack of efficiency of IIIH5.Using seaway IIIH5S1.Benefiting from new solutions

IIIH5S1E2.Enabling the efficient
management of parking opportunities for
seaway transportation transportation more in seaway transportation and its IMM IDO
private automobile owners in the terminals
in the Historic Peninsula effectively to access management
Surici IIIH5S1E3.Putting frequent and punctual
transportation implementations into practice
coordinated with time scheduled public
transportation systems
Limited accessibility for IIIH6S1. Taking the needs of IIIH6S1E1. To develop standards and make

disadvantaged groups IIIH6. Providing disadvantaged groups into consideration arrangements in order to meet the needs of
The Traffic Branch
accessibility for in arrangements of pedestrian and vehicle disadvantaged groups in arrangements of IMM
and people with Directorate
disadvantageous groups transportation routes and signalling pedestrian and vehicle transportation routes,
disabilities in the Site
systems transportation vehicles and signalling systems

162
2.3.4. Perception of Importance and Value of the Site
The heading of "Perception of Importance and Value of the Site" was discussed under "Visual
Integrity" and "Strengthening the Image" sub‐headings in the Site Management Plan Area. The
objectives, strategies and actions developed in respect of the problems determined and the
institutions or establishments who will carry out these actions were defined.
The problems discussed under the heading of “Visual Integrity” are as follows:
The fact that visitors have difficulty in perceiving and are not fully aware of the heritage areas
and important focal points due to reasons such as occasional high‐density, unqualified,
unoccupied and unsupervised buildings, neglected environment conditions and insufficient
lighting implementations in the Site
Under the heading of “Strengthening the Image”, the following problem is outlined:
• An absence of sufficient written and visual, easily understandable and accessible documents
to ensure that the Historic Peninsula is adequately perceived by visitors and users.
Objective IVH1: Redeveloping the visual integrity of the Historic Peninsula, preserving, improving and
promoting its historic character
The problems determined in the Site Management Plan Area, under the heading of "Visual Integrity"
are the fact that visitors have difficulty in perceiving and are not fully aware of the heritage areas and
important focal points. This is due to reasons such as occasional high‐density, unqualified,
unoccupied and unsupervised buildings, neglected environment conditions and insufficient lighting
implementations in the Site. The objective determined with the purpose of solving the problems is
redeveloping the visual integrity of the Historic Peninsula and preserving, improving and promoting
its historic character. The strategy determined to achieve this objective is removing all elements
which weaken the perception of importance and value of the Historic Peninsula. The action
determined in relation to this strategy is to scrutinise the current situation and decisions of the
conservation plan, to remove the high‐density, unqualified buildings which weaken the perception of
the Historic Peninsula and to make the unoccupied buildings usable. The responsible institutions for
carrying out the actions are IMM, the Site Management Directorate, Fatih Municipality, Boards of
Conservation of Cultural and Natural Properties, the Special Provincial Administration, 1st District
Directorate of Foundations and universities.
The second strategy determined to achieve this objective is increasing the urban environmental
quality in the Historic Peninsula, and the determined related actions are to supervise the built‐on
facades, notice boards, landscape designs, urban furniture and lighting armatures which have a
negative effect on the perception of the historic environment and cultural properties in the Historic
Peninsula and to support more favourable implementations. The responsible institutions for carrying
out the actions are IMM, the Site Management Directorate, Fatih Municipality, Boards of
163
The third strategy determined to achieve the same objective is ensuring that the landmarks and focal
points in the Site become more perceptible by the visitors and users and its related action is to
develop a design guide for designing new buildings, facades, notice boards, the landscape, urban
furniture, lighting armatures etc. in the Historic Peninsula. The responsible institutions for carrying
out these actions are IMM, the Site Management Directorate, Fatih Municipality, Boards of
Objective IVH2: Recognising, conserving and developing the authenticity, image, character,
distinctiveness and aesthetic quality of the Site
The problem determined in the Site Management Plan Area under the heading of "Strengthening the
Image" relates to the absence of sufficient written and visual, easily understandable and accessible
documents to ensure that the Historic Peninsula is adequately perceived by visitors and users. Within
this concept, the objective is recognising, conserving and developing the authenticity, image,
character, distinctiveness and aesthetic quality of the Site. The strategy determined to achieve this
objective is strengthening and increasing the recognisability of the image of the Site at both a
national and international scale. The actions determined to reach this strategy are to make and/or
encourage researches and studies in order to expose different fabrics and zones, roads, landmarks
and focal points and to support the studies performed; to broadcast the results of the researches
performed through printed and digital media mediums in order to ensure that the Historic Peninsula
is perceived by visitors and users. The responsible institutions for carrying out these actions are IMM,
the Site Management Directorate and Fatih Municipality as well as the Ministry of Foreign Affairs,
the Ministry of Culture and Tourism, promotion agencies and universities.
164
IV. PERCEPTION OF THE IMPORTANCE AND VALUE OF THE AREA
RESPONSIBLE
INSTITUTIONS
IVH1S1E1. To scrutinise the current situation and
IVH1S1. Removing all decisions of the conservation plan and to remove
elements which weaken the
the high‐density, unqualified buildings which
perception of importance and
weaken the perception of the Historic Peninsula
value of the Historic Peninsula
and to make the unoccupied buildings usable
The fact that visitors have
difficulty in perceiving IVH1S2E1. To perform maintenance and
and are not fully aware of reparation on the cultural properties in the Historic
the heritage areas and Peninsula through an extensive and sustainable Boards of Conservation
important focal points IVH1. program, to design their associated areas of Cultural and Natural
due to reasons such as VISUAL INTEGRITY IVH1S2E2. To supervise the built‐on facades, Properties, the Special
occasional high‐density,
IVH1S2. Increasing the Provincial
Redeveloping the visual integrity urban environmental quality in notice boards, landscape designs, urban furniture
unqualified, unoccupied of the Historic Peninsula, and lighting armatures which have a negative effect Administration, the
and unsupervised preserving, improving and on the perception of the silhouette of the Historic Directorate of
buildings, neglected promoting its historic character Peninsula, the ‘genius loci’, the historic Foundations 1st Region,
IMM, Site
environment conditions environment and cultural properties in the Historic universities
Management
and insufficient lighting Peninsula and to support more favourable Directorate,
implementations in the implementations Fatih
Site
IVH1S3. Ensuring that the Municipality
IVH1S3E1. To develop a design guide for
landmarks and focal points in designing new buildings, facades, notice boards, the
the Site become more landscape, urban furniture, lighting armatures etc.
perceptible by the visitors and
users
IVH2S1E1. To make and/or encourage researches
Absence of written and and studies in order to expose different fabrics and
visual, easily IVH2. zones, roads, landmarks and focal points and to The Ministry of Foreign
understandable and STRENGHTENING THE IMAGE IVH2S1. Strengthening and support the implementation of the studies Affairs, the Ministry of
accessible documents to Recognizing, conserving and increasing the recognisability of performed Culture and Tourism’s
ensure that the Historic developing the authenticity, the image of the Site at both a General Directorate,
Peninsula is adequately IVH2S1E2. To broadcast the results of the Advertising Agencies,
image, character, distinctiveness national and international scale
perceived by visitors and researches performed through printed and digital universities
and aesthetic quality of the Site
users media mediums in order to ensure that the Historic
Peninsula is perceived by visitors and users
165
2.3.5. Training, Awareness Raising and Participation
The heading of "Training, Awareness Raising and Participation" was discussed under the "Training
and Awareness Raising " and "Participation" sub‐headings in the Site Management Plan Area. The
objectives, strategies and actions developed in respect of the problems determined and the
institutions or establishments who will perform these actions were defined.
The problems discussed under the heading of “Training and Awareness Raising” are as follows:
• Insufficient knowledge of employees in decision‐making and implementing institutions

regarding natural and cultural heritage and conservation of this heritage
• Insufficient knowledge of inhabitants and employees of the Historic Peninsula regarding
cultural heritage
• Decrease in the number of traditional construction craftsmen as well as stone and wood
craftsmen who can enable the sustainability of cultural properties
• Weakening of master‐apprentice training in traditional manufacturing industries (jewellery,
weaving, shoemaking etc.).
The problems whose solutions are sought under the heading of “Participation” are as follows:
• The fact that efficient and sustainable participation mechanisms in conservation, planning
and implementation processes have not been established between stakeholders and are not
secured by law
• Lack of systems in place to measure/evaluate the participation.
Objective VH1: Developing knowledge infrastructure of employees of public institutions and
inhabitants in the Historic Peninsula regarding natural and cultural heritage
The first objective determined for the purpose of solving the insufficient knowledge of employees in
decision‐making and implementing institutions regarding natural and cultural heritage and
conservation of said heritage, (the first problem determined in the Site Management Plan Area under
the heading of "Training and Awareness Raising") is developing knowledge infrastructure of
employees of public institutions and inhabitants in the Historic Peninsula regarding natural and
cultural heritage. The strategy determined to achieve this objective is informing the directors,
employees and trainers systematically regarding the cultural heritage. The actions determined in
respect of this strategy are to establish a training unit and to prepare information programs in order
to inform directors of public institutions, employees and trainers regarding the cultural heritage. The
responsible institutions for carrying out the actions are the Site Management Directorate, the
Provincial Culture and Tourism Directorate, the Provincial Directorate of National Education, IMM,
Fatih Municipality, universities and trade associations.
Objective VH2: Developing knowledge infrastructure of inhabitants, employees and users in the
Historic Peninsula regarding natural and cultural heritage
The objective determined with the purpose of solving the insufficient knowledge of inhabitants and
employees of the Historic Peninsula regarding cultural heritage, (the second problem determined in
166
the Site Management Plan Area under the heading of "Training and Awareness Raising") is
developing knowledge infrastructure of inhabitants, employees and users in the Historic Peninsula
regarding natural and cultural heritage. The strategy determined to achieve this objective is
informing each interest group with regards to cultural heritage and conservation at the level
accessible to their respective socio make up (age, education, culture etc.). The actions determined in
respect of this strategy are to prepare training programs and to organise promotional trips, essay and
photograph competitions in grade schools in order to strengthen the knowledge infrastructure with
regards to cultural heritage; to establish training programs for inhabitants in the Site from every age
group regarding cultural heritage and its conservation; to support conferences, seminars, museums
and exhibitions and to organise promotion trips and to produce and distribute visual and written
materials regarding cultural heritage for all age groups. The responsible institutions for carrying out
the actions are the Site Management Directorate and Provincial Culture, the Tourism Directorate, the
Provincial Directorate of National Education, Public Training Centres, neighbourhood administrations,
Trade Associations and NGOs.
Objective VH3: Reviving the traditional manufacturing as an intangible heritage in the Historic
Peninsula
The final set of problems determined in the Site Management Plan Area, under the heading of
"Training and Awareness Raising" relates to the decrease in the number of traditional construction
craftsmen as well as stone and wood craftsmen who can enable the sustainability of cultural
properties and weakening of master‐apprentice training in traditional manufacturing industries
(jewellery, weaving, and shoemaking). The objective under this heading is reviving the traditional
manufacturing as an intangible heritage in the Historic Peninsula. The strategy determined to achieve
this objective is reviving the traditional construction techniques for maintenance and repair works of
cultural properties. The first action determined in relation to this strategy is to train construction
craftsmen in traditional arts and crafts and to organise training programs for stone, wood, glass, iron,
etc. craftsmen in order to enable the sustainability of cultural properties in the Historic Peninsula.
The second strategy determined to achieve this objective is reviving the master‐apprentice
relationship in traditional manufacturing industry. The second action determined in relation to this
strategy is to carry out researches to strengthen the industries in order to enable the sustainability of
jewellery, weaving and shoemaking manufacturing in the Historic Peninsula. The responsible
institutions for carrying out the actions are the Site Management Directorate, Chamber of Commerce
and Industry, related Trade Associations, IMM, KUDEB, ISMEK and NGOs as well as the Provincial
Directorate of National Education, Public Training Centres, neighbourhood administrations and
universities.
Objective VH4: Providing sustainable and efficient participation of stakeholders to conservation,
planning and implementation processes in an equal and transparent way
The objective determined with the purpose of solving the fact that efficient and sustainable
participation mechanisms in conservation, planning and implementation processes have not been
established between stakeholders and are not secured by law (the first problem determined in the
Site Management Plan Area under the heading of "Participation") is providing sustainable and
efficient participation of stakeholders to conservation, planning and implementation processes in an
equal and transparent way. The strategy determined to achieve this objective is providing
167
implementation of equality, transparency and sustainability principles in participation. The action
determined in relation to this strategy is to implement a systematic and constant training program
regarding participation methods to all stakeholders in relation to the Historic Peninsula and cultural
heritage. The responsible institutions for carrying out the actions are IMM and the Site Management
Directorate as well as universities, NGOs and neighbourhood administrations.
Objective VH5: Providing efficient participation of all stakeholders related to the Management Area
in order to successfully implement the Site Management Plan
The second objective determined with the purpose of solving the fact that efficient and sustainable
participation mechanisms in conservation, planning and implementation processes have not been
established between stakeholders and are not secured by law, (the first problem determined in the
Site Management Plan Area under the heading of "Participation") is providing efficient participation
of all stakeholders related to the Management Area in order to successfully implement the Site
Management Plan. The strategy determined to achieve this objective is awareness raising and
increasing information of all stakeholders regarding the Historic Peninsula Site Management Plan.
The actions determined in respect of this strategy are to establish information offices, to arrange
web pages and to make broadcasts in order to inform all stakeholders regarding the Site
Management Plan; to develop and execute training programs regarding the Site Management Plan
and the Site for directors and employees who work in the institutions related to the Site. The
responsible institutions for carrying out the actions are IMM and the Site Management Directorate as
well as Fatih Municipality, universities, trade associations and NGOs.
Objective VH6: Establishing a system related to measuring and evaluating the participation
The objective determined with the purpose of solving the lack of systems in place to measure and to
evaluate the participation, (the second and last problem determined in the Site Management Plan
Area, under the heading of "Participation") is in establishing a system related to measuring and
evaluating the participation. The strategy determined to achieve this objective is realizing the
participation accompanied with experts and together with actual stakeholders and providing
sustainability. The actions determined in respect of this strategy are to establish a unit to provide
sustainability of participation to the Site Management Plan and to form its working principles; to
prepare and implement measuring/monitoring documents such as “participation agreement” and
“participation statement; to perform international workshop studies which support training activities
and to support researches and experts’ studies to be conducted in relation to developing
participation mechanisms. The responsible institutions for carrying out the actions are IMM and the
Site Management Directorate as well as Fatih Municipality, universities, trade associations and NGOs.

168
V. TRAINING, AWARENESS RAİSİNG AND PARTICIPATION
RESPONSIBLE
INSTITUTIONS
EDUCATION, INCREASING AWARENESS
Insufficient knowledge of VH1. Developing VH1S1. informing the VH1S1E1. To establish a training unit and
The Provincial
employees in decision‐ knowledge infrastructure Site Management Directorate of National
directors, employees and to prepare information programs in order to
making and implementing of employees of public Directorate and Education, IMM, Fatih
trainers systematically inform directors of public institutions,
institutions regarding natural institutions in the Historic Provincial Culture and Municipality,
regarding the cultural employees and trainers regarding the
and cultural heritage and Peninsula regarding natural Tourism Directorate universities, trade
heritage cultural heritage
conservation of this heritage and cultural heritage associations
VH2S1E1. To prepare training programs
and to organise promotional trips, essay and
photograph competitions in grade schools in
order to strengthen the knowledge The Provincial
VH2.Developing VH2S1. Informing each infrastructure regarding cultural heritage Directorate of National
knowledge infrastructure interest group with regards Education, Public
Insufficient knowledge of VH2S1E2. To establish training programs Site Management
of inhabitants, employees to cultural heritage and Education Centres,
inhabitants and employees for inhabitants in the Site from every age Directorate and
and users in the Historic conservation at the level neighbourhood
of the Historic Peninsula group regarding cultural heritage and its Provincial Culture and
Peninsula regarding natural accessible to their administrations, trade
regarding cultural heritage conservation, to support conferences, Tourism Directorate
and cultural heritage respective socio make up associations and Non‐
seminars, museums and exhibitions and to
(age, education, culture etc.) governmental
organise promotional trips
Organisations
VH2S1E3. To produce and distribute visual
and written materials regarding cultural
heritage for all age groups
Decrease in the number of VH3S1E1.Training construction craftsmen
traditional construction VH3S1.Reviving the in traditional arts and crafts and to organise
traditional construction Site Management The Provincial
craftsmen as well as stone training programs for stone, wood, glass, Directorate, Chamber Directorate of National
and wood craftsmen who techniques for maintenance iron, etc. craftsmen in order to enable the
and repair works of cultural of Commerce and Education, the Special
can enable the sustainability VH3.Reviving the sustainability of cultural properties in the Industry, Related Provincial
of cultural properties traditional manufacturing properties Historic Peninsula Trade Associations, Administration, Public
as an intangible heritage in IMM, KUDEB, ISMEK Education Centres,
Weakening of master‐ the Historic Peninsula VH3S2E1.Carrying out strengthening
apprentice training in VH3S2.Reviving the research for industries in order to enable the and Non‐ neighbourhood
traditional manufacturing master‐apprentice governmental administrations,
sustainability of jewellery, weaving and
(jewellery, weaving, relationship in traditional Organisations universities
shoemaking production in the Historic
shoemaking) manufacturing industry
Peninsula
169
RESPONSIBLE
INSTITUTIONS
PARTICIPATION
VH4. Providing sustainable
and efficient participation of VH4S1. Providing VH4S1E1. To implement a systematic and Universities, Non‐
stakeholders to implementation of equality, constant training program regarding IMM, Site governmental
conservation, planning and transparency and participation methods to all stakeholders in Management Organisations,
implementation processes in sustainability principles in relation to the Historic Peninsula and cultural Directorate neighbourhood
The fact that efficient and
an equal and transparent participation heritage administrations
sustainable participation
mechanisms in conservation, way
planning and VH5S1E1. To establish information offices,
implementation processes to arrange web pages and to make
VH5. Providing efficient VH5S1. Awareness
have not been established broadcasts in order to inform all stakeholders Fatih Municipality,
participation of all
between stakeholders and raising and increasing regarding the Site Management Plan IMM, Site universities, trade
stakeholders related to the
are not secured by law information of all Management associations and Non‐
Management Area to the VH5S1E2. To develop and execute training
stakeholders regarding Directorate governmental
process in order to programs regarding the Site Management
Historic Peninsula Site Organisations
successfully implement the Plan and the Site for directors and
Management Plan
Site Management Plan employees who work in the institutions
related to the Site
VH6S1E1. To establish a unit to provide
sustainability of participation to the Site
Management Plan and to form its working
principles
VH6S1E2. To prepare and implement
VH6S1. Realizing the measuring/monitoring documents such as Fatih Municipality,
Lack of systems in place to VH6. Establishing a participation accompanied IMM, Site universities, trade
system related to “participation agreement” and “participation
measure/evaluate the with experts and together statement Management associations and expert
participation measuring and evaluating Directorate Non‐governmental
with actual stakeholders and
the participation VH6S1E3. To perform international Organisations
providing sustainability
workshop studies which support training
activities
VH6S1E4. To support researches and
experts’ studies to be conducted in relation
to developing participation mechanisms

170
2.3.6. Visitor Management
The heading of “Visitor Management” covers the tourism sector in the Historic Peninsula, and
problems, objectives, strategies and actions in the Site Management Plan Area. Furthermore, the
institutions or establishments that are to carry out these actions have been determined. The
problems discussed under this heading are as follows:
• Lack of clarification of strategies in relation to the future of tourism industry in the Site
• Insufficient promotion of other important monuments while the sites listed in the World
Heritage List are visited by visitors in the Site with some areas difficult to access
• Difficulty of visitors in accessing information with regards to cultural heritage in the Site
• Problems in terms of management, research, exhibition and security of museums in the Site,
insufficiency of museum and exhibition areas and the lack of opportunities for exhibition of
artifacts
• Insufficient provision of guidance requirements of visitors in the Site
• Insufficient provision of support for small and medium‐scale tourism enterprises which may
also be undertaken by local public through utilising the authentic values in the Site
• Failure to execute the regular tracking and assessment activities for the purpose of increasing
the performance of tourism activities in the Site.
Objective VIH1: Developing a sustainable tourism infrastructure which integrates with alternative
tourism and cultural tourism
The first problem determined in the Site Management Plan Area, under the heading of "Visitor
Management" is the lack of scientific research programs of archeological areas in the Site and
planning decisions in relation to the future of the tourism industry. The objective developed in
relation to this problem is developing a sustainable tourism infrastructure which integrates with
alternative tourism and cultural tourism. The strategy determined in achieving this objective is
making the tourism approach, which adopts the conservation‐use balance in the Site, a key principle,
a common point in all plans. The action determined in relation to this strategy is to have a Tourism
Management Plan prepared for the Historic Peninsula and to ensure the coordination of this plan
with other related plans. The responsible institution of carrying out the actions are IMM, and the
related institutions are the Ministry of Culture and Tourism, the Provincial Culture and Tourism
Directorate, the General Directorate of Monuments and Museums, Fatih Municipality, Touristic
Hotels and Investors Association (TUROB), Association of Turkish Travel Agencies (TURSAB),
Federation of Turkish Tourist Guide Associations (TUREB), other tourism associations, related NGOs,
independent culture institutions and universities.
Objective VIH2: Turning all cultural properties in the Historic Peninsula into attraction points for
visitors
The second problem determined in the Site Management Plan Area in relation to tourism activities
and visitor management is that tourists tend only to visit the areas listed in the World Heritage List
and the well‐known areas in the Historic Peninsula. This is due to insufficient introduction of other
171
important areas and artifacts and poor access to these areas. The objective developed in relation to
the problem is to transform all cultural properties in the Historic Peninsula into attraction points for
visitors. The first strategy determined to achieve this objective is planning visitor management for all
conservation zones in the Historic Peninsula, particularly the heritage sites. The actions determined in
respect of this strategy are to prepare or have others prepare “Visitor Management Plans” in
connection with the “Tourism Management Plan” for all featured conservation zones in the Historic
Peninsula, particularly the World Heritage Sites; to determine touring routes throughout the Site and
to develop their infrastructure.
Another strategy determined for the related objective is increasing the experience variety in tourism
by establishing new attraction points in the Historic Peninsula. The actions determined in respect of
executing this strategy are to establish sustainable programs which bring out the cultural heritage of
the Site and social‐cultural activities unique to the Site; to encourage the use of historic structures for
cultural and artistic purposes; to strengthen the museums in the Historic Peninsula through public
and private incentives and to raise awareness to them; to support the creative industries in the
Historic Peninsula and to raise awareness towards areas in which creative industries are gathered
(jewellery design, shoe design etc.) and to establish and promote touring routes which will ensure
the integration of different attraction points in the area.
The responsible institution for carrying out the actions is IMM. The related institutions are The
Ministry of Culture and Tourism, the Provincial Culture and Tourism Directorate, the General
Directorate of Monuments and Museums, Fatih Municipality, Touristic Hotels and Investors
Association (TUROB), Association of Turkish Travel Agencies (TURSAB), Federation of Turkish Tourist
Guide Associations (TUREB), other tourism associations, related Non‐governmental Organisations,
independent culture institutions and universities.
Objective VIH3: Providing an easily accessible information medium regarding cultural heritage areas
and monuments for visitors
The objective determined with the purpose of addressing the difficulties of visitors access of to
information regarding cultural heritages in the Site, which is the third problem determined in the Site
Management Plan Area, under the heading of "Visitor Management", is providing an easily accessible
information medium regarding cultural heritage areas and monuments for visitors. The strategy
determined to achieve this objective is promoting the Historic Peninsula by written and visual
broadcast to the public. The actions determined in respect of this strategy are to make scientific
research programs of the areas; to support researches which study relationships between cultural
heritage, conservation, tourism and visitor management; to shoot promotional and documentary
films to be broadcast in international media mediums; to prepare new guidance books and brochures
promoting World Heritage Sites; to establish information boards regarding monuments, civil
architectural buildings and other important artifacts in the Site. The responsible institutions for
carrying out the actions are The Ministry of Culture and Tourism, the Ministry of Foreign Affairs, the
Site Management Directorate, tourism associations, universities and trade associations.
172
Objective VIH4: Solving the problems that the museums face and ensuring that they reach a
sustainable visitor capacity
The fourth problem determined in the Site Management Plan Area, under the heading of "Visitor
Management" is the difficulty in provision of management, research, exhibition and security of
museums in the Site and insufficiency of museum and exhibition areas for storing of artifacts. Within
this concept, the objective is solving the problems that the museums face and ensuring that they
reach a sustainable visitor capacity. The first strategy determined to achieve this objective is
developing existing museums. The action determined in relation to this strategy is to prepare a
“museum management plan” for every museum.
The second strategy determined to achieve this objective is opening new museums for the
monuments that cannot be exhibited. The actions determined in respect of this strategy are to open
a “Historic Peninsula Museum” and new thematic museums for monuments that cannot be
exhibited; to take legal, administrative and financial measures to facilitate the foundation and
management of museums. The responsible institution of carrying out the actions is The Ministry of
Culture and Tourism. The related institutions are the Site Management Directorate, the Provincial
Culture and Tourism Directorate, the Special Provincial Administration, IMM, universities and NGOs
related to culture and museums.
The last strategy determined to achieve this objective is developing archeological excavations and
outdoor museums. The action determined in relation to this strategy is to solve legal, administrative
and resource issues of archeological museum areas. The responsible institutions for carrying out the
actions are the Ministry of Culture and Tourism, the Site Management Directorate, Archeological
Museums. The related institutions are the Provincial Culture and Tourism Directorate, the Special
Provincial Administration, IMM, universities, and NGOs related to culture and museums.
Objective VIH5: Increasing the capacity of guidance services in accordance with the cultural identity
of the Site
The objective determined with the purpose of solving the insufficiency in fulfilment of guidance
requirements of visitors in the Site, which is further problem determined in the Site Management
Plan Area under the heading of "Visitor Management", is increasing the capacity of guidance services
in accordance with the cultural identity of the Site. The first strategy determined to achieve this
objective is increasing the service level of guides. The action determined in respect of this strategy is
to organise special courses and seminars promoting cultural heritage for guides.
The action determined in relation to the meeting the local needs of visitors, which is the second
strategy determined to achieve the related objective is to establish Visitor Centres to promote the
Site, answer questions and directing the requirements of visitors. The responsible institutions for
carrying out the actions are the Ministry of Culture and Tourism, the Site Management Directorate,
archeological museums, Touristic Hotels and Investors Association (TUROB), Association of Turkish
Travel Agencies (TURSAB), Federation of Turkish Tourist Guide Associations (TUREB), universities and
trade associations.
173
Objective VIH6: Reinforcing the tourism infrastructure by also using local resources
Another objective determined in relation to the tourism activities in the Historic Peninsula is the
insufficient provision of support for small‐ and medium‐scale tourism enterprises which could also be
undertaken by local public by utilising the authentic values in the Site. The objective determined in
relation to this problem is reinforcing the tourism infrastructure by also using local resources. The
first one of these three strategies determined to achieve this objective is increasing the quality of
employees in service sector and the establishment of professional certificate programs for employees
in the tourism sector in order to realise this strategy.
Another strategy determined for the related objective is developing the quality of bed capacity. The
actions determined in relation to this strategy are to ensure that tourism establishments are
inspected regularly and to support qualified boutique hotels and family pensions. The final strategy
determined to achieve the related objective is developing the opportunities provided by tourism in
the improvement of the local community. The actions determined in relation to this strategy are to
raise awareness in the local community regarding economic returns of tourism; to develop the skills
of the local community in terms of tourism activities and to organise programs supporting tourism
initiatives of the local community. The responsible institution of carrying out these actions is the
Ministry of Culture and Tourism and the related institutions being IMM, related NGOs and tourism
associations.
Objective VIH7: Monitoring and evaluating the tourism services in the Site on a regular basis and
addressing deficiencies
Another objective determined in relation to the execution of tourism activities in the Historic
Peninsula is the lack of execution of regular tracking and assessment activities for the purpose of
increasing the performance of tourism activities in the Site. The objective determined in relation to
this problem is monitoring and evaluating the tourism services in the Site on a regular basis and
addressing deficiencies. The first strategy determined to achieve this objective is developing the
performance of the tourism sector and to ensure participation and sharing of related actors and the
action determined in respect of realizing this strategy is to measure and evaluate the performance of
the tourism sector periodically.
A further strategy determined for the related objective is conducting researches for visitors. The
actions determined in relation to this strategy are to encourage researches relating to the
performance evaluation of the tourism sector and its effects on the Historic Peninsula and to submit
the obtained results for the information of related actors; to measure demands of different visitor
profiles and visitor satisfaction periodically and to ensure that they are reflected in implementations.
For realisation of objectives, strategies and actions, the Provincial Culture and Tourism Directorate
have been proposed to be the responsible institution with universities and related NGOs as the
related institutions.
174
VI. VISITOR MANEGEMENT
RESPONSIBLE OTHER
PROBLEM OBJECTIVE STRATEGY ACTION
INSTITUTIONS INSTITUTIONS
Lack of planning decisions VIH1. Developing a VIH1S1. Making the tourism VIH1S1E1.To have a Tourism Management

in relation to the future of sustainable tourism approach, which adopts the Plan prepared for the Historic Peninsula and to
infrastructure which integrates conservation‐use balance in the Site, IMM
the tourism industry in ensure the coordination of this plan with other
the Site with alternative tourism and a key principle, a common point in all related plans
cultural tourism plans
VIH2S1E1. To prepare or have others prepare The Ministry of
Visitor Management Plans in connection with Culture and Tourism,
VIH2S1. Planning visitor the Tourism Management Plan for all featured Provincial Culture
management for all conservation conservation zones in the Historic Peninsula, and Tourism
particularly the World Heritage Sites IMM
zones in the Historic Peninsula, Directorate,
particularly the heritage sites VIH2S1E2.To determine touring routes General Directorate
throughout the Site and develop their of Monuments and
infrastructure Museums,
Insufficient promotion of VIH2S2E1. To establish sustainable programs Fatih Municipality
other important which bring out the cultural heritage of the Site TUROB, TURSAB,
monuments while the VIH2. Turning all cultural and social‐cultural activities unique to the Site TUREB,
sites listed in the World properties in the Historic Other Tourism
VIH2S2E2. To encourage the use of historic
Heritage List are visited Peninsula into attraction points Associations,
structures for cultural and artistic purposes
by visitors in the Site, for visitors Related Non‐
difficult access to these VIH2S2E3. To strengthen the museums in the governmental
areas
VIH2S2. Increasing the Historic Peninsula through public and private
experience variety in tourism by Organisations,
incentives and to raise awareness to them IMM Independent Culture
establishing new attraction points in
the Historic Peninsula VIH2S2E4. To support the creative industries Institutions and
in the Historic Peninsula and to raise awareness universities
towards areas in which creative industries are
gathered (jewellery design, shoe design etc.)
VIH2S2E5. To establish and promote touring
routes which will ensure the integration of
different attraction points in the area

175
VIH3S1E1. To make scientific research
programs of the areas
The Ministry of Culture
VIH3S1E2.To support researches which study and Tourism’s General
relationships between cultural heritage, The Ministry Directorate of
VIH3. Providing an easily conservation, tourism and visitor management of Culture and Promotion, The Ministry
Difficulty of visitors in
accessible information medium VIH3S1. Promoting the Historic VIH3S1E3.To shoot promotional and Tourism, IMM, of Foreign Affairs, the
accessing information Site Management
regarding cultural heritage Peninsula by written and visual Provincial
regarding cultural documentary films to be broadcast on Directorate, Fatih
areas and monuments for broadcast to the public Culture and
heritage in the Site international media mediums Municipality
visitors Tourism
VIH3S1E4. To prepare new guidance books Directorate Tourism Associations,
and brochures promoting World Heritage Sites Universities,
VIH3S1E5.To establish information boards Trade Associations
regarding monumental, civil architectural
buildings and other monuments in the Site
The Ministry
VIH4S1. Developing existing VIH4S1E1. To prepare “museum management
of Culture and
museums plan” for every museum
Tourism
Site Management
VIH4S2E1. To open a “Historic Peninsula Directorate, Provincial
Museum” and new thematic museums for Culture and Tourism
VIH4S2. Opening new museums monuments that cannot be exhibited The Ministry
Directorate,
Problems in terms of for the monuments that cannot be of Culture and
management, research, VIH4S2E2. To take legal, administrative and Tourism Special Provincial
exhibited
exhibition and security of VIH4. Solving the problems financial measures to facilitate foundation and Administration, IMM,
museums in the Site, management of museums universities, Non‐
that the museums face and
insufficiency of museum ensuring that they reach a governmental
The Ministry
and exhibition areas, the sustainable visitor capacity Organisations related to
of Culture and culture and museums,
lack of opportunities for Tourism, Site The Ministry of Culture
exhibition of artifacts Management and Tourism, General
VIH4S3. Developing VIH4S3E1. To solve legal, administrative and
Directorate,
archeological excavations and resource problems of archeological museum Directorate of Cultural
Archeological
outdoor museums areas Properties and
Museums, the
Museums and Museums
Special
Provincial
Administration
176

VIH5S1. Increasing the service VIH5S1E1. To organise special courses and The Site Management
level of guides seminars promoting cultural heritage for guides Directorate,
Archeological
VIH5S2E1. To establish Visitor Centres The Ministry of
Museums,
providing promotion of the Site, answering Foreign Affairs,
VIH5. Increasing the capacity questions and directing the requirements of The Ministry of TUROB, TURSAB,
Insufficient provision of TUREB,
visitors Culture and
guidance requirements of of guidance services in Universities, the
accordance with the cultural Tourism’s
visitors in the Site VIH5S2. Meeting the local Ministry of Culture and
identity of the Site General
needs of visitors VIH5S2E2. To develop current information Directorate of Tourism, the General
centres in terms of staff and distribute Promotion Directorate of Cultural
information documents under the name of Properties and
Visitor Centre and to increase their numbers Museums and
Museums
VIH6S1. Increasing the quality VIH6S1E1. To establish professional certificate

of employees in service sector programs for employees in the tourism sector
VIH6S2E1. To ensure that tourism
establishments are inspected regularly
Insufficient provision of VIH6S2. Developing the quality
support for small and of bed capacity
VIH6S2E2. To support qualified boutique IMM,
medium‐scale tourism hotels and family pensions
enterprises which may VIH6. Reinforcing the The Ministry of Related Non‐
tourism infrastructure by also Culture and governmental
also be undertaken by VIH6S3E1. To raise awareness of the local
using local resources Tourism Organisations,
local public by utilising community regarding economic returns of
the authentic values in Tourism Associations
tourism
the Site VIH6S3. Developing the
opportunities provided by tourism VIH6S3E2. To develop skills of the local
in the improvement of the local community in terms of tourism activities
community
VIH6S3E3. To organise programs supporting
tourism initiatives of the local community
177

VIH7S1. Developing the
performance of the tourism VIH7S1E1. To measure and evaluate the
sector and to ensure performance of the tourism sector
participation and sharing of periodically
related actors
Failure to execute the regular VIH7. Monitoring and VIH7S2E1. To encourage researches Provincial Universities,
tracking and assessment activities for evaluating the tourism
relating to the performance evaluation of the Culture and Related Non‐
the purpose of increasing the services in the Site on a
tourism sector and its effects on the Historic Tourism governmental
performance of tourism activities in regular basis and addressing
Peninsula and to submit the obtained results Directorate Organisations
the Site the deficiencies VIH7S2. Working towards
increasing the number, profile for the information of related actors
and satisfaction of visitors VIH7S2E2. To measure demands of
different visitor profiles and visitor
satisfaction periodically and to ensure that
they are reflected in implementations

178
2.3.7. Risk Management
Objectives, strategies and actions developed in respect of the problems determined in the Site
Management Plan Area, under the heading of "Risk Management" as well as the institutions or
establishments to perform these actions are discussed as follows:
• The fact that the Site is located in the First degree seismic belt where the earthquake risk is
the highest together with the risk of landslide and liquefaction
• Soil‐structure incompatibility, landslide risk, liquefaction potential and soil amplification
arising from the geological structure of the area which will increase the damage in a possible
earthquake
• The building stock of the Historic Peninsula consisting of illegal floors, low construction
quality, row housing structuring, high buildings, irregular building geometry which all
increase vulnerability to earthquakes
• The character of the Site consisting of highly dense narrow streets preventing the necessary
evacuation and relief works in the cases of a disaster
• Lack of resistance of structurally worn‐out cultural properties against an earthquake
• The restriction of accessibility due to the narrowness of streets in the Sites where wooden
buildings constitute a collective character, the insufficient number of fire hydrants and the
high risk of fire
• The presence of explosive and combustive manufacturing industry in the Site.
Objective VIIH1: Addressing reduction and elimination of disaster risks in the Site as a prioritized
subject and keeping this subject on the agenda
Problems determined in the Site Management Plan Area, under the heading of "Risk Management"
are that the location of the Historic Peninsula on the 1st seismic belt which has the highest risk of
earthquake together with the risk of landslide and liquefaction. The objective determined to
minimize the negative effects of this problem is addressing reduction and elimination of disaster risks
in the Site as a prioritized subject and keeping this subject on the agenda. The strategy determined to
achieve this objective is supporting reinforcement works against potential disasters, particularly
earthquakes, within the Site Management Plan Area. The first action in relation to this strategy is to
place and consistently keep the reinforcement works against disasters in the Site Management Plan
Area high on the agenda by aid of the Site Management Directorate.
The responsible institutions for carrying out the actions are the Site Management Directorate, IMM
Department of Earthquake Risk Management and Urban Development as well as AKOM, IMM
Department of Fire Brigade, the Governorship‐Provincial Directorate of Disaster and Emergency and
the Special Provincial Administration‐Istanbul Project Coordination Unit. The responsible institutions
for executing the expansion of the Emergency Action Plan of World Heritage Site through training
and promotion activities and to schedule pilot implementations, which is the second action in
relation to the related strategy, are the Site Management Directorate, IMM Department of
Earthquake Risk Management and Urban Development as well as AKOM, IMM Department of
Strategy Development and IMM Department of Fire Brigade.
179
The action determined regarding providing efficient use of research results regarding disaster risks
(earthquakes, landslides, liquefactions etc.) in the planning studies, which is the second strategy
determined to achieve the related objective, is to enable the assessment of disaster risk research
results in all planning studies regarding the Historic Peninsula. The responsible institutions for
carrying out the actions are the Site Management Directorate, IMM Department of Urban
Development as well as AKOM, IMM Department of Earthquake Risk Management and Urban
Development, the Governorship‐Provincial Directorate of Disaster and Emergency and the Special
Provincial Administration‐ Istanbul Project Coordination Unit.
Objective VIIH2: Minimising the limitations arising from the historical fabric
The first strategy determined to achieve the minimisation of the limitations arising from the historical
fabric, (the second objective developed in the Site Management Plan Area under the heading of "Risk
Management") is monitoring the concentration reduced as per development plan decisions. The first
action of this strategy is to constantly monitor the transportation system and emergency stocks. The
responsible institutions for carrying out these actions are the Site Management Directorate, IMM
Directorate of Transportation as well as AKOM, IMM Department of Urban Development. The other
action determined in relation to this strategy is to ensure that disaster logistics planning is in place
for disasters. The responsible institutions for carrying out the action are the Site Management
Directorate, IMM Department of Earthquake Risk Management and Urban Development as well as
AKOM.
The second strategy determined to achieve this objective is keeping the building and population
concentration to a minimum in problematic areas in terms of disaster, particularly earthquake risk.
The actions in relation to this strategy are to arrange parks and open areas as secure evacuation
areas, to improve the current narrow street pattern so that they can be used for secure evacuation
and as emergency vehicle access roads. The responsible institutions for carrying out these actions are
the Site Management Directorate, IMM Department of Earthquake Risk Management and Urban
Development as well as AKOM, IMM Department of Urban Development.
Objective VIIH3: Reinforcing and conserving the cultural heritage against earthquakes
The first strategy determined to achieve the objective of reinforcing and conserving the cultural
heritage against earthquakes, (the third objective developed in the Site Management Plan Area,
under the heading of "Risk Management") is performing the building status analyses in the Historic
Peninsula according not only to their physical attributes but the earthquake parameters. The first
actions determined in relation to this strategy are to determine the cultural heritage under
earthquake risk; to prioritize the stages of activities of reinforcing the cultural properties at risk
against disasters and to establish a budget and time schedule accordingly. The responsible
institutions for carrying out the actions are the Site Management Directorate and IMM Department
of Survey and Projects. The action is to ensure that the resources of the institutions which have
budgets for projects such as restoration, reinforcement etc. are allocated to the Site Management
Plan Area for a minimum of one year. The responsible institutions for carrying out the action are the
Site Management Directorate, IMM Department of Survey and Projects as well as IMM Department
of Strategy Development, IMM Department of Financial Services, IMM Department of Urban
Development as well as AKOM, IMM Department of Earthquake Risk Management and Urban
180
Development, the Governorship‐Provincial Directorate of Disaster and Emergency, and the Special
Provincial Administration‐Istanbul Project Coordination Unit.
Objective VIIH4: Reinforcing and conserving the cultural heritage against fire
The fourth and last objective developed for the aforementioned problems determined in the Site
Management Plan Area, under the heading of "Risk Management" is reinforcing and conserving the
cultural heritage against fire. The first action determined in relation to making arrangements in the
Site which will mitigate the fire risk and provide urgent response in time, which is the strategy
determined to achieve this objective is to define the cultural heritage which are shown to be at risk
according on the fire risk map, to update them periodically and to ensure that necessary precautions
are taken. The responsible institutions for carrying out these actions are the Site Management
Directorate, IMM Department of Earthquake Risk Management and Urban Development as well as
IMM Department of Survey and Projects, and the Special Provincial Administration‐Istanbul Project
Coordination Unit.
The responsible institutions for carrying out the action of ensuring that the number of fire hydrants
in the zone are increased to sufficient level (which is the second action determined in relation to this
strategy), are the Site Management Directorate, IMM Department of Fire Brigade as well as Istanbul
General Directorate of Civil Defence‘s Directorate of Search and Rescue Association, IMM
Department of Earthquake Risk Management and Urban Development.
The last action determined in relation to the aforementioned strategy is to lead in establishing a
system which will determine risky practices in terms of fire risk, to determine the activities which will
not be included in the area, to define the necessary precautions and responsible institutions for
implementation and supervision, to appoint them for urgent response accordingly and to develop
the security infrastructure. The responsible institutions for carrying out the action are the Site
Management Directorate, AKOM, Istanbul General Directorate of Civil Defence ‐Istanbul Directorate
of Search and Rescue Association as well as IMM Department of Earthquake Risk Management and
Urban Development, and IMM Department of Fire Brigade.

181
VII. RISK MANAGEMENT
RESPONSIBLE
PROBLEM OBJECTIVES STRATEGIES ACTIONS OTHER INSTITUTIONS
INSTITUTIONS
The fact that the Site is located AKOM, IMM Department of
on the First degree seismic belt Earthquake Risk Management and
Site Management
where the earthquake risk is VIIH1S1E1. To put and consistently keep Urban Development, IMM
Directorate, IMM
the highest, risk of landslide the reinforcement works against disasters in Department of Fire Brigade, the
Department of
and liquefaction the Site Management Plan Area high on the Governorship‐Provincial
VIIH1S1. Supporting agenda by aid of the Site Management
Earthquake Risk
Directorate of Disaster and
Management and Urban
reinforcement works against Directorate Emergency, the Special Provincial
Problems such as soil‐structure Development
potential disasters, Administration, Istanbul Project
incompatibility, landslide risk,
particularly earthquakes, Coordination Unit
liquefaction potential and soil
amplification arising from the
VIIH1. within the Site Management Site Management AKOM, IMM Department of
Addressing reduction Plan Area VIIH1S1E2. To expand the Emergency Directorate, IMM Earthquake Risk Management and
geological structure of the area
and elimination of Action Plan of World Heritage Site through Department of Urban Development, IMM
which will increase the damage
disaster risks in the training and promotion activities and to Earthquake Risk Department of Strategy
in a probable earthquake.
Site as a prioritized schedule pilot implementations Management and Urban Development and IMM

subject and keeping Development Department of Fire Brigade
The building stock of the
this subject on the
Historic Peninsula consisting of
agenda
unlicensed floors, low‐quality AKOM, IMM Department of
constructions, attached VIIH1S2. Providing Earthquake Risk Management and
buildings, high buildings and efficient use of research VIIH1S2E1.Enabling the assessment of Site Management Urban Development, the
irregular building geometry results regarding disaster disaster risk research results in all planning Directorate, IMM Governorship‐Provincial
which all increase the risks (earthquakes, studies with regards to the Historic Department of Urban Directorate of Disaster and
vulnerability to earthquakes landslides, liquefactions etc.) Peninsula Development Emergency, the Special Provincial
in the planning studies Administration‐Istanbul Project
The character of the Site Coordination Unit
consisting of highly intensive
structured narrow streets VIIH2S1E1.Decreasing the height and
preventing the necessary Site Management
intensity in narrow streets
evacuation and response works Directorate, IMM AKOM, IMM Department of
VIIH2S1E2. To monitor the Directorate of Urban Development
in the cases of disaster and risk VIIH2.
Minimising the
VIIH2S1. Monitoring the transportation system and emergency
stocks constantly
Transportation
Lack of resistance of concentration reduced as
limitations arising Site Management
structurally worn‐out cultural per development plan
from the historical Directorate, IMM
properties against earthquake decisions
fabric VIIH2S1E3. To ensure that disaster Department of
AKOM
logistics planning is in place for disasters Earthquake Risk
Management and Urban
Development
182
VIIH2S2. Keeping the VIIH2S2E1. To arrange parks and open Site Management AKOM, IMM Department of

building and population areas as secure evacuation areas, to Directorate, IMM Earthquake Risk Management and
concentration to a minimum improve the current narrow street pattern Department of Urban Development, IMM
in problematic areas in so that they can be used for secure Earthquake Risk Department of Strategy
terms of disaster, evacuation and as emergency vehicle access Management and Urban Development and IMM
particularly earthquake risk roads Development Department of Fire Brigade, IMM
VIIH3S1E1. To determine the cultural
Site Management
heritage under earthquake risk
Directorate, IMM
VIIH3S1E2. To prioritize the stages of Department of Survey IMM Department of Survey and

VIIH3. VIIH3S1. Performing the activities of reinforcing the cultural and Projects, the Special Projects
building status analyses in properties at risk against disasters and to
Reinforcing and Provincial
the Historic Peninsula establish a budget and time schedule
conserving the Administration
according not only to their accordingly
cultural heritage
physical attributes but the VIIH3S1E3. To ensure that the resources IMM Department of Strategy
The restriction of accessibility against earthquakes Site Management
earthquake parameters of the institutions which have budgets for Development, IMM Department
due to the narrowness of Directorate, IMM
projects such as restoration, reinforcement of Financial Services, the Special
streets in the Sites where Department of Survey
etc. are allocated to the Site Management Provincial Administration‐Istanbul
wooden buildings constitute a and Projects
Plan Area for a minimum of one year Project Coordination Unit
collective character
Site Management IMM Department of Survey and
VIIH4S1E1. To define the cultural
Insufficient number of fire Directorate, IMM Projects, IMM Department of
heritage which are shown to be at risk
hydrant and high risk of fire Department of Earthquake Risk Management and
according to the fire risk map, to update
Earthquake Risk Urban Development, the Special
them periodically and to ensure that
Presence of explosive and Management and Urban Provincial Administration‐Istanbul
necessary precautions are taken
combustive manufacturing Development Project Coordination Unit
industry Istanbul General Directorate of
Site Management Civil Defense ‐Istanbul Directorate
VIIH4S1E2. To ensure that the number
VIIH4S1. Making Directorate, IMM of Search and Rescue Association,
VIIH4.Improvem arrangements in the Site of fire hydrants in the zone are increased to
Department of Fire IMM Department of Earthquake
ent and conservation sufficient level
which will mitigate the fire Brigade Risk Management and Urban
of cultural heritage Development
risk and provide urgent
against fire
response in time. VIIH4S1E3. To lead in establishing a
system which will determine risky practices Site Management
in terms of fire risk, to determine the Directorate, AKOM,
IMM Department of Earthquake
activities which will not be included in the Istanbul General
Risk Management and Urban
area, to define the necessary precautions Directorate of Civil
Development, IMM Department
and responsible institutions for Defence ‐Istanbul
of Fire Brigade
implementation and supervision, to appoint Directorate of Search
them for urgent response and to develop and Rescue Association
the security infrastructure
183
2.4. Historic Peninsula World Heritage Sites Plan Objectives, Strategies,
Actions, Related Institutions and Establishments
The objective, strategy and action systems for four World Heritage Sites were planned in the light of
the framework identifying the objectives (and the strategies needed to achieve these objectives and
the related actions), responsible and supportive institutions and establishments charged with
realising these actions which were identified under seven Historic Peninsula‐wide themes located in
the Site Management Plan Area, Chapter 2.3. The projects for implementation in relation to this
planning can be found in Chapter 3.
2.4.1. Sultanahmet Archeological Park World Heritage Site
Objectives, strategies and actions developed in respect of the problems determined in the Site
Management Plan Area, under the heading of "Sultanahmet Archeological Park World Heritage Site"
as well as the institutions or establishments identified to perform these actions are discussed under
this title. The problems whose solutions are sought under this title are as follows:
• Insufficient utilisation of archeological heritage in the Site
• Lack of development of monuments and building environment in the Site with suitable
functions
• Lack of sufficiently perceiving the outstanding universal value of Sultanahmet Archeological
Park World Heritage Site
• Decrease of residential areas in the Site
• Insufficient recognition of Sultanahmet Archeological Park World Heritage Site.
Objective AP‐H1. Conserving, preserving and utilising above ground and underground cultural
properties of Sultanahmet Archeological Park World Heritage Site in accordance with their identities
The first objective determined with the purpose of solving the problems of insufficient utilisation of
archeological heritage and the lack of development of monuments and building environments in the
Site with suitable functions determined in relation to "Sultanahmet Archeological Park World
Heritage Site" in the Site Management Plan Area is conserving, preserving and utilising aboveground
and underground cultural properties of the Site in accordance with their identities.
The strategy has been developed in order to utilise the archeological heritage within urban
settlement places through approaches in accordance with conservation and preservation principles
and standards. Three actions in connection with the subject matter strategy have been defined:
The first action in respect of the strategy is “to organise the Great Palace and Saint Euphemia
remains as an archeological park” and the second action is “to utilise the remains in the gardens of
Gulhane Park and Archaeology Museum as an archeological park”. The final action is “to ensure the
preparation of feasibility reports regarding method of conservation and utilisation of the
underground artifacts and whether an excavation will be held or not with regards to conservation
and utilisation of archeological areas”. The responsible institutions for carrying out both actions are
the Site Management Directorate and the Ministry of Culture and Tourism as well as the Directorate
184
of Regional Boards of Conservation of Cultural and Natural Properties, IMM, Fatih Municipality, and
related museums.
Objective AP‐H2. Ensuring that the Great Palace remains (Bucoleon Palace, Mosaic Museum) are
perceived in harmony
The second objective determined with the purpose of solving the problems of insufficient utilisation
of archeological heritage and the lack of development of monuments and building environment in
the Site with suitable functions determined in relation to Sultanahmet Archeological Park World
Heritage Site is ensuring that the Great Palace remains (Bucoleon Palace, Mosaic Museum) are
perceived in harmony. In relation to this objective, the strategy of developing convenient and
applicable methods to conserve the Great Palace and Hippodrome and pass it on to the next
generations was determined.
The responsible institutions for "arranging the Great Palace remains under supervision of related
Museums " (which is the first action developed in relation to the strategy), are the Site Management
Directorate, The Ministry of Culture and Tourism and related museums as well as the Directorate of
Regional Boards of Conservation of Cultural and Natural Properties, IMM and Fatih Municipality. The
responsible institutions for "improving and monitoring the plans and programs which were prepared
to protect the integrity of the fabric composed by the Great Palace Remains and Ottoman Civil
Architecture structures" (which is the second action) are the Site Management Directorate and the
Ministry of Culture and Tourism as well as the Directorate of Regional Boards of Conservation of
Cultural and Natural Properties, IMM, Fatih Municipality, related museums and 1st District
Directorate of Foundations.
Objective AP‐H3. Creating a “Museums Area” which emphasises the outstanding universal value of
Sultanahmet Archeological Park World Heritage Site’ which reflects the Ottoman, Byzantine and
Classic Eras
The objective developed in relation to the problem of insufficient perception of the outstanding
universal value relating to Sultanahmet Archeological Park World Heritage Site is to create a
"Museum Area" which highlights the outstanding universal value of Sultanahmet Archeological Park
World Heritage Site by reflecting the Ottoman, Byzantium and Antique Periods.
The action determined in relation to the "utilisation of Topkapi Palace and all of its units as a
monument and a museum which reflects its era and original use" (which is the first strategy
associated with the objective) is to " to consider Sur‐i Sultani (the area which contains Topkapi
Palace, Archaeology Museum, Darphane‐i Amire, Hagia Irene, other places and gardens) as an entire
monument and to establish a board of monuments/museum in order to utilise Sur‐i Sultani as a
museum of monuments". The responsible institutions for carrying out the action are the Site
Management Directorate and the Ministry of Culture and Tourism as well as the Directorate of
Regional Boards of Conservation of Cultural and Natural Properties.
Three actions were determined in relation to "ensuring use of high standards in management and
design of cultural properties, in implementation, specialty and equipment" (which is the second
strategy associated with the objective). for preparation, implementation and monitoring of
conservation plans in scales of architectural and landscape design which will ensure conservation of
Sur‐i Sultani, reflect the original use and may be implemented in short, medium and long term (which
is the first of these actions), the responsible institutions for the process are the Site Management
185
Directorate, the Ministry of Culture and Tourism, IMM as well as the Directorate of Regional Boards
of Conservation of Cultural and Natural Properties, Fatih Municipality, 1st District Directorate of
Foundations, and the Special Provincial Administration.
The responsible institutions for establishing boards of monuments (unique to each monument) in
order to conserve and develop the immovable cultural properties having the quality of a monument
in the Site" (which is the second action), are the Site Management Directorate and the Ministry of
Culture and Tourism as well as the Directorate of Regional Boards of Conservation of Cultural and
Natural Properties.
The final action determined in relation to the strategy is to prepare, implement and track the
conservation and development projects ‐ applicable in short, medium and long terms ‐ that cover the
vision regarding spatial, physical and thematic improvement for monuments as well as conservation,
promotion and exhibition of monuments. The responsible institutions for carrying out this action are
the Site Management Directorate and the Ministry of Culture and Tourism as well as the Directorate
of Regional Boards of Conservation of Cultural and Natural Properties, IMM, Fatih Municipality,
related museums, 1st District Directorate of Foundations and the Special Provincial Administration.
Objective AP‐H4. Protecting the existing residential function
The objective of "protecting the existing residential function and to address the problem of a
decrease in residential areas in the Site" was intended for Sultanahmet Archeological Park World
Heritage Site. The strategy determined to realise the objective is "providing balance between
residential‐commercial and tourism functions" and the action developed for this strategy is
"providing balance between residential‐commercial and tourism functions in Sultanahmet,
Cankurtaran and Little Hagia Sophia neighbourhoods, preparing, implementing and monitoring
conservation and development projects in order to improve the quality of life". The responsible
institutions for carrying out the action are the Site Management Directorate, the Ministry of Culture
and Tourism, IMM and Fatih Municipality as well as Directorate of Regional Boards of Conservation
of Cultural and Natural Properties, NGOs and universities.
Objective AP‐H5. Promoting the World Heritage Site
The objective of "Promoting the World Heritage Site" was determined in relation to the lack of
recognition of Sultanahmet Archeological Park World Heritage Site, which is the last problem
determined for “Sultanahmet Archeological Park World Heritage Site”. The strategy of “promoting
the World Heritage Site at a national and international level with communication tools” was
determined to achieve the objective and four actions were determined in relation to this strategy.
The actions determined are ensuring the establishment of an activity network, which will provide
national and international cooperation and sharing to develop culture tourism; scheduling projects
such as informative notice boards, scale models, etc. covering both the existing monuments and the
Sphendone; prepare publications, maps and brochures promoting the World Heritage Site and
arrange / have others arrange informative trips promoting the World Heritage Site.
The responsible institutions for carrying out these four actions are the Site Management Directorate
and the Ministry of Culture and Tourism as well as the Directorate of Regional Boards of
Conservation of Cultural and Natural Properties, IMM, Fatih Municipality, 1st District Directorate of
Foundations and related museums.
186
SULTANAHMET ARCHEOLOGICAL PARK WORLD HERITAGE SITE
RESPONSIBLE
INSTITUTIONS
AP-H1S1E1. To organise the Great Palace
and Saint Euphemia remains as an
archeological park
AP-H1. Conserving, AP-H1S1. Utilising the AP-H1S1E2. To utilise the remains in the The Directorate of

preserving and utilising archeological heritage within gardens of Gulhane Park and Archaeology Regional Boards of
aboveground and urban settlement places Museum as an archeological park Site Management
Conservation of Cultural
underground cultural through approaches in Directorate, The
and Natural Properties,
properties of Sultanahmet accordance with Ministry of Culture and
AP-H1S1E3. To ensure the preparation of IMM, Fatih
Archeological Park World conservation and Tourism
feasibility reports regarding method of Municipality, Related
Heritage Site in accordance preservation principles and conservation and utilisation of the Museums
Insufficient with their identities standards underground artifacts and whether an
utilisation of excavation will be held or not with regards
underground and to conservation and utilisation of
above ground archeological areas
cultural properties in
the Site
Site Management

Directorate, The
Lack of development The Directorate of
Ministry of Culture and
of monuments and AP-H2S1E1. To arrange the Great Palace Regional Boards of
Tourism’s General
building remains under supervision of related Conservation of Cultural
Directorate of Cultural
environment in the Museums and Natural Properties,
Properties and
Site with suitable IMM, Fatih Municipality
AP-H2S1. Developing Museums and
functions AP-H2. Ensuring that convenient and applicable Museums
Great Palace remains
methods to conserve the
(Bucoleon Palace, Mosaic
Great Palace and The Directorate of
Museum) are perceived in
Hippodrome and pass it on Regional Boards of
an integrity
to the next generations AP-H2S1E2. To improve and monitor the Conservation of Cultural
Site Management
plans and programs which were prepared to and Natural Properties,
Directorate, The
protect the integrity of the fabric composed IMM, Fatih
by the Great Palace Remains and Ottoman Municipality, Related
Tourism
Civil Architecture structures Museums, 1st District
Directorate of
Foundations
187
AP-H3S1E1. To consider Sur‐i Sultani (the
area which contains Topkapi Palace,
Site Management
Archaeology Museum, Darphane‐i Amire,
Directorate, The The Directorate of
Hagia Irene, other places and gardens) as an
Ministry of Culture and Regional Boards of
entire monument and to establish a board
Tourism, IMM Conservation of Cultural
of monuments/museum in order to utilise
Sur‐i Sultani as a museum of monuments and Natural Properties,
Fatih Municipality, 1st
AP-H3S1. Utilising AP-H3S1E2. To prepare, implement and District Directorate of
Topkapi Palace and all of its monitor conservation plans in scales of Foundations, the
Site Management
units as a monument and a architectural and landscape design which Special Provincial
Directorate, The
museum which reflects its will ensure the conservation of Sur‐i Sultani, Administration
AP-H3. Creating a era and original use reflect the original use and may be
Tourism, IMM
‘Museums Area’ which implemented in short, medium and long
emphasises the outstanding term
universal value of AP-H3S1E3. To establish boards of
Sultanahmet Archeological Site Management The Directorate of
monuments (unique to each monument) in
Park World Heritage Site Directorate, The Regional Boards of
order to conserve and develop the
which reflects the Ottoman, Ministry of Culture and Conservation of Cultural
immovable cultural properties having the
Byzantine and Classic Eras Tourism and Natural Properties
quality of a monument in the Site
The Directorate of
Regional Boards of
Lack of sufficiently AP-H3S2E1. To prepare, implement and Conservation of Cultural
perceiving the AP-H3S2. Ensuring use track the conservation and development and Natural Properties,
of high standards in Site Management
outstanding projects ‐ applicable in short, medium and IMM, Fatih
management and design of Directorate, The
universal value of long terms ‐ that cover the vision regarding Municipality, Related
cultural properties, in Ministry of Culture and
Sultanahmet spatial, physical and thematic improvement Museums, 1st District
implementation, specialty Tourism,
Archeological Park for monuments as well as conservation, Directorate of
World Heritage Site and equipment promotion and exhibition of monuments Foundations, the
Special Provincial
Administration
The Ministry of Culture
AP-H4S1E1. To provide balance between
and Tourism’s General
residential‐commercial and tourism Site Management
Decrease of AP-H4S1. Providing functions in Sultanahmet, Cankurtaran and Directorate, The
Directorate of
residential area in AP-H4. Protecting the balance between Little Hagia Sophia neighbourhoods, to Ministry of Culture and
Investment and
existing residential function residential‐commercial and Enterprises, Non‐
the Site prepare, implement and monitor Tourism, IMM, Fatih
tourism functions governmental
conservation and development projects in Municipality
Organisations,
order to improve the quality of life.
universities
188
AP-H5S1E1. Ensuring the establishment
of an activity network, which will provide
national and international cooperation and
sharing to develop the culture tourism IMM, Fatih Mun.
Directorate of Regional
AP-H5S1E2. Scheduling projects such as Provincial Culture
Boards of Conservation
Insufficient AP-H5S1. Promoting the informative notice boards, scale models, etc. Directorate, The
of Cultural and Natural
World Heritage Site at a covering both the existing monuments and Ministry of Culture and
recognition of AP-H5. Promoting the national and international Tourism’s General
Properties, IMM, Fatih
Sultanahmet World World Heritage Site the Sphendone Municipality, 1st District
level with communication Directorate of
Heritage Site AP-H5S1E3. Preparing publications, maps Directorate of
tools Promotion, Site
and brochures promoting the World Foundations, Related
Management
Heritage Site Museums
Directorate
AP-H5S1E4. Arranging / having others
arrange informative trips promoting the
World Heritage Site

189
2.4.2. Suleymaniye Mosque and its associated Area World Heritage Site
Objectives, strategies and actions developed in respect of the problems determined in the Istanbul
Historic Peninsula Site Management Plan Area, under the heading of "Suleymaniye Mosque and its
associated Area World Heritage Site" as well as the institutions or establishments to perform these
actions are discussed herein.
The problems whose solutions are sought under this title are as follows:
• Inadequate conservation, decay of monuments
• Failure to protect the civil architectural structures, the fact that they are in decay, are run‐
down and in a state of collapse
• Scientific and technical errors being made in conservation and restoration implementations,
inability to achieve required quality with respect to materials and workmanship
• Widespread approach of demolishing and rebuilding of registered structures
• Widespread reconstruction efforts of monuments without certificates, or which have been
destroyed
• Financial resources created regarding conservation not being used efficiently in the effective
conservation of cultural properties in the Site
• Certain sections of social complexes (Suleymaniye, Sehzadebasi) and civil architectural
buildings being used for inappropriate functions.
Objective SC‐H1. Conserving the cultural properties within Suleymaniye World Heritage Site;
performing their maintenance and reparations in accordance with contemporary conservation
principles and standards, and provision of international and national support to ensure that the work
can be conducted faster and in a more accurate manner
The first objective developed with the purpose of solving the problems determined in relation to
Suleymaniye Mosque and its associated Area World Heritage Site in the Site Management Plan Area
“conserving the cultural properties within Suleymaniye World Heritage Site; performing their
maintenance and reparations in accordance with contemporary conservation principles and
standards, and provision of international and national support to ensure that the work can be
conducted faster and in a more accurate manner”.
The first strategies determined to achieve this objective are the adoption of a conservation and
preservation approach in maintenance and reparations of registered civil architectural buildings
within Suleymaniye World Heritage Site; using traditional materials and traditional construction
techniques, minimising the loss of original materials and techniques and using contemporary
conservation principles and standards in mandatory reconstruction implementations.
The first action developed in respect of the determined strategies is “to continue and monitor the
conservation and restoration works initiated in the Site by expanding them to the whole area”. The
responsible institutions for carrying out the action are the Site Management Directorate, the Ministry
of Culture and Tourism, IMM and Fatih Municipality as well as the Directorate of Regional Boards of
Conservation of Cultural and Natural Properties, and the Special Provincial Administration.
190
The second action determined in relation to this strategy is to “to establish programs which ensure
that existing financial resources are efficiently used in the restoration of registered structures and to
search for new resources, to maintain the existing programs and to encourage property owners and
private sector to invest in restoration”. The responsible institutions for carrying out the action are the
Site Management Directorate, the Ministry of Culture, IMM as well as Fatih Municipality, the
Directorate of Regional Boards of Conservation of Cultural and Natural Properties, the Special
Provincial Administration, NGOs, banks and exchanges.
The action determined in relation to the third strategy is “to develop the scientific and technical
infrastructure regarding this subject”. The institutions responsible for carrying out the action are the
Site Management Directorate and IMM along with the Ministry of Culture and Tourism, Fatih
Municipality and the Directorate of Regional Boards of Conservation of Cultural and Natural
Properties.
The fourth and final action determined within this scope is “to encourage construction of structures
that are in harmony with their surroundings in place of monuments that do not have certificates or
have been destroyed beyond reconstruction”. The responsible institutions for carrying out the action
are the Site Management Directorate, the Ministry of Culture and Tourism and IMM as well as Fatih
Municipality and the Directorate of Regional Boards of Conservation of Cultural and Natural
Properties.
A further strategy developed in relation to the same objective is conserving the monuments and
kulliye structures within Suleymaniye World Heritage Site together with performing their
maintenance and reparations in accordance with conservation and sustainability principles and
standards. The responsible institutions for carrying out the action of "to recognise the kulliye
structures affiliated to Suleymaniye Mosque as a monument and to establish a Board of Monuments
" (which is the first action determined in relation to this strategy), are the Site Management
Directorate and the Ministry of Culture and Tourism, the Directorate of Regional Boards of
Conservation of Cultural and Natural Properties.
The second action in respect of the related strategy is “to program, implement and track the
maintenance and simple repairs of monuments such as Suleymaniye Square Fountain, Mimar Sinan
Tomb, Bozdogan Arch, Atif Efendi Library, Molla Gurani Mosque, Sebsefa Hatun Mosque, Vefa High
School, Kalenderhane Mosque, etc”. The responsible institutions for carrying out the action are the
Site Management Directorate, the Ministry of Culture and Tourism, 1st District Directorate of
Foundations, IMM, Fatih Municipality, the Ministry of National Education, and the Special Provincial
Administration.
Objective SC‐H2. Conserving the traditional street pattern of Suleymaniye World Heritage Site;
performing its maintenance and reparations
The objective developed to address the distortion risk of the traditional street pattern which is
problem determined in relation to Suleymaniye Mosque and its associated Area World Heritage Site
in the Site Management Plan Area is the “conserving the traditional street pattern of Suleymaniye
World Heritage Site; performing its maintenance and reparations". The strategy developed in
relation to this objective is "complying with efficient and integrated urban conservation principles
and standards in conservation of traditional street pattern".
191
The first action developed in respect of the strategy is “to develop, implement and monitor projects
which will protect the authenticity of Kirazli Mescit, Ayranci, Fetva Yokusu, Yogurtcu, Hayriye Hanim
etc. streets during maintenance, reparation and other implementations”. The responsible institutions
for carrying out the actions are the Site Management Directorate, IMM and Fatih Municipality as well
as the Directorates of Regional Boards of Conservation of Cultural and Natural Properties, the Special
Provincial Administration, the 1st District Directorate of Foundations and NGOs.
The other two actions determined in relation to this strategy are to ensure the implementation of
design guides, which were developed in order to provide harmony between new buildings to be
constructed in the Site, the existing street pattern and environment and to perform and monitor
urban design implementations which will ensure that all elements composing the street pattern are
in harmony with the cultural properties in the Site
The responsible institutions for carrying out both actions are the Site Management Directorate, IMM
and Fatih Municipality as well as the Directorate of Regional Boards of Conservation of Cultural and
Natural Properties and Universities.
Objective SC‐H3. Ensuring that the Suleymaniye Mosque and its associated Area World Heritage Site
is recognized
The objective developed with the purpose of addressing the inadequate, inefficient advertising the
Site, which is one of the problems determined in relation to Suleymaniye Mosque and its associated
Area World Heritage Site in the Site Management Plan Area is ensuring that the World Heritage Site
is better recognized.
The strategy determined to achieve the objective is “promoting the World Heritage Site at a national
and international level with communication tools". Four actions were determined in relation to the
strategy. The actions determined are "to establish an activity network, which will provide national
and international cooperation and sharing to develop the culture tourism", "to schedule projects
such as informative notice boards, scale models, etc. covering the monuments at Suleymaniye
Mosque and surroundings", "to prepare publications, maps and brochures promoting the World
Heritage Site" and "to arrange or have others arrange informative trips promoting the World
Heritage Site". The responsible institutions for carrying out these actions are Istanbul Metropolitan
Municipality together with the Ministry of Culture and Tourism and Site Management Directorate. At
the same time, Governorship of Istanbul, Board of Conservation of Cultural and Natural Properties,
1st District Directorate of Foundations, Fatih Municipality, universities and related museum
administrations are also among the institutions that are proposed to work in coordination in respect
of the actions.
192
SULEYMANIYE MOSQUE AND SURROUNDING WORLD HERITAGE SITE
RESPONSIBLE
INSTITUTIONS
The Directorate of
Site Management Regional Boards of
SC-H1S1E1. Continue and monitor the
Directorate, the Conservation of
Inadequate conservation, decay conservation and restoration works
Ministry of Culture and Cultural and Natural
of Monuments at Suleymaniye initiated in the Site by expanding them to
Tourism, IMM, Fatih Properties, the
World Heritage Site the whole area
SC-H1S1. Adopting a Municipality Special Provincial
Inability to protect urban conservation and Administration
architectural structures and preservation approach in
their decay, being run‐down, The Ministry of
SC-H1. Conserving maintenance and reparations
and in a state of collapse of registered civil SC-H1S1E2. To establish programs Culture and Tourism,
the cultural properties
Scientific and technical errors within Suleymaniye architectural buildings within which ensure that existing financial Fatih Municipality,
being made in conservation and World Heritage Site ; Suleymaniye World Heritage resources are efficiently used in Site Management the Directorate of
restoration implementations, performing their Site restoration of registered structures and Directorate, IMM, the Regional Boards of
not being able to achieve maintenance and search for new resources, to maintain the Special Provincial Conservation of
required quality with respect to reparations in existing programs and to encourage Administration Cultural and Natural
materials and labour accordance with property owners and private sector to Properties, Concerned
Widespread approach of contemporary invest in restoration NGOs, Banks and
demolishing and rebuilding of conservation principles Exchanges
registered structures and standards, and
Widespread reconstruction provision of
efforts of monuments which do international and
not have certificates or have national support to
been destroyed ensure that the work
can be conducted faster Fatih Municipality,
Financial resources created SC-H1S2E1. To support Timber and
and in a more accurate SC-H1S2. Using Stone Training Workshop operating under
the Directorate of
regarding conservation not manner traditional materials and Regional Boards of
being used efficiently in the IMM KUDEB, to continue its maintenance Site Management
traditional construction Conservation of
effective conservation of and reparation works on the cultural Directorate, IMM,
techniques and minimising Cultural and Natural
cultural properties in the Site properties in Suleymaniye in accordance KUDEB
the loss of original materials Properties, the
with conservation principles and
Certain sections of social and techniques Special Provincial
standards
complexes (Suleymaniye, Administration
Sehzadebasi) and civil
architectural buildings being
used for inappropriate functions

193
The Ministry of
SC-H1S3. Using Fatih Municipality,
contemporary conservation SC-H1S3E1. To develop the scientific
Site Management the Directorate of
principles and standards in and technical infrastructure regarding this
Directorate, IMM Regional Boards of
mandatory reconstruction subject
Conservation of
implementations Cultural and Natural
Properties
SC-H1S4E1. To recognise the kulliye Site Management
1st District
structures affiliated to Suleymaniye Directorate, the
SC-H1S4. Conserving the Mosque as a monument and to establish a Ministry of Culture and
Directorate of
monuments and kulliye Foundations
Board of Monuments Tourism
structures within
Suleymaniye World Heritage
SC-H1S4E2. To program, implement
Site; performing their
and track the maintenance and simple Site Management
maintenance and reparations IMM, Fatih
repairs of monuments such as Directorate, the
in accordance with Municipality, the
Suleymaniye Square Fountain, Mimar Ministry of Culture and
conservation and Ministry of Education,
Sinan Tomb, Bozdogan Arch, Atif Efendi Tourism, 1st District
sustainability principles and the Special Provincial
Library, Molla Gurani Mosque, Sebsefa Directorate of
standards Administration
Hatun Mosque, Vefa High School, Foundations
Kalenderhane Mosque, etc.
Directorates of
Regional Boards of
SC-H2. Conserving SC-H2S1. Complying with SC-H2S1E1. To develop, implement Conservation of
the traditional street Cultural and Natural
efficient and integrated and monitor projects which will protect
pattern of Suleymaniye Site Management
Possible threat of loss of urban conservation principles the authenticity of Kirazli Mescit, Ayranci, Properties , the
World Heritage Site; Directorate, IMM, Fatih
traditional street pattern and standards in Fetva Yokusu, Yogurtcu, Hayriye Hanim Special Provincial
performing its Municipality
conservation of traditional etc. Streets during maintenance, Administration, 1st
maintenance and reparation and other implementations District Directorate of
street pattern
reparations Foundations,
universities, NGOs
194
SC-H2S1E2. To ensure the The Directorate of
implementation of design guides, which Regional Boards of
Site Management
were developed in order to provide Conservation of
Directorate, IMM, Fatih
harmony between new buildings to be Cultural and Natural
Municipality
constructed in the Site, the existing street Properties,
pattern and the environment universities

The Directorate of
SC-H2S1E3. To perform and monitor
Regional Boards of
urban design implementations which will Site Management
Conservation of
ensure that all elements composing the Directorate, IMM, Fatih
Cultural and Natural
street pattern are in harmony with the Municipality
Properties,
cultural properties in the Site
universities
SC-H3S1E1. To establish an activity
network, which will provide national and
international cooperation and sharing to
develop the culture tourism The Directorate of
SC-H3S1E2. To schedule projects such Regional Boards of
SC-H3S1. Promoting the as informative notice boards, scale Site Management
Conservation of
Suleymaniye Mosque and SC-H3. Ensuring that World Heritage Site with models, etc. covering the monuments at Directorate, the
Cultural and Natural
surrounding World Heritage Site the World Heritage Site communication tools at Suleymaniye Mosque and surroundings Properties, IMM,
not being sufficiently known is recognized national and international Fatih Municipality, 1st
SC-H3S1E3. To prepare publications, Tourism
level District Directorate of
maps, and brochures promoting the Foundations,
World Heritage Site concerned museums
SC-H3S1E4. To arrange or have others
arrange informative trips promoting the
World Heritage Site

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2.4.3. Zeyrek Mosque (Pantocrator Church) and its associated Area World Heritage Site
Objectives, strategies and actions developed in connection to problems determined regarding Zeyrek
Mosque (Pantocrator Church) and it’s associated Conservation Area World Heritage Site together
with institutions and establishments proposed to realise such actions are covered in the following
section.
Problems related to Zeyrek Mosque and its associated Area World Heritage Site are follows:
• Inadequate conservation of monuments and civil architectural monuments at Zeyrek World
Heritage Site
• Scientific and technical errors being made in conservation and restoration implementations
and not being able to achieve required quality with respect to materials and workmanship
• Widespread approach of demolishing and rebuilding of registered structures
• Widespread reconstruction efforts of monuments, without certificates, or that have been
destroyed
• Financial resources created regarding conservation not being used efficiently in the effective
conservation of cultural properties at the Site
• Danger of losing the traditional street pattern
• Not giving priority to documenting and protecting of the area’s archeological assets located
within the Site
• The Area not being sufficiently known.
Objective ZC‐H1. Conserving the cultural heritage within Zeyrek Mosque (Pantocrator Church) and its
associated Area World Heritage Site and performing their maintenance and reparations in
accordance with international conservation principles and standards.
The first objective determined is “conserving the cultural heritage within Zeyrek Mosque
(Pantocrator Church) and its associated Area World Heritage Site and performing their maintenance
and reparations in accordance with international conservation principles and standards”. The
strategies determined in order to achieve this objective are: using contemporary conservation and
preservation principles and standards in maintenance and reparations of registered civil architectural
buildings within Zeyrek World Heritage Site, using traditional materials and construction techniques
in restoration implementations and minimising the loss of original materials and techniques, and
adopting contemporary conservation approaches in mandatory reconstruction implementations;
conserving the monuments; performing their maintenance and reparations in accordance with
conservation and preservation principles and standards.
The first action developed with regards to the strategies determined is to establish programs which
ensure that existing financial resources are efficiently used and search for new resources for
conservation of Zeyrek World Heritage Site are undertaken, to encourage property owners and
private sector to invest in restoration. Besides the Site Management Directorate, the Ministry of
Culture and Tourism and IMM, other institutions that have been determined as also being
responsible for the realisation of the action are Fatih Municipality, the Directorate of Regional Boards
196
of Conservation of Cultural and Natural Properties, the Special Provincial Administration and related
NGOs.
The second action developed in connection with the second strategy is “to support Timber and Stone
Training Workshops operating under IMM KUDEB to continue its maintenance and reparation works
on the cultural properties in Zeyrek in accordance with efficient and integrated conservation
principles and standards”. In addition to the Site Management Directorate, the Ministry of Culture
and Tourism, IMM, the institutions which will also be responsible for the realisation of the action
have been determined as KUDEB, ICOMOS, Turkish Timber Association, 1st District Directorate of
Foundations, the Special Provincial Administration, the Directorate of Regional Boards of
Conservation of Cultural and Natural Properties, and Universities.
Institutions determined as being responsible for the third and final action developed in connection
with the strategy, which is “to encourage construction of structures that are in conformity with their
surroundings in place of monuments that do not have certificates or have been destroyed beyond
reconstruction”, are the Site Management Directorate, the Ministry of Culture and Tourism, IMM,
and Fatih Municipality, as well as the Directorate of Regional Boards of Conservation of Cultural and
Natural Properties.
The action determined directed at the third strategy is “to develop the scientific and technical
infrastructure regarding the subject”. The institutions responsible for carrying out this action were
determined to be the Site Management Directorate, IMM, Fatih Municipality as well as the Ministry
of Tourism and Culture and KVK Regional Directorate.
Four actions have been realised with regards to “conserving the monuments; performing their
maintenance and reparations in accordance with conservation and preservation principles and
standards” strategy, which is yet another strategy connected to the same objective. Institutions
determined as being responsible for the first of these actions, which is “to review the monuments in
terms of their maintenance and reparation needs and to schedule restoration works accordingly, to
perform and monitor restoration works” developed in connection with aforementioned strategy are
the Site Management Directorate and the Ministry of Culture and Tourism, as well as 1st District
Directorate of Foundations, the Special Provincial Administration, the Directorate of Regional Boards
of Conservation of Cultural and Natural Properties, IMM, Fatih Municipality and universities.
The second action developed in connection with the said strategy is “to consider Zeyrek Mosque,
whose restoration works are in progress, as a monument and to establish a Board of Monuments
accordingly”. Institutions responsible in the realisation of the action have been determined as the
Site Management Directorate, the Ministry of Culture and Tourism, and the Directorate of Regional
Boards of Conservation of Cultural and Natural Properties.
The third action determined in connection with this strategy is “to complete the restoration of
Zeyrek Mosque in accordance with conservation principles and standards and to promote it to the
public”. Institutions responsible in the realisation of the action have been determined as the Site
Management Directorate, the 1st District Directorate of Foundations, as well as the Directorate of
Regional Boards of Conservation of Cultural and Natural Properties, IMM, universities, UNESCO, and
ICOMOS Turkey.
197
The final action developed in connection with the said strategy is “to complete the ongoing
restoration of Zeyrek Cistern in accordance with conservation principles and standards and to
promote it to the public”. Institutions responsible in the realisation of the action have been
determined as the Site Management Directorate, Fatih Municipality, as well as Directorate of
Regional Boards of Conservation of Cultural and Natural Properties, IMM, and universities.
Objective ZC‐H2. Conserving the traditional street pattern of Zeyrek Mosque (Pantocrator Church)
and its associated Area World Heritage Site; performing its maintenance and reparations
The objective developed in the Site Management Plan to resolve the threat of possible loss of the
traditional street pattern in connection to Zeyrek Mosque (Pantocrator Church) and its associated
Area World Heritage Site, which is one of the problems determined, is “conserving the traditional
street pattern of Zeyrek Mosque (Pantocrator Church) and its associated Area World Heritage Site;
performing its maintenance and reparations”. The strategy of “complying with urban conservation
standards in conservation of traditional street pattern” has been determined.
The first action determined in connection with this strategy is “to perform urban design
implementations which will ensure that all elements composing the street pattern are in harmony
with the cultural properties in the Site”. The institutions responsible in the realisation of the action
have been determined as the Site Management Directorate, IMM, and Fatih Municipality, as well as
the Directorate of Regional Boards of Conservation of Cultural and Natural Properties, and
universities.
The second action developed to realise the mentioned strategy is “to ensure that the new buildings
are in harmony with existing street pattern and historic environment”. Institutions responsible in the
realisation of the action have been determined as the Site Management Directorate, IMM, and Fatih
Municipality, as well as the Directorate of Regional Boards of Conservation of Cultural and Natural
Properties, and universities.
Objective ZC‐H3. Researching and conserving the underground cultural properties in Zeyrek World
Heritage Site and raising them to the level of perceptibility
“Researching and conserving the underground cultural properties in Zeyrek World Heritage Site and
raising them to the level of perceptibility” has been determined as an objective to resolve
documentation and conservation of archeological assets at the Site that have not been given a
priority, which stands out as one of the problems determined in connection with Zeyrek Mosque
(Pantocrator Church) and its associated Area World Heritage Site. The strategy of “researching
archeological cultural heritage” has been determined in order to achieve this objective.
The first action determined in connection with this strategy is “to conduct researches for identifying
the archeological assets located in Zeyrek Mosque and its associated Area World Heritage Site and to
carry out documentation studies”. Institutions responsible in the realisation of the action have been
determined as the Ministry of Culture and Tourism, as well as the Directorate of Regional Boards of
Conservation of Cultural and Natural Properties, Archeological Museum, universities, and NGOs.
The second action determined in connection with the strategy is “to perform excavation works in
areas which are deemed necessary in order to recover archeological assets and to design
archeological parks in convenient areas where underground and aboveground cultural properties are
198
exhibited”. Institutions responsible in the realisation of the action have been determined as the Site
Management Directorate, the Ministry of Culture and Tourism, and IMM, as well as the Board of
Conservation of Cultural and Natural Properties, concerned museums, and Fatih Municipality.
Objective ZC‐H4. Providing Promotion of Zeyrek Mosque (Pantocrator Church) World Heritage Site
Providing promotion of Zeyrek Mosque Zeyrek Mosque World Heritage Site has been determined as
an objective to solve one of the problems of the Site which is not being effectively promoted.
The strategy determined to achieve the objective is “promoting the World Heritage Site through
communication tools at both national and international levels”. Four actions have been developed in
connection with the strategy. These have been determined as follows: “to ensure that an activity
network is established which will provide national and international cooperation and sharing in order
to develop cultural tourism”, “to establish tools such as informative notice boards, scale models etc.
for promoting the Site”, “to prepare publications, maps and brochures promoting the World Heritage
Site”, and “Arrange / have others arrange informative trips promoting the Site”.
Institutions responsible in the realisation of the actions in question are defined as being the Site
Management Directorate, and the Ministry of Culture and Tourism. However, it has been proposed
that the works related to the action should be undertaken in coordination with the Directorate of
Regional Boards of Conservation of Cultural and Natural Properties, IMM, Fatih Municipality, the 1st
District Directorate of Foundations, and concerned museums.
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ZEYREK MOSQUE (PANTOCRATOR CHURCH) AND ITS ASSOCIATED AREA WORLD HERITAGE SITE
RESPONSIBLE
INSTITUTIONS
ZC-H1S1. Using
Inadequate conservation contemporary conservation The Ministry of Culture and
of Monuments and civil and preservation principles ZC-H1S1E1. To establish programs which ensure Site Management
Tourism, Fatih Municipality, the
architectural monuments and standards in that existing financial resources are efficiently used Directorate, IMM,
Directorate of Regional Boards
at Zeyrek World Heritage maintenance and and to search for new resources for conservation of the Special
of Conservation of Cultural and
Site reparations of registered Zeyrek World Heritage Site, to encourage property Provincial
Natural Properties, Concerned
civil architectural buildings owners and private sector to invest in restoration Administration
NGOs
Scientific and technical within Zeyrek World
errors being made in Heritage Site
conservation and The Ministry of Culture and
ZC-H1S2. Using Tourism, KUDEB, ICOMOS
restoration ZC-H1. traditional materials and
implementations, not Conserving the ZC-H1S2E1. To support Timber and Stone Training Turkish Timber Association, 1st
construction techniques in Workshops operating under IMM KUDEB to continue District Directorate of
being able to achieve cultural heritage Site Management
restoration its maintenance and reparation works on the cultural Foundations, the Special
required quality with within Zeyrek Directorate, IMM
implementations and properties in Zeyrek in accordance with efficient and Provincial Administration, the
respect to materials and World Heritage Site;
minimising the loss of Directorate of Regional Boards
labour performing their integrated conservation principles and standards
original materials and of Conservation of Cultural and
maintenance and
techniques Natural Properties, universities
Widespread approach of reparations in
demolishing and accordance with ZC-H1S3. Adopting The Ministry of Culture and
rebuilding of registered contemporary contemporary conservation Site Management Tourism, the Directorate of
ZC-H1S3E1. To develop the scientific and technical
structures conservation approaches in mandatory Directorate, IMM, Regional Boards of
infrastructure regarding the subject
principles and reconstruction Fatih Municipality Conservation of Cultural and
Widespread standards implementations Natural Properties
reconstruction efforts of 1st District Directorate of
Directorate General
monuments that do not Foundations, the Special
ZC-H1S4E1. To review the monuments in terms of of Foundations, Site
have certificates, or have Provincial Administration, the
ZC-H1S4. Conserving their maintenance and reparation needs and to Management
been destroyed Directorate of Regional Boards
schedule restoration works accordingly, to perform Directorate, the
the monuments; of Conservation of Cultural and
performing their and monitor restoration works Ministry of Culture
Financial resources Natural Properties, IMM, Fatih
maintenance and and Tourism
created regarding Municipality, universities
conservation not being reparations in accordance Directorate General
used efficiently in the with conservation and of Foundations, Site
preservation principles and ZC-H1S4E2. To consider Zeyrek Mosque, whose The Directorate of Regional
effective conservation of Management
standards restoration works are in progress, as a monument and Boards of Conservation of
cultural properties at the Directorate, the
to establish a Board of Monuments accordingly Cultural and Natural Properties
Site Ministry of Culture
and Tourism
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Site Management The Directorate of Regional
ZC-H1S4E3. To complete the restoration of Zeyrek
Directorate, 1st Boards of Conservation of
Mosque in accordance with conservation principles
District Directorate Cultural and Natural Properties,
and standards and to promote it to the public
of Foundations IMM, universities
ZC-H1S4E4. To complete the ongoing restoration The Directorate of Regional
Site Management
of Zeyrek Cistern in accordance with conservation Boards of Conservation of
Directorate, Fatih
principles and standards and to promote it to the Cultural and Natural Properties,
Municipality
public IMM, universities
ZC-H2. ZC-H2S1E1. To perform urban design The Directorate of Regional
Site Management
Conserving the ZC-H2S1. Complying implementations which will ensure that all elements Boards of Conservation of
Directorate, IMM,
traditional street with efficient and composing the street pattern are in harmony with the Cultural and Natural Properties,
Fatih Municipality
Possible threat of loss of pattern of Zeyrek integrated urban cultural properties in the Site universities
traditional street pattern World Heritage Site; conservation principles and The Directorate of Regional
ZC-H2S1E2. To ensure that the new buildings are Site Management
performing its standards in conservation Boards of Conservation of
in harmony with the existing street pattern and Directorate, IMM,
maintenance and of traditional street pattern Cultural and Natural Properties,
historic environment Fatih Municipality
reparations Fatih Municipality, universities
ZC-H3. Ministry of Culture and
Researching and Tourism’s General Directorate
ZC-H3S1E1. To conduct researches for identifying Ministry of Culture
conserving the of Cultural Properties and the
Priority not being given the archeological assets and documentation studies and Tourism
underground General Directorate of
to documentation and
cultural properties
ZC-H3S1. Researching Museums, universities, NGOs
conservation of archeological cultural
in Zeyrek World ZC-H3S1E2. To perform excavation works in areas Ministry of Culture and
archeological assets heritage Site Management
Heritage Site and which are deemed necessary in order to recover Tourism’s General Directorate
found in the Site Directorate, the
raising them to a archeological assets and to design archeological parks of Cultural Properties and the
Ministry of Culture
level of in convenient areas where underground and General Directorate of
and Tourism, IMM
perceptibility aboveground cultural properties are exhibited Museums, Fatih Municipality
ZC-H4S1E1. To ensure that an activity network is
established which will provide national and
international cooperation and sharing in order to
develop cultural tourism The Directorate of Regional
ZC-H4. ZC-H4S1. Promoting ZC-H4S1E2. To establish tools such as informative Site Management
Boards of Conservation of
the World Heritage Site notice boards, scale models etc. for promoting the Cultural and Natural Properties,
The Area not being Providing Directorate, the
through communication Site IMM, Fatih Municipality, 1st
sufficiently known promotion of the Ministry of Culture
tools at both national and District Directorate of
World Heritage Site ZC-H4S1E3. To prepare publications, maps and and Tourism
international levels. Foundations, concerned
brochures promoting the World Heritage Site museums
ZC-H4S1E4. To arrange or have others arrange
promotional and informative trips to the World
Heritage Site
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2.4.4. Istanbul Land Walls World Heritage Site
The objectives, strategies and actions developed in relation to the problems determined in the
Istanbul Historic Peninsula Site Management Plan regarding Istanbul Land Walls World Heritage Site,
and the institutions and establishments that are prescribed to take these actions are provided under
this heading. The problems determined regarding the Land Walls World Heritage Site are as follows:
Not ensuring the expected level and quality in the conservation and restoration practices
related to Land Walls and other cultural properties
Widespread approach of reconstructing the monuments without documents and lost over
time as cultural properties
Not giving sufficient importance to documenting, evaluating and protecting the archeological
assets in the Site
The existence of non‐functional areas and structures, or areas and structures not in
compliance with the identity of the Site.
Objective KS‐H1. Ensuring that the cultural properties in Istanbul Land Walls World Heritage Site are
conserved and sustained in accordance with contemporary principles and standards
The objective of “ensuring that the cultural properties in Istanbul Land Walls World Heritage Site are
conserved and sustained in accordance with contemporary principles and standards”, was developed
in order to address problems such as, failing to meet the expected level and quality in the
conservation and restoration practices related to Land Walls and other cultural properties, dispersing
the approach regarding the conversion of the destroyed works as cultural properties and not giving
sufficient importance to documenting, evaluating and protecting the archeological assets in the Site.
In order to reach the objective, the “recognising the Land Walls and its associated buildings and
archeological areas (inner and outer wall areas, moats, gates, towers and structures attached to the
walls) as monuments and conserve them” is determined as the first strategy.
The first action determined in relation to this strategy is “to clean Land Walls and its associated area
by convenient techniques as an emergency intervention in the short term schedule (within the scope
of maintenance, reparation and reinforcement implementations of Land Walls and its associated
buildings)”. The institutions responsible for carrying out this action are the Site Management
Directorate in cooperation with Istanbul Metropolitan Municipality, the Ministry of Culture and
Tourism, Fatih Municipality, Zeytinburnu Municipality, Bayrampasa Municipality and Eyup
Municipality.
The second action determined in relation to this strategy is “to complete maintenance, reparation
and reinforcement implementations which pay attention to original qualities of Land Walls and its
associated buildings by use of convenient techniques in the long term schedule”. The institutions
responsible for carrying out this action are the Site Management Directorate and the Ministry of
Culture and Tourism in cooperation with Istanbul Metropolitan Municipality, the Directorate of
Regional Boards of Conservation of Cultural and Natural Properties, Fatih Municipality, Zeytinburnu
Municipality, Bayrampasa Municipality and Eyup Municipality.
202
The third action determined in relation to this strategy is “To review and supervise the vehicle traffic
at the gates of the walls in terms of its effects on the Land Walls”. The institutions responsible for
carrying out these actions are the Site Management Directorate, the Ministry of Culture and Tourism,
Istanbul Metropolitan Municipality, Fatih Municipality, Zeytinburnu Municipality, Bayrampasa
Municipality and Eyup Municipality.
The first action developed for the second strategy, which is “researching the archeological heritage in
Istanbul Land Walls World Heritage Site”, is “to make researches and documentation studies in order
to determine the archeological areas around the Land Walls”. The institutions responsible for
carrying out the actions are the Site Management Directorate, the Ministry of Culture and Tourism,
the Directorate of Regional Boards of Conservation of Cultural and Natural Properties, related
museums, Istanbul Metropolitan Municipality, Fatih Municipality, Zeytinburnu Municipality,
Bayrampasa Municipality, Eyup Municipality, universities and NGOs.
Two further actions are being developed to support research on the Land Walls, which is the final
strategy developed in order to reach the objective. The first action is to document the cultural
properties in historic cemeteries and to perform their maintenance and reparations. The institutions
responsible for carrying out these actions are the Site Management Directorate, the Ministry of
Culture and Tourism and Istanbul Metropolitan Municipality. The second action is to establish a ‘Land
Walls Research Centre’ and museum concerning Land Walls, related structures and archeological
areas, and to perform research, development and training activities in the Research Centre for
contemporary and suitable techniques to be applied to maintenance, reparation and reinforcement
works. The institutions responsible for carrying out these actions are the Site Management
Directorate, the Ministry of Culture and Tourism, Istanbul Metropolitan Municipality, the related
museums, Fatih Municipality, Zeytinburnu Municipality, Bayrampasa Municipality, Eyup Municipality,
universities and NGOs.
Objective KS‐H2. Highlighting the cultural properties within the Istanbul Land Walls World Heritage
Site in terms of conservation‐use balance, providing them for public use and reviving them with the
functional usages and design practices in compliance with its identity
As a solution to the non‐functional areas or areas not in compliance with its identity, the objective is
putting forward the cultural properties in Istanbul Land Walls World Heritage Site within the
framework of the conservation‐use balance, making them available for public use and highlighting
functional uses and design practices in compliance with its identity.
The strategy that has been determined in order to reach the objective is “managing the green areas
and designated cultural areas together with the Land Walls, moats, related archeological assets,
gates, towers and structures next to the walls in the related plan decisions”. The first action realised
in accordance with the strategy is “managing the Land Walls and the related structures as a whole
and supporting works for protecting them as monuments”. The institutions responsible for carrying
out these actions are the Site Management Directorate, the Ministry of Culture and Tourism, Istanbul
Metropolitan Municipality, related museums, Fatih Municipality, Zeytinburnu Municipality,
Bayrampasa Municipality, Eyup Municipality, universities and NGOs. The second action developed in
accordance with the strategy is organising theme parks, archeological parks, outdoor museums
which manage the Land Walls and areas outside the walls as a whole, highlight the cultural
properties as well as the meaning and significance of the Site. The institutions responsible for
203
carrying out these actions are the Site Management Directorate, the Ministry of Culture and Tourism,
Istanbul Metropolitan Municipality, related museums, Fatih Municipality, Zeytinburnu Municipality,
Bayrampasa Municipality, Eyup Municipality, universities and NGOs.
Objective KS‐H3. Ensuring the promotion of Istanbul Land Walls World Heritage Site
The objective is to ensure the promotion of Istanbul Land Walls World Heritage Site as a solution to it
not being promoted effectively previously which is considered an important issue among those
determined in the Site Management Plan regarding Istanbul Land Walls World Heritage Site.
The strategy that has been determined in order to reach the objective is “promoting the World
Heritage Site through use of communication tools at a national and international level”. Four actions
have been taken in relation to the strategy. These are “to ensure that an activity network is
established which will provide national and international cooperation and sharing in order to develop
cultural tourism”, “to schedule projects such as informative notice boards, scale models etc. which
contain the monuments integrated with Land Walls and walls”, “to prepare publications, maps and
brochures promoting the World Heritage Site” and “to arrange/have others arrange promotional and
informative trips to the World Heritage Site”. The institutions responsible for carrying out these
actions are Istanbul Metropolitan Municipality, the Ministry of Culture and Tourism and the Site
Management Directorate. Furthermore, the Governorship of Istanbul, the Directorate of Regional
Boards of Conservation of Cultural and Natural Properties, 1st District Directorate of Foundations
Fatih Municipality, Zeytinburnu Municipality, Bayrampasa Municipality, Eyup Municipality,
universities and the related museum directorates are the institutions proposed to work in
coordination with such works.
204
ISTANBUL LAND WALLS WORLD HERITAGE SITE
RESPONSIBLE
INSTITUTIONS
KS-H1S1E1. To clean Land Walls and its
associated area by convenient techniques as
Tourism’s General Directorate
an emergency intervention in the short term
Site Management of Cultural Properties and
KS-H1S1. Managing schedule (within the scope of maintenance,
Directorate, IMM Museums, Fatih. Mun.
the Land Walls and its reparation and reinforcement
Zeytinburnu Mun.,
associated buildings and implementations of Land Walls and its
Bayrampasa Mun., Eyup Mun
archaeological areas associated buildings)
Not ensuring the expected (inner and outer wall KS-H1S1E2. To complete maintenance, Ministry of Culture and
level and quality in the areas, ditches, gates, reparation and reinforcement Site Management Tourism’s General Directorate
conservation and towers and structures implementations which pay attention to Directorate, IMM, of Cultural Properties and
restoration of Land Walls attached to the walls) as original qualities of Land Walls and its the Special Provincial Museums, Fatih. Mun.
and other cultural monuments and conserve associated buildings by using convenient Administration Zeytinburnu Mun.,
properties KS-H1. Ensuring them techniques in the long term schedule Bayrampasa Mun., Eyup Mun
that the cultural KS-H1S1E3. To review the vehicle traffic Fatih. Mun. Zeytinburnu
properties in Istanbul Site Management
Dispersing the approach at the gates of the walls in terms of its effects Mun., Bayrampaşa Mun.,
Land Walls WHS are Directorate, IMM
providing that the non on the Land Walls and to put it under control Eyup Mun
documented works are conserved and
sustained in accordance
KS-H1S2. KS-H1S2E1. To make researches and Site Management Related museums, IMM,
similar to cultural properties Researching the documentation studies in order to determine Directorate, the Fatih. Mun. Zeytinburnu
with contemporary
archaeological heritage in the archaeological areas around the Land Ministry of Culture Mun., Bayrampaşa Mun.,
principles and
Not giving necessary Istanbul Land Walls WHS Walls and Tourism Eyup Mun., universities, NGO
standards
significance for the KS-H1S3E1. To document the cultural
Site Management The Ministry of Culture and
documentation, evaluation properties in historic cemeteries and to
Directorate, IMM Tourism
and conservation of the perform their maintenance and reparations
archeological assets in the KS-H1S3E2. To establish a ‘Land Walls
region Research Centre’ and museum concerning
KS-H1S3. Supporting Land Walls, related structures and The Ministry of Culture and
the researches to be
archaeological areas. Tourism, related museums,
performed for Land Walls Site Management
To perform research, development and Fatih. Mun. Zeytinburnu
Directorate, IMM
training activities in the Research Centre for Mun., Bayrampaşa Mun.,
contemporary and suitable techniques to be Eyup Mun., universities, NGO
applied to maintenance, reparation and
reinforcement works
205

KS-H2. Highlighting The Ministry of Culture and
the cultural properties KS-H2S1E1. To support works for the Tourism, Fatih. Mun.
KS-H2S1. Managing Site Management
within the Istanbul Land conservation of Land Walls and related structures Zeytinburnu Mun.,
the green areas and Directorate, IMM
Walls World Heritage as monument works Bayrampaşa Mun., Eyup
Existence of non‐ designated cultural areas
Site in terms of Mun., universities, NGO
functional areas and together with the Land
conservation‐use
structures or areas and Walls, moats, related
balance, providing KS-H2S1E2. To organize theme parks, The Ministry of Culture and
structures not in archeological assets,
them for public use and archeological parks, open air museums taking Tourism, related museums,
compliance with the gates, towers and
reviving them with the into account the Land Walls and external, and Site Management Fatih Mun., Zeytinburnu
identity of the Site structures next to the
functional usages and external wall, areas as a whole and featuring the Directorate, IMM Mun., Bayrampaşa Mun.,
walls in the related plan
design practices in cultural properties in the Site and the meaning Eyup Mun., universities,
decisions
compliance with its and significance of the Site NGO
identity
KS-H3S1E1. To ensure that an activity
network is established which will provide Governorship of Istanbul,
national and international cooperation and the Directorate of Regional
sharing in order to develop cultural tourism Boards of Conservation of
KS-H3S1. Promoting KS-H3S1E2. To schedule projects such as Cultural and Natural
the World Heritage Site Site Management
Not presenting Land Walls KS-H3. Ensuring through use of
informative notice boards, scale models etc.
Directorate, IMM,
Properties, Fatih Mun.,
promotion of the World which contain the monuments integrated with Zeytinburnu Mun.,
WHS efficiently communication tools at a the Ministry of
Heritage Site Land Walls and city walls Bayrampaşa Mun., Eyup
national and international Culture and Tourism
KS-H3S1E3. To prepare publications, maps Mun., 1st District
level Directorate of Foundations,
and brochures promoting the World Heritage Site
KS-H3S1E4. To arrange/have others arrange related Museums,
promotional and informative trips to the World universities
Heritage Site
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MANAGEMENT PLAN PROJECTS /
PROJECT PACKAGES
3.1. Historic Peninsula Project Packages
Within the scope of the planning objectives of the Historic Peninsula Site Management Plan which
were determined under the adopted vision and implementation of the strategies and actions in
relation to these objectives, the Site Management Plan Area of the Istanbul Historic Peninsula and
project packages relating to the four World Heritage Sites were defined. These project packages were
formed on two levels, by integrating the Site Management Plan objectives, strategies and actions.
These two levels were determined as the project packages of the “Historic Peninsula” and the “World
Heritage Sites”.
The content of the project packages of the Site Management Plan Area of the Istanbul Historic
Peninsula were formed within the framework of the seven themes which had been determined and
presented under the same seven titles. The project packages consist of the titles of “Project Code,”
Project Name”, “Project Definition”, “Link with the Site Management Plan”, “Responsible
Institutions”, “Related Institutions”, “Resources”, “Term” and “Link with the Scheduled Projects of
Other Institutions”.
“Project Code” consists of two components. The first component which is expressed with Roman
numerals (I, II, III, IV, V, VI, and VII) indicates the theme of the project. It is intended to facilitate an
understanding of the themes of each project which includes the Site Management Plan objectives,
strategies and actions. The second component of the project code is the project number, and the
numbering proceeds independent from the themes.
A sample coding of the project packages of the Site Management Plan Area of the Istanbul Historic
Peninsula is as follows:
II‐PP6 >II: Conservation, Planning and Quality of Life – PP6: Project 6
“Project Name” indicates the name of the related project. “Project Definition” includes a brief
explanation about the project and underlines the scope of the project. The main input resource of
207
the “Project Definition” part is the actions defined affiliated to the objectives and strategies of the
Historic Peninsula Site Management Plan.
“Link with the Site Management Plan” has four subcomponents. These subcomponents are “Related
Objective(s)”, “Related Strategy (Strategies)”, “Related Action(s)” and “Related Project Packages”.
The content of each component is designed in a way as to establish, again through the codes, the
connection and reference between the other projects which were formed by the same objectives,
strategies and actions related to the project in question. A project may be connected with more than
one of the objectives, strategies and actions and projects. The connection between a project and
other projects may be an input‐output relationship as well as a complementary relationship.
“Responsible Institution” indicates the institution which may lead the execution of the project. The
responsible institution may not necessarily be the institution which provides financial resources in
relation to the execution of the project. The responsible institution has the primary function of
providing administrative responsibility and project coordination. In some of the project packages,
more than one responsible institution is specified. “Related institutions” defines the institutions aside
from the responsible institution(s) which possess capacities such as knowledge, human resource,
technology and similar project experiences and may execute the projects in coordination with the
responsible institution(s). Under the heading of “Resources”, it is mainly the institution(s) which may
provide the financial resources for the execution of the project that are specified. The basic
determining elements here are the investment program, object of foundation of the institutions and
their ability to allocate financial resources from their budgets within the scope of the activities.
“Related Institutions” and “Resources” may be public institutions and local government units as well
as public‐private sector partnerships, agencies, non‐governmental organisations and private sector
institutions.
“Term” indicates the period of time in which the related project can be completed. In the project
tags, the expression “short” corresponds to 1‐2 years, “medium” 3‐4 years and “long” 5 years of
project terms. However these terms are approximate and estimated. As soon as these projects are
clarified by the institutions, terms will become more definite. Term of the project packages which
constitute sustainability such as maintenance, repair, education and awareness raising are indicated
as “ongoing”.
In the “Link with the Scheduled Projects of Other Institutions” section under the project packages,
studies and projects related to the project which are currently approved, accepted to the investment
and service program and offered within this concept by the related institutions are included. As for
Istanbul Metropolitan Municipality, the projects included in the 2011 Investment Program are
indicated with their own codes. A key was prepared in relation to the explanations of these project
codes.
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Figure 3. Sample Project Definition in relation to the Site Management Plan Area of the Istanbul
Historic Peninsula
209
3.1.1. Management and Organisation Projects
Three projects were determined under the theme of “Management and Organisation”. These
projects which were formed based in the objectives, strategies and actions listed for the entire
Historic Peninsula in Part 2, consists of activities such as researching, capacity building, developing
information system and harmonisation of legislation.
The projects which were defined under the theme of “Management and Organisation” are listed
below and are accompanied by one‐page tags of each project defined under this theme. Project tags
of each project were presented which specify the project code, name, definition, related objectives,
strategies, actions and relationship with other projects under the Link with the Site Management
Plan, responsible and related institutions, resources, term and if any, link with the scheduled projects
of other institutions.
Subsequently, an explanation text is given for each project. Project explanation summarises the
reason for developing the project, its importance for the Historic Peninsula, which of the pre‐
determined problem(s) it will solve, project outputs, its expected effects and tag information.
The project package which was determined under the theme of “Management and Organisation”
includes three projects:
I‐PP1 PROJECT FOR CAPACITY BUILDING ON COORDINATING PLANNING AND PROJECT
MANAGEMENT IN THE HISTORIC PENINSULA
I‐PP2 PROJECT TO DEVELOP INTEGRATED INFORMATION SYSTEM FOR THE HISTORIC PENINSULA
I‐PP3 PROJECT FOR INTEGRATION OF LEGISLATION REGARDING CONSERVATION, PLANNING AND
MANAGEMENT RELATED TO THE HISTORIC PENINSULA
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PROJECT CODE: I‐PP1
PROJECT NAME: PROJECT FOR CAPACITY BUILDING ON COORDINATING PLANNING AND
PROJECT MANAGEMENT IN THE HISTORIC PENINSULA
PROJECT DEFINITION: To determine the conflicts, similarities, differences, inconsistencies and
deficiencies in the authorities, responsibilities and duties of the related institutions within the
boundaries of the Site Management Plan regarding the planning and project management and to
perform necessary analysis to define the authorities, responsibilities and duties of these institutions;
to evaluate the institutional capacity analysis and capacity building requirements in order to establish
the culture of producing mutual projects within the institutions and to design the related programs
to be developed; to analyze the institutional capacity analysis of the Site Management Directorate, to
evaluate the capacity building requirements and to design the related programs to be developed.
LINK WITH THE MANAGEMENT PLAN:
Related Objectives: IH1
Related Strategies: IH1S1, IH1S2, IH1S3
Related Actions: IH1S1E1, IH1S1E2, IH1S2E1, IH1S2E2, IH1S2E3, IH1S3E1
Related Project Packages:
RESPONSIBLE INSTITUTIONS: Governorship of Istanbul
RELATED INSTITUTIONS: Ministry of Culture and Tourism, Istanbul Metropolitan Municipality, Site
Management Directorate, Fatih Municipality, Zeytinburnu Municipality, Eyup Municipality,
Bayrampasa Municipality
RESOURCES: Ministry of Culture and Tourism, Istanbul Metropolitan Municipality, Fatih Municipality
TERM: Short / ongoing
LINK WITH THE SCHEDULED PROJECTS OF OTHER INSTITUTIONS:
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I‐PP1 PROJECT FOR CAPACITY BUILDING ON COORDINATING PLANNING AND PROJECT
The “Project for Capacity Building for Coordination of Planning and Project Management of The
Historic Peninsula” was created in order to determine the steps to be taken to solve the pre‐
determined problems such as the authorised institutions producing similar projects and the lack of
effective and efficient coordination between the institutions.
In the project, the aforementioned problems will mainly be approached within the framework of
plans and projects of different types and scales. The Project consists of determining the institutional
capacity requirements of Fatih Municipality and its affiliated units, Istanbul Metropolitan
Municipality and its affiliated units and the Site Management Directorate within this context and
designing the capacity building programs. The Project is important because increasing the capacity of
the related units of the current institutions which will provide the coordination of effective and
efficient planning implementations and project management processes in order to serve the purpose
of the Site Management Plan will constitute the basis for all other implementations which will ensure
that the Site Management Plan works.
Project framework was created based on the objective of the Historic Peninsula Site Management
Plan coded as IH1 which is “providing coordination between the institutions authorised in the Site in
order to implement the Site Management Plan successfully” and three strategies which were
developed in accordance with this objective. The first strategy, coded as IH1S1, is “ensuring that the
conflicts, similarities, differences, inconsistencies and deficiencies in the duties of the authorised
institutions within the boundaries of the Site Management Plan are eliminated”. The second strategy,
coded as IH1S2, is “ensuring that the Site Management Plan is understood and embraced equally by
all related institutions and that the related institutions and establishments develop decisions in the
given subjects in unison”. The third strategy, coded as IH1S3, is “developing monitoring mechanisms
in the implementation process of the Site Management Plan”.
The actions included in the Historic Peninsula Site Management Plan with regards to the project are
as follows:
• To determine the conflicts, similarities, differences, inconsistencies and deficiencies in the
authorities, responsibilities and duties of the related and authorised institutions within the
boundaries of the Site Management Plan (IH1S1E1)
• To make known the authorities, responsibilities and duties of the related and authorised
institutions within the boundaries of the Site Management Plan (IH1S1E2)
• To arrange continuous, regular and scheduled meetings in order to gather the related
institutions and establishments (IH1S2E1)
• To establish systems to pursue the implementation of the Site Management Plan decisions in
every institution (IH1S2E2)
• To develop programs and projects in order to establish the culture of producing mutual
projects within the institutions (IH1S2E3)
• To ensure that the Coordination and Supervision Board works orderly and efficiently within
the Site Management (IH1S3E1).
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The common synergy of the related objectives and strategies are “institutional capacity” and
“coordination”. In this area, determining the capacity building requirements and establishing the
related programs constitute the scope of the project. Whilst the Governor who is responsible for
providing the coordination between the public institutions and public investments in provinces will
be in charge in this project, in order to establish a common aim, the Ministry of Culture and Tourism
and Istanbul Metropolitan Municipality who have supported the Site Management Directorate in
terms of legal, institutional and logistic aspects thus far and Fatih Municipality which is situated in
the centre of the implementations are also proposed as related institutions. Central Administration,
metropolitan administration and district administration institutions are sufficient for effective and
efficient execution of the project in terms of human resources, financial resources and logistic
resources and their knowledge base. However, these institutions need to be coordinated in
accordance with the scope of the project.
The subject of the project covers the activities of research and development into organisational
development, inter organisational communication and coordination. Designing a framework which
will enable the efficient support of the international institutions and establishments specialised in
this subject, is important in order to carry out the requirements of the objectives and strategies
which constitute the project. Projects or activities of the related institutions which are mentioned in
Part 1.5 will be considered as the related projects and activities in the development process of this
project.
In this context, the expected outputs of the project are as follows:
• The analyses which include the determination of conflicts, differences, inconsistencies and
deficiencies in the authorities, responsibilities and duties of the related institutions within
the boundaries of the Site Management Plan regarding the planning and project
management
• The synthesis which include the proposals regarding the authorities, responsibilities and
duties of the institutions and establishments based on these analyses
• Institutional capacity analyses for enhancing the culture of mutual work between the
institutions and the internal units within the institutions
• Evaluation of the methods and resources of the capacity building implementations
performed thus far
• “Evaluation of the capacity building requirements” in accordance with the evaluations,
analyses and synthesis listed above
• Design of the capacity building programs for the related units of the Ministry of Culture and
Tourism, Istanbul Metropolitan Municipality, Fatih Municipality and the entire Site
Management Directorate.
Expected outcomes of the project and benefits for the Historic Peninsula are ensuring that the Site
Management Plan works effectively by using the existing resources and mechanisms which will
provide conservation and efficient management of the cultural heritage and by developing the
institutional consciousness and awareness level which may serve as a global model by aid of
innovative and acceptable methods throughout the world.
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PROJECT NAME: PROJECT TO DEVELOP INTEGRATED INFORMATION SYSTEM FOR THE
HISTORIC PENINSULA
PROJECT DEFINITION: To determine the conflicts, similarities, differences, inconsistencies and
deficiencies in the authorities, responsibilities and duties of the related and authorised institutions
within the boundaries of the Site Management Plan regarding information systems and to develop
proposals for information system integration; to recommend technical, legal and institutional
arrangements which provides regular collation and processing of numerous inventory, statistics and
information in relation to the Historic Peninsula; to ensure that the web‐based application which was
developed by IMM Directorate of GIS is evaluated with other cultural inventory projects in progress
and is published; to provide harmony between investments and projects of related and authorised
institutions within the boundaries of the Site Management Plan with regards to information systems
for the Historic Peninsula, to establish a digital monitor system for the Historic Peninsula Site
Management Plan and to formulate proposals to run the system efficiently.

Related Strategies: IH1S4
Related Actions: IH1S4E1, IH1S4E2
Related Project Packages: II‐PP4, II‐PP7, II‐PP8, II‐PP13, IV‐PP19, VI‐PP23, VI‐PP24, VI‐PP25, VI‐
PP26, VI‐PP27, VI‐PP28, VI‐PP29
RESPONSIBLE INSTITUTIONS: Istanbul Metropolitan Municipality
RELATED INSTITUTIONS: 1st District Directorate of Foundations, Fatih Municipality, Eyup
Municipality, Zeytinburnu Municipality, Bayrampasa Municipality, Conservation Boards, the Renewal
Board, Provincial Culture and Tourism Directorate
RESOURCES: IMM Geographical Information System Directorate, IMM Directorate of Cartography,
IMM Directorate of City Planning, Turkish Statistics Corporation
TERM: Medium
IMM 2011>201101010H44011, 201101010H44010, 201101010H44009, 201101010H44008,
201101010H44001, 201101010H44015, 200901022P04001
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I‐PP2 PROJECT TO DEVELOP INTEGRATED INFORMATION SYSTEM FOR THE HISTORIC PENINSULA
The “Project to Develop Integrated Information System for The Historic Peninsula” was created in
order to determine the steps required to resolve the pre‐determined problems which are that the
duties and authorities of the related and authorised institutions within the Site have not been clearly
determined, that the authorised institutions produce similar projects and that there is a the lack of
effective and efficient coordination between the institutions.
The basic framework of the project consists of developing analyses and proposals to provide
integration of information systems regarding the Historic Peninsula. It is required in order to
integrate the data and information relating to a given area, which had been gathered and formed by
different institutions operating in the same field, at different times and under different standards.
The issue of integration of data information is a pre‐determined problem which emerged with the
expansion of information systems in Istanbul and throughout the world. In order to solve this
problem, both public and private sector have been developing various methods and executing
various projects over a long period time. Within the framework of accrued awareness and
experience, using and integrating current knowledge and capacity of related institutions in an
efficient way and establishing and initiating a solid information management policy are paramount in
terms of both the efficient use of public resources and the efficiency of other projects.
Project framework was created based on the IH1‐coded objective of the Historic Peninsula Site
Management Plan which is “providing coordination between the institutions authorised in the Site in
order to implement the Site Management Plan successfully” and its affiliated IH1S4‐coded strategy
which is to “provide an efficient information system to be used by related institutions and
establishments”. Related actions of the Historic Peninsula Site Management Plan regarding the
project is “standardising, digitalising and completing current inventory studies regarding the Historic
Peninsula” (IH1S4E1) and “establishing a digital data base and monitoring system in relation to the
Site Management Plan Area and providing access for the stakeholders” (IH1S4E2).
Common synergy of related objectives and strategies relate to “information systems” and
“coordination”. An efficient integration of the current information systems in this area constitutes
the scope of the project.
Istanbul Metropolitan Municipality was proposed as the responsible institution due to its current
infrastructure of information technologies as well as the executed projects and R&D experiences of
its various units. Due to their competence and works in both web application and current data
collation areas, The 1st District Directorate of Foundations, Fatih Municipality, Eyup Municipality,
Zeytinburnu Municipality, Bayrampasa Municipality, Conservation Boards, the Renewal Board and
the Provincial Culture and Tourism Directorate were proposed as related institutions.
The project also has links with the scheduled projects of other institutions. The following projects
included in 2011 Investment Program of IMM are connected with “Project to Develop Integrated
Information System for The Historic Peninsula” in terms of developing information systems,
obtaining innovative current data and integrating current information systems: Projects of IMM
Directorate of Geographical Information Systems are 201101010H44011‐coded “Project of Web‐
Based 3D Guide Application”, 201101010H44010‐coded “Project to Develop and Expanding the Use
of Vehicle Tracking System”, 201101010H44009‐coded “Project for Updating the Lands of City Guide
215
Presented Online” and “Panoramic Videotaping of Important Places”, 201101010H44008‐coded

“Project to Develop Open Source Application, Spatial Database and Web Applications”,
201101010H44001‐coded “Operating Current City Information System and Writing New Application
Programs for E‐Municipality”, “Project for Supervising Tenders of IMM Directorates Regarding GIS”,
201101010H44015‐coded “Project for Writing Service‐Based Applications to Provide Data and Work
Process Coordination Between Directorates and Related Public Institutions (ISKI, IGDAS, District
Municipalities, Land Registry etc.) Which Use GIS‐Based Applications”; projects of IMM Directorate of
Cartography are 200901022P04001‐coded “Obtaining Orthophoto Images by LIDAR (LASER) Method
throughout Istanbul,” “Project for Forming Three Dimensional City and Land Model and Performing
Silhouette Studies by Topographic Photogrammetry”. Projects or activities of the related institutions
which are mentioned in Section 1.5 will be considered as the related projects and activities in the
development process of this project.
The expected outputs of the project are as follows:
• Proposals for legal and institutional arrangements which ensure that all types of inventories,
statistics and information regarding the Historic Peninsula are regularly collated and
processed
• Proposals for arrangements which ensure that the web‐based application developed by IMM
Directorate of GIS is evaluated with other cultural inventory projects in progress and
published locally in the Historic Peninsula
• Principles for providing harmonisation between investments and projects of related and
authorised establishments within the boundaries of the Site Management Plan in relation to
the information systems for the Historic Peninsula
• Proposals for harmonisation methods in order to integrate the projects of related and
authorised establishments within the boundaries of the Site Management Plan in relation to
the information systems for the Historic Peninsula with the Historic Peninsula Integrated
Information System due to the fact that their processes and outputs geographically include
• A digital monitor system of Historic Peninsula Site Management Plan
• Proposals which will provide efficient operation of digital monitor system of the Historic
Peninsula Site Management Plan.
The main expected outcome of the project is establishing and maintaining a current, solid,
standardised information system based on reliable data and information for the Historic Peninsula.
This information system will be fed from different institutions and accessed by the institutions and
establishments as well as inhabitants, employees and visitors in the Historic Peninsula and will thus
contribute to achieving the vision of the Historic Peninsula and execution of other projects in a solid
and economical way.
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PROJECT NAME: PROJECT FOR INTEGRATION OF LEGISLATION REGARDING CONSERVATION,
PLANNING AND MANAGEMENT RELATED TO THE HISTORIC PENINSULA
PROJECT DEFINITION: To pool the entire legislation related to the Historic Peninsula; to scrutinise

and determine its problems, conflicts and deficiencies; to schedule developing proposals and
proposals for harmonisation of legislation; to develop proposals in order to include the participation
subject in the conservation and planning legislation; to develop necessary legal arrangements for
establishing a new neighbourhood management model based on the cooperation of the related
institutions and establishments; to recommend the necessary infrastructure in order to ensure that
the cultural heritage is perceived and embraced by the inhabitants and users in the district.
Related Strategies: IH2S1, IH2S2
Related Actions: IH2S1E1, IH2S2E1, IH2S2E2, IH2S2E3
Related Project Packages: I‐PP1, I‐PP2, II‐PP1, II‐PP4, II‐PP11, II‐PP15, II‐PP16, II‐PP7, V‐PP22,
VI‐PP23
RESPONSIBLE INSTITUTIONS: Governorship of Istanbul, Site Management Directorate
RELATED INSTITUTIONS: Secretariat of the State Planning Organisation, Ministry of Culture and
Tourism, Ministry of Environment and Urban Planning, Istanbul Metropolitan Municipality, Fatih
Municipality, Zeytinburnu Municipality, Eyup Municipality, Bayrampasa Municipality, Universities,
Non‐governmental Organisations
RESOURCES: Secretariat of the State Planning Organisation, Ministry of Environment and Urban
Planning, Istanbul Metropolitan Municipality
TERM: Short
–
217
I‐PP3 PROJECT FOR INTEGRATION OF LEGISLATION REGARDING CONSERVATION, PLANNING AND
MANAGEMENT RELATED TO THE HISTORIC PENINSULA
The “Project for Integration of Legislation Regarding Conservation, Planning and Management
Related to The Historic Peninsula” was proposed in order to determine the necessary steps to be
taken to solve coordination problems regarding the legislation due to inconsistencies between the
legislations which bind the related and authorised institutions in the Site Management Plan Area.
The project was created in accordance with the IH2‐coded objective of the Historic Peninsula Site
Management Plan which is “providing coordination between the legislations which bind all related
institutions and establishments in the Management Area”.
The first strategy which was determined accordingly is “ensuring that the conflicts, problems
(similarities, differences, inconsistencies, deficiencies) between the legislations which bind all related
institutions and establishments in the Management Area are eliminated (IH2S1)”. The second
strategy is “ensuring that the deficiencies and problems in the conservation legislation regarding the
Management Area are eliminated and if necessary, proposals regarding the legislation are developed
(IH2S2)”.
as follows:
• To scrutinise the entire legislation and to determine its problems, conflicts and deficiencies,
to make legislative proposals and proposals intended to eliminate said deficiencies (IH2S1E1)
• To develop proposals in order to include the participation subject in the Conservation
legislation (IH2S2E1)
• To propose necessary legal arrangements for establishing a new neighbourhood
management model (centred on conservation and improvement of neighbourhood) based on
the cooperation of the related institutions and establishments (IH2S2E2)
• To develop proposals for the necessary legal arrangements in order to ensure that the
cultural heritage is perceived and embraced by the inhabitants (IH2S2E3).
The Governor who is responsible for providing the coordination between the public institutions and
public investments in provinces was determined as the primary responsible institution of this project
in order to establish a common aim. The Site Management Directorate was proposed as the second
responsible institution to work with the Governorship in order to support institutional development.
In relation to the issue of harmonisation of legislation, the Secretariat of the State Planning
Organisation, Ministry of Culture and Tourism, Ministry of Environment and Urban Planning, Istanbul
Metropolitan Municipality, Fatih Municipality, Zeytinburnu Municipality, Eyup Municipality,
Bayrampasa Municipality, Universities and Non‐governmental Organisations were determined as the
related institutions to contribute to the development of the project. Regarding the resources for the
execution of the project, the Ministry of Development, URDES (Urban Development Strategy),
Ministry of Environment and Urban Planning, which has assumed a new role of coordination, and
Istanbul Metropolitan Municipality which has a background in determining the framework of several
laws may be considered as prominent. Projects or activities of the related institutions which are
included in Section 1.5 will be considered as the related projects and activities in the development
process of this project.
218
• Proposals to be developed for the harmonisation of legislation by scrutinising the entire
legislation regarding the Historic Peninsula and determining its problems, conflicts and
deficiencies
• Proposals developed in order to include the participation subject in the conservation and
planning legislation
• Necessary legal arrangements for establishing a new neighbourhood management model
(Centred on Conservation and Improvement of Neighbourhood) based on the cooperation of
the related institutions and establishments
• Proposals for the necessary legal infrastructure in order to ensure that cultural heritage is
perceived and embraced by the inhabitants.
The main expected outcome of the project is that complications arising due to legislation are clarified
and that the implementations in conservation, planning and management fields are performed based
on a sound and harmonious legal footing. This project is also linked to the other projects of the
Historic Peninsula Site Management Plan and is directly related to the projects under the themes of
“Management and Organisation” and “Conservation, Planning and Quality of Life”. Whilst the
adopted approach in the project is to develop harmonisation under the current laws, it would also be
realistic to explore and offer alternatives which may be adapted to the possible changes within the
scope of the project and to work on a draft for a special arrangement option for the Historic
Peninsula.
219
3.1.2. Conservation, Planning and Quality of Life Projects
Eleven projects were determined under the theme of “Conservation, Planning and Quality of Life”.

These projects are formed in relation to the objectives, strategies and actions which were listed for
the entire Historic Peninsula in Part 2 and consist of the actions of “standard development”,
“research”, “R&D”, “capacity building and expansion”, “priority development” and “partnership
development”.
One‐page tags accompany each project defined under this theme. Project tags specify the project
code, project name, project definition, related objectives, strategies, actions and relationship with
other projects within the scope of its Link with the Site Management Plan, responsible institutions
and related institutions, resources, term and if any, link with the scheduled projects of other
institutions.
Eleven projects included in the project package which was determined under the theme of
“Conservation, Planning and Quality of Life” are as follows:
II‐PP4 PROJECT FOR HARMONISATION OF PLANS SUCH AS CONSERVATION, RENEWAL,
TRANSPORTATION AND TOURISM AND RELEVANT PROJECTS IN RELATION TO THE HISTORIC
PENINSULA
II‐PP5 PROJECT FOR BUILDING RESEARCH AND DEVELOPMENT CAPACITY ON CONSERVATION AND
RESTORATION FIELDS OF AGENCIES RELATED TO THE HISTORIC PENINSULA
II‐PP6 PROJECT FOR ACTIVATION OF IMPLEMENTATION OF URBAN DESIGN GUIDE FOR THE HISTORIC
PENINSULA
II‐PP7 PROJECT ON FRAMEWORK DEVELOPMENT AND IMPLEMENTATION OF IMPACT ASSESSMENT
FOR THE WORLD HERITAGE CULTURAL PROPERTIES IN THE HISTORIC PENINSULA
II‐PP8 PROJECT FOR CONSERVATION AND EVALUATION OF THE ARCHEOLOGICAL AREAS IN THE
HISTORIC PENINSULA
II‐PP9 PROJECT TO DEVELOP PRINCIPLES AND STANDARDS ON CONSERVATION AND RESTORATION
IMPLEMENTATIONS IN THE HISTORIC PENINSULA
II‐PP10 PROJECT FOR DEVELOPMENT OF HUMAN RESOURCE CAPACITY IN CONSERVATION AND
RESTORATION IMPLEMENTATIONS IN THE HISTORIC PENINSULA
II‐PP11 PROJECT ON PARTNERSHIP DEVELOPMENT BETWEEN PUBLIC‐PRIVATE SECTOR‐NGOS
FORCONSERVATION AND RESTORATION PRACTICES IN THE HISTORIC PENINSULA
II‐PP12 PROJECT ON RESEARCH, DOCUMENTATION AND CONTINUANCE OF MANIFACTURING AS
CULTURAL HERITAGE OF THE HISTORIC PENINSULA
II‐PP13 PROJECT FOR RESEARCH AND DOCUMENTATION OF THE INTANGIBLE CULTURAL HERITAGE
UNIQUE TO THE HISTORIC PENINSULA
II‐PP14 PROJECT FOR IMPROVING QUALITY OF LIFE IN THE HISTORIC PENINSULA
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PROJECT CODE: II‐PP4
PROJECT NAME: PROJECT FOR HARMONISATION OF PLANS SUCH AS CONSERVATION,
RENEWAL, TRANSPORTATION AND TOURISM AND RELEVANT PROJECTS IN
RELATION TO THE HISTORIC PENINSULA
PROJECT DEFINITION: To develop harmonisation standards between institutional strategies and
policies in order to provide coordination between all plans and projects in the Historic Peninsula by
also using the input from the outcomes of the I‐PP1 Project of the Site Management Plan; to evaluate
the land use decisions in Conservation Plans, land use decisions as proposed by the big projects
related to the Historic Peninsula, different kinds of plans such as renewal, transportation and tourism
and projects which are associated or not associated with these, within the framework of the
aforementioned determined standards.
Related Objectives: IIH1, IIH2
Related Strategies: IIH1S1, IIH2S2
Related Actions: IIH1S1E1, IIH1S1E2, IIH1S1E3, IIH1S1E4, IIH1S2E1, IIH1S2E2, IIH1S2E3
Related Project Packages: I‐PP1, I‐PP3, V‐PP23
RESPONSIBLE INSTITUTIONS: Governorship of Istanbul
RELATED INSTITUTIONS: Ministry of Culture and Tourism, Ministry of Transport, Ministry of
Environment and Urban Planning, Istanbul Special Provincial Administration, Istanbul Metropolitan
Municipality, Fatih Municipality, Zeytinburnu Municipality, Eyup Municipality, Bayrampasa
Municipality, Site Management Directorate
RESOURCES: Ministry of Environment and Urban Planning, Istanbul Metropolitan Municipality
TERM: Short
IBB 2011>201001047P08004, 201001047P08005
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II‐PP4 PROJECT FOR HARMONISATION OF PLANS SUCH AS CONSERVATION, RENEWAL,
TRANSPORTATION AND TOURISM AND RELEVANT PROJECTS IN RELATION TO THE HISTORIC
PENINSULA
The “Project for Harmonisation of Plans Such as Conservation, Renewal, Transportation and Tourism
and Relevant Projects in Relation to the Historic Peninsula” was created in order to determine the
necessary steps required to address identified problems namely that, the integrity of the Plan cannot
be provided due to the fact that there are several institutions in the Historic Peninsula which have
authority for planning and project development, implementations are performed independent from
each other and land use planning, transportation planning and tourism projects are not sufficiently
harmonised with each other.
The project was created in accordance with the IIH1‐coded objective of the Historic Peninsula Site
Management Plan which is “providing coordination between the Historic Peninsula Site Management
Plan and other related planning and project operations and establishing integrity in plans” and the
IIH2‐coded objective which is “protecting the functions which are in conformity with the identity of
the Historic Peninsula”.
The first strategy coded as IIH1S1 which was determined accordingly is “ensuring that the planning
and project processes are participated by the related institutions and carried out in a transparent
form”. The second strategy coded as IIH2S1 is “evaluating the existing functions in the Historic
Peninsula in terms of being in conformity with the Site”.
as follows:
• To arrange periodic work meetings in order to discuss the institutional strategies and policies
regarding conservation and planning of the institutions and establishments which
responsible for planning and implementation in the Historic Peninsula (IIH1S1E1)
• To report the periodic meetings to be arranged between the institutions and establishments
responsible for planning and implementation and to share outcomes with the public through
the web page of the Site Management Directorate (or Management Plan) (IIH1S1E2)
• To achieve harmony between the different mosaic of plans available in the Management
Area (IIH1S1E3)
• To provide harmonisation between the objectives, strategies, planning decisions and
implementations of the Historic Peninsula Transportation Plan and Conservation Plan
(IIH1S1E4)
• To provide sustainability for the functions which are determined to conform with the identity
of the Site (IIH2S1E2)
• To provide the removal of the functions from the Site which are determined to not conform
with the identity of the Site (IIH2S1E2).
222
The Governor who is responsible for providing the coordination between the public institutions and
public investments in provinces will assume the responsibility of this project in order to establish a
common aim. The Governorship of Istanbul, proposed as the responsible institution and the Ministry
of Culture and Tourism, Ministry of Transport, Ministry of Environment and Urban Planning, Istanbul
Special Provincial Administration, Site Management Directorate, Istanbul Metropolitan Municipality,
Fatih Municipality, Zeytinburnu Municipality, Eyup Municipality and Bayrampasa Municipality are
proposed as related institutions. To this end, their related units concerning the planning and project
design related to the Historic Peninsula will provide the execution of the project.
The Ministry of Environment and Urban Planning and Istanbul Metropolitan Municipality have the
necessary resources for the execution of the project. URDES (Urban Development Strategy) and the
Ministry of Environment and Urban Planning (which has assumed a new role of coordination) may
also contribute to developing a general framework.
The Project is linked with the operations of 201001047P08004‐coded “Coastal Master Plan of
Istanbul” and 201001047P08005‐coded “Tourism Master Plan of Istanbul” of IMM Directorate of City
Planning which are included in the IMM 2011 Investment Plan and its interaction with the sections of
these operations which are related to the Historic Peninsula will contribute to the main goal of the
project.
Detailed information about the renewal areas in various districts of the Site Management Plan Area
and the renewal projects in progress is included in the explanation section of the II‐PP7‐coded
Project of the Site Management Plan. It is proposed that implementations in the Historic Peninsula
Site Management Plan Area in relation to the Renovation Law numbered 5366 (which is criticised by
the public for various aspects and regularly receives negative evaluations from the UNESCO
Monitoring Reports) be handled within the framework of the II‐PP7‐coded project. In this context, it
is proposed that the criticised aspects of the Law be eliminated and implementations will be
developed in accordance with the principles and standards of protecting the historical integrity of the
city. It is required that these improvement operations which are proposed to be developed under the
II‐PP7‐coded Project and the II‐PP4‐coded Project are carried out in coordination.
• Determining the framework of the harmonisation standards between institutional strategies
and policies in order to provide coordination between all plans and projects in the Historic
Peninsula
• Evaluating the land use decisions in the Development Plan for Conservation (particularly the
uses which are proposed to be decentralised) according to the determined standards
• Evaluating the Renewal Areas projects according to the determined standards
• Evaluating Transportation projects according to the determined standards
• Evaluating the other projects which are not necessarily associated with any particular
framework according to the determined standards
• Developing revision proposals which define the harmonisation steps for all other plans and
projects including the Site Management Plan.
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The Project is linked with other projects of the Site Management Plan. Those projects are:
• I‐PP1 Project for Capacity Building on Coordinating Planning and Project Management in The
Historic Peninsula
• I‐PP3 Project for Integration of Legislation Regarding Conservation, Planning and
Management Related to the Historic Peninsula
• V‐PP23 Project to Develop And Implement Mechanisms Of Functional Participation To
Conservation, Planning And Implementation Processes In The Historic Peninsula
The main benefit of the proposed project is to determine how to best provide harmonisation
between different plans and the projects (which is a problem that has been highlighted by the
specialists for some years); to carry the formal and unclear “harmonisation” discussions to a realistic
level and to minimise the uncertainties in relation to this as much as possible.
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PROJECT NAME: PROJECT FOR BUILDING RESEARCH AND DEVELOPMENT CAPACITY ON
CONSERVATION AND RESTORATION FIELDS OF AGENCIES RELATED TO THE
HISTORIC PENINSULA
PROJECT DEFINITION: In order to expand the research and development capacities of related units of
public institutions and establishments and non‐governmental organisations active in the
conservation and restoration areas in the Historic Peninsula; to evaluate their current capacity and to
determine their requirement; to develop proposals in order to provide more efficient use of research
and development capacities of universities and other research institutions through current R&D
programs and projects; to recommend mechanisms which will ensure that these studies are used by
private architecture, engineering, planning and contractor firms that work and/or will work in
restoration implementations.
Related Objectives: IIH3
Related Strategies: IIH3S1
Related Actions: IIH3S1E1
Related Project Packages: I‐PP1
RESPONSIBLE INSTITUTIONS: Site Management Directorate
RELATED INSTITUTIONS: Ministry of Culture and Tourism, 1st District Directorate of Foundations,
Special Provincial Administration, Istanbul Metropolitan Municipality, KUDEB (Bureau of
Conservation, Application and Supervision), Fatih Municipality, Zeytinburnu Municipality, Eyup
Municipality, Bayrampasa Municipality, Universities, Non‐governmental Organisations
RESOURCES: Ministry of Culture and Tourism, Ministry of Environment and Urban Planning, 1st
District Directorate of Foundations, IMM Directorate of Conservation, Application and Supervision,
IMM Directorate of Strategic Planning, IMM Directorate of Urban Regeneration, Fatih Municipality
Directorate of Conservation, Application and Supervision, Zeytinburnu Municipality, Eyup
Municipality, Bayrampasa Municipality, Universities, Non‐governmental Organisations
TERM: Long /Ongoing
IMM 2011>201101006H36006, 201101059P04032, TUBITAK, VGM‐KOREFD Training Programs, Fatih
Municipality, Zeytinburnu Municipality, 1st District Directorate of Foundations, Special Provincial
Administration Restoration Projects
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II‐PP5 PROJECT FOR BUILDING RESEARCH AND DEVELOPMENT CAPACITY ON CONSERVATION AND
RESTORATION FIELDS OF AGENCIES RELATED TO THE HISTORIC PENINSULA
The “Project for Building Research and Development Capacity on Conservation and Restoration Fields
of Agencies Related to The Historic Peninsula” aims to develop current capacity regarding research,
development and implementation in conservation and restoration areas based on successful KUDEB
implementations under the supervision of Istanbul Metropolitan Municipality and Fatih Municipality.
The main benefits of the project may be defined as encouraging successful implementations in this
area, activating the sharing of results, ensuring that current institutional structures are reinforced,
successful implementations are expanded and research and development studies which will support
this process be directed in coordination and in accordance accordingly.
The framework of the project was established in accordance with IIH3‐coded objective of the Historic
Peninsula Site Management Plan which is “conserving and improving the cultural properties of the
Historic Peninsula in terms of their physical, social and economic aspects”. IIH3S1‐coded strategy
which was developed in accordance with this objective is “encouraging all related institutions and
establishments to research, develop resource and produce projects within this stance”. IIH3S1E1‐
coded action included in the Historic Peninsula Site Management Plan regarding the project is “to
prepare plans and programs which address physical, social and economic structures together in the
Historic Peninsula”.
The Site Management Directorate was proposed as the responsible institution for coordination of
this project. The Ministry of Culture and Tourism, 1st District Directorate of Foundations, Special
Provincial Administration, Istanbul Metropolitan Municipality, KUDEB, Fatih Municipality,
Zeytinburnu Municipality, Eyup Municipality, Bayrampasa Municipality, Universities and Non‐
governmental Organisations which currently execute the implementations are related institutions of
the project. The Ministry of Culture and Tourism, Ministry of Environment and Urban Planning, IMM
Directorate of Conservation, Application and Supervision, IMM Directorate of Strategic Planning,
IMM Directorate of Urban Regeneration, Fatih Municipality Directorate of Conservation, Application
and Supervision, Universities and Non‐governmental Organisations may provide the required
resources for execution of the project.
The Project is also linked with I‐PP1 PROJECT FOR CAPACITY BUILDING ON COORDINATING
PLANNING AND PROJECT MANAGEMENT IN THE HISTORIC PENINSULA. Among projects of other
institutions is the 201101006H36006‐coded “My Project Istanbul (Supporting Academic
Researchers)” of IMM Directorate of Strategic Planning and 201101059P04032‐coded “Research‐
Development Service Provision of IMM Directorate of Urban Regeneration which are included in
2011 Investment Program of IMM. Moreover, the project can be associated with the “Qualified
Implementation Staff Training Program in Conservation Process of Cultural Heritage” which is in
progress under the EU Project in order to meet the deficit of required qualified intermediate staff
and whose 4th Stage continues according to the protocol executed between General Directorate of
Foundations and Association of Conservation and Restoration Firms (KOREFD).
Project and restoration works of related institutions regarding cultural properties within the Site
Management Plan Area are among the works related to this project. Detailed information regarding
the said work is given in II‐PP9‐coded project of the Site Management Plan. Transferring the
experiences obtained and/or to be obtained in project designing and restoration works related to
cultural properties into this project and sharing them with other institutions working on the project,
226
is important in terms of developing R&D and implementation capacity in conservation and
restoration areas.
Outputs of the II‐PP5‐coded project named as “Project for Building Research and Development
Capacity on Conservation and Restoration Fields of Agencies Related to The Historic Peninsula”
propose that the research and development capacities of related institutions, establishments and
non‐governmental organisations related to the Historic Peninsula in conservation and restoration
areas be developed.
Outputs of this project are as follows:
• Evaluating current research and development capacities in conservation and restoration
areas
• Determining the requirements for research and development in conservation and restoration
areas
• Evaluating current R&D programs and projects in conservation and restoration areas
• Determining and evaluating the level of interaction between the researches performed in
conservation and restoration areas and implementation therein
• Developing proposals which will ensure that research and development capacities of
universities and other research establishments are utilised more efficiently and giving
proposals to related establishments
• Developing and recommending mechanisms which will provide coordination of the
researches made in the related area.
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PROJECT NAME: PROJECT FOR ACTIVATION OF IMPLEMENTATION OF URBAN DESIGN GUIDE
FOR THE HISTORIC PENINSULA
PROJECT DEFINITION: To review and update the Urban Design Guides which were developed for the
Historic Peninsula in accordance with related studies, researches and international design and
conservation principles for implementation purposes and to develop the measures which will ensure
that this Guide is used in the implementations to be performed in the Historic Peninsula; to arrange
training, promotion and information processes.
RESPONSIBLE INSTITUTIONS: Site Management Directorate, Fatih Municipality, IMM
Special Provincial Administration, Istanbul Metropolitan Municipality, KUDEB, Fatih Municipality,
Zeytinburnu Municipality, Eyup Municipality, Bayrampasa Municipality, Universities
RESOURCES: Fatih Municipality, IMM Directorate of Urban Design, IMM Directorate of Projects
TERM: Medium
IMM >201101057C01012
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II‐PP6 PROJECT FOR ACTIVATION OF IMPLEMENTATION OF URBAN DESIGN GUIDE FOR THE HISTORIC
PENINSULA
The “Project for Activation of Implementation of Urban Design Guide for the Historic Peninsula” was
recommended in order to develop the works related to preparation and implementation of Urban
Design Guides of the Historic Peninsula, to provide coordination between the guides and to ensure
efficient implementation accordingly.
The Project is focused on the implementation process of Urban Design Guides which are accepted as
appropriate tools in addressing the following problems identified in the Historic Peninsula: The
“Sustainable physical, social and economic conservation and improvement approach which was
integrated with conservation of cultural properties has not achieved the expected level and
preserving the cultural properties in the area and developing socio‐cultural features has not been
given sufficient attention”.
Historic Peninsula in terms of their physical, social and economic aspects and all values”. IIH3S2‐
coded strategy which was developed in accordance with this objective is “performing planning and
project designing works and implementations in all scales by conserving all values of the cultural
properties in the Historic Peninsula and in accordance with the social and cultural image of the
Historic Peninsula”. IIH3S1E2‐coded action included in the Historic Peninsula Site Management Plan
regarding the project is “To review and update the current Urban Design Guides in accordance with
implementations, related studies, researches and international conservation principles and to ensure
that this Guide is used in the projects to be performed in the Historic Peninsula”.
It is proposed that the Site Management Directorate will provide the coordination of the project.
Related institutions of the project are the Ministry of Culture and Tourism, 1st District Directorate of
Foundations, Special Provincial Administration, Istanbul Metropolitan Municipality, KUDEB, Fatih
Municipality, Zeytinburnu Municipality, Eyup Municipality, Bayrampasa Municipality and Universities.
Resources for execution of the project were proposed as Fatih Municipality, IMM Directorate of
Urban Design and IMM Directorate of Projects.
The Project is linked with 201101057C01012‐coded project of IMM Directorate of Projects named
“Studies of Design Guide for Infrastructure in Main Arteries and Pedestrian Areas in Istanbul” that is
included in the 2011 Investment Program of IMM.
It is proposed that the current Urban Design Guide prepared by IMM and used in implementations of
Fatih Municipality and IMM be taken into consideration in the scope of this project. On the other
hand, the “Project for Preparing Urban Design Guide” which was planned to be executed by Fatih
Municipality, is the primary project associated with this project. In addition, associated projects
which will contribute to this project include the urban design and street improvement works which
are executed by Fatih Municipality and aim to ensure that the squares and streets surrounding them
are designed in harmony with the city fabric.
229
Outputs of this II‐PP6‐coded “Project for Activation of Implementation of Urban Design Guide for the
Historic Peninsula” in terms of Urban Design Guide implementations in cultural heritage areas are as
follows:
• Reviewing and updating the current Urban Design Guides in accordance with
implementations, related studies, researches and international conservation principles
• Establishing a framework for developing the contents
• Establishing a special training, promotion and information framework
• Ensuring that this Guide is used in the projects to be performed in the Historic Peninsula.
Projects or activities of the related institutions which are mentioned in Section 1.5 will be considered
as the related projects and activities in the development process of this project.
The main benefit of the project is focusing on the process of initiating the Urban Design Guide (which
has been determined to be an actual requirement by related specialists for many years) and
efficiently conveying said guide on a realistic footing.
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PROJECT NAME: PROJECT ON FRAMEWORK DEVELOPMENT AND IMPLEMENTATION OF
IMPACT ASSESSMENT FOR THE WORLD HERITAGE CULTURAL PROPERTIES IN
THE HISTORIC PENINSULA
PROJECT DEFINITION: To develop scope and implementation process of an “Environmental Impact
Assessment” concept for cultural heritage in the Historic Peninsula; to make necessary proposals on
legal and institutional arrangements based on international studies in this regard and “Guidance on
Heritage Impact Assessments for Cultural World Heritage Properties” issued by ICOMOS on January
2011; to establish an applicable Environmental Impact Assessment framework unique to cultural
heritage which differs from the Environmental Impact Assessment processes implemented in other
development and investment processes, to expand these works through pilot implementations and
to develop an exemplary cultural heritage management tool.

RELATED INSTITUTIONS: Ministry of Culture and Tourism, Istanbul Metropolitan Municipality, Fatih
Municipality, Zeytinburnu Municipality, Eyup Municipality, Bayrampasa Municipality, Universities
RESOURCES: IMM Directorate of Conservation of Historic Sites, IMM Directorate of Environmental
Conservation
TERM: Medium
–
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II‐PP7 PROJECT ON FRAMEWORK DEVELOPMENT AND IMPLEMENTATION OF IMPACT ASSESSMENT
FOR THE WORLD HERITAGE CULTURAL PROPERTIES IN THE HISTORIC PENINSULA
The “Project on Framework Development and Implementation of Impact Assessment for the World
Heritage Cultural Properties in the Historical Peninsula” was developed to make necessary
preparations for establishing the framework of an impact assessment process unique to cultural
heritage which differs from the Environmental Impact Assessment processes currently implemented
in other development and investment processes.
The Project was developed as a supplementary tool to solve the following problems which were
determined in the Historic Peninsula: “Sustainable physical, social and economic conservation and
improvement approach which was integrated with conservation of cultural properties has not
achieved the expected level and preserving the cultural properties in the area and developing socio‐
cultural features has not been given sufficient attention”.
On the other hand, it is acknowledged that UNESCO Monitoring Reports which have observed World
Heritage Sites of Istanbul since 2005 have been critical in that there have not been any studies
performed in order to determine the probable effects of new buildings and development projects on
World Heritage Sites prior to their implementation. Thus, this project will ensure that impact
assessment implementations unique to cultural heritage, which are requested by UNESCO and are
important in terms of sustainable conservation of integrity, authenticity and outstanding universal
value of the World Heritage Sites as well as the entire Site Management Plan Area, are developed. In
“Guidance on Heritage Impact Assessments for Cultural World Heritage Properties” issued by
ICOMOS on January 2011, principles of the impact assessment for cultural heritage are set forth, its
general framework is established and steps are defined.
The purpose of this guide which was prepared by ICOMOS was stated as “to consider World Heritage
Sites as a whole and set forth a Cultural Heritage Impact Assessment method which can satisfy the
needs of these sites by evaluating the effects to be reflected on their outstanding universal value
qualities in a systematic and consistent way”. The ICOMOS guide also guides the impact assessment
implementations to be developed under this project and is expected to be taken into consideration
in the project works.
Historic Peninsula in terms of their physical, social and economic aspects”. IIH3S2‐coded strategy
which was developed in accordance with this objective is “performing planning and project designing
works and implementations in all scales by conserving all values of the cultural properties in the
Historic Peninsula and in accordance with social and cultural image of the Historic Peninsula”. The
action found in the Historic Peninsula Site Management Plan regarding the project is IIH3S1E1‐coded
action set out as follows; “To have the impact assessment process put into effect within the
framework accepted by the Ministry of Culture and Tourism to ensure that all grand‐scale plans and
projects, which have been or will be prepared in relation to the Historic Peninsula and will affect the
entire Area, do not include any decisions that would be against the sustainable conservation of the
cultural properties, archeological values, historical fabric and silhouette of the area”.
232
It is proposed that the Site Management Directorate provide the coordination of the project. Related
institutions of the project are the Ministry of Culture and Tourism at a central administrative level
and Istanbul Metropolitan Municipality, Fatih Municipality, Zeytinburnu Municipality, Eyup
Municipality and Bayrampasa Municipality due to their knowledge with regards to implementation
and Universities in terms of execution of the related researches. IMM Directorate of Conservation of
Historic Sites and IMM Directorate of Environmental Conservation were proposed as probable
resources for execution of the project.
The Project is linked with I‐PP2 ‐coded “Project to Develop Integrated Information System for The
Historic Peninsula”.
Due to the reason that the primary subjects of the impact assessment implementations unique to
cultural heritage which will be developed under this project are high‐scale investments, construction
and infrastructure projects, these type of projects of the institutions authorised in the Historic
Peninsula are linked with this project titled “Project on Framework Development and
Implementation of Impact Assessment for the World Heritage Cultural Properties in the Historical
Peninsula”. Thus, it is very important in terms of the processes of projects which were executed in
the past or are currently in progress as well as evaluating their effects on cultural heritage. These
projects include the Golden Horn Metro Transit Bridge, Marmaray, Bosporus Highway Tube Tunnel
Project – Eurasian Tunnel and Ataport projects.
Project outputs which were recommended in order to develop scope and the implementation
process of concept of Environmental Impact Assessment for Cultural World Heritage Properties in
the Historic Peninsula are as follows:
• Evaluating international studies and “Guidance on Heritage Impact Assessments for Cultural
World Heritage Properties”
• Developing an applicable framework of impact assessment unique to the cultural heritage in
• Determining the problems and impediments of the current impact assessment processes in
other development and investment processes
• Proposals for pilot implementations
• Proposals for legal and institutional arrangements.
The most important expected outcome of the project is establishing a framework of “an applicable
impact assessment unique to cultural heritage” according to conceptual scope, conservation and
investment implementations of cultural properties in the Historic Peninsula and implementing an
impact assessment process for the management of cultural properties.
233
PROJECT NAME: PROJECT FOR CONSERVATION AND EVALUATION OF THE ARCHAEOLOGIC
AREAS IN THE HISTORIC PENINSULA
PROJECT DEFINITION: To manage and support the process of prioritisation of the archeological areas
in the Historic Peninsula in terms of conservation and evaluation; in order to proceed this process in
a sound way, to make necessary legal, institutional, organisational and financial preparations and to
thus recommend the foundation of a unit related to “Urban Archaeology” in cooperation with
Istanbul Metropolitan Municipality and Ministry of Culture and Tourism.
RESPONSIBLE INSTITUTIONS: Ministry of Culture and Tourism, Istanbul Metropolitan Municipality
RELATED INSTITUTIONS: Fatih Municipality, Site Management Directorate, Universities,
Archeological Museums, Zeytinburnu Municipality
RESOURCES: Ministry of Culture and Tourism, Istanbul Metropolitan Municipality, Non‐governmental
Organisations
TERM: Short
IBB 2011>201101050C02001
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II‐PP8 PROJECT FOR CONSERVATION AND EVALUATION OF THE ARCHEOLOGICAL AREAS IN THE
HISTORIC PENINSULA
The “Project for Conservation and Evaluation of the Archaeological Areas in the Historic Peninsula”
draws the framework of the necessary steps to be taken in order to resolve problems relating to a
“Lack of attention to conservation of the archeological values in the planning and project operations
executed in the Historic Peninsula” which was also determined in the UNESCO Monitoring Reports.
There is not an agreed policy concerning the archeological areas in both the Historic Peninsula (which
possess a unique archeological heritage) and the World Heritage Sites within the Site. The need to re‐
evaluate the “urban archeological heritage problem” caused by various technical, financial,
institutional, political and methodical reasons on a sound grounding and to determine the priorities
in accordance with the vision of the Historic Peninsula requires that the project is set up on a realistic
footing.
The Project was created in accordance with the IIH4‐coded objective of the Historic Peninsula Site
Management Plan, which is “adopting approaches which are based on preserving the archeological
values in the Site in the planning and project operations”. The IIH4S1‐coded strategy which was
determined accordingly is “ensuring that the outstanding universal value of the archeological
heritage of the Site is understood and embraced by all related communities”. The IIH4S1E1‐coded
action which is included in the Historic Peninsula Site Management Plan in relation to the project is
“to prepare a research and implementation guide for conservation and planning of the archeological
heritage in the Historic Peninsula and to manage the implementations in accordance with this guide”.
The Ministry of Culture and Tourism and Istanbul Metropolitan Municipality were recommended as
the responsible institutions of the project. The institutions related to the project are Archeological
Museums, Fatih Municipality, the Site Management Directorate, Universities and Zeytinburnu
Municipality. The institutions which will provide resources for the project are the Ministry of Culture
and Tourism, Istanbul Metropolitan Municipality and non‐governmental organisations. Due to its role
in the Yenikapi Archaeological excavations, Istanbul Metropolitan Municipality will also have a role in
developing policies in this area.
The Project is linked with 201101050C02001‐coded “Operation for Excavation, Conservation‐Repair
and Reconstruction Works of the Sunken Ship Remains Recovered in the Construction Site of
Yenikapi Station of Istanbul Metro” of the Directorate of Rail Systems which is included in the
Investment Program of IMM.
The Project is linked with the I‐PP2‐coded “Project to Develop Integrated Information System for the
Historic Peninsula” of the Site Management Plan.
235
Expected outputs of the project in terms of preservation and evaluation of the archeological areas in
the Historic Peninsula are as follows:
• Framework to be developed in order to manage and support the preparation of the
prioritisation process of the areas
• Framework to be developed in order to establish archeological policy at an urban scale
• A research and implementation guide to be developed in order to conserve the archeological
heritage in the Historic Peninsula
• In order to continue a sound archeological policy, defining the framework of necessary legal,
institutional, organisational and financial preparations in order to recommend the
foundation of a unit related to “Urban Archaeology” similar to the KUDEB (Bureau of
Conservation, Application and Supervision) model, in cooperation with Istanbul Metropolitan
Municipality and the Ministry of Culture and Tourism.
Expected outcomes of the project are the establishment of the framework and standards of the
archeological management for cultural properties in the Historic Peninsula. Issues such as efficient
use of resources, stages of excavation activities and how to manage archeological activities with
other implementation activities may be set forth.
236
PROJECT NAME: PROJECT TO DEVELOP PRINCIPLES AND STANDARDS ON CONSERVATION AND
RESTORATION IMPLEMENTATIONS IN THE HISTORIC PENINSULA
PROJECT DEFINITION: During the implementations of the conservation and restoration projects in
the Historic Peninsula, to update and develop the current restoration standards by considering
international principles and standards, agreements and current successful implementations; to
review and associate the principles required to be complied within the project and tender
specifications; in this regard, to encourage successful works of KUDEB operating under IMM and
Fatih Municipality and to work in order to develop the use of original and concordant materials and
techniques, related processes, costs and flexibility criteria and; to contribute to increasing the
capacity of the current institutions.
Related Actions: IIH5S1E1, IIH5S1E2
Related Project Packages: II‐PP5
Special Provincial Administration, KUDEB, Fatih Municipality, Zeytinburnu Municipality, Eyup
Municipality, Bayrampasa Municipality, Universities
RESOURCES: Ministry of Culture and Tourism, 1st District Directorate of Foundations, Istanbul Special
Provincial Administration, Istanbul Metropolitan Municipality, Fatih Municipality
TERM: Short
–
237
II‐PP9 PROJECT TO DEVELOP PRINCIPLES AND STANDARDS ON CONSERVATION AND RESTORATION
The “Project to Develop Principles and Standards on Conservation and Restoration Implementations
in the Historic Peninsula”, aims to develop the current legal and administrative framework for the
conservation and restoration implementations for application purposes.
The framework of this Project was developed because, with the exception of a few successful
conservation and restoration implementations of 1st District Directorate of Foundations, Fatih
Municipality, Istanbul Metropolitan Municipality and KUDEB in recent years, the quality expected by
the specialists has not been achieved in the majority of implementations. In order to achieve the
expected quality in conservation and restoration implementations, the proposal is to put the projects
out to tender after performing a preliminary research, determining the standards and to avoid
unnecessary problems by ensuring the sufficient allocation of resources.
The Project was created in accordance with the IIH5‐coded objective of the Historic Peninsula Site
Management Plan, which is “strengthening and preserving the cultural properties in the Historic
Peninsula which include monuments and civil architectural buildings through restoration projects and
implementations to be performed in accordance with international criteria”. The IIH5S1‐coded
strategy which was determined accordingly is “ensuring compliance with the conservation, planning
and restoration principles which are nationally and internationally recognised in the conservation
plan, project and implementations”. There are two actions which are included in the Historic
Peninsula Site Management Plan in relation to the project. The first action coded as IIH5S1E1 is “to
ensure that the original conservation and restoration implementations are performed by conservation
and restoration specialists and for this purpose, to determine the principles required to be complied
with in project and tender specifications”. The second action coded as IIH5S1E2 is “to ensure that
original and concordant materials and techniques are used in all restoration implementations”.
It is proposed that responsible institution for the execution of the project be the Ministry of Culture
and Tourism which is responsible in general for the legal framework of the country. Due to their parts
and knowledge in the implementation processes of the project, 1st District Directorate of
Foundations, Special Provincial Administration, Istanbul Metropolitan Municipality, KUDEB, Fatih
Municipality, Zeytinburnu Municipality, Eyup Municipality, Bayrampasa Municipality and universities
were recommended as the related institutions. The Ministry of Culture and Tourism, 1st District
Directorate of Foundations, Istanbul Special Provincial Administration, Istanbul Metropolitan
Municipality and Fatih Municipality are prominent institutions which may provide resources for
execution of the project. Projects or activities of the related institutions which are mentioned in
Section 1.5 will be considered as the related projects and activities in the development process of
this project.
238
Considering the international principles and standards, agreements and current successful
implementations for the conservation and restoration projects in the Historic Peninsula, outputs of
this II‐PP9‐coded project called “Project to Develop Principles and Standards on Conservation and
Restoration Implementations in the Historic Peninsula are as follows:
• Proposals to develop the current restoration standards
• Proposals to review and develop the restoration projects and the principles required to be
complied with in related tender specifications
• Proposals to improve the use of original and concordant materials and techniques, related
processes, costs and flexibility criteria by encouraging the works of KUDEB operating under
IMM and Fatih Municipality
• Proposals to contribute to increasing the capacities of the KUDEB units operating under IMM
and Fatih Municipality.
Expected outcomes of the project are the determination of contemporary principles and standards
for conservation and restoration implementations and increasing the capacities of the institutions
responsible for conservation and restoration implementations.

239
PROJECT NAME: PROJECT ON DEVELOPING HUMAN RESOURCE CAPACITY IN THE
CONSERVATION AND RESTORATION PRACTICES IN THE HISTORIC PENINSULA
PROJECT DEFINITION: To provide coordination between programs for training “conservation and
restoration specialists” in order to be able to perform the conservation and restoration
implementations in accordance with the correct technique/s; to establish new and specialised
programs in this regard, to organise periodic international meetings and workshops in order to share
technologic developments and experiences in this area and put them into use in the
implementations; to develop accredited training programs for foremen and qualified workmen to
take part in restoration implementations, to ensure that trained people take part in implementations
and to organise activities which encourage successful implementations.

Related Strategies: IIH5S2, IIH5S3
Related Actions: IIH5S2E1, IIH5S2E2, IIH5S2E3, IIH5S3E1, IIH5S3E2, IIH5S3E3
Related Project Packages:I‐PP1
RESPONSIBLE INSTITUTIONS: Istanbul Metropolitan Municipality, Fatih Municipality
RELATED INSTITUTIONS: Ministry of Culture and Tourism, Istanbul Special Provincial Administration,
1st District Directorate of Foundations, Universities
RESOURCES: IMM Directorate of Conservation, Applications and Supervision, Fatih Municipality
Directorate of Conservation, Application and Supervision, Istanbul Special Provincial Administration,
1st District Directorate of Foundations
TERM: Medium/ongoing
IMM 2011>200901129K03001, 200801129K03001
VGM‐KOREFD Training Programs
240
II‐PP10 PROJECT ON DEVELOPING HUMAN RESOURCE CAPACITY IN THE CONSERVATION AND
RESTORATION PRACTICES IN THE HISTORIC PENINSULA
The “Project on Developing Human Resource Capacity in the Conservation and Restoration Practices
on the Historic Peninsula” was created in order to address the problems which are defined by
specialists as failure to provide the expected quality in conservation and restoration
implementations; some restoration projects being put out to tender without making preliminary
research and determining principles and standards; deficiencies in putting restoration projects out to
tender, in creating and implementing resources and also in the institutions which execute the
implementations. The Project also proposes that KUDEB implementations under Fatih Municipality
and Istanbul Metropolitan Municipality are supported, expanded and made more efficient.
The Project was formulated in accordance with the IIH5‐coded objective of the Historic Peninsula Site
Management Plan, which is “strengthening and preserving the cultural properties in the Historic
implementations to be performed in accordance with international criteria”. The IIH5S2‐coded
strategy which was determined accordingly is “performing efficient training programs in relation to
conservation and restoration implementations and expanding these programs” and IIH5S3‐coded
strategy is “ensuring that concordant technology and original and appropriate materials are used in
restoration implementations”. The actions included in the Historic Peninsula Site Management Plan
in relation to the project are as follows:
• To support restoration specialist training programs in order to perform original conservation
and restoration implementations (IIH5S2E1)
• To organise periodic international meetings and workshops in order to share technologic
developments and experiences in restoration implementations (IIH5S2E2)
• To perform capacity building programs in order to raise awareness regarding conservation
within the institution (IIH5S2E3)
• To develop accredited training programs for foremen and qualified workmen to take part in
restoration implementations and to give certificates at the end of these programs (IIH5S3E1)
• To ensure that certified people who participated in the training program take part in
restoration implementations (IIH5S3E2)
• To provide efficient supervision of restoration implementations and sustainable maintenance
and reparation activities therein (IIH5S3E3).
Istanbul Metropolitan Municipality and Fatih Municipality are the responsible institutions of the
project. KUDEB units under supervision of both institutions will execute the main action areas of the
project. Related institutions of the project were proposed as the Ministry of Culture and Tourism,
Istanbul Special Provincial Administration and Universities. Due to their efficiency in current
implementations, Istanbul Special Provincial Administration, IMM Directorate of Conservation,
Application and Supervision and Fatih Municipality Directorate of Conservation, Application and
Supervision were proposed as resources of the project.
The project is linked with 200901129K03001‐coded “Implementation and Service Provision Work for
Timber Training Workshop” project and 200801129K03001‐coded “Service Provision Work for Stone
Training Workshop” project of the Directorate of Conservation, Application and Supervision.
Moreover, the project can be associated with the “Qualified Implementation Staff Training Program
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for Conservation Process of Cultural Heritage” which is in ongoing under the EU Project in order to
meet the deficit of required qualified intermediate staff and whose 4th Stage continues according to
the protocol executed between General Directorate of Foundations and Association of Conservation
and Restoration Firms (KOREFD). In addition, it is also associated with I‐PPI‐coded “Project for
Capacity Building on Coordinating Planning and Project Management in The Historic Peninsula” of
the Site Management Plan.
• Proposals to increase the productivity and efficiency of periodic international meetings and
workshops organised by current institutions in order to share technologic developments and
experiences in restoration implementations
• Proposals for a framework of capacity building programs in order to raise awareness
regarding conservation within the institution
• Proposals to increase the efficiency of accredited training and applied training programs for
foremen and qualified workmen who will take part in restoration implementations
• Proposals to encourage participation of the workforce certified by these programs in
implementations.
Expected outcomes of the project are providing a relationship between different programs which
train conservation and restoration specialists and making these programs permanent by establishing
new and specialised programs in this regard. It is anticipated that these programs will be supported
by international training programs and the experience obtained will be reflected in the
implementation processes.
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PROJECT NAME: PROJECT ON PARTNERSHIP DEVELOPMENT BETWEEN PUBLIC‐PRIVATE
SECTOR‐NGOS FOR CONSERVATION AND RESTORATION PRACTICES IN THE
HISTORIC PENINSULA
PROJECT DEFINITION: To provide more efficient coordination between current public investments
regarding finance of conservation and restoration implementations in the Historic Peninsula; to give
priority to the restoration of monuments when using public funds and to determine other priorities
in this area; to design monitor and coordination systems which will ensure that current international
grants and loans are used efficiently in restoration implementations and to evaluate new
opportunities within this framework; to direct current private banking and other loan opportunities
towards restoration, to recommend mechanisms for providing coordination between campaigns in
this regard and to ensure that more efficient campaigns are created in this area; to organise
informing activities in order to direct property owners to utilise loans and their own resources
efficiently; to develop and encourage others to develop partnership and finance models based on
previous experiences of public, private sector and non‐governmental organisation partnerships that
have achieved international success as well as current partnership experiences.
Related Strategies: IIH5S4, IIH5S5, IIH6S1
Related Actions: IIH5S4E1, IIH5S5E1, IIH6S1E1, IIH6S1E2, IIH6S1E3, IIH6S1E4
RESPONSIBLE INSTITUTIONS: Governorship of Istanbul, Ministry of Culture and Tourism
RELATED INSTITUTIONS: General Directorate of Foundations, Istanbul Metropolitan Municipality,
Fatih Municipality, Site Management Directorate, Universities, Non‐governmental Organisations
RESOURCES: Ministry of Culture and Tourism, Istanbul Special Provincial Administration, General
Directorate of Foundations, Housing Development Administration, IMM Directorate of Conservation
of Historic Sites, IMM Directorate of Conservation, Application and Supervision, Non‐governmental
Organisations
TERM: Medium
–
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II‐PP11 PROJECT ON PARTNERSHIP DEVELOPMENT BETWEEN PUBLIC‐PRIVATE SECTOR‐NGOS FOR

CONSERVATION AND RESTORATION PRACTICES IN THE HISTORIC PENINSULA
The “Project on Partnership Development between Public‐Private Sector‐NGOs for Conservation and
Restoration Practices in the Historic Peninsula” aims to use the existing capacity efficiently in
addressing problems outlined as “failure to create financial resources for the conservation of all the
cultural properties of the Historic Peninsula and failure to use the created resources efficiently”.
Currently, many public institutions, private sector establishments and NGOs execute conservation
and restoration implementations. Miscellaneous benefits of the association and synergy of these
activities have the potential to be the key to more efficient and effective implementations in the
short term.
The proposed Project defines the framework of the main benefit for the Historic Peninsula by both
providing more efficient coordination between public institutions and bringing a new perspective
which will contribute to dispersion of a “collaboration culture” by way of establishing solid
“partnerships”.
The Project establishes a framework in accordance with Historic Peninsula Site Management Plan’s
IIH5‐coded objective which is “strengthening and preserving the cultural properties in the Historic
implementations to be performed in accordance with international criteria” and IIH6‐coded objective
which is “providing sufficient resource in the implementation process of the Site Management Plan”.
The framework also aims for the efficient use of existing resources.
The Project was created in accordance with IIH5S4‐coded strategy of the Site Management Plan
which is “developing an efficient restoration program which sets forth the prioritized activity areas of
the entire Area”, IIH5S5–coded strategy which is “collecting the investment programs of related
institutions and establishments together and providing resource management according to priorities”
and IIH6S1–coded strategy which is “researching resource in the implementation process of the Site
Management Plan, ensuring that management of the provided resources are activated and the
resources are used efficiently”.
The actions defined in the Historic Peninsula Site Management Plan with regards to the project are as
follows:
• To design the projects of prioritized activity areas, monuments and other symbolic elements
determined to be conserved and restored urgently and to define the stages of
implementations (IIH5S4E1)
• To ensure that determined and staged implementations are included in the strategic plans
and investment programs of related institutions and that resources are allocated to be used
in restoration implementations (IIH5S5E1)
• To ensure that the Contribution Fund which is managed by the Special Provincial
Administration is used for prioritized activity areas, monuments and other symbolic elements
(IIH6S1E1)
• To research new international resources and to ensure that they are transferred to the
Historic Peninsula (IIH6S1E2)
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• To develop appropriate finance models for conservation and improvement implementations
(IIH6S1E3)
• To encourage property owners and private sector to make conservation and improvement
investments and to direct them to utilise their resources efficiently (IIH6S1E4).
The responsible institutions of the project were proposed as the Governorship of Istanbul, due to its
duty of providing coordination between investments in the province and the Ministry of Culture and
Tourism, which is responsible for conservation and restoration implementations in Central
Administration.
The related institutions of the project were proposed as follows: The General Directorate of
Foundations, related to foundation monuments, Istanbul Metropolitan Municipality and Fatih
Municipality, due to their current capacity and knowledge, the Site Management Directorate, related
to the Site Management Plan process in the Site, universities, due to their scientific and technical
knowledge and Non‐governmental Organisations, related to partnership development, speciality and
experience.
The Ministry of Culture and Tourism, Istanbul Special Provincial Administration, General Directorate
of Foundations, Housing Development Administration, IMM Directorate of Conservation of Historic
Sites, IMM Directorate of Conservation, Application and Supervision and Non‐governmental
Organisations may provide resources for execution of the project.
Outputs of the project are as follows:
• Proposals to provide more efficient coordination between current public investments with
regards to finance of conservation and restoration implementations
• Proposals for arrangements which give priority to the restoration of monuments when using
public funds
• Monitor and coordination systems which will ensure that current international grants and
loans are used efficiently in restoration implementations
• Proposals to ensure that new opportunities which will emerge in relation to current
international grants and loans allocated for restoration implementations are used within the
scope of monitor and coordination systems
• Proposals to direct current private banking and other loan opportunities towards restoration
• Proposals for mechanisms which will provide coordination between campaigns executed by
current private banking institutions
• Proposals for mechanisms which will provide, expand and encourage the formation of more
efficient campaigns for conservation and restoration loans
• Organising informing activities in order to direct property owners to use loans and their own
resources efficiently
• Proposals to develop and encourage others to develop partnership and finance models based
on previous experiences of public, private sector and non‐governmental organisation
partnerships that have achieved international success as well as current partnership
experiences.
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PROJECT NAME: PROJECT ON RESEARCH, DOCUMENTATION AND CONTINUANCE OF
MANIFACTURING AS CULTURAL HERITAGE OF THE HISTORIC PENINSULA
PROJECT DEFINITION: To ensure that efficient policy and implementations are developed to protect
production matters included in the cultural heritage of the Historic Peninsula, namely the tradition of
small production business and traditional handicrafts; to encourage all related institutions and
establishments to research, develop resources and produce projects and to recommend mechanisms
which will ensure that these works are executed in coordination; to revive the production techniques
which were lost over time with their own manner of production and in their own locations, to
integrate these activities with promotion and visitor management operations; to make traditional
production more competitive; to support the establishment of promotional, financial and innovative
approaches in order to increase the quality and symbolic value of the product designs in this area.
Related Actions: IIH7S1E1, IIH7S1E2
RELATED INSTITUTIONS: Istanbul Special Provincial Administration, Fatih Municipality, Istanbul
Metropolitan Municipality, General Directorate of Foundations, Zeytinburnu Municipality, Eyup
Municipality, Bayrampasa Municipality, Universities
RESOURCES: Istanbul Development Agency, IMM ISMEK, IMM Directorate of Conservation,
Application and Supervision, Non‐governmental Organisations (TOBB, ITO, ISO), Universities
TERM: Medium/ongoing
IMM>201101006H36006, 201101064S21001, 200901129K03001, 200801129K03001
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II‐PP12 PROJECT ON RESEARCH, DOCUMENTATION AND CONTINUANCE OF MANIFACTURING AS
CULTURAL HERITAGE OF THE HISTORIC PENINSULA
The “Project on Research, Documentation and Continuance of Manufacturing as Cultural Heritage of
the Historic Peninsula” was established in order to address the problem which was determined as
“Absence of efficient policies and implementations to protect the tradition of small production
business and traditional handicrafts in the Site”.
Both Fatih Municipality and Istanbul Metropolitan Municipality have experience with regards to
executing vocational courses which are of vital importance in terms of local economic development.
The project was created in order to execute these experiences and resources in unison within the
Historic Peninsula and to therefore maximise benefits.
The Project was established in accordance with IIH7–coded objective of the Site Management Plan
which is “developing efficient policies and implementations to protect small production business and
handicrafts as traditions” and IIH7S1–coded strategy of the objective which is “encouraging all
related institutions and establishments to research, develop resources and produce projects within
this stance”. The actions defined in the Site Management Plan with regards to the project are as
follows:
• To revive the production techniques which were lost over time with their own manner of
production and in their own locations (IIH7S1E1)
• To make traditional productions competitive and increase their value (IIH7S1E2).
Istanbul Metropolitan Municipality was proposed as the responsible institution due to its current
experience and capacity. Related institutions of the project are Istanbul Special Provincial
Administration, Fatih Municipality and Universities (in terms of academic researches). Istanbul
Development Agency, IMM Directorate of Strategic Planning, IMM Directorate of Conservation,
Application and Supervision, ISMEK and Non‐governmental Organisations related to economy (TOBB,
ITO, ISO, etc.) were proposed as resources for the project.
The Project is linked with the following projects which are included in the 2011 Investment Program
of IMM: 201101006H36006‐coded “My Project Istanbul (Supporting Academic Researchers)” of IMM
Directorate of Strategic Planning; 201101064S21001–coded “Service Provision for Istanbul Art and
Vocational Training Courses and Seminars (ISMEK) of IMM Directorate of Education;
200901129K03001‐coded “Implementation and Service Provision Work for Timber Training
Workshop” and 200801129K03001‐coded “Service Provision Work for Stone Workshop Training and
Implementations” projects of IMM Directorate of Conservation, Application and Supervision.
In addition, projects of Zeytinburnu Municipality which are in progress in relation to this project are
the project for the Maintenance, Reparation and Support of Medical Herb Gardens (2011),
Handicrafts Bazaar whereby the housewives trained by ISMEK sell their products (ornaments,
furnishings, wood painting, embroidery, flowers, clothing, food) in a location allotted by Zeytinburnu
Municipality; project to set up an Organic Community Bazaar (Ecologic) in Merkezefendi
Neighbourhood (in cooperation with Zeytinburnu Municipality, Merkezefendi Traditional Medicine
Association and Association of Ecologic Producers) (2011); and organisation for memorialising
Merkezefendi, which has an important place in history in terms of medicine, providing a basis for
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traditional healers and modern medical specialists to work together, to gather institutions and
establishments which offer products and services with regards to natural life under one roof (2011).
• Proposals for efficient policies and implementations to production matters included in the
cultural heritage of the Historic Peninsula, namely the tradition of small production business
and traditional handicrafts in the Historic Peninsula
• Proposals for mechanisms to encourage all related institutions and establishments to
research, develop resources and produce projects within this area
• Proposals for mechanisms to ensure that these works are executed in coordination
• Activities to revive the production techniques which were lost over time with their own
manner of production and in their own locations
• Methods to integrate these activities with promotion and visitor management operations
• Proposals to make traditional production more competitive
• Proposals to support the establishment of promotional, financial and innovative approaches
in order to increase the quality and symbolic value of the product designs in this area
• Proposals for mechanisms to have vocational courses increase their capacity within the
aforementioned scope and to execute common projects.
Expected outcomes of the project are that related institutions will develop capacity regarding the
production manners which exist/existed in the Historic Peninsula and will manage this situation in
coordination. It is necessary to form new projects for developing the tradition of small production
business and traditional handicrafts and reviving them in their own locations and to establish a
relationship between visitor management and activities of vocational courses. The Project is
expected to form an implementation tool which will maintain sustainability of these activities and
develop new policies.
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PROJECT NAME: PROJECT FOR RESEARCH AND DOCUMENTATION OF THE INTANGIBLE
CULTURAL HERITAGE UNIQUE TO THE HISTORIC PENINSULA
PROJECT DEFINITION: To establish a framework and standards to research the intangible cultural
heritage unique to the Historic Peninsula and to provide coordination between current researches; to
take an inventory of intangible cultural heritage and to integrate it with the information system in
order to ensure that the projects which will be executed in this subject are gathered in one system
and published through web‐based applications; to establish a documentation centre in order to
contribute to the activities regarding intangible cultural heritage unique to the Historic Peninsula; to
organise periodical national and international exhibitions, programs and symposiums to promote the
intangible cultural heritage of the Historic Peninsula.
Related Strategies: IIH8S1, IIH8S2, IIH8S3, IIH8S4
RESPONSIBLE INSTITUTIONS: Ministry of Culture and Tourism, Site Management Directorate
RELATED INSTITUTIONS: General Directorate of Foundations, Istanbul Provincial Culture and Tourism
Directorate, Istanbul Metropolitan Municipality, Fatih Municipality, Zeytinburnu Municipality, Eyup
Municipality, Bayrampasa Municipality, Universities, Non‐governmental Organisations, Research
Centres
RESOURCES: Ministry of Culture and Tourism, IMM Directorate of Cultural Affairs, UNESCO Intangible
Cultural Heritage Fund, promotions within the scope of Law on Promotion of Cultural Investments
and Initiatives
TERM: Medium/ ongoing
–
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II‐PP13 PROJECT FOR RESEARCH AND DOCUMENTATION OF THE INTANGIBLE CULTURAL HERITAGE
UNIQUE TO THE HISTORIC PENINSULA
The “Project for Research and Documentation of the Intangible Cultural Heritage Unique to the
Historic Peninsula” was established for the purpose of gathering information and documents by
considering the intangible cultural heritage that could be found in different institutions and sources
thus far together with the local identity, and for new researches to be executed in coordination.
The Project was established in order to determine a course of action to solve the following problems
which were also determined by the stakeholders in the Site Management Plan activities: “A clear
definition of intangible cultural heritage was not given according to UNESCO convention, thus
materials to be classified cannot be determined and an inventory of the cultural heritage was not
taken; existing works cannot be gathered under a specific centre (information document centre‐
library‐Internet medium etc.) and an approach regarding how to conserve and exhibit the intangible
cultural heritage was yet to be determined”.
The framework of the project is based on IIH8–coded objective of the Site Management Plan which is
“determining and conserving the intangible cultural heritage and passing it on to future generations”
and four strategies of the Site Management Plan. These are IIH8S1–coded strategy which is “defining
and classifying the intangible cultural heritage unique to Historic Peninsula in accordance with
UNESCO convention,” IIH8S2–coded strategy which is “performing an inventory work”, IIH8S3–coded
strategy which is “conserving the intangible cultural heritage and establishing exhibition areas” and
IIH8S4‐coded strategy which is “passing the intangible cultural heritage on to future generations”.
The actions defined in the Site Management Plan with regards to the project are as follows:
• To establish a documentation centre in which activities regarding intangible cultural heritage
can be gathered and written and verbal information can be classified (IIH8S1E1)
• To take an inventory of intangible cultural heritage, update it regularly and to make
intangible cultural heritage maps (IIH8S2E1)
• To protect natural areas and memorable places required to express the intangible cultural
heritage and to make exhibitions in these areas through signs, audio‐visual applications,
presentations etc. (IIH8S3E1)
• To establish a museum area in order to exhibit intangible cultural heritage (IIH8S3E2)
• To organise educational and informational programs for the community in general and the
youth in particular in order to raise sensitivity and awareness (IIH8S4E1)
• To organise capacity building activities especially in areas such as management and scientific
research in order to conserve intangible cultural heritage (IIH8S4E2)
• To conserve and pass on the intangible cultural heritage through international cooperation;
exchange of information and experience and joint ventures (IIH8S4E3).
The Ministry of Culture and Tourism and Site Management Directorate were proposed as the
responsible institutions of the project. Related institutions of the project are the General Directorate
of Foundations, Istanbul Provincial Culture and Tourism Directorate, Istanbul Metropolitan
Municipality, Fatih Municipality, Zeytinburnu Municipality, Eyup Municipality, Bayrampasa
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Municipality, Universities, Non‐governmental Organisations and Research Centres that display

activity and work in the aforementioned fields.
Resources which may be used for execution of the project may be provided by the Ministry of
Culture and Tourism, IMM Directorate of Cultural Affairs, UNESCO Intangible Cultural Heritage Fund,
promotions within the scope of the Law on Promotion of Cultural Investments and Initiatives and
Non‐governmental Organisations.
The Project is linked with I‐PPII‐coded “Project to Develop Integrated Information System for the
Historic Peninsula” of the Site Management Plan.
• Necessary preparations for establishing a documentation centre where the activities

regarding intangible cultural heritage can be integrated with the local identity and written
and verbal information can be classified
• An inventory of intangible cultural heritage which can be updated, associated with the place,
has a resource/reference system and can be accessed online
• Determination and conservation guidelines of the natural areas and memorable places
required to express the intangible cultural heritage and signs, audio‐visual applications,
presentations and related organisations in these areas
• Determination of a museum area in order to exhibit intangible cultural heritage
• Activities to increase coordination capacity especially in areas such as management and
scientific research in order to conserve, reveal and document the intangible cultural heritage
• International cooperation programs for conservation of intangible cultural heritage,
development of current efficient research methods, exchange of related information and
experience
• Steps to be taken to identify people, institutions, establishments, information and
documents which are considered as intangible cultural heritage situated outside Istanbul and
Turkey but are related to the Historic Peninsula and to integrate them with the project.
Expected outcome of the project is the establishment of an extensive and updatable knowledge
infrastructure which documents and promotes the intangible cultural heritage in the Historic
Peninsula and provides access to it through an easily accessible website. Expected benefits are the
execution of training and workshop activities which also provide opportunities for international
cooperation to research and conserve the intangible cultural heritage.
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PROJECT NAME: PROJECT FOR IMPROVING QUALITY OF LIFE IN THE HISTORIC PENINSULA
PROJECT DEFINITION: To analyse whether the social and technical infrastructure services and
environment management recommended for planning and conservation activities in order to provide
coordination between current implementations which aim to improve the quality of life of the
inhabitants in the Historic Peninsula are eligible according to conservation/preservation/living
balance; to research the level of efficiency of current urban services and equipment; to develop
researches in order to further activate the service quality of central and local administrative
implementations, to develop proposals in order to provide coordination between current researches
and services in this regard and to establish indicators of quality of life in the Historic Peninsula.
Related Strategies: IIH9S1, IIH9S2, IIH10S1
RESPONSIBLE INSTITUTIONS: Fatih Municipality, Istanbul Metropolitan Municipality
RELATED INSTITUTIONS: Istanbul Special Provincial Administration, 1st District Directorate of
Foundations, Zeytinburnu Municipality, Eyup Municipality, Bayrampasa Municipality
RESOURCES: IMM Directorate of Environmental Protection, IMM Directorate of Waste
Management, IMM Directorate of Sea Services, IMM Directorate of Parks and Gardens, Fatih
Municipality Directorate of Cleaning Services, Fatih Municipality Directorate of Parks and Gardens
TERM: Medium / ongoing
IMM 2011>201101008C02002, 201101014C02001, 201101014C02002, 201101014C02003,
201101014C02006, 201101014C02007, 201101014C02001, 201001014C08002, 201101039C01009,
201101039C01010, 201101039C01002, 201101039C01007, 201101039C01001, 201101039C01008,
201101039C01011, 201101039C01012, 201101039C01013, 201101039C01014, 201101039C01015,
201101039T07001, 201101027C04006, 201001027C04001, 201001047P08006
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II‐PP14 PROJECT FOR IMPROVING QUALITY OF LIFE IN THE HISTORIC PENINSULA
The “Project for Improving Quality of Life in the Historic Peninsula” is proposed in order to provide
coordination between current implementations that address the problem determined as “failure to
sufficiently meet vital needs and requirements of the inhabitants of the Historic Peninsula and failure
to uphold the balance between conservation and use”.
The framework of the project was established based on IIH9–coded objective of the Site
Management Plan which is “upholding the balance between conservation/preservation/living during
the services offered in planning and conservation activities in the area” and IIH10–coded objective
which is “taking control of the factors causing environmental problems”. Other components within
the proposed Project are IIH9S1–coded strategy of the Site Management Plan which is “meeting the
needs and expectations of the inhabitants in the Site in accordance with national and international
criteria and increasing the efficiency of service delivery”, IIH9S2–coded strategy which is “improving
the quality of life of elders, people with disabilities and children” and IIH10S1–coded strategy which is
“providing Environment Management (providing efficient presentation of environment
management)”.
• To research sufficiency of current urban services and equipments in the Site (IIH9S1E1)
• To make researches with regards to the balance of conservation and socio‐economic and
vital needs, to ensure that any missing equipment is replaced (IIH9S1E2)
• To increase urban landscape quality of the Site by revitalising its traditional green fabric,
parks and gardens (IIH9S1E3)
• To develop problem‐focused, sustainable projects in order to improve the quality of life of
the elders, people with disabilities and children and to monitor their implementations
(IIH9S2E1)
• To monitor provision of environment cleaning (IIH10S1E1)
• To establish a unit in order to monitor environment management (IIH10S1E2)
• To monitor air and noise pollution prevention programs and implementations (IIH10S1E3).
Responsible institutions of the project are Fatih Municipality and Istanbul Metropolitan Municipality.
Istanbul Special Provincial Administration, 1st District Directorate of Foundations, Zeytinburnu
Municipality, Eyup Municipality and Bayrampasa Municipality were proposed as related institutions.
Institutions and units which may allocate resources for the project are IMM Directorate of
Environmental Conservation, IMM Directorate of Waste Management, IMM Directorate of Sea
Services, IMM Directorate of Parks and Gardens, Fatih Municipality Directorate of Cleaning Services
and Fatih Municipality Directorate of Parks and Gardens.
This project, unlike others, aims to provide efficient coordination between currently executed
services. Both Fatih Municipality and IMM have executed and scheduled several investments,
services and projects relating to this area. The “Project to Support Solving Economic and Social
Integration Problems of Istanbul, Izmir, Ankara and Bursa as the Cities Receiving Significant Amounts
of Migration”, IGEP, of which the Istanbul section is executed by IMM, is a multi‐partnered macro
253
level project. The project was devised to develop capacity and determine the requirements for future
arrangements to reduce the side effects of accelerated migration rates and ensure socio‐economic
integration of the migrating population. The project is important in terms of improving the quality of
life in the Historical Peninsula and the increase in population.
The Project is linked with the following services and projects included in the 2011 Investment
Program of IMM:
201101008C02002‐coded “Service of Cleaning Coasts and Seas throughout Istanbul by use of Special
Boats and Equipments” project of IMM Directorate of Sea Services; 201101014C02001‐coded
“Receiving Training in Relation to Environmental Pollution and Control”, 201101014C02002‐coded
“Maintenance, Reparation and Service of Air Pollution Stations and Devices”, 201101014C02003‐
coded “Service Provision of Pest Control and Disinfection of Both Outdoors and Indoors Throughout
Istanbul”, 201101014C02007‐coded “Provision of Engineering, Consultancy, Controllership and
Advisory Services Regarding Environment and Sea Pollution”, 201001014C08002‐coded “Preparing
City Noise Map of Istanbul and Noise Prevention Survey Project” of IMM Directorate of
Environmental Conservation; 201101039C01009‐coded “Provision and In‐situ Installation of Urban
Furniture and Hard Ground Elements to be Used in the Green Areas Throughout Istanbul”,
201101039C01010‐coded “Provision and In‐situ Installation of Fitness Equipment and Children
Playground Equipment to be Used in the Green Areas Throughout Istanbul”; 201101039C01002‐
coded “Preparing Park Designs and Building District Parks in Intersections and Coasts of District
Municipalities Throughout Istanbul”, 201101039C01007‐coded “Preparing Landscape Design in Areas
Belonging to Public Institutions and Establishments Throughout Istanbul”, 201101039C01001‐coded
“Maintenance and Reparation Work of Parks, Cemeteries, Groves, Avenues and Pools Throughout
Istanbul”, 201101039C01008‐coded “Purchase of Plant Material to be Used in the Green Areas
Throughout Istanbul”, 201101039C01011‐coded “Maintenance and Reparation of Urban Equipment
Throughout Istanbul”, 201101039C01012‐coded “Pruning the Ornamental Plants and Trees in
Avenues, Green Areas and Cemeteries Throughout Istanbul”, 201101039C01013‐coded “Purchase of
Manure and Plant Nutrients to be Used in the Green Areas Throughout Istanbul”, 201101039C01014‐
coded “Rehabilitation of Hollow and Old Trees Throughout Istanbul”, 201101039C01015‐coded
“Receiving Consultancy, Project and Engineering Services Regarding Construction and Maintenance
Works in the Parks and Green Areas Throughout Istanbul”, 201101039T07001‐coded “Conservation,
Protection, Observation, Supervision, Monitor and Control Services in the Green Areas, Groves and
City Forests Throughout Istanbul”, 201001047P08006‐coded “Determination of Recommended
Equipment Standards Regarding Istanbul” projects of IMM Directorate of Parks and Gardens;
201101027C04006‐coded “Operation of Sweeping Main Arteries, Roads, Squares and Tunnels
Manually and Eliminating all Kinds of Visual Pollution” and 201001027C04001‐coded “Designing Solid
Waste Survey Projects (Preliminary Projects, EIA, Implementation Projects, Ground Surveys,
Feasibility etc.)” of IMM Directorate of City Planning and IMM Directorate of Waste Management.
Projects or activities of other related institutions which are mentioned in Section 1.5 will be
considered as the related projects and activities in the development process of this project.
The project is linked with activities which are executed by various directorates of municipalities that
contribute to increasing the general quality of life. Furthermore, the objectives of these activities
include organising artistic and social activities, contributing to solutions pertaining to women’s
studies, providing adaptations for people with disabilities and contributing to the development of
health awareness.
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Expected outputs of the project are as follows:
• Eligibility analysis of the social and technical infrastructure services and environment
management according to conservation/preservation/living balance
• Researching the level of efficiency of current urban services and equipment
• Developing researches in order to further activate the service quality of central and local
administrative implementations
• Proposals to provide coordination between current researches and services in this regard
• Determining an indicator based system for the measurement of quality of life in the Historic
Peninsula.
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3.1.3. Accessibility Projects
Four projects were determined within the project package which is defined under the theme of
“Accessibility”. These projects have been formed in connection with the objectives, strategies and
actions which were listed for the Historic Peninsula in Part 2 and consist of the activities of research‐
development, capacity building, adaptation and impact assessment. The projects defined under the
theme of “Accessibility” are listed below. Project tags of the each project were presented which
specify the project code, name, definition, related objectives, strategies, actions and relationship
with other projects, responsible and related institutions, resources, term and if any, link with the
scheduled projects of other institutions.
III‐PP15 PROJECT FOR MINIMIZING NEGATIVE IMPACTS OF TRANSPORTATION INVESTMENTS ON
CULTURAL PROPERTIES IN THE HISTORIC PENINSULA
III‐PP16 PROJECT FOR MAKING THE HISTORIC PENINSULA ACCESSIBLE FOR EVERYONE AND APPLYING
“UNIVERSAL DESIGN” PRINCIPLES TO URBAN SPACE
III‐PP17 PROJECT TO DEVELOP “BICYCLE AND PEDESTRIAN ROADS SYSTEM” IN THE HISTORIC
PENINSULA AND INTEGRATING TO CURRENT TRANSPORTATION NETWORK
III‐PP18 PROJECT REGARDING THE DEVELOPMENT OF A PARKING SYSTEM FOR THE HISTORIC
PENINSULA
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PROJECT CODE: III‐PP15
PROJECT NAME: PROJECT FOR MINIMIZING NEGATIVE IMPACTS OF TRANSPORTATION
INVESTMENTS ON CULTURAL PROPERTIES IN THE HISTORIC PENINSULA
PROJECT DEFINITION: To develop methods in order to minimise the impacts of the transportation
investments which influence the Historic Peninsula and cultural properties; in order to ensure that
the cultural properties of the Historic Peninsula are taken into consideration in transportation
planning, to inform the specialists, decision makers, technical crews, to establish training programs
and to prepare impact assessment for cultural heritage in the large transportation/infrastructure
projects by considering ICOMOS “Impact Assessment Guide for World Heritage Cultural Properties”.
Related Objectives: IIIH1, IIIH2
Related Strategies: IIIH1S1, IIIH2S1
Related Actions: IIH1S1E1, IIIH2S1E1, IIIH2S1E2, IIIH2S1E3, IIIH2S1E4, IIIH2S1E5
Related Project Packages: I‐PP2, I‐PP3, II‐PP4, II‐PP7
RELATED INSTITUTIONS: Site Management Directorate, Ministry of Transport, TCDD, IDO, Fatih
Municipality, Special Provincial Administration, Traffic Branch Directorate, trade associations,
universities
RESOURCES: IMM Directorate of Rail Systems
TERM: Short
IMM 2011>199801050U10002, 201101050C02002, 201101050C02001, 201101050C02003,
201001050U10002, 200501050U10003, 200801050U10002, 201001050U27001, 199501050U10001
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III‐PP15 PROJECT FOR MINIMIZING NEGATIVE IMPACTS OF TRANSPORTATION INVESTMENTS ON
The “Project for Minimizing Negative Impacts of Transportation Investments on Cultural Properties in
the Historic Peninsula ” aims to determine the necessary steps required to solve the problems which
were determined as lack of research regarding the impacts of the transportation investments of the
Site at the project design stage; the Historic Peninsula being used as a transit area and transfer
centre; transportation by wheeled vehicles being the preferred mode of transport in the Historic
Peninsula; sea transport not being preferred for inner‐city transportation and lack of integration
between different modes of transports in the Site.
The Project consists of the stages of developing methods in order to assess the impacts of the
transportation investments, which influence the Historic Peninsula, on cultural properties and
capacity building for the people concerned in order to ensure that the cultural properties of the
Historic Peninsula are considered in transportation planning.
The framework of the project was established in accordance with IIIH1‐coded objective of the Site
Management Plan which is “ensuring that the cultural properties of the Historic Peninsula are
considered in transportation planning” and IIIH2‐coded objective which is “reducing the pressure of
the transportation investments on the Historic Peninsula and integrating different modes of
transport” and two strategies in connection with these objectives. The first strategy coded as IIIH1S1
is “ensuring that the specialists and decision makers involved in the transportation planning are
informed about cultural heritage”. The second strategy coded as IIIH1S2 is “establishing a mass
transit‐based transportation system in the Historic Peninsula which is mainly railway and seaway‐
oriented, high‐capacity and high‐quality and integrates different modes of transport in a way to feed
and complement each other”.
The actions included in the Site Management Plan with regards to the project are as follows:
• To inform the specialists, decision makers and technical crews regarding the cultural heritage
and to prepare training programs (IIH1S1E1)
• To provide controlled entrance and exits of wheeled vehicles to and from the Historic
Peninsula and to arrange the geometries of road intersections (IIIH2S1E1)
• To ensure the development of the rail system network in the Historic Peninsula with a new
axes (IIIH2S1E2)
• To develop the sea transport capacity and to provide extensive use of the same (IIIH2S1E3)
• To review and arrange accordingly the routes of IETT mass transit system and to move the
central station points out of the Historic Peninsula (IIIH2S1E4)
• To use specially designed public vehicles in the Site (IIIH2S1E5)
• To execute the implementations of a “One‐Ticket System” and “Smart Ticket‐Automation
System” for integration with the metropolitan transportation system (IIIH2S1E6).
It is proposed that these tasks will be executed by the Ministry of Transportation, Special Provincial
Administration, TCDD, IETT, IDO and Traffic Branch Directorate which perform the implementations
in the Site. This will be done under the coordination of IMM, Site Management Directorate and Fatih
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Municipality who are defined as the responsible institutions of the project. Furthermore, trade
associations and universities are highlighted as the related institutions available to make necessary
contributions to the project.
The Project is linked with the following projects of IMM Directorate of Rail Systems included in the
2011 Investment Program of IMM: 199801050U10002‐coded “Construction Between Unkapani and
Yenikapi”, 201101050C02001, 201101050C02002, 201101050C02003‐coded “Operation for
Excavation, Conservation‐Repair and Reconstruction Works of the Sunken Ship Remains Recovered in
the Construction Site of Yenikapi Station of Istanbul Metro” which was scheduled in three parts,
201001050U10002‐coded “Yenikapi‐Incirli Metro Line”, 200801050U10002‐coded “Construction of
Golden Horn Metro Transit Bridge” and 201001050U27001‐coded “Construction of Golden Horn
Pedestrian Bridge”.
Furthermore, the Project is connected with the following projects of the Site Management Plan:
Project for Capacity Building on Coordinating Planning and Project Management in the Historic
Peninsula (I‐PP1), Project to Develop Integrated Information System for the Historic Peninsula (I‐
PP2), Project on Framework Development and Implementation of Impact Assessment for the World
Heritage Cultural Properties in the Historical Peninsula (II‐PP7) and Project for Harmonisation of
Plans Such as Conservation, Renewal, Transportation and Tourism and Relevant Projects in Relation
to the Historic Peninsula (II‐PP4).
• Training programs prepared for administrators and technical transport staff relating to
minimizing the negative impact of transportation projects and infrastructures on cultural
heritage in order to conserve cultural heritage
• Road arrangements regarding the route and limitations of use of wheeled vehicles in the
Historic Peninsula
• New rail transport solutions
• Increasing the number of routes and boats in the ports of the Historic Peninsula
• Moving the central stations of IETT mass transit system out of the Historic Peninsula
• Using specially‐designed public vehicles in the Site
• One‐ticket application or smart ticket automation system to be used in mass transit vehicles.
Expected outcomes of the project are the presentation of options to reduce the impact of wheeled
vehicle transport on the cultural heritage of the Historic Peninsula and encouraging mass transit and
sea transport and ensuring extensive and efficient use accordingly.
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PROJECT NAME: PROJECT FOR MAKING THE HISTORIC PENINSULA ACCESSIBLE FOR EVERYONE
AND APPLYING “UNIVERSAL DESIGN” PRINCIPLES TO URBAN SPACE
PROJECT DEFINITION: To develop “universal design” which takes into account the needs of
disadvantaged groups with regards to pedestrian, bicycle and motor vehicle transportation routes,
seaway and parking lots, transportation vehicles and signalling system arrangements, open areas and
squares, basic public buildings, monuments and World Heritage Sites in the Historic Peninsula. The
project will also establish, develop, implement and monitor the implementation of physical/spatial
standards for all facilities within the system and to provide coordination between institutions and
establishments active in this subject within the Historic Peninsula.
Related Objectives: IIIH6
Related Strategies: IIIH6S1
Related Actions:
Related Project Packages: III‐PP17, III‐PP18
RESPONSIBLE INSTITUTIONS: Fatih Municipality, Istanbul Metropolitan Municipality
RELATED INSTITUTIONS: Governorship of Istanbul, Istanbul Special Provincial Administration, Traffic
Branch Directorate
RESOURCES: Istanbul Metropolitan Municipality, Fatih Municipality, NGOs
TERM: Medium
–
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III‐PP16 PROJECT FOR MAKING THE HISTORIC PENINSULA ACCESSIBLE FOR EVERYONE AND APPLYING
“UNIVERSAL DESIGN” PRINCIPLES TO URBAN SPACE
The “Project for Making the Historic Peninsula Accessible for Everyone and Applying ‘Universal
Design’ Principles to Urban Space” aims to determine the steps required to solve the problem of
limited accessibility for disadvantaged groups and people with disabilities in the Site.
The Project consists of the following stages: To develop “universal design” which also considers
disadvantaged groups with regards to pedestrian, bicycle and motor vehicle transportation routes,
seaway and parking lots, transportation vehicles and signalling system arrangements, open areas and
squares, basic public buildings, monuments and World Heritage Sites in the Historic Peninsula. The
Project will also establish, develop, implement and monitor the implementation of physical/spatial
standards for all facilities of the system and to provide coordination between institutions and
establishments active in this subject within the Historic Peninsula.
Management Plan which is “providing accessibility for disadvantageous groups” and the strategy
which was developed in relation to this objective. IIIH6S1‐coded strategy was determined as “Taking
the needs of disadvantageous groups into consideration in arrangements of pedestrian and vehicle
transportation routes and signalling systems”.
IIIH6S1E1‐coded action which was defined in the Site Management Plan regarding the project is “To
develop standards and make arrangements in order to meet the needs of disadvantageous groups in
arrangements of pedestrian and vehicle transportation routes, transportation vehicles and signalling
systems”.
Responsible institutions of the project are proposed as IMM and Fatih Municipality. It is proposed
that the project is executed in coordination with the Governorship of Istanbul, Istanbul Special
Provincial Administration and Traffic Branch Directorate.
The Project is linked with III‐PP17‐coded “Project to Develop ‘Bicycle and Pedestrian Roads System’ In
the Historic Peninsula and Integrating to Current Transportation Network” and III‐PP18‐coded
“Project Regarding the Development of a Parking System for the Historic Peninsula” of the Site
Management Plan.
• Analysis to develop ‘universal design’ principles which also includes disadvantaged groups
• In accordance with the analysis conducted, establishing, developing, implementing and
monitoring the implementation of physical/spatial standards for all facilities of the system
• Preparing programs for increasing capacity in order to provide coordination between
institutions and establishments active in this subject within the Historic Peninsula.
The Project will contribute to determining the criteria for establishing the Historic Peninsula as a
place with high urban quality accessible by people with disabilities and other disadvantaged groups
and also reflecting those criteria to implementations.
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PROJECT NAME: PROJECT TO DEVELOP “BICYCLE AND PEDESTRIAN ROADS SYSTEM” IN THE
HISTORIC PENINSULA AND INTEGRATING TO CURRENT TRANSPORTATION
NETWORK
PROJECT DEFINITION: To develop the bicycle and pedestrian routes of the Historic Peninsula, to
identify solutions intended to integrate the current and proposed bicycle lane system, pedestrian
route system and the pedestrian spaces with the mass road transportation system, sea access and
the parking lot areas.
Related Actions: IIIH3S1E1
RESPONSIBLE INSTITUTIONS: Istanbul Metropolitan Municipality, Fatih Municipality
RELATED INSTITUTIONS: Universities, Specialised Non‐governmental Organisations
RESOURCES: IMM Directorate of City Planning, IMM Directorate of Construction Affairs, Fatih
Municipality Directorate of Housing and Urban Development, Fatih Municipality Directorate of
Survey and Projects, NGOs
TERM: Medium
Istanbul Metropolitan Municipality 2011>201001056U26001, Fatih Municipality Bicycle Project,
related regulations of IMM Directorate of Traffic, 12% Up To the Hill Project

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III‐PP17 PROJECT TO DEVELOP “BICYCLE AND PEDESTRIAN ROADS SYSTEM” IN THE HISTORIC
PENINSULA AND INTEGRATING TO CURRENT TRANSPORTATION NETWORK
The “Project to Develop ‘Bicycle and Pedestrian Roads System’ In The Historic Peninsula And
Integrating To Current Transportation Network” was established in order to determine the steps
required in solving the problems related to “insufficient pedestrian transport arrangements and an
absence of bicycle lanes in the Site”.
The Project consists of developing a system of bicycle and pedestrian roads in the Historic Peninsula
and producing solutions to ensure that current and proposed bicycle lane system, pedestrian
circulation system and pedestrian areas are integrated with rail systems, mass highway transit
system, sea transport and parking lot areas. The Project is important in terms of establishing a
foundation which ensures increased integration and accessibility of all modes of transportation in the
Site Management Plan Area.
Management Plan which is “increasing possibilities of safe pedestrian and bicycle circulation in the
Site” and the strategy which was developed in accordance with this objective. The IIIH3S1‐coded
strategy is “ensuring that pedestrian circulation system and pedestrian areas are integrated with rail
systems, highway mass transit system, sea transport and parking lot areas”.
IIIH3S1E1‐coded action which was defined in the Site Management Plan regarding the project is “to
limit vehicle traffic in the Site and to organise pedestrian and bicycle transportation routes”.
The Project was proposed to be executed by Fatih Municipality and the Special Provincial
Administration, who perform the implementations in the Site, under the coordination of IMM, which
was defined as the responsible institution. Related institutions which will make necessary
contributions to the project are universities and specialised NGOs. Project resources were proposed
as IMM Directorate of City Planning, IMM Directorate of Construction Affairs, Fatih Municipality
Directorate of Housing and Urban Development, Fatih Municipality Directorate of Survey and
Projects and related Non‐governmental Organisations.
The Project is linked with scheduled projects of other institutions. The Project can be associated with
201001056U26001‐coded “Istanbul‐wide Bicycle Lanes Project” of IMM Directorate of Construction
Affairs which is included in the 2011 Investment Program of IMM. The Bicycle Lanes Project
scheduled by Fatih Municipality throughout the district, activities including the bicycle system on
which IMM Traffic Branch Directorate continue working as of April 2011 and the “12% Up To The
Hill” EU Project which encourages bicycle use in high inclined cities throughout Europe (to which
IMM is a party) are connected with this project.
• Bicycle lane system design throughout the Historic Peninsula
• Proposals regarding the use of roads which were/will be pedestrianised and their integration
with the bicycle lanes
• Proposals regarding the type of bicycles to be used by every age group in the Historic
Peninsula and the bicycle park areas
• Bicycle operating system in the Historic Peninsula
• Training programs for bicycle users by riders.
Basic outcome of the project can be defined as encouraging bicycle use and expanding pedestrian
transport in the Historic Peninsula.
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PROJECT NAME: THE PROJECT REGARDING THE DEVELOPMENT OF A PARKING SYSTEM FOR
PROJECT DEFINITION: To recommend parking lot areas in appropriate places inside and outside the
area in order to develop a parking lot system unique to the Historic Peninsula and different from the
Istanbul‐wide implementations, to develop a system which is integrated in terms of legal,
institutional and financial aspects and considers proposed and implemented new pedestrian and
bicycle lanes, their parking lot needs, vehicle roads and service roads – in the view of detailed traffic
and transportation surveys – and innovative parking lot management implementations in a way as to
minimise their effects on cultural heritage.
Related Actions: IIIH4S1E1
RELATED INSTITUTIONS: Fatih Municipality, Universities, ISPARK, Traffic Branch Directorate, 1st
District Directorate of Foundations
RESOURCES: Istanbul Metropolitan Municipality
TERM: Average
Istanbul Transportation Master Plan and Historic Peninsula JICA Traffic Management Survey
264
III‐PP18 PROJECT REGARDING THE DEVELOPMENT OF A PARKING SYSTEM FOR THE HISTORIC
PENINSULA
The “Project Regarding the Development of a Parking System for the Historic Peninsula” was
established in order to determine the steps required in addressing the problems related to
“insufficient parking lot areas in the Historic Peninsula and using the roads as parking lots”.
The Project consists of, specifically in accordance with the said problems, stages of developing a
parking lot system, establishing relationships between these areas and other modes of
transportation and establishing an integrated system by considering its effects on cultural heritage.
The project is important in that by considering the aforementioned factors, it will develop an
integrated system in terms of legal, institutional and financial aspects.
Management Plan which is “implementing parking lot policy in the management of vehicle parking in
the Site” and the strategy which was developed in accordance with this objective. The IIIH4S1‐coded
strategy is “analysing the parking lot areas according to limitations imposed on the transportation
system in the Historic Peninsula”.
• To develop a “park and ride” system in order to reduce transportation by automobiles and
taxis in central zones (IIIH4S1E1)
• To implement short‐term parking for the vehicles moving in the inner wall traffic (IIIH4S1E2)
• To encourage private automobile drivers to use the parking lots in Fatih District which are
underused during the daytime (IIIH4S1E3)
• To assign 10 pm to 6 am as entry‐exit hours of commercial load vehicles to the cultural
heritage areas and to ensure that warehouses are kept open and security services in the zone
are increased within those hours (IIIH4S1E4).
It is proposed that the Project is executed by the Traffic Branch Directorate and ISPARK, which
perform implementations in the Site, under the coordination of IMM and Fatih Municipality, which
are defined as the responsible institutions for the project. Furthermore, 1st District Directorate of
Foundations is considered a related institution due to the Administration’s role in selection of
parking lot areas as the property owner. Universities are also among the institutions contributing to
the project.
The Project is linked with the following projects of the Site Management Plan: III‐PP16‐coded
“Project for Making the Historic Peninsula Accessible for Everyone and Applying ‘Universal Design’
Principles to Urban Space” and III‐PP17‐coded “Project to Develop ‘Bicycle And Pedestrian Roads
System’ In The Historic Peninsula And Integrating To Current Transportation Network”.
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• Undertaking analysis for developing a parking lot system unique to the Historic Peninsula and
determining the necessary requirements
• Determining appropriate areas inside and outside the area in accordance with the analysis
findings
• Supporting the determined parking lot areas with vehicle and service roads in order to
further connect them to other modes of transportation
• Supporting the conducted activities with innovative parking lot management
implementations which will minimise the effects on cultural heritage.
The most important contribution of the project will be the limitation of motor vehicle traffic and
minimisation of its negative effects within the Site by developing a parking lot system unique to the
Historic Peninsula.
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3.1.4. Perception of Importance and Value of the Site Projects
Three projects were determined within the project package defined under the theme of “Perception
of Importance and Value of the Site”. These projects which were formed in connection with the
objectives, strategies and actions listed for the Historic Peninsula in Part 2 consists of activities of
monitoring, evaluating and information design.
The projects defined under the theme of “Perception of Importance and Value of the Site” are listed
below. Project tags of the each project were presented which specify the project code, name,
definition, related objectives, strategies, actions and relationship with other projects, responsible
institutions.
IV‐PP19 PROJECT FOR MONITORING AND EVALUATING SILHOUETTE EFFECT, BUILDING DENSITY AND
BUILDING QUALITY OF THE HISTORIC PENINSULA
IV‐PP20 PROJECT FOR INCREASING THE PERCEPTION OF CULTURAL PROPERTIES IN THE HISTORIC
PENINSULA / UNDERSTANDING GENIUS LOCI
IV‐PP21 PROJECT FOR “INFORMATION DESIGN” TO IMPROVE PERCEPTION OF THE HISTORIC
PENINSULA
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PROJECT CODE: IV‐PP19
PROJECT NAME: PROJECT FOR MONITORING AND EVALUATING SILHOUETTE EFFECT,
BUILDING DENSITY AND BUILDING QUALITY OF THE HISTORIC PENINSULA
PROJECT DEFINITION: To make regular annual comparisons regarding the current situation in terms
of conservation decisions and development implementations in the Historic Peninsula in order to
determine the high‐density and unqualified buildings which weaken the perception of the Historic
Peninsula and to develop tools which objectively define the criteria of this determination through
two and three dimensional visual expression techniques (maps, three dimensional models, scale
models etc.). The Project will produce versions of these tools which may be broadcast online and
submitted to users, to activate feedback processes, ensure the conservation of the Historic Peninsula
and increase the performance of the Development Plan for Conservation through this monitoring
process.
Related Objectives: IVH1
Related Strategies: IVH1S1, IVH1S2, IVH1S3
Related Actions: IVH1S1E1, IVH1S2E1, IVH1S2E2, IVH1S3E1
Related Project Packages: I‐PP2, II‐PP6, IV‐PP20
RESPONSIBLE INSTITUTIONS: Istanbul Metropolitan Municipality, Site Management Directorate,
Fatih Municipality
RELATED INSTITUTIONS: Special Provincial Administration, 1st District Directorate of Foundations,
Boards of Conservation of Cultural Properties, Universities
RESOURCES: IMM Directorate of Projects, IMM Directorate of City Planning
–
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IV‐PP19 PROJECT FOR MONITORING AND EVALUATING SILHOUETTE EFFECT, BUILDING DENSITY AND
BUILDING QUALITY OF THE HISTORIC PENINSULA
The “Project for Monitoring and Evaluating Silhouette Effect, Building Density and Building Quality of
the Historic Peninsula” aims to determine the necessary steps required to address problems which
include “the fact that visitors have difficulty in perceiving and are not fully aware of the heritage
areas and important focal points due to reasons such as occasional high‐density, unqualified,
unoccupied and unsupervised buildings, neglected environment conditions and insufficient lighting
implementations in the Site”.
The decision that the construction gauges (which were determined by the Prost Plan prepared
between 1936 and 1940 in order to conserve the original silhouette of the Historic Peninsula and
continued with plans and implementations thus far) should not exceed the altitude of +40 and +50
should be robustly adhered to. This decision is very important in terms of maintaining the
authenticity and integrity of the World Heritage Sites in Istanbul as per when they were subscribed
on the UNESCO World Heritage List in 1985.
In general, the project consists of the stages of determining the factors affecting the visual integrity
and planning and design criteria, monitoring the visual integrity of the Site based on the determined
criteria and sharing these studies with the people in charge and bringing them to use.
The framework of the project was established in accordance with IVH1‐coded objective of the Site
Management Plan which is “redeveloping the visual integrity of the Historic Peninsula, to preserve,
improve and promote its historic character” and three strategies developed in connection with these
objectives. The first strategy coded as IVH1S1 is “removing all elements which weaken the perception
of importance and value of the Historic Peninsula”. The second strategy coded as IVH1S2 is
“increasing the urban environmental quality in the Historic Peninsula,” and the third strategy coded
as IVH1S3 is “ensuring that the landmarks and focal points in the Site become more perceptible by the
visitors and users”.
• To scrutinise the current situation and decisions of the conservation plan and to remove the
high‐density, unqualified buildings which weaken the perception of the Historic Peninsula
and to make unoccupied buildings usable (IVH1S1E1)
• To perform maintenance and reparation on the cultural properties in the Historic Peninsula
through an extensive and sustainable program and to design their associated areas
(IVH1S2E1)
• To inspect the built‐on facades, billboards, landscape designs, urban furniture and lighting
armatures which affect the perception of the historic environment and cultural properties in
the Historic Peninsula negatively and to support more favourable implementations
(IVH1S2E2)
• To develop a design guide for designing new buildings, facades, billboards, the landscape,
urban furniture, lighting armatures etc. in the Historic Peninsula (IVH1S3E1).
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It is proposed that the project will be executed by the Special Provincial Administration and 1st
District Directorate of Foundations in coordination with Istanbul Metropolitan Municipality, Site
Management Directorate and Fatih Municipality which were defined as the responsible institutions.
Furthermore, related Boards of KVK (Conservation of Cultural Properties) and universities, which will
provide the necessary scientific contribution to the project, were included in the related institutions.
The Project is linked with the following project packages of the Site Management Plan:
• I‐PP2 Project to Develop Integrated Information System for the Historic Peninsula
• II‐PP6 Project for Activation of Implementation of Urban Design Guide for the Historic
Peninsula
• IV‐PP20 Project for Increasing the Perception of Cultural Properties in the Historic Peninsula /
Understanding Genius Loci
• Determining the elements which affect the visual integrity in the Historic Peninsula
negatively
• Historic Peninsula Urban Design Guide which includes new building and environment criteria
to be implemented in the Historic Peninsula according to the current situation, conservation
decisions and principles regarding the Site and uses tools which objectively define these
criteria through two and three dimensional expression techniques
• Periodical analyses to be performed in accordance with the design guide in order to monitor
the visual integrity in the Historic Peninsula
• Mediums which ensure communication and bringing the prepared design guide and related
operations into use for the people concerned.
The most important benefit of this project is providing visual integrity by increasing the building and
environment quality. In addition, the project will increase the performance of the Development Plan
for Conservation through the monitoring and feedback mechanisms it will provide. Consequently, it
is anticipated that the project will contribute to conservation of the Historic Peninsula by increasing
the environmental quality and providing visual integrity in the Historic Peninsula.
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PROJECT NAME: PROJECT FOR INCREASING THE PERCEPTION OF CULTURAL PROPERTIES IN
THE HISTORIC PENINSULA / UNDERSTANDING GENIUS LOCI
PROJECT DEFINITION: To monitor the elements which deform the silhouette effect and visual
integrity and affect the perception of environment and cultural properties negatively in the Historic
Peninsula, to determine new buildings, additions to historic buildings, built‐on facades, billboards,
landscape designs, urban furniture and lighting armatures and to take or cause to take the necessary
precautions; to ensure that the “genius loci” is understood and easily perceived in the Historic
Peninsula; to develop understandable and applicable design components with advertisement
agencies, printing houses and manufacturers for implementations of new facades, billboards,
landscape, urban furniture and lighting armatures in the Historic Peninsula in order to be used by
local governments, thus to provide input for implementations of the Urban Design Guide of the
Historic Peninsula.
Related Strategies: IVH1S2, IVH1S3
Related Actions: IVH1S2E2, IVH1S3E1
Related Project Packages: II‐PP6, IV‐PP19
Fatih Municipality
RELATED INSTITUTIONS: Special Provincial Administration, 1st District Directorate of Foundations,
Boards of KVK (Conservation of Cultural Properties), Universities
RESOURCES: IMM Directorate of Projects
IMM 2011>201101057C01012, 201001047P08006, 201101075P04002, 201101075P04001,
201001125U50007, 201001014C01001,
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IV‐PP20 PROJECT FOR INCREASING THE PERCEPTION OF CULTURAL PROPERTIES IN THE HISTORIC
PENINSULA / UNDERSTANDING GENIUS LOCI
The “Project for Increasing the Perception of Cultural Properties in the Historic Peninsula /
Understanding Genius Loci” aims to determine the necessary steps to address the problems which
include “the fact that it has become exceedingly difficult for the users and visitors to perceive the
silhouette, heritage areas, important focal points and historic buildings in the Historic Peninsula and
to comprehend the ‘genius loci’ and that misperceptions occurs”. The project focuses particularly on
built‐on facades, landscape designs, urban furniture and lighting armatures among the elements
which affect the visual integrity; it reviews these elements in terms of their relationships with the
historic environment and historic properties and includes arrangement of them in a way as to have a
positive effect on the perception of the Site and understanding of the genius loci.
The framework of the project was established in accordance with IVH1‐coded objective of the Site
Management Plan which is “redeveloping the visual integrity of the Historic Peninsula, preserving,
improving and promoting its historic character” and two strategies developed in connection with
these objectives. The first strategy coded as IVH1S2 is “increasing the urban environmental quality in
the Historic Peninsula,” and the second strategy coded as IVH1S3 is “ensuring that the landmarks and
focal points in the Site become more perceivable by the visitors and users”.
• To supervise the built‐on facades, billboards, landscape designs, urban furniture and lighting
armatures which have a negative effect on the perception of the silhouette of the Historic
Peninsula, the ‘genius loci’, the historic environment and cultural properties in the Historic
Peninsula and to support more favourable implementations (IVH1S2E2)
• To provide input for the design guide prepared for designing new buildings, facades, billboards,
the landscape, urban furniture, lighting armatures etc. in the Historic Peninsula, to monitor, lead
and develop the implementations (IVH1S3E1).
It is proposed that the project will be executed by the Special Provincial Administration and 1st
District Directorate of Foundations under the coordination of and together with Istanbul
Metropolitan Municipality, Site Management Directorate and Fatih Municipality which were defined
as the responsible institutions. Furthermore, related Boards of Conservation of Cultural Properties
and universities, which will provide the necessary scientific contribution to the project, were included
in the related institutions.
The Project is linked with the following projects: 201001047P08006‐coded “Operation of
Determining Proposed Facility Standards in Relation to Istanbul” executed by IMM Directorate of City
Planning; 201101057C01012‐coded project of IMM Directorate of Projects which is “Studies
Regarding a Design Guide for Infrastructure in Main Arteries and Pedestrian Areas in Istanbul”
included in the 2010 and 2011 Investment Programs of IMM; 201101075P04002‐coded project which
is “Project for Implementation of Urban Design Throughout Istanbul” and 201101075P04001‐coded
project which is “Project for Implementation of Urban Design for Building Facades and Ground
Rehabilitation Throughout Istanbul” executed by IMM Directorate of Urban Design;
201001125U50007‐coded project of IMM Directorate of City Lighting which is “Building Exterior
Lighting Installations of Historical Monuments and Buildings in Various Districts of Istanbul” and
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201001014C01001‐coded “Survey Project for Establishing a Coastal Management Plan for Istanbul
and Bosporus” executed by IMM Directorate of Environmental Conservation.
• II‐PP6 Project for Activation of Implementation of Urban Design Guide for the Historic
Peninsula
• IV‐PP19 Project for Monitoring and Evaluating Silhouette Effect, Building Density and Building
Quality of the Historic Peninsula.
Expected outputs of the project are as follows:
• Determining the built‐on facades, billboards, landscape designs and urban furniture which
affect the perception of the environment and cultural properties in the Historic Peninsula
negatively and ensuring that they are arranged accordingly
• Determining the design components which support the perception of the ‘genius loci’ in
order to provide input for the Urban Design Guide of the Historic Peninsula with regards to
billboards, landscape designs and urban furniture.
The most important benefit of the project may be defined as determining and removing the built‐on
facades, landscape designs, billboards and urban furniture which negatively affect the perception of
the historic environment and properties in the Site and increasing the perceptibility of the historic
environment and properties by determining the design criteria in relation to aforementioned
elements and performing sample implementations. Thus, perception of the importance and value of
the Site is expected to be enhanced through the contribution of the visual integrity of the Site.
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PROJECT NAME: PROJECT FOR “INFORMATION DESIGN” TO IMPROVE PERCEPTION OF THE
HISTORIC PENINSULA
PROJECT DEFINITION: To form written and visual, easily understandable and accessible maps,
documents, publications and web sites by utilising the medium of “information design” in order to
perceive the authenticity, image, character, distinctiveness and aesthetic quality of the Historic
Peninsula; to examine, compare and evaluate the products of public and private establishments
which display activity in this area; to create and encourage (in particular) new generation ideas,
designs, methods and approaches and to ensure their use in the development of the products with
the function of informing.
Related Strategies: IVH2S1
Related Actions: IVH2S1E1, IVH2S2E2
Related Project Packages: I‐PP2, V‐PP22, VI‐PP26
Fatih Municipality
RELATED INSTITUTIONS: Ministry of Foreign Affairs, Ministry of Culture and Tourism, Promotion
Agencies, Universities
RESOURCES: IMM Directorate of Conservation of Historic Sites
IMM 2011>201101052K10004
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IV‐PP21 PROJECT FOR “INFORMATION DESIGN” TO IMPROVE PERCEPTION OF THE HISTORIC
PENINSULA
The “Project for ‘Information Design’ to Improve Perception of the Historic Peninsula” aims to
address the problem of the absence of written and visual, easily understandable and accessible
documents required to ensure that the Historic Peninsula is adequately perceived by visitors and
users.
The project includes forming products which will enhance the perceptibility of the Site by
strengthening its image through information design as well as examining the current activities and
encouraging innovative studies in this field.
The framework of the project was created in accordance with the IVH2‐coded objective of the Site
Management Plan which is “recognizing, conserving and developing the authenticity, image,
character, distinctiveness and aesthetic quality of the Site” and IVH2S1‐coded strategy connected
with this objective which is “strengthening and increasing the recognisability of the image of the Site
at both a national and international scale”.
• To make and/or encourage researches and studies in order to expose different fabrics and
zones, roads, landmarks and focal points and to support the implementation of the studies
performed (IVH2S1E1)
• To broadcast the results of the researches performed through printed and digital media
mediums in order to ensure that the Historic Peninsula is well perceived by visitors and users
(IVH2S1E2).
It is proposed that the project is executed under the coordination of Istanbul Metropolitan
Municipality, Site Management Directorate and Fatih Municipality which were defined as the
responsible institutions together with the support of the Ministry of Foreign Affairs, Ministry of
Culture and Tourism, promotion agencies and universities.
This project is linked with the 201101052K10004‐coded project of IMM Directorate of Tourism which
is called “Publication of Promotional Materials” and included in the Investment Program of IMM.
• V‐Project on Developing Knowledge Infrastructure on Cultural Heritage of the People Living
or Working inside and outside of the Historic Peninsula
• VI‐PP26 Project to Develop Tourism Infrastructure of the Historic Peninsula and Coordination
of Promoting and Informing Activities.
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Expected outputs of the project may be defined as follows:
• Preparing written and visual, easily understandable and accessible maps, documents,
publications and web sites which promote the image, distinctive characteristics and aesthetic
quality of the Site
• Providing an environment conducive for examining and evaluating the products of public and
private establishments working to address issues relating to the perception of image and
distinctive characteristics of the Site
• In order to increase the perceptibility of the Site, providing an environment in which
innovative approaches and methods which utilise the speciality of information design are
encouraged and reflected within implementations.
The Project is expected to strengthen the image of the Site at both a national and international scale
through providing the products which will increase Area recognition and the necessary environment
to develop these products. Thus, it will contribute to the perception of importance and value of the
Site at a national and international scale.
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3.1.5. Training, Awareness Raising and Participation Projects
Three projects were determined within the project package which is defined under the theme of
“Training, Awareness Raising and Participation”. This project package is formed in connection with
the objectives, strategies and actions which were listed for the Historic Peninsula in Part 2 and
consist of the activities of research‐development and capacity building. The projects defined under
the theme of “Training, Awareness Raising and Participation” are listed below. Project tags of the
each project were presented which specify the project code, name, definition, related objectives,
strategies, actions and relationship with other projects, responsible and related institutions,
resources, term and if any, link with the scheduled projects of other institutions.
V‐PP22 PROJECT ON DEVELOPING KNOWLEDGE INFRASTRUCTURE ON CULTURAL HERITAGE OF THE
PEOPLE LIVING OR WORKING BOTH INSIDE AND OUTSIDE THE HISTORIC PENINSULA
V‐PP23 PROJECT TO DEVELOP AND IMPLEMENT MECHANISMS OF FUNCTIONAL PARTICIPATION TO
CONSERVATION, PLANNING AND IMPLEMENTATION PROCESSES IN THE HISTORIC PENINSULA
V‐PP24 PROJECT TO DEVELOP TRAINING PROGRAMS IN THE HISTORIC PENINSULA REGARDING
CULTURAL HERITAGE AND PARTICIPATION METHODS

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PROJECT CODE: V‐PP22
PROJECT NAME: PROJECT ON DEVELOPING KNOWLEDGE INFRASTRUCTURE ON CULTURAL
HERITAGE OF THE PEOPLE LIVING OR WORKING BOTH INSIDE AND OUTSIDE
PROJECT DEFINITION: To support directors of public institutions and private sector and users of the
Site through a ‘life‐long training’ approach and the trainers with ‘training of trainers programs’ in
order to develop their knowledge infrastructure regarding the Historic Peninsula and cultural
heritage; to form training programs, establish a training unit and prepare information programs in
this regard; to produce visual and written training materials for people from all age groups and
education levels; to support conferences, seminars, museums and exhibitions, to organise promotion
trips; to develop mechanisms which provides coordination between different activities in this area;
to support and expand the activities conducted in grade schools and to provide coordination
between similar activities related to the subject.

Related Objectives: VH1, VH2
Related Strategies: VH1S1, VH2S1
Related Actions: VH1S1E1, VH2S1E1, VH2S1E2, VH2S1E3
Related Project Packages: IV‐PP20, IV‐PP24, VI‐PP25
RESPONSIBLE INSTITUTIONS: Site Management Directorate, Istanbul Directorate of National
Education, Istanbul Directorate of Culture and Tourism
RELATED INSTITUTIONS: Istanbul Metropolitan Municipality, Universities, Fatih Municipality, 1st
RESOURCES: Istanbul Special Provincial Administration, IMM Directorate of Cultural Affairs, IMM
Directorate of Conservation of Historic Sites, Provincial Culture and Tourism Directorate, 1st District
Directorate of Foundations
TERM: Long / ongoing
Fatih Municipality, “Information Houses Project”, “Fatih Social Integration Project”, “District
Mansions Project”, “Project on Workshop for People with Disabilities”, trainings continued under the
protocol executed between VGM –KOREFD, Haseki Sultan Foundation Artworks Museum Project
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V‐PP22 PROJECT ON DEVELOPING KNOWLEDGE INFRASTRUCTURE ON CULTURAL HERITAGE OF THE
PEOPLE LIVING OR WORKING BOTH INSIDE AND OUTSIDE THE HISTORIC PENINSULA
The “Project on Developing Knowledge Infrastructure on Cultural Heritage of the People Living or
Working Both Inside and Outside the Historic Peninsula” was established to address issues relating to
“lack of knowledge of employees in decision‐maker and implementer institutions regarding natural
and cultural heritage and conservation of this heritage” and the need of inhabitants and employees
to undertake cultural heritage training.
For the purpose of finding solutions to the aforementioned problems, the project recommends
preparation of programs which will support the training of users of the Site and trainers as well as
directors of public institutions and private sector from different age and occupational groups in order
to develop their knowledge infrastructure regarding the Historic Peninsula and cultural heritage. It is
anticipated that training activities will be executed by the Provincial Culture and Tourism Directorate
and Provincial Directorate of National Education under the coordination of the Site Management
Directorate. In addition, the process will be strengthened with supports from IMM, Special Provincial
Administration and Fatih Municipality as well as specialist support from universities.
The framework of the project was established in accordance with the need for “developing
knowledge infrastructure of employees of public institutions and inhabitants in the Historic Peninsula
regarding natural and cultural heritage” which was mentioned in VH1 and VH2‐coded objectives of
the Site Management Plan. The strategies to realise these objectives are “informing the directors,
employees and trainers systematically regarding the cultural heritage (VH1S1)” and “informing each
interest group with regards to cultural heritage and conservation at the level accessible to their
respective socio make up (age, education, culture etc.) (VH2S1)”.
• To establish a training unit and to prepare information programs in order to inform directors
of public institutions, employees and trainers regarding cultural heritage (VH1S1E1)
• To prepare training programs and to organise promotion trips, essay and photograph
competitions in grade schools in order to strengthen the knowledge infrastructure regarding
cultural heritage (VH2S1E1)
• To establish training programs for inhabitants in the Site from every age group regarding
cultural heritage and its conservation, to support conferences, seminars, museums and
exhibitions and to organise promotion trips (VH2S1E2)
• To produce and distribute visual and written materials regarding cultural heritage for all age
groups (VH2S1E3).
Scope of the project consists of informing everyone who is related to the Historic Peninsula about
cultural heritage and the Historic Peninsula based on a “life‐long training” approach; developing
capacity and providing consistent training through its objectives and strategies. In this context,
“training for trainers” program is prioritized and is required to establish training programs for every
age group whilst also taking into account different group profiles. The Site Management Directorate
and Provincial Culture and Tourism Directorate are proposed as responsible institutions for
coordination of the training programs and provision of necessary logistic opportunities. Among other
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related institutions, the Provincial Directorate of National Education and Fatih Municipality will
provide the necessary capacity regarding the training given to students at school and the inhabitants.
IMM, Universities, 1st District Directorate of Foundations and trade associations will be responsible
for preparing the contents of training programs. Furthermore, support from offices of
neighbourhood chiefs is required in order to identify the people who will participate to the programs.
The Project is linked with “Information Houses Project”, “Fatih Social Integration Project”, “District
Mansions Project”, “Project on Workshop for People with Disabilities” which have been executed by
Fatih Municipality. Projects or activities of the related institutions which are mentioned in Section 1.5
will be considered as the related projects and activities in the development process of this project.
In addition, the project can be associated with the “Qualified Implementation Staff Training Program
in Conservation Process of Cultural Heritage” which is in progress under the EU Project in order to
meet the deficit of required qualified intermediate staff and whose 4th Stage continues according to
the protocol executed between the General Directorate of Foundations and the Association of
Conservation and Restoration Firms (KOREFD). Furthermore, activities and training to be performed
in the museums of the District Directorate of Foundations are connected with this project.
The Project is linked with the following projects of the Site Management Plan:
• IV‐PP24 Project to Develop Training Programs In The Historic Peninsula Regarding Cultural
Heritage And Participation Methods
• VI‐PP25 Project for Planning and Monitoring Tourism Activities and Activating Visitor
Management in the Historic Peninsula
Outputs of this Project are as follows:
• A training unit to be established in order to inform on the cultural heritage in the Site
• Training programs prepared for grade schools in order to strengthen cultural heritage
knowledge infrastructure
• Training programs prepared for inhabitants in the Site from every age group and education
level in order to strengthen cultural heritage knowledge infrastructure
• Conferences, seminars, museums and exhibitions regarding cultural heritage and its
conservation
• Visual and written materials produced and thematic trips.
Expected outcomes of the project are developing the knowledge infrastructure regarding cultural
heritage of the Historic Peninsula and realising ‘life‐long training’ for everyone related to the Site.
This Project, which supports raising institutional awareness, is one of the most important activities of
the Site Management Plan.
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PROJECT NAME: PROJECT TO DEVELOP AND IMPLEMENT MECHANISMS OF FUNCTIONAL
PARTICIPATION TO CONSERVATION, PLANNING AND IMPLEMENTATION
PROCESSES IN THE HISTORIC PENINSULA
PROJECT DEFINITION: To develop mechanisms that provide equal and transparent participation of
stakeholders in conservation, planning and implementation processes regarding the Historic
Peninsula, to establish and implement the systems related to measuring and evaluating the effect of
participation and to develop innovative tools regarding participation by use of information
technologies.
Related Objectives: VH4, VH5, VH6
Related Strategies: VH4S1, VH5S1, VH6S1,
Related Actions: VH4S1E1, VH5SE1, VH5SE2, VH6S1E1, VH6S1E2
Related Project Packages: I‐PP1, I‐PP2, I‐PP3, II‐PP11
RELATED INSTITUTIONS: Istanbul Metropolitan Municipality, Universities, Fatih Municipality, 1st
RESOURCES: Governorship of Istanbul, Istanbul Metropolitan Municipality, Istanbul Special Provincial
Administration
–
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V‐PP23 PROJECT TO DEVELOP AND IMPLEMENT MECHANISMS OF FUNCTIONAL PARTICIPATION TO
CONSERVATION, PLANNING AND IMPLEMENTATION PROCESSES IN THE HISTORIC PENINSULA
The “Project to Develop And Implement Mechanisms Of Functional Participation To Conservation,
Planning And Implementation Processes In The Historic Peninsula” was established in order to
determine the steps required to address the problems regarding the fact that efficient and
sustainable participation mechanisms in conservation, planning and implementation processes have
not been established between stakeholders, are not secured by law and that there are no systems in
place to measure/evaluate participation.
The Project includes developing mechanisms that will provide equal and transparent participation of
stakeholders in conservation, planning and implementation processes regarding the Historic
Peninsula, to establish and implement systems related to measuring and evaluating the effect of
participation. The Project will be supported by developing innovative tools regarding participation by
use of information technologies. It is proposed that training and informing activities will be under the
responsibility of the Site Management Directorate and be supported by local government,
universities and specialised NGOs.
The first objective coded as VH4 which constitutes the framework of the project is “providing equal
and transparent participation of stakeholders in conservation, planning and implementation
processes”. The second objective coded as VH5 is “providing efficient participation of all stakeholders
related to the Management Area in order to successfully implement the Site Management Plan” and
the final objective coded as VH6 is “establishing a system related to measuring and evaluating the
effect of participation”.
First strategy associated with these objectives is “providing implementation of equality, transparency
and sustainability principles in participation (VH4SI)”. The second strategy is “awareness raising and
increasing information of all stakeholders regarding Historic Peninsula Site Management Plan
(VH5S1)” and the third strategy is “realizing the participation in company with specialists and
together with actual stakeholders and providing sustainability (VH6S1)”.
follows:
• To implement a systematic and constant training program regarding participation methods to
all stakeholders in relation with Historic Peninsula and cultural heritage (VH4S1E1)
• To establish information offices, to arrange web pages and to make broadcasts in order to
inform all stakeholders regarding the Site Management Plan (VH5S1E1)
• To develop and execute training programs regarding the Site Management Plan and the Site
for directors and employees who work in the institutions related to the Site (VH5S1E2)
• To establish a unit to provide sustainability of participation to the Site Management Plan and
to form its working principles (VH6S1E1)
• To prepare and implement measuring and supervision documents such as “participation
agreement” and “participation statement (VH6S1E2).
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The scope of the project consists of increasing participation capacity of all stakeholders, which is the
common thread of related objectives and strategies and providing efficient and sustainable
participation to the process by drawing attention to the Site Management Plan. It is proposed that
the Site Management Directorate and Istanbul Metropolitan Municipality will be in charge of
providing coordination between all stakeholders. It is anticipated that Fatih Municipality, which is at
the centre of all implementations in the Site, will facilitate gathering related stakeholders together
and providing information. Specialists, universities, related NGOs and trade associations are expected
to form a functioning program regarding the participation methods.
The Project package should include arrangements for producing facilitating tools which provide equal
and transparent participation in conservation and planning processes. Local government units should
have a framework for delivering logistic support for provision of this participation.
• I‐PP1 Project for Capacity Building on Coordinating Planning and Project Management in the
Historic Peninsula
• II‐PP11 Project on Partnership Development between Public‐Private Sector‐NGOs, for
Conservation and Restoration Practices in the Historic Peninsula.
Projects or activities of the related institutions which are mentioned in Section 1.5 will be considered
as the related projects and activities in the development process of this project.
• Schedule of training in terms of participation methods to be given to all stakeholders
together with related printed publications with regards to the Historic Peninsula and cultural
heritage
• Information offices to be established in order to inform all stakeholders regarding the Site
Management Plan and information materials to be utilised in the offices
• An interactive website in which all developments regarding training, information and
promotion is updated
• Establishing a unit providing sustainability of participation and providing sustainability
• A participation agreement prepared in order to ensure that NGOs and related institutions
agree on common objectives, get together to execute a common campaign and work
together.
Expected outcomes of the project relate to the conservation of cultural heritage and expansion of
participation to management. Other outcomes are agreeing on common objectives by developing
the level of awareness amongst stakeholders, influencing management processes and providing
implementation of the Site Management Plan by empowering the public.
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PROJECT NAME: PROJECT TO DEVELOP TRAINING PROGRAMS IN THE HISTORIC PENINSULA
REGARDING CULTURAL HERITAGE AND PARTICIPATION METHODS
PROJECT DEFINITION: To develop and implement a systematic and ongoing training program with

regards to cultural heritage and participation methods for all stakeholders in the Historic Peninsula,
to correlate and direct research and development studies conducted in this subject.
Related Objectives: VH5, VH6
Related Strategies: VH5S1, VH6S1,
Related Actions: VH5SE1, VH5SE2, VH6S1E1, VH6S1E2
Related Project Packages: I‐PP1, I‐PP2, I‐PP3, II‐PP11, II‐PP12, V‐PP23
RESPONSIBLE INSTITUTIONS: Site Management Directorate, Istanbul Metropolitan Municipality
RELATED INSTITUTIONS: Fatih Municipality, Universities, NGOs
RESOURCES: Governorship of Istanbul, Istanbul Metropolitan Municipality, Istanbul Special Provincial
Administration, 1st District Directorate of Foundations
KOREFD‐VGM‐ Directorate General of Foundations >Qualified Implementation Staff Training Program
in Conservation Process of Cultural Heritage

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V‐PP24 PROJECT TO DEVELOP TRAINING PROGRAMS IN THE HISTORIC PENINSULA REGARDING
CULTURAL HERITAGE AND PARTICIPATION METHODS
The “Project to Develop Training Programs in the Historic Peninsula Regarding Cultural Heritage and
Participation Methods” was established to address the lack of information and experience of all
related stakeholders in the Site regarding natural and cultural heritage and conservation of this
heritage and the need to increase participation to management accordingly.
In order to support the training activities to be executed at different levels according to interests of
stakeholders, the Project includes producing documents, materials and programs. The Project will
produce supportive tools to develop and implement a systematic and ongoing training program with
regards to cultural heritage and participation methods for all stakeholders in the Historic Peninsula.
The Project is very important in terms of informing all stakeholders regarding cultural heritage,
increasing the participation capacity and producing tools which provide functionality of the Site
Management Plan.
The framework of the project was established in accordance with VH5‐coded objective of the Site
Management Plan which is “providing efficient participation of all stakeholders related to the
Management Area in order to successfully implement the Site Management Plan” and the strategy
associated with this objective which is “awareness raising and increasing information of all
stakeholders regarding Historic Peninsula Site Management Plan (VH5S1)”. VH6‐coded objective
which is “establishing a system related to measuring and evaluating the effect of participation” and
the strategy associated with this objective which is “realizing the participation in company with
specialists and together with actual stakeholders and providing sustainability (VH6S1)” support the
project.
The actions defined in the Site Management Plan of the Historic Peninsula with regards to the project
are as follows:
• To determine and prepare new versions of training programs and documents regarding the
Site Management Plan and the Site for directors and employees who work in the institutions
related to the Site (VH5S1E2)
• To perform international workshop studies and support training activities (VH6S1E3)
• To support researches and specialists studies to be conducted in relation to developing
participation mechanisms (VH6S1E4)
• To produce and distribute visual and written materials regarding cultural heritage covering
every age group (VH2S1E3).
The content of the project consists of increasing participation capacity of all stakeholders, which is

the common synergy of related objectives and strategies, providing efficient participation to the
process by drawing attention to the Site Management Plan and developing tools which provide
sustainability in participation. It is proposed that Site Management Directorate and Istanbul
Metropolitan Municipality will be in charge of providing coordination between all stakeholders. It is
anticipated that Fatih Municipality, which is at the centre of all implementations in the Site, will
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facilitate gathering related stakeholders together and providing information. Specialists, universities
and specialised NGOs are expected to develop a functioning program regarding training and building
capacity.
• I‐PP1 Project for Capacity Building on Coordinating Planning and Project Management in the
Historic Peninsula
• II‐PP11 Project on Partnership Development Between Public‐Private Sector‐NGOs for
Conservation and Restoration Practices in the Historic Peninsula
• II‐PP12 Project on Research, Documentation and Continuance of Manufacturing as Cultural
Heritage of the Historic Peninsula
Conservation, Planning And Implementation Processes In The Historic Peninsula.
The activities executed by Fatih Municipality’s Directorate of Press and Public Relations are linked
with this project. Detailed information regarding these activities is given in II‐PP22.
The Project can also be associated with the “Qualified Implementation Staff Training Program in
Conservation Process of Cultural Heritage” which is in progress under the EU Project and whose 4th
Stage continues according to the protocol executed between the General Directorate of Foundations
and Association of Conservation and Restoration Firms (KOREFD).
• Training packages and printed publications regarding participation methods to be given to all
stakeholders in relation to the Historic Peninsula and cultural heritage
• Information materials to be utilised in the information offices which will be established in
order to inform all stakeholders regarding the Site Management Plan
• Workshop studies for institutions with different capacities and interests and development of
information materials to be utilised in these workshops
• Training and promotion materials with regards to participation methods.
Expected outcomes of the project are the conservation of cultural heritage, awareness raising of all
stakeholders regarding participation to management and providing sustainability of training.
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3.1.6. Visitor Management Projects
Three projects were determined within the project package as defined under the theme of “Visitor
Management”. This project package is formed in connection with the objectives, strategies and
actions which were listed for the Historic Peninsula in Part 2 and consist of the activities of
coordination and activation. The projects defined under the theme of “Visitor Management” are
listed below. Project tags for the each project were presented which specify the project code, name,
definition, related objectives, strategies, actions and relationship with other projects, responsible
institutions.
VI‐PP25 PROJECT FOR PLANNING AND MONITORING TOURISM ACTIVITIES AND ACTIVATING VISITOR
VI‐PP26 PROJECT TO DEVELOP TOURISM INFRASTRUCTURE OF THE HISTORIC PENINSULA AND
COORDINATION OF PROMOTING AND INFORMING ACTIVITIES
VI‐PP27 PROJECT FOR ACTIVATING THE MANAGEMENT OF MUSEUMS AND EXHIBITIONS IN THE
HISTORIC PENINSULA
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PROJECT CODE: VI‐PP25
PROJECT NAME: PROJECT FOR PLANNING AND MONITORING TOURISM ACTIVITIES AND
ACTIVATING VISITOR MANAGEMENT IN THE HISTORIC PENINSULA

PROJECT DEFINITION: To ensure establishment of the tourism program of the Historic Peninsula by
defining the tourism sector in the Historic Peninsula, particularly in the World Heritage Sites, with its
natural, physical and cultural values within the scope of the components of the tourism market,
tourism products, tourism services, tourism organisation and tourism work force and in accordance
with the sustainability factor; to form alternative and new attraction centres throughout the Historic
Peninsula in order to provide destination management and to propose arrangements to ensure the
integration of these centres with each other; to plan visitor managements which are based on the
sustainability of historic‐cultural and social features of the attraction centres in the Site, particularly
in the World Heritage Sites, and aim to increase the quality of visit; to evaluate the effects of tourism
activities on cultural heritage, social‐cultural structure and economic activities and to measure the
performance of the tourism sector periodically in order to increase the service quality of tourism; to
encourage researches relating to the performance of the tourism sector and its effects on the
Historic Peninsula; to make periodical researches into visitor demand and satisfaction, to arrange
panels, seminars and to create publications in order to share the results of the researches with
related institutions and establishments and to ensure that the results are reflected on the planning
works.
Related Objectives: VIH1, VIH2, VIH7
Related Strategies: VIH1S1, VIH2S1, VIH2S2, VIH7S1, VIH7S2,
Related Actions: VIH1S1E1, VIH2S1E1, VIH2S1E2, VIH2S2E1, VIH2S2E2, VIH2S2E3, VIH2S2E4,
VIH2S2E5, VIH7S1E1, VIH7S2E1, VIH7S2E2
RESPONSIBLE INSTITUTIONS: Istanbul Metropolitan Municipality, Provincial Culture and Tourism
Directorate
RELATED INSTITUTIONS: Ministry of Culture and Tourism, Provincial Culture and Tourism
Directorate, General Directorate of Monuments and Museums, Fatih Municipality, Touristic Hotels
and Investors Association (TUROB), Association of Turkish Travel Agencies (TURSAB), Federation of
Turkish Tourist Guide Associations (TUREB), Other Tourism Associations, related NGOs, Independent
Cultural Institutions, Universities
RESOURCES: IMM Directorate of City Planning, IMM Directorate of Conservation of Historic Sites
IMM 2011 >201101052K10007, 201101052K10005, 201001047P08005
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VI‐PP25 PROJECT FOR PLANNING AND MONITORING TOURISM ACTIVITIES AND ACTIVATING VISITOR
The “Project for Planning and Monitoring Tourism Activities and Activating Visitor Management in
the Historic Peninsula” was created in order to determine the necessary steps required to address
the fact that “no planning decisions exist regarding the future of the tourism sector in the Site, not
enough monitoring and evaluating activity exist regarding the tourism activities in the Site, only well‐
known monuments and areas are visited by tourists and other important cultural properties fall
outside the visiting area because they are not so easily recognised”.
The project was created to research and develop alternative tourism activities and to prepare the
priority visitor management program of World Heritage Sites under the management of IMM and the
Provincial Culture and Tourism Directorate with support from the district municipalities and non‐
governmental organisations focused on tourism. The purpose is to plan and monitor the tourism
activities and address the deficiencies in visitor management.
The framework of the project includes the following objectives of the Site Management Plan:
“developing a sustainable tourism infrastructure which integrates with alternative tourism and
cultural tourism (VIH1)”, “making all cultural properties in the Historic Peninsula attraction points for
visitors (VIH2)” and “monitoring and evaluating the tourism services in the Site on a regular basis and
addressing the deficiencies (VIH7)”. The strategies which provide these objectives are as follows:
“making the tourism approach, which adopts the conservation‐use balance in the Site, a key principle,
a common point in all plans (VIH1S1)”, “planning visitor management for all conservation zones in the
Historic Peninsula, particularly the heritage sites (VIH2S1)” and “increasing the experience variety in
tourism by establishing new attraction points in the Historic Peninsula (VIH2S2)”. In order to plan the
tourism activities in an accurate way and to increase the service quality, the other strategies were
determined as “developing the performance of the tourism sector and to ensure participation and
sharing of related actors (VIH7S1)” and “working towards increasing the number, profile and
satisfaction of visitors (VIH7S2)”.
The actions defined in the Site Management Plan of the Historic Peninsula with regards to the project
are as follows:
• To have a Tourism Management Plan prepared for the Historic Peninsula and to ensure the
coordination of this plan with other related plans (VIH1S1E1)
• To prepare or have others prepare Visitor Management Plans in connection with the Tourism
Management Plan for all featured conservation zones in the Historic Peninsula, particularly
the World Heritage Sites (VIH2S1E1)
• To determine touring routes throughout the Site and develop their infrastructure (VIH2S1E2)
• To establish sustainable programs which bring out the cultural heritage of the Site and social‐
cultural activities unique to the Site (VIH2S2E1)
• To encourage the use of historic structures for cultural and artistic purposes (VIH2S2E2)
• To strengthen the museums in the Historic Peninsula through public and private incentives
and to raise awareness to them (VIH2S2E3)
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• To support the creative industries in the Historic Peninsula and to raise awareness towards
areas in which creative industries are gathered (jewellery design, shoe design etc.)
(VIH2S2E4)
• To establish and promote touring routes which will ensure the integration of different
attraction points in the area (VIH2S2E5)
• To measure and evaluate the performance of the tourism sector periodically (VIH7S1E1)
• To encourage researches relating to the performance evaluation of the tourism sector and its
effects on the Historic Peninsula and to submit the obtained results for the information of
related actors (VIH7S2E1)
• To measure demands of different visitor profiles and visitor satisfaction periodically and to
ensure that they are reflected in implementations (VIH7S2E2).
The Projects remit is to ensure that the tourism program of the Historic Peninsula is established by
defining the tourism sector in the Historic Peninsula, particularly in the World Heritage Sites, with its
natural, physical and cultural values within the scope of the components of the tourism market,
tourism products, tourism services, tourism organisation and tourism work force and in accordance
with the sustainability factor; to form alternative and new attraction centres throughout the Historic
Peninsula in order to provide destination management and; to perform the arrangements which will
ensure that these centres are integrated with each other.
The related operations are expected to be executed under the responsibility of IMM and the
Provincial Culture and Tourism Directorate. The project will be executed through researches
regarding tourism and measurement of current tourism movements undertaken by related NGOs
and Universities as well as with the coordination and logistic support of Fatih Municipality. Related
institutions include the Ministry of Culture and Tourism, General Directorate of Monuments and
Museums, Touristic Hotels and Investors Association (TUROB), Association of Turkish Travel Agencies
(TURSAB), Federation of Turkish Tourist Guide Associations (TUREB), other Tourism Associations and
Independent Cultural Institutions.
The Project is linked with the following projects included in 2010 and 2011 Investment Programs of
IMM: 201101052K10007‐coded project of “Opening Tourism Information Offices” and
201101052K10005‐coded project of “Determining Alternative Tourism Routes” which are executed
by IMM Directorate of Tourism and 201001047P08005‐coded project of “Istanbul Tourism Master
Plan” executed by IMM Directorate of City Planning.
The project is important in terms of planning visitor management, increasing service quality and
evaluating the impact of tourism on cultural properties based on the sustainability of historic‐cultural
and social features in the Site.
• Historic Peninsula Tourism Management Plan which is coordinated with other plans in
relation to the Historic Peninsula
• Visitor Management Plans prepared for Priority World Heritage Sites
• New touring routes with improved infrastructure
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• Preparation of social and cultural activity programs in relation to the cultural heritage in the
Site
• New programs which will increase the profile of museums in the Historic Peninsula
• New arrangements and promotional activities which will increase the profile of creative
industries in the Historic Peninsula
• A mechanism which will regularly evaluate the tourism performance and visitor demands in
the Area.
Expected outcomes of the project are to ensure that the tourism activities in the Site conserve the
cultural properties and support the social‐cultural structure and economic activities.
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PROJECT NAME: PROJECT TO DEVELOP TOURISM INFRASTRUCTURE OF THE HISTORIC
PENINSULA AND COORDINATION OF PROMOTING AND INFORMING
ACTIVITIES
PROJECT DEFINITION: To organise campaigns in order to raise awareness of local community
(inhabitants and employees) with regards to tourism activities within the scope of providing tourism
organisation in the Historic Peninsula, to organise training programs in order to develop skills of the
local community participating in tourism activities and to organise programs supporting qualified
boutique hotels and family pensions; to organise training programs for guides regarding the Historic
Peninsula and Four Heritage Sites and establish information boards for visitors regarding cultural
heritage areas, monumental and civil architectural buildings in the Historic Peninsula in order to
provide an easily accessible and reliable information medium; to establish Visitor Centres in
attraction centres, particularly in Four World Heritage Sites, to support preparing books and
brochures and written, audiovisual information, promotion, documentary studies to be broadcast
online or in media at home or abroad and their correlation accordingly and to support and direct
academic research in this subject; to support and direct special courses and seminars promoting
cultural heritage for guides.
Related Objectives: VIH3, VIH5, VIH6
Related Strategies: VIH3S1, VIH5S1, VIH5S2, VIH6S1, VIH6S2, VIH6S3
Related Actions: VIH3S1E1, VIH3S1E2, VIH3S1E3, VIH3S1E4, VIH3S1E5, VIH5S1E1, VIH5S2E1,
VIH5S2E2, VIH6S1E1, VIH6S2E1, VIH6S2E2, VIH6S3E1, VIH6S3E2, VIH6S3E3
Related Project Packages: V‐PP23, V‐PP24
RESPONSIBLE INSTITUTIONS: Ministry of Culture and Tourism
RELATED INSTITUTIONS: Site Management Directorate, IMM, Ministry of Foreign Affairs,
Archeological Museums, Touristic Hotels and Investors Association (TUROB), Association of Turkish
Travel Agencies (TURSAB), Federation of Turkish Tourist Guide Associations (TUREB), Tourism
Associations, Related NGOs, trade associations, universities
RESOURCES: IMM Directorate of Cultural Affairs, Istanbul Chamber of Commerce (ITO), Istanbul
Chamber of Industry (ISO), NGOs, Private Sector
TERM: Medium/ ongoing
IMM 2011>201001047P08005
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VI‐PP26 PROJECT TO DEVELOP TOURISM INFRASTRUCTURE OF THE HISTORIC PENINSULA AND
COORDINATION OF PROMOTING AND INFORMING ACTIVITIES
The “Project to Develop Tourism Infrastructure Of The Historic Peninsula And Coordination Of
Promoting And Informing Activities” was established in order to address shortfalls pertaining to the
fact that the visitors of the Historic Peninsula cannot access sufficient information, their need for
guidance is not sufficiently met and there is not enough support for the local community to
participate in tourism activities or tourism initiatives.
From the Ministry of Culture and Tourism to the Association of Guides, several institutions are
responsible for providing qualified information to visitors regarding cultural properties, outstanding
universal value and cultural heritage of the Site and supporting guidance services accordingly. Whilst
the program for providing information and increasing capacities of guides needs to bear an
international quality, facilitating participation of the local community with regards to tourism
activities and establishments will facilitate awareness of visitors and inhabitants about conservation
of cultural heritage.
The framework of the project was established in accordance with VIH3, VIH5 and VIH6‐coded
objectives of the Site Management Plan and six strategies associated with these objectives. Thus, in
order to realise the objective of “providing an easily accessible information medium regarding
cultural heritage areas and monuments for visitors (VIH3)”, the strategy which is “promoting the
Historic Peninsula by written and visual broadcast to the public (VIH3S1)” was established. In order to
realise the objective of “increasing the capacity of guidance services in accordance with the cultural
identity of the Site (VIH5)”, the strategies which are “increasing the service level of guides (VIH5S1)”
and “meeting the local needs of visitors (VIH5S2)” were established. Furthermore, the objective of
“reinforcing the tourism infrastructure by also using local resources (VIH6)” and its associated
strategies which are “increasing the quality of employees in service sector (VIH6S1),” “developing the
quality of bed capacity (VIH6S2)" and “developing the opportunities provided by tourism in the
improvement of the local community (VIH6S3)” determine the framework of the project.
follows:
• To make scientific research programs of the areas (VIH3S1E1)
• To support researches which study relationships between cultural heritage, conservation,
tourism and visitor management (VIH3S1E2)
• To shoot promotion and documentary films to be broadcast on international media mediums
(VIH3S1E3)
• To prepare new guidance books and brochures promoting World Heritage Sites (VIH3S1E4)
• To establish information boards regarding monumental, civil architectural buildings and
other monuments in the Site (VIH3S1E5)
• To organise special courses and seminars promoting cultural heritage for guides (VIH5S1E1)
• To establish Visitor Centres providing promotion of the Site, answering questions and
directing the requirements of visitors (VIH5S2E1)
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• To develop current information centres in terms of staff and distributed information
documents under the name of Visitor Centre (VIH5S2E2) and to increase their numbers
• To establish professional certificate programs for employees in the tourism sector (VIH6S1E1)
• To ensure that tourism establishments are inspected regularly (VIH6S2E1)
• To support qualified boutique hotels and family pensions (VIH6S2E2)
• To raise awareness of the local community regarding economic returns of tourism (VIH6S3E1)
• To develop skills of the local community in terms of tourism activities (VIH6S3E2)
• To organise programs supporting tourism initiatives of the local community (VIH6S3E3).
The Ministry of Culture and Tourism will be the responsible institution of the project for informing

visitors and inhabitants about cultural heritage, developing and reinforcing guidance activities in
terms of cultural heritage and producing solutions to support local tourism entrepreneurs. The Site
Management Directorate, IMM, Touristic Hotels and Investors Association (TUROB), Association of
Turkish Travel Agencies (TURSAB), Federation of Turkish Tourist Guide Associations (TUREB), Tourism
Associations, trade associations and Universities are the identified institutions tasked with producing
information materials for visitors, increasing cultural heritage capacity of guides, increasing tourism
skills of the local community and producing incentive programs.
The Project is linked with 201001047P08005‐coded “Operation of Data Collecting for Istanbul
Tourism Master Plan” of IMM Directorate of City Planning.
This Project is linked with the Project to Develop and Implementing Mechanisms of Functional
Participation to Conservation, Planning and Implementation Processes in the Historic Peninsula and
The Project for Developing Training Programs in the Historic Peninsula Regarding Cultural Heritage
and Participation Methods. It will also be a very beneficial study which is expected to ensure
conservation and promotion of Cultural Heritage and will encourage the local community to embrace
the cultural heritage through tourism activities.
• V‐PP24 Project to Develop Training Programs in the Historic Peninsula Regarding Cultural
Heritage and Participation Methods.
Various activities executed by the Directorate of Cultural and Social Affairs of Fatih Municipality
regarding promotion of tourism and district values may be considered as studies associated with this
project. These activities are as follows:
• Preparing promotional films in English and Turkish regarding historic places, reproducing
existing maps and promotion booklets, preparing promotional CDs for tourists, giving
informational and directive support to tourists via the municipality website
• Opening information offices, placing information boards on tourist routes and establishing
district promotion kiosks in big squares
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• Employing voluntary students to guide the tourists and providing tourism delegates speaking
foreign languages on tourist routes throughout the summer periods.
• Guides and information boards for visitors with regards to cultural heritage areas,
monumental and civil architectural buildings in the Historic Peninsula in order to provide an
easily accessible and reliable information medium
• Visitor Centres to be established in attraction centres
• Books and brochures to be prepared regarding cultural heritage of the Historic Peninsula,
particularly Four Heritage Sites; written, audiovisual information, promotion, documentary
studies to be broadcast online or in media at home and abroad
• Training programs to be organised for guides with regards to the Historic Peninsula and Four
Heritage Sites
• Academic research intended for strengthening the project
• Campaigns to raise awareness of the local community (inhabitants and employees) in
relation to tourism activities
• Training programs to be organised to develop the skills of the local community participating
in tourism activities.
Expected outputs of the project are providing information particularly in relation to cultural heritage
of the Historic Peninsula in an original and extensive way in both national and international medium
and ensuring that the local community executes the tourism activities by protecting the outstanding
universal value and cultural heritage.
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PROJECT NAME: PROJECT FOR ACTIVATING THE MANAGEMENT OF MUSEUMS AND
EXHIBITIONS IN THE HISTORIC PENINSULA
PROJECT DEFINITION: To support and direct the opening of new thematic museums for monuments
that cannot be exhibited and developing existing museums in order to address the problems that
museums in the Historic Peninsula face and to ensure that they reach a sustainable visitor capacity;
to support and direct solving legal, administrative and resource problems in order to facilitate the
foundation and management of museums in archeological areas for developing archeological
excavations and outdoor museums; to support and direct opening of the “Historic Peninsula
Museum” and new thematic museums for monuments that cannot be exhibited; to establish
partnerships with the private sector regarding museum studies.
Related Objectives: VIH4
Related Strategies: VIH4S1, VIH4S2, VIH4S3
Related Actions: VIH4S1E1, VIH4S2E1, VIH4S2E2, VIH4S3E1
Related Project Packages: VI‐PP23, VI‐PP24
RELATED INSTITUTIONS: Istanbul Archaeology Museum, Provincial Culture and Tourism Directorate,
IMM, 1st District Directorate of Foundations, Universities, NGOs related to culture and museums
RESOURCES: Istanbul Special Provincial Administration, IMM Directorate of Libraries and Museums,
1st District Directorate of Foundations, private sector
IMM 2011 > 201101031K03001, 201101031K03002, 201101031K03003, 201101031K03004
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VI‐PP27 PROJECT FOR ACTIVATING THE MANAGEMENT OF MUSEUMS AND EXHIBITIONS IN THE
HISTORIC PENINSULA
The “Project for Activating the Management of Museums and Exhibitions in the Historic Peninsula”
was proposed in order to determine the steps required to address the problems of museums in the
Site with regards to management, research, exhibition, safety and issues relating to insufficiency of
exhibition areas and failure to exhibit the monuments. It is anticipated that the monuments waiting
for exhibition will be displayed within the new museum concepts and promotion of cultural heritage
will be strengthened by interactive museum studies approaches.
The Project was established in accordance with VIH4‐coded objective of the Site Management Plan
which is “solving the problems that the museums face and ensuring that they reach a sustainable
visitor capacity”. The first strategy associated with this objective is “developing existing museums”
(VIH4S1), the second strategy is “opening new museums for the monuments that cannot be
exhibited” (VIH4S2) and the final strategy is “developing archeological excavations and outdoor
museums” (VIH4S3).
follows:
• To prepare a “Museum Management Plan” for every museum (VIH4S1E1)
• To open a “Historic Peninsula Museum” and new thematic museums for monuments that
cannot be exhibited (VIH4S2E1)
• To take legal, administrative and financial measures to facilitate the foundation and
management of museums (VIH4S2E2)
• To solve legal, administrative and resource problems of archeological museum areas
(VIH4S3E1).
It is anticipated that the studies to be developed in order to support and direct opening new
museums for monuments that cannot exhibited and developing existing museums in order to solve
the problems that the museums in Historic Peninsula faces and to ensure that they reach a
sustainable visitor capacity will be executed under responsibility of the Ministry of Culture and
Tourism. This will be in coordination with the Site Management Directorate, Provincial Culture and
Tourism Directorate, Special Provincial Administration, IMM, Universities, 1st District Directorate of
Foundations and related NGOs. This Project is linked with VI‐PP23‐coded Project for Developing and
Implementing Mechanisms of Functional Participation to Conservation, Planning and Implementation
Processes in the Historic Peninsula and VI‐PP24‐ Project for Developing Training Programs in the
Historic Peninsula Regarding Cultural Heritage and Participation Methods and proposes that
partnerships be established between cultural institutions and private sector for developing museum
studies.
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• V‐PP24 Project to Develop Training Programs In The Historic Peninsula Regarding Cultural
Heritage And Participation Methods.
This Project is also linked with scheduled projects of other institutions. The following projects of IMM
Directorate of Libraries and Museums included in the 2011 Investment Program of IMM are related
to this project: 201101031K03001‐coded “Purchase of Printed Publications (For New and Existing
Libraries)”, 201101031K03002‐coded “Purchase of Rare Monuments (Handwritten Books,
Documents etc.)”, 201101031K03003‐coded “Digital Archiving Works” and 201101031K03004‐coded
“Maintenance and Reparation Works of Museum Articles”.
• Management plan for museums in the Historic Peninsula
• Interactive archaeology parks in archaeological exhibition areas
• Opening new and thematic museums for monuments that cannot be exhibited; “Historic
Peninsula Museum”
• Training programs and conferences which will strengthen new museum studies
• Partnerships established with cultural institutions and private sector.
This Project is important in terms of ensuring that pending monuments are conserved by being put
on exhibition and cultural heritage is promoted by establishing a more extensive and one‐to‐one
relationship through new museums. Furthermore, the project will provide a realistic step to support
and direct solutions of legal, administrative and resource problems in order to facilitate the
foundation and management of museums in the archeological areas. Servicing of daily needs in the
archeological areas will also be met.
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3.1.7. Risk Management Projects
Three projects were determined within the project package which is defined under the theme of
“Risk Management”. This project package is formed in connection with the objectives, strategies and
actions which were listed for the Historic Peninsula in Part 2 and consist of the activities of research
and reinforcement.
The projects defined under the theme of “Risk Management” are listed below. Project tags for each
project were presented which specify the project code, name, definition, related objectives,
strategies, actions and relationship with other projects, responsible and related institutions,
resources, term and if any, link with the scheduled projects of other institutions.
An explanation text is then given for each project. Project explanation summarises the reason for
developing the project, its importance for the Historic Peninsula, which of the pre‐determined
problem(s) it will solve, project outputs, its expected effects and tag information.
VII‐PP28 RESEARCH PROJECT FOR DISASTER RISK REDUCTION FOR CULTURAL HERITAGE IN THE
HISTORIC PENINSULA
VII‐PP29 PROJECT FOR REINFORCING AND CONSERVING THE CULTURAL HERITAGE UNDER DISASTER
RISK IN THE HISTORIC PENINSULA
VII‐PP30 PROJECT FOR DETERMINING DISASTER RISK AREAS ARISING FROM THE STREET PATTERN OF
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PROJECT CODE: VII‐PP28
PROJECT NAME: RESEARCH PROJECT FOR DISASTER RISK REDUCTION FOR CULTURAL
HERITAGE IN THE HISTORIC PENINSULA
PROJECT DEFINITION: To evaluate the reinforcement works executed in the Historic Peninsula
against disaster risk in terms of their effects on the cultural heritage; to determine and periodically
update the cultural heritage under disaster risk; to examine completed and ongoing reinforcement
works and to support the studies specialised in disaster risk management for cultural heritage.
Related Objectives: VIIH1
Related Strategies: VIIH1S1, VIIH1S2
Related Actions: VIIH1S1E1, VIIH1S1E2
Related Project Packages: VI‐PP23, VI‐PP24
RESPONSIBLE INSTITUTIONS: IMM Department of Earthquake Risk Management and Urban
Development and Site Management Directorate, Fatih Municipality
RELATED INSTITUTIONS: AKOM (Disaster Coordination Centre), IMM Department of Earthquake Risk
Management and Urban Development, IMM Department of Fire Brigade, IMM Department of
Strategy Development, Governorship‐Provincial Directorate of Disaster and Emergency and Special
Provincial Administration‐Istanbul Project Coordination Unit, 1st District Directorate of Foundations,
Ministry of Culture and Tourism Istanbul Directorate of Survey and Monuments
RESOURCES: IMM Directorate of Earthquake and Ground Analysis, IMM Directorate of Conservation
of Historic Sites, 1st District Directorate of Foundations
TERM: Medium
IMM > Fatih Earthquake Oriented Urban Regeneration Project

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VII‐PP28 RESEARCH PROJECT FOR DISASTER RISK REDUCTION FOR CULTURAL HERITAGE IN THE
HISTORIC PENINSULA
The “Research Project for Disaster Risk Reduction for Cultural Heritage in the Historic Peninsula” was
established due to the fact that the Site is located in a First degree seismic belt where the earthquake
risk is the highest. Moreover, problems such as soil‐structure incompatibility, landslide risk,
liquefaction potential and soil amplification, which arise from the geological structure of the area and
will increase damage in a probable earthquake, are important risk factors. Furthermore, there is a
stock of structures in the Site made up of unlicensed floors, low‐quality constructions, attached
buildings, high buildings and irregular building geometry which further compounds and increases the
non‐resistance against earthquake risk. In addition, there are structurally worn cultural properties
which are non‐resistant against earthquake. The fact that the Site has a fabric consisting of overbuilt
and narrow streets, does not allow for necessary evacuation and assistance responses in case of
disasters and risks. This is a problem in terms of responses during and after disasters.
The “Research Project for Disaster Risk Reduction for Cultural Heritage in the Historic Peninsula” aims
to research the steps required to solve the aforementioned problems with their different aspects and
then combine the research results with planning results.
In accordance with this purpose, determining and updating the cultural heritage under disaster risk,
examining reinforcement works and evaluating them in terms of their effects on the cultural heritage
and supporting the researches and implementations specialised in these subjects constitute the
prominent focus of this project.
The framework of the project was established in accordance with VIIH1‐coded objective of the Site
Management Plan which is “addressing reduction and elimination of disaster risks in the Site as a
prioritized subject” and two strategies in connection with this objective. These strategies are VIIH1S1‐
coded strategy which is “supporting reinforcement works against potential disasters, particularly
earthquakes, within the Site Management Plan Area” and VIIH1S2‐coded strategy which is “providing
efficient use of research results regarding disaster risks (earthquakes, landslides, liquefactions etc.) in
the planning studies”.
The actions defined in the Historic Peninsula Site Management Plan regarding the project are as
follows:
• To place and consistently keep high on the agenda by aid of the Site Management
Directorate, the reinforcement works against disasters in the Site Management Plan Area
(VIIH1S1E1)
• To expand the Emergency Action Plan of World Heritage Site through training and promotion
activities and to schedule pilot implementations (VIIH1S1E2).
The Project will be executed under the coordination of Fatih Municipality, IMM Department of
Earthquake Risk Management and Urban Development and the Site Management Directorate, which
were defined as the responsible institutions. Other institutions taking part in the project are AKOM
(Disaster Coordination Centre), IMM Department of Earthquake Risk Management and Urban
Development, IMM Department of Fire Brigade, IMM Department of Strategy Development,
Governorship‐Provincial Directorate of Disaster and Emergency, Special Provincial Administration‐
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Istanbul Project Coordination Unit, Istanbul Directorate of Survey and Monuments and 1st District
The Project is linked with the “Urban Regeneration Planning and Local Action Plan and Projects
Directing Reconstruction, Rehabilitation and Reinforcement Projects of Fatih District Against
Earthquake Risk” of IMM Directorate of Urban Regeneration.
• V‐PP24 Project to Develop Training Programs In The Historic Peninsula Regarding Cultural
Heritage And Participation Methods.
Outputs of the project may be defined as follows:
• Collating the reinforcement works and studies with regards to reduction of disaster risk in
the Site and making updates when necessary
• Performing researches and studies specialised in disaster risk management for cultural
heritage through supports and incentives and linking the researches and studies to the
implementations in the Site.
This project which collates and evaluates existing implementations and researches, conducts
researches and monitors cultural properties in terms of disaster risk and encourages new researches
and implementations with regards to the subject is expected to contribute to the reduction of
disaster risk for cultural heritage.
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PROJECT NAME: PROJECT FOR REINFORCING AND CONSERVING THE CULTURAL HERITAGE
UNDER DISASTER RISK IN THE HISTORIC PENINSULA
PROJECT DEFINITION: To prioritize the stages of operations of reinforcing the cultural properties at
risk in the Historic Peninsula against disaster, to establish budget and time schedules of the
operations, to ensure that the institutions use their resources primarily for the Historic Peninsula, to
ensure taking the necessary precautions for the cultural heritage be included in earthquake and fire
risk maps and to support the systems to be established in order to develop the security infrastructure
to be appointed for urgent response.
Related Objectives: VIIH3, VIIH4
Related Actions: VIIH3S1E1, VIIH3S1E2, VIIH3S1E3, VIIH4S1E1, VIIH4S1E2, VIIH4S1E3
Related Project Packages: VII‐PP28
RELATED INSTITUTIONS: IMM Department of Survey and Projects, IMM Department of Earthquake
Risk Management and Urban Development, IMM Department of Fire Brigade, AKOM (Disaster
Coordination Centre), IMM Department of Strategy Development, IMM Department of Financial
Services, Istanbul Project Coordination Unit of Special Provincial Administration, Istanbul General
Directorate of Civil Defence, Istanbul Directorate of Search and Rescue Association and 1st District
RESOURCES: IMM Directorate of Earthquake and Ground Analysis, IMM Directorate of Fire Brigade
Support Services, 1st District Directorate of Foundations
TERM: Short
IMM 2011>201101064S19001, ISMEP
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VII‐PP29 PROJECT FOR REINFORCING AND CONSERVING THE CULTURAL HERITAGE UNDER DISASTER
RISK IN THE HISTORIC PENINSULA
The “Project for Reinforcing and Conserving the Cultural Heritage under Disaster Risk in the Historic
Peninsula” was created in order to ensure that the cultural heritage in the Site is reinforced and
conserved against earthquake and fire risks. The overriding reasons for the project are that the
cultural properties in the Site are required to be reinforced and secured against earthquake and fire
risks and that the factors which arise from the housing features of the Site which complicate the
urgent response during a disaster require organising. In this context, the project includes the
requirement to establish operations which will reinforce the cultural properties in the Site and the
establishment of necessary infrastructure for response.
The framework of the project is composed of two basic objectives regarding the risk of earthquake
and fire and the related strategies. These are: VIIH3‐coded objective which is “reinforcing and
conserving the cultural heritage against earthquakes”, VIIH3S1‐coded strategy which is “performing
the building status analyses in the Historic Peninsula according not only to their physical attributes
but the earthquake parameters” and VIIH4S1‐coded strategy regarding the fire risk which is “making
arrangements in the Site which will mitigate the fire risk and provide urgent response in time”.
In this context, the activities which lead the project are as follows:
• To determine the cultural heritage under earthquake risk (VIIH3S1E1)
• To prioritize the stages of activities of reinforcing the cultural properties at risk against
disasters and to establish a budget and time schedule accordingly (VIIH3S1E2)
• To ensure that the resources of the institutions which have budgets for projects such as
restoration, reinforcement etc. are allocated to the Site Management Plan Area for a
minimum of one year (VIIH3S1E3)
• To define the cultural heritage which are shown to be at risk according to the fire risk map, to
update them periodically and to ensure that necessary precautions are taken (VIIH4S1E1)
• To ensure that the number of fire hydrants in the zone are increased to a sufficient level
(VIIH4S1E2)
• To lead in establishing a system which will determine risky practices in terms of fire risk, to
determine the activities which will not be included in the area, to define the necessary
precautions and responsible institutions for implementation and supervision, to appoint
them for urgent response and to develop the security infrastructure (VIIH4S1E3).
It is proposed that the project will be executed under the coordination of the Site Management
Directorate by IMM Department of Survey and Projects, IMM Department of Earthquake Risk
Management and Urban Development, IMM Department of Fire Brigade, AKOM (Disaster
Coordination Centre), IMM Department of Strategy Development, IMM Department of Financial
Services, Istanbul Project Coordination Unit of Special Provincial Administration, Istanbul General
Directorate of Civil Defence, Istanbul Directorate of Search and Rescue Association and 1st District
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The Project is linked with the 201101064S19001‐coded project executed by IMM Directorate of
Education which is “Training Organisations for Schools Affiliated to Provincial Directorate of National
Education and for Non‐governmental Organisations to Raise Awareness of Earthquake and Disaster”
and “Istanbul Seismic Risk Mitigation and Emergency Preparedness” project (ISMEP) executed by
Istanbul Special Provincial Administration.

The project is linked with the following projects of the Site Management Plan:
• VII‐PP28 Research Project for Disaster Risk Reduction for Cultural Heritage in the Historic
Peninsula.
• Defining and phasing the operations in relation to the cultural heritage under earthquake risk,
establishing budget and time schedules in order to execute these operations and determining
and prioritizing the resources of institutions which may be utilised for these operations
• Taking precautions in order to reinforce the cultural properties in earthquake and fire risk areas
• Establishing systems in order to develop the infrastructure which will be used for response
during a disaster.
This project, which aims to reinforce and conserve the cultural heritage in the Historic Peninsula
against disaster risk, will ensure that the operations to be performed for this purpose are addressed
within a reasonable program and executed in coordination and that the resources to be used for this
purpose are realistically directed.
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PROJECT NAME: PROJECT FOR DETERMINING DISASTER RISK AREAS ARISING FROM THE
STREET PATTERN OF THE HISTORIC PENINSULA
PROJECT DEFINITION: To determine the disaster risk areas arising from the pattern formed by the
narrow streets in the Historic Peninsula and modes of response to these areas; to monitor and
develop proposals for the implementations regarding necessary improvements to be performed in
order to use the network of existing narrow roads as secure evacuation and emergency vehicle
roads.
Related Objectives: VIIH2
Related Actions: VIIH2S1E1, VIIH2S1E2, VIIH2S1E3, VIIH2S2E1
Related Project Packages: I‐PP2, VII‐PP28, VII‐PP29
RESPONSIBLE INSTITUTIONS: Site Management Directorate, IMM Department of Earthquake Risk
Management and Urban Development
RELATED INSTITUTIONS: AKOM (Disaster Coordination Centre), IMM Department of Transportation,
IMM Department of Housing and Urban Development
RESOURCES: IMM Directorate of Conservation of Historic Sites, IMM Directorate of Earthquake and
Ground Analysis, IMM Directorate of Disaster Coordination Centre
IMM > Earthquake Master Plan for Istanbul, Fatih Earthquake Oriented Urban Regeneration Project
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VII‐PP30 PROJECT FOR DETERMINING DISASTER RISK AREAS ARISING FROM THE STREET PATTERN OF
The “Project for Determining Disaster Risk Areas Arising From the Street Pattern of the Historic
Peninsula” was created in order to define the steps required to address the problems encountered
regarding the pattern of the Site which consists of narrow streets with high‐density buildings; limited
accessibility because of narrowness of the streets in the areas where particularly the wooden
buildings form a collective pattern and execution of necessary evacuation and assistance response in
conditions of disasters and risk.
In this context, the project includes the stages for determining the disaster risk areas which were
formed due to the housing characteristics of the Site, modes of response to these areas and
monitoring the implementations regarding the improvement of the existing structure, particularly
the road network and developing proposals accordingly.
The framework of the project consists of VIIH2‐coded objective which is “minimising the limitations
arising from the historical fabric”, VIIH2S1‐coded strategy which is “monitoring the concentration
reduced as per development plan decisions” and VIIH2S2‐coded strategy which is “keeping the
building and population concentration to a minimum in problematic areas in terms of disaster,
particularly earthquake risk”. In this context, the Site Management Plan activities which lead the
project are as follows:
• To monitor the transportation system and emergency stocks constantly (VIIH2S1E1)
• To ensure that disaster logistics planning is in place for disasters (VIIH2S1E2)
• To arrange parks and open areas as secure evacuation areas, to improve the current narrow
street pattern so that they can be used for secure evacuation and as emergency vehicle
access roads (VIIH2S2E1).
The Project will be executed under the coordination of the Site Management Directorate and IMM
Department of Earthquake Risk Management and Urban Development with participation of AKOM
(Disaster Coordination Centre), IMM Department of Transportation and IMM Department of Housing
and Urban Development. The Project is linked with the Earthquake Master Plan for Istanbul prepared
by IMM Directorate of Earthquake and Ground Analysis, Bogazici University‐Istanbul Technical
University‐Middle East Technical University and Yildiz Technical University. The “Fatih Earthquake
Oriented Urban Regeneration Project” prepared by IMM Directorate of Urban Regeneration is also
connected with this project.
• VII‐PP28 Research Project for Disaster Risk Reduction for Cultural Heritage in the Historic
Peninsula
• VII‐PP29 Project for Reinforcing and Conserving the Cultural Heritage under Disaster Risk in
the Historic Peninsula.
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• Determining the disaster risk areas and modes of response to these areas
• Establishing a system which ensures that the implementations intended for using the current
road network as evacuation and emergency vehicle roads, transportation systems and
emergency stocks will be monitored and related proposals are developed
• Operations for preparing the disaster logistics plan
• Areas and road network arranged as evacuation areas in accordance with operations of the
disaster logistics plan.
The Project will ensure that the interventions for improving the disaster risk areas arising from the
street pattern in the Historic Peninsula are defined and organised and that necessary conditions are
provided for emergency response and secure evacuation stages.
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3.2. Project Packages for World Heritage Sites of Historic Peninsula
Content of the project packages of the Historic Peninsula Site Management Plan World Heritage Sites
were presented under titles of the four World Heritage Sites. Projects consist of the components of
“Project Code,” Project Package Name”, “Project Definition”, “Link with the Site Management Plan”,
“Responsible institutions”, “Related institutions”, “Resources”, “Term” and “Link with the Scheduled
Projects of Other Institutions”.
In the project definitions of the project packages determined for World Heritage Sites, Project Code,
being the initials of the first two words in the official name of the World Heritage Site (In Turkish),
constitutes the first component of the coding system. The second component of the project code is
the project number and the numbering proceeds independently from the themes.
Sample coding of the projects defined for the Historic Peninsula Site Management Plan World
Heritage Sites are as follows:
AP‐PP1>AP: Sultanahmet Archeological Park – PP1: Project 1
SC‐PP6>SC: Suleymaniye Mosque and its Associated Conservation Area – PP6: Project 6
ZC‐PP12>ZC: Zeyrek Mosque (Pantocrator Church) and its Associated Conservation Area – PP12:
Project 12
KS‐PP17>KS: Land Walls – PP17: Project 17

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3.2.1. Sultanahmet Archeological Park Projects
Five projects were determined within the project package defined for the “Archaeological Park, one
of the World Heritage Sites in the Historic Peninsula and are listed below. Project tags for each
project defined under this theme which specify the project code, project name, project definition,
plan, objectives, strategies, actions and its relationship with other projects, responsible institutions
and related institutions, resources, term and if any, link with the Scheduled Projects of Other
Institutions are presented.
developing the project, which of the pre‐determined problem(s) it will solve, project outputs, its
expected effects and tag information.
AP‐PP1 PROJECT FOR CONSERVING THE MONUMENTS IN SUR‐I SULTANI AND ITS ASSOCIATED AREA
AP‐PP2 PROJECT TO DEVELOP A “MUSEUMS AREA” AND “ARCHAEO‐PARK” IN SULTANAHMET
WORLD HERITAGE SITE
AP‐PP3 PROJECT FOR ENSURING RESIDENTIAL‐TOURISM BALANCE IN SULTANAHMET WORLD
HERITAGE SITE
AP‐PP4 PROJECT FOR THE PROMOTION OF SULTANAHMET WORLD HERITAGE SITE
AP‐PP5 PROJECT TO DEVELOP RESOURCES FOR SULTANAHMET WORLD HERITAGE SITE

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PROJECT CODE: AP‐PP1
PROJECT NAME: PROJECT FOR CONSERVING THE MONUMENTS IN SUR‐I SULTANI AND ITS
ASSOCIATED AREA
PROJECT DEFINITION: To establish a board of monuments/museum in order to use Sur‐i Sultani (the
area which contains Topkapi Palace, Archaeology Museum, Darphane‐i Amire, Hagia Irene, other
places and gardens) as a museum of monuments, to have restoration and “landscape design
projects” and museum management plans prepared which will ensure the conservation of Sur‐i
Sultani, reflect its original use and may be implemented in short, medium and long term; and in order
to conserve and develop other cultural properties in associated areas of Sur‐i Sultani which have the
quality of a monument, to establish Boards of Monuments specific to each monument.
LINK WITH THE MANAGEMENT PLAN (WHS):
Related Objectives: AP‐H3
Related Strategies: AP‐H3S1
Related Actions: AP‐H3S1E1, AP‐H3S1E2, AP‐H3S1E3
Related Project Packages: AP‐PP2, AP‐PP4, AP‐PP5, II‐PP7, VII‐PP29
RELATED INSTITUTIONS: Istanbul Metropolitan Municipality, Governorship of Istanbul, Universities
RESOURCES: Ministry of Culture and Tourism, Istanbul Metropolitan Municipality
TERM: Short
IMM 2011>200501063K03007, 200701063K03002
311
AP‐PP1 PROJECT FOR CONSERVING THE MONUMENTS IN SUR‐I SULTANI AND ITS ASSOCIATED AREA
The “Project for Conserving the Monuments in Sur‐i Sultani and its Associated Area” was prepared in
order to meet the requirement for undertaking regular maintenance and reparation of the
monuments in Sultanahmet Archeological Park World Heritage Site in accordance with conservation
principles and standards and to address problems and issues relating to the fact that these
monuments and their associated area cannot be developed with convenient functions.
In general, the project includes the steps of establishing boards of monuments in order to conserve
and develop the monuments and in executing the restoration of the monuments in the Site and
associated landscape design projects. Furthermore, it is proposed that the Sur‐i Sultani Museum
Management Plan be prepared for Sur‐i Sultani which contains Topkapi Palace, Archaeology Museum,
Darphane‐i Amire, Hagia Irene and other places and gardens.
The Project is also linked with an article of the decisions of the Fatih District Urban Conservation Site
1/5000 Scale Conservation Plan which proposes that relief, restitution and restoration projects of the
registered monuments and civil architectural buildings in the cultural inventory of the Historic
Peninsula that are required to be conserved are executed and that these types of structures are used
in integration with the museum function of Topkapi Palace.
The framework of the project consists of AP‐H3‐coded objective of the Site Management Plan which
is “creating a ‘Museums Area’ which emphasises the outstanding universal value of Sultanahmet
Archeological Park World Heritage Site’ which reflects the Ottoman, Byzantine and Classic Eras and
its associated AP‐H3S1‐coded strategy which is “utilising Topkapi Palace and all of its units as a
monument and a museum which reflects its era and original use”.
• To consider Sur‐i Sultani (the area which contains Topkapi Palace, Archaeology Museum,
Darphane‐i Amire, Hagia Irene, other places and gardens) as an entire monument and to
establish a board of monuments/museum in order to utilise Sur‐i Sultani as a museum of
monuments (AP‐H3S1E1)
• To prepare, implement and monitor conservation plans in scales of architectural and
landscape design which will ensure the conservation of Sur‐i Sultani, reflect its original use
and may be implemented in short, medium and long term (AP‐H3S1E2)
• In order to conserve and develop other immovable cultural properties which have the quality
of a monument in the Site besides Sur‐i Sultani, particularly Sultanahmet Mosque and Hagia
Sophia Museum, to establish boards of monuments specific to each monument (AP‐H3S1E3).
It is proposed that the project is executed by the Metropolitan Municipality, the Governorship of
Istanbul and related universities under the coordination of and together with the Ministry of Culture
and Tourism which is the responsible institution.
The Project is linked with 200501063k03007‐coded “Urban Design‐Relief‐Restitution‐Restoration

Projects in Historic Sites” and 200701063k03002‐coded “Relief, Restitution and Restoration Projects
of Historic Tombs, Cemeteries and Graveyards” of IMM Directorate of Conservation of Historic Sites.
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• II‐PP7 Project on Framework Development and Implementation of Impact Assessment for the
World Heritage Cultural Properties in the Historic Peninsula
• AP‐PP2 Project to Develop a “Museums Area” and “Archaeo‐Park” in Sultanahmet World
Heritage Site
• AP‐PP4 Project for the Promotion of Sultanahmet World Heritage Site
• AP‐PP5 Project to Develop Resources for Sultanahmet World Heritage Site.
• Establishing Board of Monuments – Museum for Sur‐i Sultani
• Preparing Sur‐i Sultani Museum Management Plan
• Establishing Boards of Monuments particular to each monument in the associated area of
Sur‐i Sultani
• Preparing, implementing and monitoring the restorations of the monuments within/near Sur‐
i Sultani and Sultanahmet Archeological Park World Heritage Site and the landscape design
projects of their associated areas.
The most important benefit of the project is that Sur‐i Sultani will be handled as a whole and
conservation and use conditions related to it will be arranged by the management plan (to be
prepared for Sur‐i Sultani). On the other hand, the project is also important because it emphasises
that restoration and landscape designs will be executed by considering the monuments in the
Sultanahmet Archeological Park World Heritage Site in integration with their associated areas. The
leading benefit of the project will be its contribution to conservation of the monuments in
Sultanahmet Archeological Park World Heritage Site and in particular Sur‐i Sultani.
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PROJECT NAME: PROJECT TO DEVELOP A “MUSEUMS AREA” AND “ARCHEO‐PARK” IN
SULTANAHMET WORLD HERITAGE SITE
PROJECT DEFINITION: To establish a “Museums Area” in order to conserve, preserve and utilise
aboveground and underground cultural properties composing the outstanding universal value of
Sultanahmet Archeological Park World Heritage Site in accordance with their identities and to utilise
the remains of the Great Palace and Saint Euphemia and the remains in the gardens of Gulhane Park
and Archaeology Museum as ‘archeological parks’; to improve the plans and programs which were
prepared to protect the integrity of the fabric composed of the Great Palace Remains and Ottoman
civil architectural buildings.
Related Objectives: AP‐H1, AP‐H2, AP‐H3
Related Strategies: AP‐H1S1, AP‐H2S1, AP‐H3S1
Related Actions: AP‐H1S1E1, AP‐H1S1E2, AP‐H1S1E3, AP‐H2S1E1, AP‐H2S1E2, AP‐H3S1E1
Related Project Packages: AP‐PP1, AP‐PP4, AP‐PP5, II‐PP8
RELATED INSTITUTIONS: Istanbul Metropolitan Municipality, Directorate of Regional Boards of
Conservation of Cultural and Natural Properties, Fatih Municipality, 1st District Directorate of
Foundations
RESOURCES: IMM Directorate of Conservation of Historic Sites, Istanbul Special Provincial
Administration
TERM: Medium
IMM 2011>201101057K03002
314
AP‐PP2 PROJECT TO DEVELOP A “MUSEUMS AREA” AND “ARCHEO‐PARK” IN SULTANAHMET WORLD
HERITAGE SITE
The “Project to Develop a ‘Museums Area’ and ‘Archaeo‐park’ in Sultanahmet World Heritage Site”
was prepared in order to address the conservation/use problems arising from the fact that the
aboveground and underground cultural properties in Sultanahmet Archeological Park World Heritage
Site cannot be sufficiently utilised and developed with appropriate functions.
The Project includes the steps of establishing a Museums Area in Sultanahmet Archeological Park
World Heritage Site and organising an archeological park whereby the underground cultural
properties in the Site are also utilised.
The framework of the project consists of three Site Management Plan objectives with regards to
Sultanahmet Archeological Park World Heritage Site and the strategies determined according to these
objectives. These are AP‐H1‐coded objective which is “conserving, preserving and utilising
aboveground and underground cultural properties of Sultanahmet Archeological Park World Heritage
Site in accordance with their identities” and its AP‐H1S1‐coded strategy which is “utilising the
archeological heritage within urban settlement places through approaches in accordance with
conservation and preservation principles and standards”. AP‐H2‐coded objective which is “ensuring
that Great Palace remains (Bucoleon Palace, Mosaic Museum) are perceived in an integrity” and its
AP‐H2S1‐coded strategy which is “developing convenient and applicable methods to conserve the
Great Palace and Hippodrome and pass it on to the next generations”; AP‐H3‐coded objective which
is “creating a ‘Museums Area’ which emphasises the outstanding universal value of Sultanahmet
Archeological Park World Heritage Site’ which reflects the Ottoman, Byzantine and Classic Eras” and
its AP‐H3S1‐coded strategy which is “utilising Topkapi Palace and all of its units as a monument and a
museum which reflects its era and original use” are all contained in the framework.
Actions which were defined in accordance with related objectives and strategies and are directing this
• To organise the Great Palace and Saint Euphemia remains as an archeological park (AP‐
H1S1E1)
• To utilise the remains in the gardens of Gulhane Park and Archaeology Museum as an
archeological park (AP‐H1S1E2)
• With regards to conservation and utilisation of archeological areas, to ensure the preparation
of feasibility reports with regards to methods of conservation and utilisation of the
underground monuments and whether an excavation will be held or not (AP‐H1S1E3)
• To arrange the Great Palace remains under supervision of related Museums (AP‐H2S1E1)
• To improve and monitor the plans and programs which were prepared to protect the
integrity of the fabric composed by the Great Palace Remains and Ottoman Civil Architecture
structures (AP‐H2S1E2)
monuments (AP‐H3S1E1).
315
The Project is proposed to be executed by Istanbul Metropolitan Municipality, Directorate of Regional
Boards of Conservation of Cultural and Natural Properties, Fatih Municipality and 1st District
Directorate of Foundations under the coordination of and together with the Ministry of Culture and
Tourism which was defined as the responsible institution of the project.
The project is connected with 201101057K03002‐coded “Istanbul‐wide Museum Projects” of IMM
Directorate of Projects.
The project is connected with the following projects of the Site Management Plan:
• II‐PP8 Project for Conservation and Evaluation of the Archaeological Areas in the Historic
Peninsula
• AP‐PP5 Project to Develop Resources for Sultanahmet World Heritage Site
• AP‐PP1 Project for Conserving the Monuments in Sur‐i Sultani and its Associated Area.
• Museums Area and Archeological Park
• Plans and programs to protect the unity of the Archeological Park and the historical fabric
belonging to the Ottoman era.
The Project aims to conserve, preserve and utilise aboveground and underground cultural properties
which make up the outstanding universal value of Sultanahmet Archeological Park World Heritage
Site in accordance with their identities through the Museums Area to be established. In this context,
arranging the remains of the Great Palace and Saint Euphemia and the remains in the gardens of
Gulhane Park and Archaeology Museum as an Archeological Park will ensure that the archeological
heritage in the Site is conserved and utilised. Conversely, it is important to develop plans and
programs for ensuring and protecting the unity between the historic fabric and arrangements to be
made related to the archeological areas. The prominent benefit of the project is defining the tools
which will ensure that the aboveground and underground cultural properties from different eras in
Sultanahmet Archeological Park World Heritage Site are conserved in harmony and integrity and used
with appropriate functions.
316
PROJECT NAME: PROJECT FOR ENSURING RESIDENTIAL‐TOURISM BALANCE IN SULTANAHMET
WORLD HERITAGE SITE
PROJECT DEFINITION: To provide balance between residential‐commercial and tourism functions in
Sultanahmet, Cankurtaran and Little Hagia Sophia neighbourhoods, to have others prepare and
implement conservation and development projects in order to improve the quality of life.
Related Actions: AP‐H4S1E1
Related Project Packages: AP‐PP4, AP‐PP5, II‐PP14, IV‐PP20, VII‐29
RELATED INSTITUTIONS: Governorship of Istanbul, Fatih Municipality
TERM: Short
IMM 2011 > Fatih District Urban Conservation Site 1/5000 Scale Conservation Plan
317
AP‐PP3 PROJECT FOR ENSURING RESIDENTIAL‐TOURISM BALANCE IN SULTANAHMET WORLD

HERITAGE SITE
It is observed that traditional residential use in the Sultanahmet Archeological Park World Heritage

Site is gradually decreasing and is being replaced by other related business lines, particularly tourism.
The “Project for Ensuring Residential‐Tourism Balance in Sultanahmet World Heritage Site” was
created in order to address this issue by providing balance between residential and tourism
functions.
In general, the project proposes providing the balance between residential‐commercial and tourism
functions in Sultanahmet, Cankurtaran and Little Hagia Sophia neighbourhoods and the preparation
and implementation of conservation and development projects in order to increase quality of life.
The Project is associated with the provision in the Fatih District Urban Conservation Site 1/5000 Scale
Conservation Plan which stipulates that H.max: 9.50 m cannot be exceeded in new constructions in
Sultanahmet and Cankurtaran zones and that implementations in harmony with the traditional
architectural character of the zone will be allowed.
is “protecting the existing residential function” and AP‐H4S1 coded strategy which is “providing
balance between residential‐commercial and tourism functions in Sultanahmet, Cankurtaran and
Little Hagia Sophia neighbourhoods, preparing, implementing and monitoring conservation and
development projects in order to improve the quality of life”.
It is proposed that the project is executed by the Governorship of Istanbul and Fatih Municipality
under the coordination of Istanbul Metropolitan Municipality which is defined as the responsible
institution.
The Project is linked with the “Fatih District Urban Conservation Site 1/5000 Scale Conservation Plan”
of IMM Directorate of City Planning.
• II‐PP14 Project for Improving Quality of Life in the Historic Peninsula
• AP‐PP5 Project to Develop Resources for Sultanahmet World Heritage Site.
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• Restoration of registered civil cultural properties in Sultanahmet, Cankurtaran and Little Hagia
Sophia neighbourhoods which include the residential zone in the Site
• Urban design projects which pay attention to the traditional street pattern
• Urban services to be developed in order to improve the quality of life in housing areas and
public areas are to be arranged for common use of the inhabitants of neighbourhood.
Providing the coordination between conservation implementations with regards to civil architectural
buildings and projects developed for improving the quality of life are important considerations in the
execution of this project.
319
PROJECT NAME: PROJECT FOR THE PROMOTION OF SULTANAHMET WORLD HERITAGE SITE
PROJECT DEFINITION: To establish an activity network which will provide national and international
cooperation and sharing in order to reinforce the place of Sultanahmet World Heritage Site within
cultural tourism; to place informative scale models and notice boards which contain all monuments
in the site; to develop a three dimensional and interactive website; to prepare publications, maps
and brochures promoting the World Heritage Site; to arrange promotional and informative trips to
the World Heritage Site.
Related Actions: AP‐H5S1E1, AP‐H5S1E2, AP‐H5S1E3
Related Project Packages: AP‐PP1, AP‐PP2, AP‐PP3
RELATED INSTITUTIONS: Ministry of Culture and Tourism, Istanbul Metropolitan Municipality
RESOURCES: Ministry of Culture and Tourism
IMM 2011>201101052K10004, Fatih Municipality Voluntary Tourism Delegates Project
320
AP‐PP4 PROJECT FOR THE PROMOTION OF SULTANAHMET WORLD HERITAGE SITE
The “Project for Promotion of Sultanahmet World Heritage Site” was prepared with the
understanding that the outstanding universal value of Sultanahmet Archeological Park World
Heritage Site is not sufficiently promoted. In general, the project defines the tools which will reinforce
the place of the Site within cultural tourism and provide appropriate promotion of the Site
accordingly.
is “ensuring promotion of the World Heritage Site” and AP‐H5S1‐coded strategy which is “promoting
the World Heritage Site through use of communication tools at a national and international level”.
The actions which lead the project are as follows:
• To ensure that an activity network is established which will provide national and
international cooperation and sharing in order to develop cultural tourism (AP‐H5S1E1)
• To schedule projects such as informative notice boards, scale models etc. which contain both
the existing monuments and Sphendone (AP‐H5S1E2)
• To prepare publications, maps and brochures promoting the World Heritage Site (AP‐H5S1E3)
• To arrange/encourage to arrange promotional and informative trips to the World Heritage
Site (AP‐H5S1E4).
It is proposed that the project is executed by Istanbul Metropolitan Municipality and the Ministry of
Culture and Tourism under the coordination of and together with the Site Management Directorate
which is defined as the responsible institution.
The Project is linked with 201101052K10004‐coded project of IMM Directorate of Tourism called
“Publication of Promotional Materials” and included in Investment Program of IMM. It is also linked
with “Neighbourhood Trips for Different Age Groups” and the “Voluntary Tourism Delegates Project”
arranged by Fatih Municipality.
• AP‐PP1 Project for Conserving the Monuments in Sur‐i Sultani and its Associated Area
Heritage Site
• AP‐PP3 Project for Ensuring Residential‐Tourism Balance in Sultanahmet World Heritage Site.
321
• Activities which will provide national and international cooperation and sharing
• Preparing informative scale models and notice boards regarding the monuments in the Site
and placing them in the Site
• Three dimensional and interactive web site promoting the Site
• Preparing promotion packages consisting of publications, maps and brochures promoting the
Site and providing them to visitors.
The most important benefit of the project is promoting the outstanding universal value of
Sultanahmet Archeological Park World Heritage Site as well as the maintenance and reparation
implementations performed in the Site to the visitors and city inhabitants through defined tools.
322
PROJECT NAME: PROJECT TO DEVELOP RESOURCES FOR SULTANAHMET WORLD HERITAGE
SITE
PROJECT DEFINITION: To create new resources in addition to existing public resources to make
conservation implementations in Sultanahmet World Heritage Site more efficient, to provide efficient
use of different financial resources in planned and scheduled projects and to apply public‐private‐
Non‐governmental Organisation partnership models regarding the conservation implementations.
Related Objectives: AP‐H1, AP‐H2, AP‐H3, AP‐H4, AP‐H5
Related Strategies: AP‐H1S1, AP‐H2S1, AP‐H3S1
Related Actions: AP‐H1S1E1, AP‐H1S1E2, AP‐H2S1E1, AP‐H2S1E2, AP‐H3S1E1
Related Project Packages: AP‐PP1, AP‐PP2, AP‐PP3, II‐PP11
RESPONSIBLE INSTITUTIONS: Site Management Directorate, Istanbul Metropolitan Municipality
RELATED INSTITUTIONS: Governorship of Istanbul, Universities, Fatih Municipality, Special Provincial
Administration
RESOURCES:
IMM 2011>200901063K03006
323
AP‐PP5 PROJECT TO DEVELOP RESOURCES FOR SULTANAHMET WORLD HERITAGE SITE
The “Project to Develop Resources for Sultanahmet World Heritage Site” was prepared in order to
address the fact that the resources which are created regarding conservation cannot be efficiently
reflected in works of conserving the cultural properties in Sultanahmet World Heritage Site.
The Project’s general aim is to make conservation implementations in Sultanahmet World Heritage
Site more efficient by creating new resources in addition to existing public resources, providing
efficient use of different financial resources in planned and scheduled projects and applying public‐
private‐non‐governmental organisation partnership models regarding conservation implementations.
The framework of the project consists of the objectives and strategies of the Site Management Plan
related to Sultanahmet Archeological Park World Heritage Site. These are, respectively, AP‐H1‐coded
objective which is “conserving, preserving and utilising aboveground and underground cultural
properties of Sultanahmet Archeological Park World Heritage Site in accordance with their identities”;
AP‐H2‐coded objective which is “ensuring that Great Palace remains (Bucoleon Palace, Mosaic
Museum) are perceived in an integrity”; AP‐H3‐coded objective which is “creating a ‘Museums Area’
which emphasises the outstanding universal value of Sultanahmet Archeological Park World Heritage
Site’ which reflects the Ottoman, Byzantine and Classic Eras” and AP‐H4‐coded objective which is
“protecting the existing residential function”.
Related strategies are AP‐H1S1‐coded strategy which is “utilising the archeological heritage within
urban settlement places through approaches in accordance with conservation and preservation
principles and standards”; AP‐H2S1‐coded strategy which is developing convenient and applicable
methods to conserve the Great Palace and Hippodrome and pass it on to the next generations”; AP‐
H3S1‐coded strategy which is “utilising Topkapi Palace and all of its units as a monument and a
museum which reflects its era and original use”, AP‐H3S2‐coded strategy which is “ensuring use of
high standards in management and design of cultural properties, in implementation, specialty and
equipment” and AP‐H4S1‐coded strategy which is “providing balance between residential‐commercial
and tourism functions”.
follows:
• To organise the Great Palace and Saint Euphemia remains as an archeological park (AP‐
H1S1E1)
• To utilise the remains in the gardens of Gulhane Park and Archaeology Museum as an
archeological park (AP‐H1S1E2)
• To arrange the Great Palace remains under supervision of related Museums (AP‐H2S1E1)
• To improve and monitor the plans and programs which were prepared to protect the
integrity of the fabric composed by the Great Palace Remains and Ottoman Civil Architecture
structures (AP‐H2S1E2)
monuments (AP‐H3S1E1).
324
The Project is proposed to be executed by the Governorship of Istanbul, the Special Provincial
Administration, Fatih Municipality and related universities under the coordination of the Site
Management Directorate and Istanbul Metropolitan Municipality which were defined as the
responsible institutions of the project. It is proposed that IMM Directorate of European Union
Relations will have access to related projects and funds.
The project is linked with 200901063K03006‐coded “All Kinds of Projects and Implementations to be
Performed Under Contribution Share Regulations” work of the Directorate of Conservation of
Historic Sites included in the Investment Program of IMM.

• AP‐PP1 Project for Conserving the Monuments in Sur‐i Sultani and its Associated Area
Heritage Site
• AP‐PP3 Project for Ensuring Residential‐Tourism Balance in Sultanahmet World Heritage Site.
• Restoration works program which were formed by reviewing the cultural properties in
Sultanahmet World Heritage Site in terms of maintenance and reparation needs
• Obtaining new resources in addition to existing public resources for conservation
implementations
• Restoration implementations executed within the framework of the restoration program in
which existing and additional resources are used efficiently
• Public‐private‐non‐governmental organisation partnership models regarding the
conservation implementations.
The project is important in terms of ensuring that existing resources in the conservation zone are
efficiently used whilst new resources are created and promoting the opportunity of applying public‐
private‐non‐governmental organisation partnership models to the process. It is anticipated that the
conservation works in Sultanahmet World Heritage Site will be executed by using the steps and tools
proposed by the project.
325
3.2.2. Suleymaniye Mosque and its Associated Conservation Area Projects
Five projects were determined within the project package which is defined for the “Suleymaniye
Mosque and its Associated Conservation Area”, one of the World Heritage Sites in the Historic
Peninsula and are listed below. Project tags for each project defined under this theme which specify
the project code, project name, project definition, plan, objectives, strategies, actions and its
relationship with other projects, responsible institutions and related institutions, resources, term and
if any, Link with the Scheduled Projects of Other Institutions are presented.
Explanation text is then given for each project. Project explanation summarises the reason for
SC‐PP6 PROJECT FOR CONSERVING THE MONUMENTS IN SULEYMANIYE WORLD HERITAGE SITE
SC‐PP7 PROJECT FOR CONSERVING CIVIL ARCHITECTURE IN SULEYMANIYE WORLD HERITAGE SITE
SC‐PP8 PROJECT FOR CONSERVING THE TRADITIONAL STREET PATTERN OF SULEYMANIYE WORLD
HERITAGE SITE
SC‐PP9 PROJECT FOR THE PROMOTION OF SULEYMANIYE WORLD HERITAGE SITE
SC‐PP10 PROJECT TO DEVELOP RESOURCES FOR SULEYMANIYE WORLD HERITAGE SITE
326
PROJECT CODE: SC‐PP6
PROJECT NAME: PROJECT FOR CONSERVING THE MONUMENTS IN SULEYMANIYE WORLD
HERITAGE SITE
PROJECT DEFINITION: To establish a Board of Monuments in accordance with the legislation for the
implementations regarding the monuments in Suleymaniye World Heritage Site; to integrate the
maintenance and simple reparations of the monuments in the zone such as Suleymaniye Square
Fountain, Mimar Sinan Tomb, Bozdogan Arch, Atif Efendi Library, Molla Gurani Mosque, Sebsefa
Hatun Mosque, Vefa High School and Kalenderhane Mosque within the scope of this project.
Related Objectives: SC‐H1
Related Strategies: SC‐H1S4
Related Actions: SC‐H1S4E1
Related Project Packages: SC‐PP9, SC‐PP10, II‐PP7, VII‐29
RELATED INSTITUTIONS: Governorship of Istanbul, Universities
TERM: Short
IMM 2011>200501063K03007, 200701063K03002, 201001125U50007
327
SC‐PP6 PROJECT FOR CONSERVING THE MONUMENTS IN SULEYMANIYE WORLD HERITAGE SITE
The “Project for Conserving the Monuments in Suleymaniye World Heritage Site” was created due to
the problems encountered in conservation of the monuments in Suleymaniye Mosque and its
associated Areas World Heritage Site. Specialists of the subject observe that there have been
scientific and technical mistakes in the conservation and restoration implementations of some
monuments in Suleymaniye and that the necessary quality has not been achieved in terms of
materials and workmanship. Some of the monuments have entered the process of rapid
deterioration due to lack of maintenance and reparation. This Project was established in order to
address the need to conserve the monuments in Suleymaniye Mosque and its associated Area World
Heritage Site against the problems defined.
In this context, the project defines the tools which will ensure that the conservation works for the

monuments within Suleymaniye Mosque and its associated Area World Heritage Site are performed
in accordance with conservation principles and standards.
The framework of the project consists of SC‐H1‐coded objective of the Site Management Plan which
is “conserving the cultural properties within Suleymaniye World Heritage Site; performing their
standards, and provision of international and national support to ensure that the work can be
conducted faster and in a more accurate manner” and its related strategy which is “conserving the
monuments and kulliye structures within Suleymaniye World Heritage Site; performing their
maintenance and reparations in accordance with conservation and sustainability principles and
standards” (SC‐H1S4).
• To consider the kulliye structures affiliated to Suleymaniye Mosque as a monument and to

establish a Board of Monuments (SC‐H1S4E1)
• To review the monuments in terms of their maintenance and reparation needs and to
schedule restorations works and perform implementations accordingly (SC‐H1S4E2).
The common purpose of the project is to establish principles and standards for conservation and
restoration implementations to be performed on the monuments, to determine the steps of these
works and to establish a Board of Monuments for the implementations with regards to the
monuments. The Project will be executed by the Ministry of Culture and Tourism, which is in charge,
under the coordination of the Directorate of Regional Boards of Conservation of Cultural and Natural
Properties, IMM and the Site Management Directorate.
The Project is linked with the following projects which are included in Investment Program of IMM:
200501063k03007‐coded “Urban Design‐Relief‐Restitution‐Restoration Projects in Historic Sites” and
200701063k03002‐coded “Relief, Restitution and Restoration Projects of Historic Tombs, Cemeteries
and Graveyards” of IMM Directorate of Conservation of Historic Sites; 201001125U50007‐coded
project of Directorate of City Lighting which is “Building Exterior Lighting Installations of Historical
Monuments (Mosques, Bridges, Palaces, Fountains, Towers and Similar Monuments) and Buildings in
Various Districts of Istanbul”.
328
• SC‐PP9 Project for the Promotion of Suleymaniye World Heritage Site
• SC‐PP10 Project to Develop Resources for Suleymaniye World Heritage Site.
• Schedule of restoration works of the monuments in Suleymaniye Mosque and its associated
Area World Heritage Site
• Completing the ongoing monument restoration works in accordance with the conservation
principles and standards; promotion of the works
• Commencement of restoration of the monuments in Suleymaniye Mosque and its associated
Area World Heritage Site (Suleymaniye Square Fountain, Mimar Sinan Tomb, Bozdogan Arch,
Atif Efendi Library, Molla Gurani Mosque, Sebsefa Hatun Mosque, Vefa High School and
Kalenderhane Mosque)
• Board of Monuments.
The most important benefit of the project can be defined as the fact that the monuments in
Suleymaniye Mosque and its associated Area World Heritage Site will be restored within the
framework of a program which is formed in accordance with conservation principles and standards
and by fully considering the needs for maintenance and reparation.
329
PROJECT NAME: PROJECT FOR CONSERVING CIVIL ARCHITECTURE IN SULEYMANIYE WORLD
HERITAGE SITE
PROJECT DEFINITION: To continue the conservation and restoration works which were initiated in
Suleymaniye World Heritage Site by extending them to the entire zone; to support the Timber and
Stone Training Workshop operating under IMM KUDEB (Directorate of Conservation, Application and
Supervision) to continue its maintenance and restoration works on the cultural properties in
Suleymaniye in accordance with conservation principles and standards; to encourage constructing
new buildings to replace the monuments lost over time which have no documents or cannot be
reconstructed.
Related Strategies: SC‐H1S2, SC‐H1S3
Related Actions: SC‐H1S2E1, SC‐H1S3E1
Related Project Packages: SC‐PP9, SC‐PP10, II‐PP7, VII‐29
RESPONSIBLE INSTITUTIONS: Istanbul Metropolitan Municipality, KUDEB (Directorate of

Conservation, Application and Supervision)
RELATED INSTITUTIONS: Governorship of Istanbul, Universities, 1st District Directorate of
Foundations, Ministry of Culture and Tourism
RESOURCES: Istanbul Metropolitan Municipality, KUDEB
IMM 2011>200901063K03008
330
SC‐PP7 PROJECT FOR CONSERVING CIVIL ARCHITECTURE IN SULEYMANIYE WORLD HERITAGE SITE
The “Project for Conserving Civil Architecture in Suleymaniye World Heritage Site” was created to
address the problems encountered in conservation of the civil architectural buildings in Suleymaniye
Mosque and its Associated Areas World Heritage Site. The most important issues civil architectural
buildings are facing is that they are worn, deteriorated, demolished and cannot therefore be
conserved. The expanding approach of demolishing and rebuilding the registered buildings
constitutes a problem in terms of conserving the civil architectural buildings in Suleymaniye Mosque
and its associated Area World Heritage Site in a way which remains in keeping to their original states.
The project is about execution of maintenance and reparation of the civil architectural buildings in
Suleymaniye Mosque and its associated Area World Heritage Site in accordance with conservation
principles and standards and expanding sample implementations in this area.
the Suleymaniye zone and that implementations in harmony with the traditional architectural
character of the zone will be allowed.
standards” and its related strategy which is “using traditional materials and traditional construction
techniques and minimising the loss of original materials and techniques (SC‐H1S2)” and “using
contemporary conservation principles and standards in mandatory reconstruction implementations
(SC‐H1S3)”. The activities regarding the related objective and strategies of the project are as follows:
• To support Timber and Stone Training Workshop operating under IMM KUDEB in continuing
its maintenance and reparation works on the cultural properties in Suleymaniye in
accordance with conservation principles and standards (SC‐H1S2E1)
• To develop the scientific and technical infrastructure regarding this subject (SC‐H1S3E1).
It is proposed that the project is executed by the Governorship of Istanbul, related universities and
1st District Directorate of Foundations under coordination of and together with Istanbul
Metropolitan Municipality and KUDEB, which are defined as the responsible institutions.
This Project is linked with 200901063K03008‐coded “Basic Design and Relief, Restitution and
Restoration Project in Suleymaniye Renewal Area” which is executed by the Directorate of
Conservation of Historic Sites and included in Investment Program of IMM.
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• Maintenance and reparation works executed on the civil architectural buildings in
Suleymaniye World Heritage Site in accordance with conservation principles and standards
• Efficient participation and developed cooperation of Timber and Stone Training Workshops
operating under IMM KUDEB in the maintenance and reparation activities on the civil
architectural buildings in Suleymaniye World Heritage Site.
Expected output of the project is that the conservation and restoration implementations on the civil
architectural buildings in Suleymaniye Mosque and its associated Area World Heritage Site will be
developed in accordance with conservation principles and standards. Furthermore, the most
important benefits of the project include ensuring and expanding cooperation in the
implementations to be performed by supporting the ongoing activities of Timber and Stone Training
Workshops, restoring the civil architectural buildings faithful to their original state and keeping these
types of manufacturing alive.
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PROJECT NAME: PROJECT FOR CONSERVING THE TRADITIONAL STREET PATTERN OF
SULEYMANIYE WORLD HERITAGE SITE
PROJECT DEFINITION: To determine and rearrange the improper road arrangements and buildings in
order to conserve the traditional street pattern of Suleymaniye World Heritage Site in accordance
with conservation principles and standards; to perform urban design implementations which will
ensure that all elements composing the street pattern are in harmony with the cultural properties in
the Site and to ensure that new buildings are in harmony with the existing street pattern and the
environment.
Related Strategies: SC‐H2S
Related Actions: SC‐H2S1E2, SC‐H2S1E3, SC‐H2S1E4
Related Project Packages: SC‐PP9, SC‐PP10, II‐PP14, IV‐PP20, VII‐PP30
RESOURCES: Istanbul Metropolitan Municipality, Special Provincial Administration
TERM: Medium
IMM 2011>200501063K03007
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SC‐PP8 PROJECT FOR CONSERVING THE TRADITIONAL STREET PATTERN OF SULEYMANIYE WORLD
HERITAGE SITE
The “Project for Conserving the Traditional Street Pattern of Suleymaniye World Heritage Site” was
established in order to address issues relating to the traditional street pattern of the Site facing the
continued risk of deformation. The project includes delivery of the steps required in solving the
problems such as the fact that new constructions ignore the street silhouette, elevation of streets due
to new paving implementations etc.; researching the harmony between new constructions,
traditional street pattern and cultural properties and performing necessary urban design
implementations.
The Project is linked with the following provisions of Fatih District Urban Conservation Site 1/5000
Scale Conservation Plan: Conserving the traditional road pattern and not opening new roads except
pedestrian roads in First Degree Conservation Areas; preserving original levels of road elevations in
the streets where monuments and civil architectural buildings are dense; making the urban design
projects being prepared for First Degree Conservation Areas (which consist of only one monument) in
a way to encompass all streets from which the monument faces and establishing pedestrian routes to
connect the conservation areas.
The framework of the project includes SC‐H2‐coded objective of the Site Management Plan which is
“conserving the traditional street pattern of Suleymaniye World Heritage Site; performing its
maintenance and reparations” and its related strategy which is “complying with efficient and
integrated urban conservation principles and standards in conservation of traditional street pattern
(SC‐H2S1)”.
follows:
• To develop, implement and monitor projects which will protect the authenticity of Kirazli
Mescit, Ayranci, Fetva Yokusu, Yogurtcu, Hayriye Hanim etc. streets during maintenance,
reparation and other implementations (SC‐H2S1E1)
• To ensure the implementation of design guides, which were developed in order to provide
harmony between new buildings to be constructed in the Site, the existing street pattern and
environment (SC‐H2S1E2)
• To perform and monitor urban design implementations which will ensure that all elements
composing the street pattern are in harmony with the cultural properties in the Site (SC‐
H2S1E3)
• To schedule research of the church in Demirbas Neighbourhood, Hocapasa Hamza Street and
the underground tomb chamber in Kirazli Mescit Street (SC‐H2S1E3).
Istanbul Metropolitan Municipality is the responsible institution for conserving the street pattern and
performing necessary urban design practices in the new implementations in order to fulfil the related
objectives and strategies. The Project is expected to be executed in cooperation with the
Governorship of Istanbul and universities.
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The Project is linked with 200501063K03007‐coded “Urban Design‐Relief‐Restitution‐Restoration

Projects in Historic Sites” of IMM Directorate of Conservation of Historic Sites which is included in
• VII‐PP30 Project for Determining Disaster Risk Areas Arising From the Street Pattern of the
Historic Peninsula
• Researching the level of harmony between the road arrangements and constructions in
Suleymaniye Mosque and its associated Area World Heritage Site and traditional street
pattern and cultural properties; preparing proposals with regards to necessary interventions
• Executing the urban design project in accordance with researches and proposals.
The Project is expected to execute the arrangements which will ensure that the existing constructions
in Suleymaniye Mosque and its associated Area World Heritage Site are in harmony with the existing
street pattern and the historic environment and to emphasise the criteria which will ensure that new
constructions are in harmony with the historic environment.
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PROJECT NAME: PROJECT FOR THE PROMOTION OF SULEYMANIYE WORLD HERITAGE SITE
cooperation and sharing in order to reinforce the place of Suleymaniye World Heritage Site within
cultural tourism; to provide informative scale models and notice boards which contain all
monuments in the area; to develop a three dimensional and interactive website; to prepare
publications, maps and brochures promoting the World Heritage Site; to arrange promotional and
informative trips to the World Heritage Site.
Related Project Packages: SC‐PP6, SC‐PP7, SC‐PP8
RESPONSIBLE INSTITUTIONS: Istanbul Site Management Directorate
RELATED INSTITUTIONS: Ministry of Culture and Tourism, Istanbul Metropolitan Municipality,
Tourism Associations
IMM 2011>201101052K10004
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SC‐PP9 PROJECT FOR THE PROMOTION OF SULEYMANIYE WORLD HERITAGE SITE
The “Project for the Promotion of Suleymaniye World Heritage Site” was established in order to
address the problems relating to the outstanding universal value and cultural heritage of the Site not
being sufficiently recognised and that people are misinformed with regards to the value of the Site.
The Project will meet the promotion and information requirements arising due to the fact that the
place of the Site within cultural tourism and outstanding universal value is not sufficiently recognised
on both national and international platforms. The project defines the tools which will reinforce the
place of the Site within cultural tourism and will provide appropriate promotion of the Site.
The framework of the project includes SC‐H3‐coded objective of the Site Management Plan which is
“providing promotion of the World Heritage Site” and its related AP‐H5S1‐coded strategy which is
“promoting the World Heritage Site through communication tools at both national and international
levels”.
The activities which lead the project are as follows:
international cooperation and sharing in order to develop cultural tourism (SC‐H3S1E1)
• To schedule projects such as informative notice boards, scale models etc. which contain both
the existing monuments and Sphendone (SC‐H3S1E2)
• To prepare publications, maps and brochures promoting the World Heritage Site (SC‐H3S1E3)
• To arrange or have others arrange promotional and informative trips to the World Heritage
Site (SC‐H3S1E4).
It is proposed that the project is executed in cooperation with Istanbul Metropolitan Municipality,
the Ministry of Culture and Tourism and Tourism Associations under the coordination of the Site
Management Directorate which was defined as the responsible institution.
The project is linked with 201101052K10004‐coded project of IMM Directorate of Tourism named
“Publication of Promotional Materials” and is included in the Investment Program of IMM and
“Neighbourhood Trips for Different Age Groups” and the “Voluntary Tourism Delegates Project”
• SC‐PP6 Project for Conserving the Monuments in Suleymaniye World Heritage Site
• SC‐PP7 Project for Conserving Civil Architecture in Suleymaniye World Heritage Site
• SC‐PP8 Project for Conserving the Traditional Street Pattern of Suleymaniye World Heritage
Site
• Preparing informative scale models and notice boards with regards to the monuments in the
Site and placing them in the Site
• Preparing promotional packages consisting of publications, maps and brochures promoting
the Site and providing them to visitors.
The most important benefit of the project is promoting the outstanding universal value of
Suleymaniye Mosque and its associated Area World Heritage Site to the visitors and city inhabitants
through defined tools.
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PROJECT NAME: PROJECT TO DEVELOP RESOURCES FOR SULEYMANIYE WORLD HERITAGE SITE
PROJECT DEFINITION: To create new resources in addition to existing public resources to make
conservation implementations in Suleymaniye World Heritage Site more efficient; to provide efficient
use of different financial resources in planned and scheduled projects; to apply public‐private‐non‐
governmental organisation partnership models regarding the conservation implementations.
Related Project Packages: SC‐PP6, SC‐PP7, SC‐PP8, II‐PP11
RELATED INSTITUTIONS: Governorship of Istanbul, Fatih Municipality, Special Provincial
Administration, Universities, 1st District Directorate of Foundations
RESOURCES: Istanbul Metropolitan Municipality, Special Provincial Administration, 1st District
Directorate of Foundations
TERM: Medium
IMM 2011>200901063K03006
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SC‐PP10 PROJECT TO DEVELOP RESOURCES FOR SULEYMANIYE WORLD HERITAGE SITE
The “Project to Develop Resources for Suleymaniye World Heritage Site” was established in order to
provide resources necessary for performing conservation, maintenance and reparation of cultural
properties in the Site and to create additional resources. The project also aims to determine
necessary steps to solve the problems relating to resources which are created regarding
conservation, but are failed to be efficiently reflected in works of conserving the cultural properties
in the Site.
The importance of the project is that it will ensure that new resources are produced for conservation
restoration projects to be implemented in Suleymaniye Mosque and its associated Area World
Heritage Site, that the use of resources will be phased and that the resources will be efficiently used.
standards” and its related strategy which is “adopting a conservation and preservation approach in
maintenance and reparations of registered civil architectural buildings within Suleymaniye World
Heritage Site” (SC‐H1S1). The action regarding the related objective and strategy is as follows:
• To establish programs which ensure that existing financial resources are efficiently used in
the restoration of registered structures and search for new resources are undertaken, to
maintain the existing programs and to encourage property owners and private sector to
invest in restoration (SC‐H1S1E2).
In order to address the aforementioned problems and to develop new resources, the project is
expected to be executed in cooperation with the Governorship of Istanbul, Fatih Municipality, the
Special Provincial Administration, Universities and 1st District Directorate of Foundations under the
responsibility of Istanbul Metropolitan Municipality. It is also expected that use and allocation of
resources will be more efficient and phased. It is proposed that existing resources of the Istanbul
Special Provincial Administration, IMM and 1st District Directorate of Foundations will be used for
this project.
The Project is linked with 200901063K03006‐coded “All Kinds of Projects and Implementations to be
Performed Under Contribution Share Regulations” work of Directorate of Conservation of Historic
Sites included in the Investment Program of IMM.

• SC‐PP6 Project for Conserving the Monuments in Suleymaniye World Heritage Site
• SC‐PP7 Project for Conserving Civil Architecture in Suleymaniye World Heritage Site
• SC‐PP8 Project for Conserving the Traditional Street Pattern of Suleymaniye World Heritage
Site

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Outputs of this project are listed below:
• New resources in addition to current public resources
• Program for use of different financial resources
• Partnership model to be established between public‐private sector resources and non‐
governmental organisations.
Expected outcomes of the project are to create new resources in addition to current public resources
to make conservation implementations in Suleymaniye World Heritage Site more efficient, providing
efficient use of different financial resources in planned and scheduled projects and ensuring that
public‐private‐non‐governmental organisation partnership models regarding the conservation
implementations are applied.
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3.2.3. Zeyrek Mosque (Pantocrator Church) and it’s associated Conservation Area Projects
Six projects were determined within the project package defined for the “Zeyrek Mosque
(Pantocrator Church) and its Associated Conservation Area”, one of the World Heritage Sites in the
Historic Peninsula and are listed below. Project tags for the each project defined under this theme
which specify the project code, project name, project definition, plan, objectives, strategies, actions
and its relationship with other projects, responsible institutions and related institutions, resources,
term and if any, link with the Scheduled Projects of Other Institutions are presented.
Explanation text is then given for each project. Project explanation summarises the reason for
ZC‐PP11 PROJECT FOR CONSERVING THE MONUMENTS IN ZEYREK WORLD HERITAGE SITE
ZC‐PP12 PROJECT FOR CONSERVING CIVIL ARCHITECTURE IN ZEYREK WORLD HERITAGE SITE
ZC‐PP13 PROJECT FOR CONSERVING THE TRADITIONAL STREET PATTERN OF ZEYREK WORLD
HERITAGE SITE
ZC‐PP14 PROJECT FOR IDENTIFICATION AND CONSERVATION OF ARCHEOLOGICAL ASSETS IN ZEYREK
WORLD HERITAGE SITE
ZC‐PP15 PROJECT FOR THE PROMOTION OF ZEYREK WORLD HERITAGE SITE
ZC‐PP16 PROJECT TO DEVELOP RESOURCES FOR ZEYREK WORLD HERITAGE SITE
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PROJECT CODE: ZC‐PP11
PROJECT NAME: PROJECT FOR CONSERVING THE MONUMENTS IN ZEYREK WORLD HERITAGE
SITE
PROJECT DEFINITION: To establish a Board of Monuments for the implementations regarding the
monuments in Zeyrek World Heritage Site; to complete the restoration of Zeyrek Mosque in
accordance with conservation principles and standards, to complete the ongoing restoration of
Zeyrek Cistern in accordance with conservation principles and standards and to promote these works
to the public.
Related Objectives: ZC‐H1
Related Strategies: ZC‐H1S4
Related Actions: ZC‐H1S4E1, ZC‐H1S4E2, ZC‐H1S4E3, ZC‐H1S4E4
Related Project Packages: ZC‐PP15, ZC‐PP16, II‐PP7, VII‐29
TERM: Medium
IMM 2011>200501063K03007, 200701063K03002, 201001125U50007

342
ZC‐PP11 PROJECT FOR CONSERVING THE MONUMENTS IN ZEYREK WORLD HERITAGE SITE
The “Project for Conserving the Monuments in Zeyrek World Heritage Site” was created in order to
address the problems encountered in conservation of the monuments in the Site. As with other
historic areas, it is paramount to avoid occasional scientific and technical mistakes in the restoration
implementations in Zeyrek World Heritage Site and to achieve necessary quality in terms of materials
and workmanship. Specialists have suggested that the expanding approaches in recent years such as
demolishing and rebuilding the registered structures and reconstructing the monuments lost over
time or without sufficient documents constitute a problem in terms of conserving the authenticity of
monuments as well as historic environments. It is understood that these factors indicated by
specialists also apply to some conservation works on monuments in Zeyrek World Heritage Site. This
project aims to determine the steps and tools required to conserve the monuments in Zeyrek World
Heritage Site in accordance with the issues identified.
In this context, the project sets to define the tools which will ensure that the conservation works for
the monuments within Zeyrek World Heritage Site are performed in accordance with conservation
principles and standards and also includes the necessary steps to complete the restoration works of
Zeyrek Mosque and Zeyrek Cistern and open them to the public.
The framework of the project consists of ZC‐H1‐coded objective of the Site Management Plan which
is “conserving the cultural heritage within Zeyrek World Heritage Site; performing their maintenance
and reparations in accordance with contemporary conservation principles and standards” and its
related ZC‐H1S4‐coded strategy which is “conserving the monuments; performing their maintenance
and reparations in accordance with conservation and preservation principles and standards".
The actions defined in the Site Management Plan regarding the project are as follows:
• To review the monuments in terms of their maintenance and reparation needs and to
schedule restoration works and to perform and monitor restoration works accordingly (ZC‐
H1S4E1)
• To consider Zeyrek Mosque, whose restoration works are in progress, as a monument and to
establish a Board of Monuments accordingly (ZC‐H1S4E2)
• To complete the restoration of Zeyrek Mosque in accordance with conservation principles
and standards and to promote it to the public (ZC‐H1S4E3)
• To complete the ongoing restoration of Zeyrek Cistern in accordance with conservation
principles and standards and to promote it to the public (ZC‐H1S4E4).
The Project is linked with the following projects which are included in Investment Program of IMM:
200501063k03007‐coded “Urban Design‐Relief‐Restitution‐Restoration Projects in Historic Sites” and
200701063k03002‐coded “Relief, Restitution and Restoration Projects of Historic Tombs, Cemeteries
and Graveyards” of IMM Directorate of Conservation of Historic Sites; and 201001125U50007‐coded
project of the Directorate of City Lighting which is “Building Exterior Lighting Installations of Historical
Monuments (Mosques, Bridges, Palaces, Fountains, Towers and Similar Monuments) and Buildings in
Various Districts of Istanbul”.
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• ZC‐PP15 Project for the Promotion of Zeyrek World Heritage Site
• ZC‐PP16 Project to Develop Resources for Zeyrek World Heritage Site.
It is proposed that the project will be executed by the Governorship of Istanbul and related
universities under the coordination of and together with Istanbul Metropolitan Municipality which
was defined as the responsible institution.
• Schedule of restoration works of the monuments in Zeyrek World Heritage Site
• Completing the restoration works of Zeyrek Mosque and Zeyrek Cistern in accordance with
the conservation principles and standards and promotion of the works
• Performing restoration of the monuments in Zeyrek World Heritage Site
• Establishment of Board of Monuments.
The most important benefit of the project can be defined as the fact that the monuments in Zeyrek
World Heritage Site will be restored within the framework of a program which is formed in
accordance with conservation principles and standards and by considering their needs for
maintenance and reparation.
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PROJECT NAME: PROJECT FOR CONSERVING CIVIL ARCHITECTURE IN ZEYREK WORLD
HERITAGE SITE
PROJECT DEFINITION: To continue the use of traditional building materials in the conservation and
restoration works in Zeyrek World Heritage Site with the support of Timber and Stone Training
Workshops operating under IMM KUDEB (Directorate of Conservation, Application and Supervision);
to perform supportive activities for continuing their maintenance and reparation works in
accordance with conservation principles and standards and to expand these activities accordingly.
Related Strategies: ZC‐H1S1, ZC‐H1S2, ZC‐H1S3
Related Actions: ZC‐H1S1E1, ZC‐H1S2E1, ZC‐H1S3E1
Related Project Packages: ZC‐PP15, ZC‐PP16, II‐PP7, VII‐PP29
RESPONSIBLE INSTITUTIONS: Istanbul Metropolitan Municipality, KUDEB (Directorate of
Conservation, Application and Supervision)
RELATED INSTITUTIONS: Governorship of Istanbul, Universities, 1st District Directorate of
Foundations, Ministry of Culture and Tourism
TERM: Medium
–

345
ZC‐PP12 PROJECT FOR CONSERVING CIVIL ARCHITECTURE IN ZEYREK WORLD HERITAGE SITE
The “Project for Conserving Civil Architecture in Zeyrek World Heritage Site” was created to address
the problems encountered in conservation of the civil architectural buildings in the Site. Scientific
and technical mistakes in the conservation and restoration implementations, not maintaining
traditional materials and workmanship and also the expanding the approach of demolishing and
rebuilding the registered buildings constitute a problem in terms of conserving the civil architectural
buildings in Zeyrek World Heritage Site in accordance with their original state of being. This project
aims to address the aforementioned problems and conserve the civil architectural buildings. The
project addresses issues relating to the execution of maintenance and reparation of the civil
architectural buildings in Zeyrek World Heritage Site in accordance with conservation principles and
standards and will look to expand the sample implementations in this area.
Zeyrek zone and that implementations in harmony with the traditional architectural character of the
zone will be allowed.
and reparations in accordance with contemporary conservation principles and standards” and three
strategies associated with this objective. These are, ZC‐H1S1‐coded strategy which is “using
contemporary conservation and preservation principles and standards in maintenance and
reparations of registered civil architectural buildings within Zeyrek World Heritage Site” and ZC‐H1S2‐
coded strategy which is “using traditional materials and construction techniques in restoration
implementations and minimising the loss of original materials and techniques” and ZC‐H1S3 coded
strategy which is “adopting contemporary conservation approaches in mandatory reconstruction
applications”. The actions that determine and relate to this objective and strategies and direct the
• To establish programs which ensure that existing financial resources are efficiently used and
search for new resources for conservation of Zeyrek World Heritage Site are undertaken, to
encourage property owners and private sector to invest in restoration (ZC‐H1S1E1)
• To support Timber and Stone Training Workshops operating under IMM KUDEB in continuing
its maintenance and reparation works on the cultural properties in Zeyrek in accordance with
efficient and integrated conservation principles and standards (ZC‐H1S2E1)
• To develop the scientific and technical infrastructure regarding the subject (ZC‐H1S3E1).
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It is proposed that the project is executed by the Governorship of Istanbul, related universities and
1st District Directorate of Foundations under the coordination of and together with Istanbul
Metropolitan Municipality and KUDEB which are defined as the responsible institutions.
• Maintenance and reparation works executed on the civil architectural buildings in Zeyrek
World Heritage Site in accordance with conservation principles and standards
• Efficient participation and developed cooperation of Timber and Stone Training Workshops
operating under IMM KUDEB in the maintenance and reparation activities on the civil
architectural buildings in Zeyrek World Heritage Site.
The prominent benefit of this project can be defined as performing the maintenance and reparations
of the civil architectural buildings in Zeyrek World Heritage Site by utilising traditional building
materials and techniques. In this context, providing and expanding cooperation in the future
implementations through supporting activities of Timber and Stone Training Workshops operating
under IMM KUDEB is important in terms of conserving the civil architectural buildings in accordance
with their original states and providing sustainability of such conservation activities.
347
PROJECT NAME: PROJECT FOR CONSERVING THE TRADITIONAL STREET PATTERN OF ZEYREK
WORLD HERITAGE SITE
PROJECT DEFINITION: To determine and rearrange the improper road arrangements and buildings in
order to conserve the traditional street pattern of Zeyrek World Heritage Site in accordance with
conservation principles and standards; to perform urban design implementations which will ensure
that all elements composing the street pattern are in harmony with the cultural properties in the Site
and to ensure that new buildings are in harmony with the existing street pattern and the
environment.
Related Actions: ZC‐H2S1E1, ZC‐H2S1E2
Related Project Packages: ZC‐PP15, ZC‐PP16, II‐PP14, IV‐PP20, VII‐30
RESOURCES: Istanbul Metropolitan Municipality, Special Provincial Administration
TERM: Medium
IMM 2011>200501063K03007
348
ZC‐PP13 PROJECT FOR CONSERVING THE TRADITIONAL STREET PATTERN OF ZEYREK WORLD
HERITAGE SITE
The “Project for Conserving the Traditional Street Pattern of Zeyrek World Heritage Site” was
established because the traditional street pattern of the Zeyrek World Heritage Site is facing the risk
of deformation. The project, which aims to conserve the traditional street pattern of Zeyrek World
Heritage Site in accordance with conservation principles and standards, includes the stages of
researching the level of harmony of the street pattern and new constructions with the traditional
street pattern and cultural properties and executing necessary urban design implementations
accordingly.
The project is linked with the following provisions Fatih District Urban Conservation Site 1/5000 Scale
Conservation Plan: Conserving the traditional road pattern and not opening new roads except
pedestrian roads in First Degree Conservation Areas; preserving original levels of road elevations in
the streets where monuments and civil architectural buildings are dense; designing the urban design
projects to be prepared for First Degree Conservation Areas (which consist of only one monument) in
a way that encompasses all streets from which the monument faces and establishing pedestrian
routes to connect the conservation areas.
The framework of the project includes ZC‐H2‐coded objective of the Site Management Plan which is
“conserving the traditional street pattern of Zeyrek World Heritage Site; performing its maintenance
and reparations” and its related ZC‐H2S1‐coded strategy which is “complying with efficient and
integrated urban conservation principles and standards in conservation of traditional street pattern”.
The activities directing the project are as follows:
• To perform urban design implementations which will ensure that all elements composing the
street pattern are in harmony with the cultural properties in the Site (ZC‐H2S1E1)
• To ensure that the new buildings are in harmony with existing street pattern and historic
environment (ZC‐H2S1E2).
The Project is linked with 200501063K03007‐coded “Urban Design‐Relief‐Restitution‐Restoration

Projects in Historic Sites” of IMM Directorate of Conservation of Historic Sites which is included in the
Historic Peninsula
349
It is proposed that the project is executed by the Governorship of Istanbul and related universities

under the coordination of Istanbul Metropolitan Municipality which was defined as the responsible
institution of the project.
• Researching the level of harmony between road arrangements and construction in Zeyrek
World Heritage Site together with traditional street pattern and cultural properties and
preparing proposals for necessary interventions
• Executing the urban design project in accordance with researches and proposals.
The Project is expected to execute the arrangements which will ensure that the existing constructions
in Zeyrek World Heritage Site are in harmony with the existing street pattern and the historic
environment and to emphasise the criteria which will ensure that new constructions are in harmony
with the historic environment.
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PROJECT NAME: PROJECT FOR IDENTIFICATION AND CONSERVATION OF ARCHEOLOGICAL
ASSETSIN ZEYREK WORLD HERITAGE SITE
PROJECT DEFINITION: To direct the studies regarding identification of the archeological assets in
Zeyrek World Heritage Site and to design archeological parks in convenient areas where underground
and aboveground cultural properties are exhibited.
Related Project Packages: ZC‐PP15, ZC‐PP16, II‐PP8, VII‐30
RESOURCES: Special Provincial Administration, ITO, ISO, Istanbul Development Agency
TERM: Medium
–
351
ZC‐PP14 PROJECT FOR IDENTIFICATION AND CONSERVATION OF ARCHEOLOGICAL ASSETS IN ZEYREK
WORLD HERITAGE SITE
It is observed that the archeological values in Zeyrek World Heritage Site are not sufficiently
researched, documented, conserved and promoted to visitors and users. The “Project for
Identification and Conservation of Archeological Assets in Zeyrek World Heritage Site,” prepared to
solve aforementioned problems, includes the steps of researching and documenting the archeological
values in the Site, performing execution works when necessary and exhibiting them by providing
conducive conditions.
The framework of the project was established in accordance with ZC‐H3‐coded objective of the Site
Management Plan which is “researching and conserving the underground cultural properties in
Zeyrek World Heritage Site and raising them to the level of perceptibility” and its related ZC‐H3S1‐
coded strategy which is “researching archeological cultural heritage”. The actions defined in the Site
Management Plan with regards to the project are as follows:
• To conduct researches for identifying the archeological assets and documentation studies (ZC‐
H3S1E1)
• To perform excavation works in areas which are deemed necessary in order to recover
archeological assets and to design archeological parks in convenient areas where
underground and aboveground cultural properties are exhibited (ZC‐H3S1E2).
Peninsula
Historic Peninsula
The Project is proposed to be executed by related units of the Ministry of Culture and Tourism, the
Governorship of Istanbul and related universities under the coordination of the Ministry of Culture
and Tourism which was defined as the responsible institution of the project.
• Studies to determine underground and aboveground archeological assets in Zeyrek World
Heritage Site
• Organising excavation works in areas which are deemed necessary regarding the
identification of archaeological assets
• Archeological parks in convenient areas where archeological assets in Zeyrek World Heritage
Site are exhibited.
The prominent benefit of the project can be defined as researching and documenting the
archeological cultural properties in Zeyrek World Heritage Site, making arrangements to exhibit them
and bringing them to the appropriate level of perceptibility.
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PROJECT NAME: PROJECT FOR THE PROMOTION OF ZEYREK WORLD HERITAGE SITE
cooperation and sharing in order to reinforce the place of monumental and civil cultural properties
of Zeyrek World Heritage Site within cultural tourism; to provide informative scale models and notice
boards which contain all monuments in the site; to develop a three dimensional and interactive
website; to prepare publications, maps and brochures promoting the World Heritage Site; to arrange
promotional and informative trips to the World Heritage Site.
Related Actions: ZC‐H4S1E1, ZC‐H4S1E2, ZC‐H4S1E3, ZC‐H4S1E4
Related Project Packages: ZC‐PP11, ZC‐PP12, ZC‐PP13, ZC‐PP14
RELATED INSTITUTIONS: Ministry of Culture and Tourism, Istanbul Metropolitan Municipality
TERM: Medium
IMM 2011>201101052K10004
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ZC‐PP15 PROJECT FOR THE PROMOTION OF ZEYREK WORLD HERITAGE SITE
The “Project for the Promotion of Zeyrek World Heritage Site” was prepared due to the
determination that the outstanding universal value of Zeyrek World Heritage Site is not sufficiently
promoted. The Project sets out to define the tools which will reinforce the place of the Site within
cultural tourism and provide promotion of the Site.
The framework of the project includes ZC‐H4‐coded objective of the Site Management Plan which is
“providing promotion of the World Heritage Site and its related ZC‐H4S1‐coded strategy which is
“promoting the World Heritage Site through communication tools at both national and international
levels”.
The actions which lead the project are as follows:
international cooperation and sharing in order to develop cultural tourism (ZC‐H4S1E1)
• To establish tools such as informative notice boards, scale models etc. for promoting the Site
(ZC‐H4S1E2)
• To prepare publications, maps and brochures promoting the World Heritage Site (ZC‐H4S1E3)
• To arrange or encourage to arrange promotional and informative trips to the World Heritage
Site (ZC‐H4S1E4).
It is proposed that the project is executed by Istanbul Metropolitan Municipality and the Ministry of
Culture under the coordination of and together with the Site Management Directorate which was
defined as the responsible institution.
The project is linked with 201101052K10004‐coded project of IMM Directorate of Tourism named
“Publication of Promotional Materials” and included in Investment Program of IMM and
• ZC‐PP11 Project for Conserving the Monuments in Zeyrek World Heritage Site
• ZC‐PP12 Project for Conserving Civil Architecture in Zeyrek World Heritage Site
• ZC‐PP13 Project for Conserving the Traditional Street Pattern of Zeyrek World Heritage Site
• ZC‐PP14 Project for Identification and Conservation of Archeological Assets in Zeyrek World
Heritage Site.
• Preparing informative scale models and notice boards regarding the monuments in the Site
and placing them in the Site
• Preparing promotional packages consisting of publications, maps and brochures promoting
the Site and providing these packages to the visitors.
The most important benefit of the project is promoting the outstanding universal value of Zeyrek
World Heritage Site as well as the maintenance and reparation implementations performed in the
Site, to the visitors and city inhabitants through defined tools.
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PROJECT NAME: PROJECT TO DEVELOP RESOURCES FOR ZEYREK WORLD HERITAGE SITE
PROJECT DEFINITION: To create new resources in addition to current public resources to make
conservation implementations in Zeyrek World Heritage Site more efficient; to provide efficient use
of different financial resources in planned and scheduled projects; to apply public‐private‐non‐
governmental organisation partnership models regarding conservation implementations.
Related Strategies: ZC‐H1S1, ZC‐H1S4
Related Project Packages: ZC‐PP11, ZC‐PP12, ZC‐PP13, ZC‐PP14, II‐PP11
RESOURCES: Istanbul Metropolitan Municipality, Special Provincial Administration, Fatih Municipality
TERM: Medium
IMM 2011>200901063K03006
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ZC‐PP16 PROJECT TO DEVELOP RESOURCES FOR ZEYREK WORLD HERITAGE SITE
The “Project to Develop Resources for Zeyrek World Heritage Site” was prepared in order to address
problems (as determined by related specialists) relating to the fact that, as with other historic
environments, the resources which are generated regarding conservation cannot be efficiently used
in works of conserving the cultural properties in Zeyrek World Heritage Site. The Project aims to
make conservation implementations in Zeyrek World Heritage Site more efficient by creating new
resources in addition to current public resources, providing efficient use of different financial
resources in planned and scheduled projects. The Project also seeks to encourage public‐private‐non‐
governmental organisation partnership models with regards to conservation implementations.
and reparations in accordance with contemporary conservation principles and standards” and two
strategies associated with this objective. These are ZC‐H1S1‐coded strategy which is “using
contemporary conservation and preservation principles and standards in maintenance and
reparations of registered civil architectural buildings within Zeyrek World Heritage Site” and ZC‐H1S4‐
coded strategy which is “conserving the monuments; performing their maintenance and reparations
in accordance with contemporary conservation and preservation principles and standards”.
The activities that determine and relate to this objective and strategies and direct the project are as
follows:
• To establish programs which ensure that existing financial resources are efficiently used and
search for new resources for conservation of Zeyrek World Heritage Site is undertaken, to
encourage property owners and private sector to invest in restoration (ZC‐H1S1E1)
• To review the monuments in terms of their maintenance and reparation needs, to schedule
restoration works accordingly and to perform and monitor restoration works (which is the
prominent activity steering the project) (ZC‐H1S4E1).
Project will be executed by contributions of the Governorship of Istanbul and related universities
under the coordination of Istanbul Metropolitan Municipality which is defined as the responsible
institution.
• ZC‐PP11 Project for Conserving the Monuments in Zeyrek World Heritage Site
• ZC‐PP12 Project for Conserving Civil Architecture in Zeyrek World Heritage Site
• ZC‐PP13 Project for Conserving the Traditional Street Pattern of Zeyrek World Heritage Site
• ZC‐PP14 Project for Identification and Conservation of Archeological Assets in Zeyrek World
Heritage Site.
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• Restoration work programs formed by reviewing the cultural properties in Zeyrek World
Heritage Site in terms of maintenance and reparation needs
• Obtaining new resources in addition to current public resources for conservation
implementations
• Restoration implementations executed within the framework of restoration programs in
which current and additional resources are used efficiently
• Public‐private‐non‐governmental organisation partnership models regarding conservation
implementations.
The project is important in terms of ensuring that existing resources in the conservation zone are
efficiently used whilst new resources are created and by promoting the opportunity of applying
public‐private‐non‐governmental organisation partnership models to the process. It is anticipated
that the conservation works in Zeyrek World Heritage Site will be executed by using the steps and
tools proposed by the project.
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3.2.4. Land Walls of Istanbul Projects
Three projects were determined within the project package defined for the “Land Walls of Istanbul”,
one of the World Heritage Sites in the Historic Peninsula and are listed below. Project tags for each
project defined under this theme which specify the project code, project name, project definition,
plan, objectives, strategies, actions and its relationship with other projects, responsible institutions
and related institutions, resources, term and if any, Link with the Scheduled Projects of Other
Institutions are presented.
KS‐PP17 PROJECT FOR CONSERVATION IMPLEMENTATIONS OF LAND WALLS WORLD HERITAGE SITE
KS‐PP18 PROJECT FOR THE PROMOTION OF LAND WALLS WORLD HERITAGE SITE
KS‐PP19 PROJECT TO DEVELOP RESOURCES FOR LAND WALLS WORLD HERITAGE SITE
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PROJECT CODE: KS‐PP17
PROJECT NAME: PROJECT FOR CONSERVATION IMPLEMENTATIONS OF LAND WALLS WORLD
HERITAGE SITE
PROJECT DEFINITION: To determine the current situation of the Land Walls World Heritage Site by
means of new technologies and to schedule and phase relief, restitution and restoration projects and
reparation and reinforcement implementations associated with these works; to clean the Land Walls
and its associated area by convenient techniques in the short term schedule; to complete
maintenance, reparation and reinforcement implementations which pay attention to the original
qualities of the buildings in Land Walls World Heritage Site in the long term schedule; to ensure that
Land Walls and its inner and outer conservation belts are protected against various forms of new
housing and used as public space.
Related Objectives: KS‐H1
Related Strategies: KS‐H1S1, KS‐H1S2
Related Actions: KS‐H1S1E1, KS‐H1S1E2, KS‐H1S1E3, KS‐H1S2E1
Related Project Packages: KS‐PP18, KS‐PP19, II‐PP7, II‐PP8, IV‐PP20
RESPONSIBLE INSTITUTIONS: Istanbul Metropolitan Municipality, Ministry of Culture and Tourism,
Site Management Directorate
RELATED INSTITUTIONS: Governorship of Istanbul, Universities, IMM Directorate of Conservation of
Historic Sites, Fatih Municipality, Zeytinburnu Municipality, Bayrampasa Municipality, Eyup
Municipality, Board of Conservation of Cultural Properties, directorates of related museums, related
NGOs
TERM: Short
IMM 2011>201101075P04002, 200901063K03006, 200801129K03003, 200501063K03007
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KS‐PP17 PROJECT FOR CONSERVATION IMPLEMENTATIONS OF LAND WALLS WORLD HERITAGE SITE
The “Project for Conservation Implementations of Land Walls World Heritage Site” was created to
solve the following problems which had been determined: ‘the expected quality in conservation and
restoration implementations of the Land Walls and other cultural properties could not be achieved’,
‘the expanding approach of rebuilding the monuments which were lost over time and have no
documentation’ and ‘necessary importance is not given to documenting, utilising and conserving the
archeological values in the Site’.
Although Istanbul Land Walls hold great importance and value in terms of historic and architectural
aspects, it could not be preserved as a whole and has continued its presence thus far without
conservation and restoration implementations in accordance with contemporary conservation
principles and standards. Conserving the Land Walls through an integral approach and researching
and documenting the archeological monuments which have not been recovered yet is very important
in terms of conservation of cultural heritage. In order to preserve the authenticity and integrity of
Istanbul Land Walls World Heritage Site in keeping with the period when it was defined as a world
heritage by UNESCO, conserving the land walls against any and all forms of construction and using
the areas in the wall belt, which have been expropriated thus far, as public areas are the key factors
of this project. The Project’s relationship with Fatih District Urban Conservation Site 1/5000 Scale
Conservation Plan is specified in the following planning provisions:
• Archaeological excavation finds in the Golden Horn, Marmara, Land Walls and the lost parts
of Water Moats in the Historic Peninsula will be evaluated and implementations will be made
according to the decisions of related the Board of Conservation
• Buildings apart from ones registered in the functional areas specified in the plan and the ones
included in the Cultural Properties Inventory Required to be Conserved (which are attached
to Marmara and Golden Horn walls) will be removed and emptied areas will be used as green
areas
• Partial archaeological research excavation may be performed in the water moats of the Land
Walls. Landscape design will be performed in the water moats and they will be conserved as a
whole with the walls. Vegetable gardens in the areas attached to the Wall, which were
included in the map dated 1875 and continued their presence to this day, will be conserved
• It is essential to use the Golden Horn, Marmara and the Land Walls for cultural purposes.
Walls, towers, gates and water moats of the rampart will be given cultural functions after
receiving an approval decision from the related Board of Conservation. They will be
integrated with the functions around them such as green areas, archeological exhibition‐park
areas, exhibition‐observation platforms and theme parks
• With the exception of the buildings within the Inner Conservation Area of Land Walls and
included in Cultural Properties Inventory Required to be Conserved, no building can exceed
the altitude of 6.50 m.
The framework of the project consists of KS‐H1‐coded objective of the Historic Peninsula Site
Management Plan which is “ensuring that the cultural properties in Istanbul Land Walls World
Heritage Site are conserved and sustained in accordance with contemporary principles and
standards” and its associated KS‐H1S1‐coded strategy which is “handling the Land Walls and its
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associated buildings and archeological areas (inner and outer wall areas, moats, gates, towers and
structures attached to the walls) as monuments and to conserve them” and KS‐H1S2‐coded strategy
which is “researching the archeological heritage in Istanbul Land Walls World Heritage Site”.
follows:
• Within the scope of maintenance, reparation and reinforcement implementations of Land
Walls and its associated buildings, to clean Land Walls and its associated area by convenient
techniques as an emergency intervention in the short term schedule (KS‐H1S1E1)
• To complete maintenance, reparation and reinforcement implementations which pay
attention to the original qualities of Land Walls and its associated buildings by using
convenient techniques in the long term schedule (KS‐ H1S1E2)
• To review the vehicle traffic at the gates of the Walls in terms of its effects on the Land Walls
and to put it under relevant control (KS‐H1S1E3)
• To make researches and documentation studies in order to determine the archaeological
areas around the Land Walls (KS‐H1S2E1).
For execution of the project, the Ministry of Culture and Tourism and the Site Management
Directorate are proposed as the responsible institutions together with Istanbul Metropolitan
Municipality. It is important for the success of the project that work is undertaken in coordination
with the Governorship of Istanbul, IMM Directorate of Conservation of Historic Sites, municipalities
of the districts which are neighbours with Istanbul Land Walls World Heritage Site, Board of
Conservation of Cultural Properties and directorates of related museums, universities and NGOs
during the implementation process.
The Project is linked with the following projects which are included in the Investment Program of
IMM: 201101075P04002‐coded “Project for Implementation of Istanbul‐Wide Urban Design” of IMM
Directorate of Urban Design; 200901063K03010‐coded “Relief, Restitution and Restoration Projects
of Historic Walls and Forts” and 200501063K03007‐coded “Relief, Restitution and Restoration Project
for Urban Design in Historic Sites” projects of IMM Directorate of Conservation of Historic Sites;
200801129K03003‐coded project of KUDEB (Directorate of Conservation, Application and
Supervision) which is “Current Analyses and Digitalisation of Immovable Cultural Properties”.
Peninsula
• KS‐PP18 Project for the Promotion of Land Walls World Heritage Site
• KS‐PP19 Project to Develop Resources for Land Walls World Heritage Site.
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• Program to determine the current situation by means of new technologies
• Program to clean the Land Walls in the short term
• Program for relief, restitution and restoration projects and associated maintenance,
reparation and reinforcement implementations.
The most important benefits of the project can be defined as executing the restoration works of the
cultural properties in Istanbul Land Walls World Heritage Site within the framework of a program
which was prepared in accordance with contemporary principles and standards and by considering
the maintenance and reparation needs; ensuring that the Land Walls is used in integration with its
associated area for purposes of cultural tourism and recreation and is conserved accordingly.
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PROJECT NAME: PROJECT FOR THE PROMOTION OF LAND WALLS WORLD HERITAGE SITE
cooperation and sharing in order to reinforce the place of the Land Walls World Heritage Site within
cultural tourism; to place informative scale models and notice boards which contain all monuments
in the Site and its associated area; to develop a three dimensional and interactive website; to
prepare publications, maps and brochures promoting the World Heritage Site; to arrange
promotional and informative trips to the World Heritage Site.
Related Strategies: KS‐H3S1
Related Actions: KS‐H3S1E1, KS‐H3S1E2, KS‐H3S1E3, KS‐H3S1E4
Related Project Packages: KS‐PP17, KS‐PP19
RELATED INSTITUTIONS: Governorship of Istanbul, Board of Conservation of Cultural Properties, 1st
District Directorate of Foundations, Fatih Municipality, Zeytinburnu Municipality, Bayrampasa
Municipality, Eyup Municipality, Universities and directorates of related museums
TERM: Medium
IMM 2011>201101052K10004
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KS‐PP18 PROJECT FOR THE PROMOTION OF LAND WALLS WORLD HERITAGE SITE
The “Project for the Promotion of Land Walls World Heritage Site” was established in order to
address the issue of ‘failure to make efficient promotion of Land Walls World Heritage Site’. The
Project was established in order to promote the Land Walls (which carry a great importance in terms
of history and architecture) more efficiently to the users living in the Site as well as visitors and to
also conserve and raise awareness in relation to tourism and cultural heritage.
The framework of the project includes KS‐H3‐coded objective of the Site Management Plan which is
“ensuring promotion of the World Heritage Site” and its related KS‐H3S1‐coded strategy which is
promoting the World Heritage Site through use of communication tools at a national and
international level”. The actions defined in the Historic Peninsula Site Management Plan regarding
the project are as follows:
international cooperation and sharing in order to develop cultural tourism (KS‐H3S1E1)
• To schedule projects such as informative notice boards, scale models etc. which contain the
monuments integrated with Land Walls and walls (KS‐H3S1E2)
• To prepare publications, maps and brochures promoting the World Heritage Site (KS‐H3S1E3)
• To arrange/encourage to arrange promotional and informative trips to the World Heritage
Site (KS‐H3S1E4).
The common area of related objective and strategies is in providing sufficient and efficient
promotion of the Land Walls World Heritage Site on both national and international platforms. In
addition to Istanbul Metropolitan Municipality, the Ministry of Culture and Tourism and the Site
Management Directorate are proposed as responsible institutions of executing the project.
Furthermore, in the implementation process, it is necessary to work in coordination with the
Governorship of Istanbul, KK (Board of Conservation of Cultural Properties), 1st District Directorate of
Foundations, Fatih Municipality, Zeytinburnu Municipality, Bayrampasa Municipality, Eyup
Municipality, universities and directorates of related museums.
The Project is linked with 201101052K10004‐coded project of IMM Directorate of Tourism named
“Publication of Promotional Materials” and included in the Investment Program of IMM and
• KS‐PP17 Project for Conservation Implementations of Land Walls World Heritage Site
• KS‐PP19 Project to Develop Resources for Land Walls World Heritage Site.
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• Promotional activities
• Informative scale models and notice boards
• Three dimensional and interactive web site design
• Promotional publications, maps and brochures
• Promotional and informative trip programs.
Promotion of the Land Walls World Heritage Site on both national and international platforms within
the scope of the promotion activities to be performed in order to encourage the use of Land Walls
for the purpose of cultural tourism by providing the balance of conservation and use, will also
support the establishment of conservation awareness.
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PROJECT NAME: PROJECT TO DEVELOP RESOURCES FOR LAND WALLS WORLD HERITAGE SITE
PROJECT DEFINITION: To create new resources in addition to current public resources to make
conservation implementations in Land Walls World Heritage Site more efficient; to provide efficient
use of different financial resources in planned and scheduled projects; to apply public‐private‐non‐
governmental organisation partnership models regarding the conservation implementations.
Related Strategies: KS‐H1S3
Related Actions: KS‐H1S3E1, KS‐H1S3E2
Related Project Packages: KS‐PP17, KS‐PP18, II‐PP11
RELATED INSTITUTIONS: Governorship of Istanbul, Fatih Municipality, Zeytinburnu Municipality,
Bayrampasa Municipality, Eyup Municipality, Universities, directorates of related museums, NGOs
TERM: Medium
–
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KS‐PP19 PROJECT TO DEVELOP RESOURCES FOR LAND WALLS WORLD HERITAGE SITE
The “Project To Develop Resources for Land Walls World Heritage Site” was established not only for
conservation of existing cultural properties, but also for supporting the researches, documenting,
archiving and exhibiting of findings and also developing resources to increase research, development
and training opportunities regarding contemporary conservation techniques.
The framework of the project consists of KS‐H1‐coded objective of the Historic Peninsula Site
Management Plan which is “to ensure that the cultural properties in Istanbul Land Walls World
Heritage Site are conserved and sustained in accordance with contemporary principles and
standards” and its associated KS‐H1S3‐coded strategy which is “supporting the researches to be
performed for Land Walls”.
follows:
• To document the cultural properties in historic cemeteries and to perform their maintenance
and reparations (KS‐H1S3E1)
• To establish a ‘Land Walls Research Centre’ and museum concerning Land Walls, related
structures and archaeological areas (KS‐H1S3E2)
• To perform research, development and training activities in the Research Centre for
contemporary and suitable techniques to be applied to maintenance, reparation and
reinforcement works (KS‐H1S3E2).

• KS‐PP17 Project for Conservation Implementations of Land Walls World Heritage Site
• KS‐PP18 Project for the Promotion of Land Walls World Heritage Site.
In addition to Istanbul Metropolitan Municipality, the Ministry of Culture and Tourism and the Site
Management Directorate are proposed as responsible institutions for executing the project. It is very
important that the project is executed in coordination with Bayrampasa Municipality, Eyup
Municipality, Universities, directorates of related museums and NGOs in order to achieve the Project
aims.
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• Program for developing new resources for making conservation implementations more
efficient
• Programs for efficient use of resources
• Public‐private‐NGO partnership model regarding conservation implementations.
One of the prominent benefits of the project is the partnership model to be developed for providing
the cooperation of public‐private‐non‐governmental organisations in the implementations to be
performed in the conservation area. As a result, it is anticipated that new resources besides the
public ones will be obtained and that more contributions will be made to the conservation area in
order to ensure the efficient use of resources.
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MANAGEMENT PLAN
IMPLEMENTATION, REVISION AND
UPDATING PROCESS
In this section, implementation, revision and updating processes which will ensure the realisation of
targets and projects related to Istanbul Historic Peninsula Site Management Plan Area and four
Heritage Sites are presented. Within this context, first, the actors and stakeholders are introduced.
Secondly, the implementation process of the plan is mentioned. Financial sources and budget
systems were also included under the same title. Thirdly, under the subsection, titled Work Program
(Phasing), the five‐year implementation process for the Site Management Plan was classified as
short‐middle‐long‐term and ongoing projects and basic details for each project package are provided.
The revision and updating processes are then explained and monitoring indications are described
based on targeted project outputs in each project package. In the subsequent parts, the titles Report
Acquisition, Formation of Public Awareness Raising Program and Evaluation were included
respectively.
4.1. Actors and Stakeholders (Institutions and Establishments Responsible for
Implementation)
Although conservation is considered as an area of public service in principle, due to the high number
of conservation‐related public institutions and several conservation statuses set forth by laws in our
country, problems such as disorder, multi‐headedness and gaps occur in the implementation
process. This disorder, which can be observed in both the corporate structure and the legal structure,
poses a significant problem in relation to matters relating to conservation. With regards to the issue
of natural and cultural environment, practically every public institution participates in the process in
one way or another (The Ministry of Public Works and Settlement, 2009).
The responsibility of conserving the natural and cultural heritage was given to the government as per
the Constitution. However, in societies whose social awareness and consciousness have not yet
formed sufficiently, conservation of historical‐cultural heritage requires a powerful public
management input. In recent years, policies such as increasing the number of institutions authorised
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in the area of conservation and planning and transferring the functions related to conservation and
restoration to the private sector, has resulted in the public sector losing its leading role, decisiveness
and integrity in conservation implementations (Ministry of Public Works and Settlement, 2009).
The actors participating in the conservation process of natural, cultural and historical monuments at
the national level can be classified as i) Central and local public institutions, ii) Non‐governmental
organisations, trade associations or voluntary establishments and iii) Natural and legal persons.
In this section as examined under institutional framework, national and international institutions
authorised in the Site Management Plan (MP) Site for the conservation of immovable cultural and
natural properties and planning were examined under two headings: “Public institutions (central
and local)” and “Other institutions and establishments” including non‐governmental organisations,
trade associations, universities, public affiliates, public‐private‐civil partnerships, etc. The foundation
laws of the related institutions, and the authorities and duties determined as per these laws (related
to conservation and planning) and their position in the organisational structure were emphasized.
However, in addition to the institutions and establishments mentioned in this section, other
institutions that are either directly or indirectly related to the MP Area in relation to the conservation
of immovable cultural and natural properties could also possibly be included.
Public Institutions
National public institutions were examined under two headings namely, “Central and local
government agencies”. The Ministry of Culture and Tourism, The Ministry of Environment and Urban
Planning, General Directorate of Foundations and affiliated directorates and scientific councils were
mentioned as central government agencies; Istanbul Metropolitan Municipality and related
directorates, District Municipalities participating in the Site Management Plan Area and related
directorates, Special Provincial Administration and Istanbul Site Management Directorate were
mentioned as local government agencies.
Central Government Agencies
• Ministry of Culture and Tourism
The Ministry of Culture and Tourism was founded as per the “Law on Organisation and Duties of the
Ministry of Culture and Tourism” dated 4/16/2003 and numbered 4848. In accordance with the same
law, principles with regard to the organisation and duties of the Ministry of Culture and Tourism
were also determined. According to the said law “Conservation of historical and cultural properties”
was regarded as one of the duties of the Ministry and related duties and authorities were assigned
by the same law to the “General Directorate of Cultural Properties and Museums” which is under the
Ministry.
General Directorate of Cultural Properties and Museums was defined as one of nine main service

units within the Central Organisation of the Ministry of Culture and Tourism in accordance to the
“Law on the Organisation and Duties of the Ministry of Culture and Tourism” dated April 29, 2003
and numbered 4848. The purpose of the foundation of the directorate is to avoid the damage and
destruction of historical and cultural properties and to sustain, improve, promote and evaluate these
values. Its duties were defined by the same law.
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Central Organisation within the General Directorate of Cultural Properties and Museums consists of
Provincial Organisation Affiliated to Central Organisation, Provincial Organisation and affiliated
directorates as well as Regular Scientific Councils, including High Board of Conservation of Cultural
and Natural Properties and Regional Board of Conservation of Cultural and Natural Properties.
Directorates of the Regional Board of Cultural and Natural Heritage Conservation constitutes the
“Provincial Organisations Affiliated to Central Organisations” of the General Directorate of Cultural
Properties and Museums, while the High Board of Conservation of Cultural and Natural Properties
and Regional Boards for Conservation are defined as “Regular Scientific Councils” of the General
Directorate of Cultural Properties and Museums.
As per the Law on the Conservation of Cultural and Natural Properties numbered 2863 and the
regulation dated January 12, 2005 and numbered 25698, “Establishing a High Board of Conservation
of Cultural and Natural Properties affiliated to the Ministry in Ankara in order to enable the duties
stated in the Law to be performed on a scientific basis, Regional Boards for Conservation of Cultural
and Natural Properties whose areas of responsibility and centres will be determined by the Ministry
and Regional Boards for Conservation of Renewal Area Cultural and Natural Properties at locations
considered necessary by the Ministry for the areas determined by the Decree of the Council of
Ministers” are in question.
High Board of Conservation of Cultural and Natural Properties is in charge of determining the
principles to be applied to works related to the conservation and restoration of immovable cultural
and natural properties that should be protected, providing the coordination between regional boards
for conservation, supporting the Ministry when required by expressing opinions about the decisions
of regional boards for conservation, grading the sites, making decisions by considering and
evaluating the objections raised against the decisions related to the site transition period
conservation principles and terms of use as well as the development plans and revisions for
conservation.
Regional Boards of Conservation of Cultural and Natural Properties carry out their duties within the
framework of principle decisions. The Regional boards of conservation are in charge of registering
and grouping the cultural properties determined / as determined by the Ministry as well as removing
the registry of properties which have lost their characteristics, determining the structuring conditions
of the transition period within 3 months commencing from the site registry date, examining the
development plans and changes for conservation, determining the areas of cultural and natural
properties and making decisions for implementation regarding all these issues.
Approval of renewal projects by the Regional Board for Conservation as per the “Law on
Preservation by Renovation and Utilisation by Revitalisation of Deteriorated Historical and Cultural
Properties” dated June 16, 2005 numbered 5366 and the implementation of approved projects by
special provincial administration or the municipality were concluded. According to the law, Regional
Boards for Conservation are established as required as per “Article 51 of Law on the Conservation of
Cultural and Natural Properties” numbered 2863”.
Regional Boards for Conservation of Renewal Areas are similar to other regional boards for
conservation in relation to establishment basis and work principles although they are also in charge
of approving renewal projects carried out in renewal areas. The preliminary renewal projects carried
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out / scheduled to be carried out by authorised administrations take effect following the decision of
regional board for conservation by the approval of the mayor in municipalities and the governor in
special provincial administrations with the decision of absolute majority among the members of the
local government council.
There are seven Directorates of Regional Board of Cultural and Natural Properties Conservation in
total in Istanbul province and one authorised Directorate of Regional Board for Conservation of
Renewal Areas in greater Istanbul. Istanbul 4th Directorate of Regional Board for Conservation of
Cultural and Natural Properties is authorised for the entire Historic Peninsula (Fatih District).
Furthermore, there are four authorised Regional Boards for Conservation in total together with
Istanbul Regional Board for Conservation of Renewal Areas in the MP Area since the activity fields
of the 2nd and 7th Regional Boards for Conservation have been put on the agenda with the
participation of the district boundaries of Eyup and Bayrampasa in the Buffer Zone together with
Zeytinburnu.
“Proposing the establishment of the museums, directorates of Survey and Monuments, restoration
and conservation laboratories when needed, regulating and executing their management and
specialisation works, guiding, supporting the foundation of private museums, and keeping them
under control within the framework of specific principles” stated in the “Law on Organisation and
Duties of the Ministry of Culture and Tourism” dated April 29, 2003 and numbered 4848 are regarded
as the duties of the General Directorate of Cultural Properties and Museums.
Directorates of Survey and Monuments are defined under “Provincial Organisations Affiliated to
Central Organisations” of General Directorate of Cultural Properties and Museums. According to the
“Directive Concerning Activities of the Ministry of Culture and Tourism, General Directorate of
Cultural Properties and Museums, Directorate of Survey and Monuments ” which came into being as
per the minister approval dated August 08, 2005 and numbered 115203, the duties of Directorates
cover the procedures and principles of any survey, project and implementation services related to
the execution of maintenance, repair, construction, surveying, restitution, restoration,
environmental planning and merchandizing operations of registered, immovable cultural and natural
properties and museums that are included in the scope of Law numbered 2863.
Istanbul Directorate of Survey and Monuments located in the Historic Peninsula is one of a total of 12
Directorates of Survey and Monuments within our country and its area of duty covers Tekirdag,
Kirklareli, Edirne, Canakkale, Kocaeli and Sakarya provinces in addition to Istanbul
(www.kulturvarliklari.gov.tr/Genel/BelgeGoster.aspx?F6E10F8892433CFF4A7164CD9A18CEAE6A5A2
497543C96C6).
Directorate of Restoration and Conservation Central Laboratory is defined under the “Provincial
Organisations Affiliated to Central Organisations” of Directorates of Survey and Monuments of the
Directorate of Cultural Properties and Museums, which is in charge of the repair and conservation of
movable and immovable cultural properties. The Istanbul Directorate of Restoration and
Conservation Central Laboratory located in Sultanahmet is also the only Directorate affiliated to the
Ministry in our country in this respect.
Directorates of Museums constitute the provincial organisations of the General Directorate of
Cultural Properties and Museums. There are seven Directorates of Museums in Istanbul under the
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General Directorate of Cultural Properties and Museums, four of which are located in the Historic
Peninsula. These are the Directorate of Istanbul Archeological Museum (Archeological Museum,
Ancient Eastern Archeological Museum and Cinili Kosk Museum), the Directorate of Hagia Sophia
Museum, the Directorate of Turkish and Islamic Works Museums and the Directorate of Topkapi
Palace Museum.
• General Directorate of Foundations
As per the “Law of Foundations” dated February 20, 2008 and numbered 5737, the General
Directorate of Foundations was established and subsequent issues relating to regulation of
organisation, duties, authorisation and responsibilities of the General Directorate were decided. As
per the Law, the General Directorate of Foundations is authorised to determine the domestic and
foreign movable and immovable cultural properties of foundations, take their inventory, conserve
the monuments that belong to the General Directorate and regular foundations, publicize, evaluate,
repair, restore, and when needed, reconstruct the cultural properties of foundations and
conservation zones whose ownership have changed hands.
As per Article 15 of the “Regulation on Procedures and Principles of Establishment, Authorisation,
Operation of Conservation, Application and Supervision Offices, Project Offices and Training Units”
dated June 11, 2005 and numbered 25842, there is a provision including the statement “Repair and
modification operations of immovable cultural properties in the possession of regular and appendant
foundations that are under the administration and supervision of the General Directorate of
Foundations will be made by the General Directorate of Foundations in accordance with their original
form and materials”.
The General Directorate of Foundations was founded directly under the Prime Ministry and it
consists of Central and Provincial Organisations. Provincial organisations include the regional
directorates and operational directorates located in provinces. There are two regional directorates in
Istanbul province. The European side and Tekirdag province are under the authority of the Istanbul
1st District Directorate of Foundations while the Anatolian side and Kocaeli province are under the
authority of the Istanbul 2nd District Directorate of Foundations.
• Ministry of Environment and Urban Planning
General Directorate of Construction Affairs is in charge of carrying out survey and project execution
operations, and having them carried out, as well as undertaking building, reinforcement,
modification and essential repair works, and having them carried out, for buildings and facilities of
public institutions and establishments which are within the scope of the general budget in the
Ministry of Environment and Urban Planning. Moreover, it is responsible for carrying out the duties
assigned to the ministry as per the Settlement Law numbered 5543. The duties of the General
Directorate are defined in Article 10 of the Decree Law numbered 644. Istanbul Provincial
Directorate of Environment and Urban Planning is authorised as the Ministry provincial organisation
within the boundaries of Istanbul province and is operative under the Governorship of Istanbul as per
Provincial Administration Law numbered 5442.
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Local Government Agencies
• Istanbul Metropolitan Municipality
As per provisional Article 2 of the “Law of the Metropolitan Municipality” dated July 10, 2004 and
numbered 5216, the boundaries of Istanbul Metropolitan Municipality were expanded as provincial
territorial border. With this provision, the area of authority of IMM was increased to 5349.10 km2
and the number of districts under its authority increased from 27 to 32 (www.ibb.gov.tr/tr‐
TR/kurumsal/YetkiAlani/Pages/AnaSayfa.aspx).
As per the “Law of the Metropolitan Municipality” dated July 10, 2004 and numbered 5216, the
Metropolitan Municipality is authorised to “enable the conservation of cultural and natural
properties, historical character and places significant in terms of city history as well their functions;
carry out maintenance and repair works for this purpose; and reconstruct those that cannot be
conserved in accordance to their original state”. Furthermore, the Metropolitan Municipality was
also appointed for “preparing, having others prepare, approving and executing master plans on all
scales between 1/5,000 and 1/25,000, preparing or having others prepare the implementary
development plans and parcelling plans of district and first stage municipalities which did not
prepare their implementary development plans and parcelling plans within one year, starting from
the effective date of the master plans” as per the said Law.
Directorate of City Planning, Directorate of Planning and Directorate of Conservation, Application
and Supervision (KUDEB) within the Department of Housing and Urban Development and the
Directorate of Conservation of Historic Sites within Department of Survey and Projects are the
authorised directorates in Istanbul Metropolitan Municipality in relation to matters pertaining to
planning and conservation.
Directorate of City Planning was established within the structure of the Istanbul Metropolitan
Municipality, Department of Housing and Urban Development. The Directorate of City Planning is in
charge of preparing or having others prepare master plans on all scales between 1/5,000 and
1/25,000 within the boundaries of the Istanbul Metropolitan Municipality; making evaluations
together with their related directorates and presenting recommendations/opinions in relation to
urban design projects, investment projects and transportation planning operations prepared within
the scope of action plans to be prepared according to these projects; making and having others
make Implementary development plans and Implementary development plans for conservation on a
scale of 1/1000 that have to be prepared as per the related law for areas for which construction
planning has been granted by District Municipalities; examining and indexing old monuments that
are registered in conservation development plans or will be proposed; and making and having made
physical and ecological determinations through photo shooting and other documentary techniques
(www.ibb.gov.tr/tr‐TR/Kurumsal/Birimler/SehirPlanlamaMd).
Directorate of Planning was established within the structure of the Istanbul Metropolitan
Municipality Department of Housing and Urban Development. Duties and responsibilities of the
Directorate of Planning include preparing and propounding Land Use Plans on a scale of 1/5000 for
the European Side including the boundaries of Sariyer district within the authority area of Istanbul
Metropolitan Municipality; preparing the implementary development plans on a scale of 1/1000
which were not prepared by District Municipality Ministries in time; making and having made
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Implementary development plans and implementary development plans for conservation on a scale
of 1/1000 that have to be prepared as per the related law for areas for which construction planning
has been granted by District Municipality Ministries; examining and indexing old monuments that are
registered in conservation development plans or will be proposed; and making and having others
make physical and ecological determinations through photo shooting and other documentarial
techniques (www.ibb.gov.tr/tr‐TR/Kurumsal/Birimler/PlanlamaMd).
Directorate of Conservation of Historic Sites was established under the Department of Survey and
Projects as per the decree of the Council of Ministers dated March 13, 1997 and numbered 97/9436
with appointed staff and began operation in 1998. The “Regulation Concerning Organisation, Duties
and Operation” set by the Directorate of Conservation of Historic Sites was adopted by Istanbul
Metropolitan Municipal Council with a resolution dated June 04, 1999 and numbered 313.
As per the said regulation, the Directorate of Conservation of Historic Sites is authorised for and in
charge of preparing, having others prepare and executing conservation plans, projects,
implementations and programs as well as evaluating and developing the immovable cultural and
natural properties within the scope of the “Law on the Conservation of Cultural and Natural
Properties” numbered 2863, 3386 and 5226 and within the authority area of Metropolitan
Municipality. It is also responsible for the coordination of all activities in the said areas. The
Directorate is responsible for preparing or having others prepare sub scaled implementary plans for
conservation of immovable cultural and natural properties, sites and historic environment as well as
action plans for this purpose when required, preparing implementation programs for all projects
made, enabling the writing of notes for facade regulations, determining priorities, making project
descriptions and determining project subjects (www.ibb.gov.tr/trTR/Kurumsal/Birimler/TarihiCevre
KorumaMd/Pages/AnaSayfa.aspx).
Directorate of Conservation, Application and Supervision (KUDEB) Conservation, Application and
Supervision offices were established within the structure of municipalities authorised by Special
Provincial Administrations, Metropolitan municipalities and municipalities approved by the ministry
in order to execute and supervise the operations and implementations related to immovable cultural
and natural properties as per Articles 10‐11 and 57 of the Law on the Conservation of Cultural and
Natural Properties numbered 2863/5226. The establishment and operational principles of the
Conservation, Application and Supervision Offices (KUDEB) were detailed in the regulation published
in the Official Gazette dated June 11, 2005and numbered 25842.
According to the related law and regulation, “KUDEBs operate within the structure of the directorate
concerning housing in Special Provincial Administrations, the department of housing in Metropolitan
Municipalities and the Directorate of Housing in other municipalities”. In Istanbul, KUDEB, which was
founded under the Department of Housing and Urban Development as per the council resolution
dated July 13, 2006 and numbered 1323 within the structure of IMM, started to operate in
November 2006 with 82 staff members (www.ibb.gov.tr/sites/kudeb/Documents/kurumsal.htm).
Generally, the duties of KUDEB, which is in charge of executing and supervising the implementations
related to immovable cultural and natural properties to be conserved, are described in the
“Regulation Concerning Operations of High Board of Conservation of Cultural and Natural Properties
and Regional Boards for Conservation, and Objections Raised Against High Board of Conservation” in
detail, provided that rules and processes stated in the legislation are complied with.
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The Regulation dated June 11, 2005 and numbered 25842 regulates the establishment, operation,
procedures and principles of KUDEBs as well as project offices and training units founded within the
structure of special provincial administrations. According to the Regulation, coordination between
KUDEBs, project offices and related establishments and institutions is provided by special provincial
administrations and municipalities.
In Istanbul, within the structure of KUDEB, the Restoration and Conservation Laboratory was
founded in June 2007, the Istanbul Heritage House was founded in August 2007 as a guide to
transferring cultural and historical values to future generations, and a Woodwork Training Workshop
was founded in December 2007 in order to enable civil architecture to be restored in accordance
with its original state in the best possible manner.
The Restoration and Conservation Laboratory aims to provide the opportunities for restoration of
historical and cultural heritage in Istanbul in the light of reliable and scientific information and under
the supervision of experts. The laboratory has a duty to make material analyses of historical wooden,
masonry and stone buildings and to form conversation reports on this matter upon demand.
Material samples are taken from historical buildings, these samples are subjected to detailed
laboratory tests, and deformations and wear in materials and buildings are determined
(www.ibb.gov.tr/tr‐TR/kurumsal/Birimler/KorumaUygulamaMd/Documents/
restorasyonvekonservasyonlaboratuari.pdf).
Istanbul Heritage House was founded upon the approval of the Prime Ministry dated August 06,
2007 and numbered 717 in order to enable more efficient operations for conserving the historical
and cultural heritage of Istanbul in general and the “Historic Peninsula” in particular. The general
purpose of its foundation is to conserve and monitor the historical and cultural heritage of Istanbul,
keep it alive in today’s modern world, start and track the process needed for this (encouragement,
etc.) and carry out the required cooperation with international institutions to this aim
(www.ibb.gov.tr/tr‐TR/kurumsal/Birimler/KorumaUygulamaMd/ Documents/istanbulmirasevi.pdf).
Woodwork and Masonry Training Workshop aims to enhance the life quality of registered building
users and enable the sustainability of these buildings by raising public awareness about wooden
buildings. Within its scope, provision of training which will revive the carpentry and woodworking
skills that have started to disappear over the course of time is offered thus reintroducing experienced
personnel who will extend the life of the existing wooden buildings in society through applying
appropriate repair techniques. In this workshop, in order to train qualified foremen‐masters‐workers
who will work in registered wooden civil architectural buildings, vocational high school students,
vocational high school graduates, woodworking foremen and masters are given theoretic and
practical training in the production, repair and restoration of constructional elements such as roofs,
tiling, facade coating, decorations etc. In addition, sample drawings, models, etc. demonstrating the
details of wooden constructional and decorative elements are produced
(www.ibb.gov.tr/trR/kurumsal/Birimler/KorumaUygulamaMd/
Documents/ahsapvetasegitimatolyesi.pdf).
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• District Municipalities Within Site Management Plan Area
As per the “Law of Metropolitan Municipality” dated July 10, 2004 and numbered 5216, “conserving
cultural and natural properties and historical character, providing services concerning the
improvement of places significant in terms of city history as well as their functions” are regarded as
the duties, authorities and responsibilities of district and first stage municipalities within the
authority area of the Metropolitan Municipality.
Furthermore, Fatih Municipality has authority for the entire Historic Peninsula forming the
boundaries of Fatih District. However, in the MP Area, since the district boundaries of Zeytinburnu,
Eyup and Bayrampasa are partly involved in the Buffer Zone, their District Municipalities also have
authority within their boundaries. Directorates of Housing and Urban Development within the
structure of each district municipality are responsible for their housing activities and the execution
and approval of implementary development plans on a scale of 1/1000 within district borders.
Fatih Municipality Directorate of Housing and Urban Development consists of two headships
namely, “Construction Supervision” and “Housing Implementation” and affiliated offices. The
planning office within the structure of the Headship of Housing Implementation is responsible for the
execution of implementary and regional development plans of the district on a 1/1000 scale.
Fatih Municipality Directorate of Conservation, Application and Supervision (KUDEB) was founded
within the structure of the Fatih Municipality Directorate of Housing and Urban Development,
Headship of Construction Supervision. As stated above (under the heading of IMM KUDEB), the
duties of KUDEB, which is in charge of executing and supervising the implementations related to
immovable cultural and natural properties to be conserved, are described in the “Regulation
Concerning Operations of High Board of Conservation of Cultural and Natural Properties and Regional
Boards for Conservation, and Objections Raised Against High Board of Conservation” in detail,
provided that the rules and processes stated in the legislation are complied with. Fatih KUDEB carries
out projects for non‐religious monuments which are funded by the Special Provincial Administration.
Fatih Municipality Directorate of Survey and Projects was founded as per the resolution of the Fatih
Municipal Council dated June 04, 2007 and numbered 110 based on the 48th provision of the
Municipality Law numbered 5393 and provisions of the “Regulation Concerning Permanent Staff
Principles and Standards of Municipality and Affiliated Institutions and Local Government Units”
which became effective with its publication in the Official Gazette dated February 22, 2007 and
numbered 26442.
The purpose of the foundation of the directorate is to enable the services of Fatih Municipality in its
activity and authority areas to be carried out in a scientific, academic and efficient way in order to
reconstruct and restore the areas within the boundaries of Fatih Municipality which are dense with
immovable cultural and natural properties and cultural heritage in conformity with their
improvement by protecting their historical and cultural properties, create housing, trade, culture,
tourism and public areas having today’s comfort and conditions of use, renew and make them usable
by keeping them alive in accordance with modern standards.
There is a Headship of Survey and Projects operating under the directorate. Organisation, legal
status, procedures concerning operations, areas of duty and authority, operation procedures and
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principles of the headship were detailed in the “Regulation on Duties and Operation of Fatih
Municipality Headship of Survey and Projects”(www.fatih.bel.tr/images/editor_dosya/etud_yon.pdf).
• Special Provincial Administration
The establishment, bodies, management, duties, authorities, responsibilities, operational procedures
and principles of the Special Provincial Administrations were regulated with the “Law of Special
Provincial Administration numbered 5302”. As per the Law, Special Provincial Administration’s areas
of duty cover the provincial boundaries and provincial general council, provincial committee and
governor are the bodies of the Special Provincial Administration.
Within the Law of Special Provincial Administration numbered 5302, the following provision is
included: “Among the investments relevant to the duties and services carried out by the Central
Administration, those which are regarded as appropriate by the ministry can also be carried out by
the Special Provincial Administration. Funding of these investments is transferred to the budget of
that particular special provincial administration by the related institution. The Special Provincial
Administration can allocate from its budget for a portion of these investments up to 25%. Central
Administration can also carry out the services it wants to support and improve in cooperation with
special provincial administrations by transferring its required resources on a project basis to the
related Special Provincial Administration. These resources and funds are not associated with the
Special Administration’s budget and cannot be used for other purposes”.
As per the Law on the Conservation of Cultural and Natural Properties numbered 2863, the
“contribution share for the conservation of immovable cultural properties” at the rate of 10% of real
estate taxes collected from tax payers by the related municipality is collected. This amount, held in a
special account to be opened by the special provincial administration, is transferred to the
municipalities within the boundaries of the province by the governor for the purpose of being used
for expropriation, designing projects, planning and implementation within the scope of projects
prepared for conservation and evaluation of cultural properties by the municipalities, and this share
is used under the supervision of the governor.
As per the said Law, when necessary, special provincial administrations can support conservation,
repair and maintenance of immovable cultural and natural properties with their technical staff and
funds, and expropriate the registered immovable cultural properties, provided they are used in
functions determined by regional boards for conservation.
Istanbul Special Provincial Administration consists of directorates in connection with the Directorate
of Survey and Projects, Directorate of Investment and Construction, Directorate of Construction
Affairs Control and Department of Housing, Investment and Construction, depending on its
organisational structure. In Istanbul province, there are 39 Special District Administration
organisations which operate under the district governorship in order to carry out special
administration operations. The authorised district directorates of special district administration in
MP Area are Fatih, Eyup, Bayrampasa and Zeytinburnu Directorates of Special District
Administration.
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• Istanbul Site Management Directorate
The Istanbul Site Management Directorate was founded with the resolution of IMM Council dated
September 15, 2006 and numbered 1675 as per Article Appendix‐2a of the Law on the Conservation
of Cultural and Natural Properties numbered 2863 and the Regulation Concerning Procedures and
Principles Concerning the Determination of the Establishment, Duties and Management Areas of Site
Management and the Board of Monuments. Provisions of the said regulation are effective for the
formation of the Site Management Directorate and its operations.
The Site Management Directorate consists of the Site Manager, Advisory Board, Coordination and
Supervision Board as well as a Supervision Unit to be constituted within the structure of the Site
Management Directorate during the implementation period of the Site Management Plan when
required. Secretariat services of the Istanbul Site Management Directorate are provided by IMM as
per the Law numbered 2863. Similarly, a sufficient number of administrative, technical and service
personnel were assigned and necessary instruments and equipment was provided to the Istanbul Site
Management Directorate by the Istanbul Metropolitan Municipality with the purpose of executing
the said operations.
In order to realise the annual objectives of the management plan, the Site Manager determines the
programs of cooperation with the authorised administration, undertakes resource searches,
prepares annual budget proposals, prepares numerous types of agreements, specification drafts for
service and equipment procurement for presentation, advertisement, training, maintenance, repair,
security and visitor requirements related to the area together with the authorised administration.
The Site Manager also cooperates with related institutions and persons for management of natural
and cultural resources of the area, provides coordination in order to enable annual supervision
reports to be prepared by the supervision unit and ensure that these reports are presented to the
coordination and supervision board.
The Advisory Board consists of the persons having property rights in the area, representatives of
trade associations, representatives of non‐governmental organisations, representatives of related
departments of universities and other members determined by the site manager and authorised
administration. The Advisory Board examines the management plan draft and advises on resolution
and execution of the same.
The Coordination and Supervision Board consists of at least five site managers; two members
selected by the Advisory Board from its own members and one representative from each
administration whose service is required for the management plan draft. The site manager is also the
president of the coordination and supervision board. The coordination and supervision board
examines the management plan draft, approves it in six months and supervises the execution of the
plan.
Other Institutions and Establishments
Apart from the central and local public institutions at national level, there are various institutions and
establishments which are involved in or contribute to the conservation of historical and cultural
values. Among these are non‐governmental organisations and voluntary establishments, trade
associations, universities, public affiliates, public‐private‐civil partnerships etc. which have been
discussed in this section.
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Non‐governmental Organisations
There are numerous non‐governmental organisations organised locally and throughout the country
which are active in the conservation of natural properties/heritage. The Forester’s Association of
Turkey and the Turkish Association for the Conversation of Nature are regarded as the pioneers of
these agency types. The Association for the Conversation of Natural Life, WWF Turkey, Association
of Nature, TEMA, and the Bird Research Society participate in many projects concerning rural
development, forestry and nature conservation matters and they carry out operations in cooperation
with local NGOs (The Ministry of Public Works and Settlement, 2009).
Although NGOs in Turkey are still small in numbers when compared to Western countries, the
number of voluntary establishments active in conservation of historical‐cultural values has increased.
It is difficult to determine how active Non‐governmental Organisations are in relation to their active
role during conservation processes. However, among local governments, the “Union of Historical
Towns”, which operates for the purpose of awareness raising and consciousness with regards to
conservation of historical‐cultural environments, is an important example of structuring for local
organisations. Founded in July 2000, the Union is also a member of the “European Association of
Historical Towns”. There are a limited number of establishments such as the CEKÜL Foundation,
TURING Institution and the TAC Foundation which are examples of Non‐governmental Organisations
which seek to address matters in relation to restoration.
Projects which pay attention to public‐local‐civil‐private sector cooperation in accordance with
planning hierarchy extending to the scale of town‐basin‐region‐country were produced and executed
by the CEKÜL Foundation and the Union of Historical Towns for the purpose of the conservation of
natural and cultural environment. The Union of Historical Towns provides both financial and
technical support to several municipalities and carries out many projects and implementation
operations for the conservation of cultural heritage. The CEKÜL Foundation carries out project and
implementation operations with various municipalities, Governorships and District Governorships for
this purpose. In order to encourage the project and implementation examples carried out as a result
of these operations, the foundation holds the “Contest to encourage projects and implementations
for the conservation of historical and cultural heritage” every year and promotes these kind of
operations (The Ministry of Public Works and Settlement, 2009).
In addition to the aforementioned agencies, the following NGOs which carry out related operations
in this matter and come to the fore in various platforms can be regarded as follows: Human
Settlement Association, Association of Archeologists, Natural Timber Association, Cultural
Awareness Foundation, Solidarity Studio (Participatory Workshop), KUMID (Association of Friends
of Cultural Heritage), IKSV (Istanbul Culture Art Foundation), History Foundation and Foundation for
Science and Arts, etc.
Trade Associations Connected to UCTEA (Union of Chambers of Turkish Engineers and
Architectures)
Actions brought about by trade organisations against the operations of central and local
governments using policies against conservation are very significant and efficient. Risks created
through plans approved by local governments in relation to natural and cultural properties in urban
and rural areas and investments to remove these risks are brought to the agenda of local platforms,
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public opinion is created and when needed, cases are transferred to the law in favour of
conservation by trade associations. The number of lawsuits filed by the trade associations against the
operations of municipalities in this respect is very high. These actions result in important gains for
conservation (The Ministry of Public Works and Settlement, 2009).
Universities
Universities make very significant contributions in matters pertaining of conservation of natural and
cultural properties with both scientific and physical operations. The professionals universities train
via their related departments, seminars and conferences they hold concerning this issue, research
and implementation projects and thesis studies carried out within their body, activities of lecturers
on conservation boards and advisory services they provide for other institutions etc. can be regarded
as some of the contributions made by universities. As state universities, Istanbul Technical University,
Yildiz Technical University, Mimar Sinan Fine Arts University, Istanbul University, Marmara University
and as foundation universities, Koç University, Sabanci University, Kadir Has University and Bilgi
University can be regarded as the universities making these contributions within the boundaries of
Istanbul.
Public Affiliates
As per Article 26 of the “Law of Metropolitan Municipality” numbered 5216 published in the Official
Gazette dated July 23, 2004 and numbered 24431, the Metropolitan Municipality is allowed to
establish stock corporations within the areas of duty and service granted to itself in accordance with
the procedures stated in the legislation. Numerous services are carried out through these special
purpose semi‐commercial establishments which have a separate legal entity and budget, but are
connected to local governments and operate under the general supervision of local government
(www.ibb.gov.tr/tr‐TR/kurumsal/Sirketler/Pages/IBBSirketler.aspx).
There are 24 corporations within the structure of Istanbul Metropolitan Municipality established in
accordance with the said law. These are as follows; AĞAC AS, BELBIM AS, BELTUR AS, BIMTAS, HALK
EKMEK AS, HAMIDIYE AS, IDO AS, IGDAS AS, IDTM AS, IMAR AS, ISBAK AS, ISFALT AS, ISPARK AS,
ISTANBUL ENERJI AS, ISTAC AS, ISTON AS, KIPTAS AS, ISTANBUL OTOBÜS AS, KÜLTÜR AS, SAĞLIK AS,
SPOR AS, SISLI KÜLTÜR AS, ULASIM AS, UGETAM AS (www.ibb.gov.tr/tr‐
TR/kurumsal/Sirketler/Pages/IBBSirketler.aspx).
KIPTAS, which is one of these companies, was established in 1995 in order to address the housing

problem of Istanbul by producing modern, liveable and safe living places and by preventing
unqualified and unplanned structuring (www.kiptas.com.tr/TR/KIPTAS/default.asp). BIMTAS,
founded in 1997, carries out Engineering, Consultancy, Construction Control and Project Services of
Istanbul Metropolitan Municipality, its Affiliates, District Municipalities, Public and Private
Institutions in order to enable investments in sub and superstructures for planned and proper
urbanisation (www.bimtas.com.tr/tarihce.htm).
Institutions with Public‐Private‐Civil Partnerships: Istanbul 2010 European Capital of Culture
Agency
Istanbul 2010 European Capital of Culture Agency was founded as per the Law dated November 02,
2007 and numbered 5706. With the said law, duties and authorities of Istanbul 2010 European
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Capital of Culture Agency were determined. The agency consisted of Coordination Board, Advisory
Board, Execution Board and Secretariat General.
Coordination Board determined the framework, features and priorities of activities to be carried out
in Istanbul as European Capital of Culture in 2010, monitored the preparations, and took measures to
enable public and civil institutions and establishments to work in coordination.
The Advisory Board carried out studies with the purpose of realisation of the project in parallel with
the resolutions of the EU in this respect, took principle resolutions when regarded as necessary,
presented opinion about annual schedule of the project and other subjects regarded as necessary,
monitored the operations of Execution Board and gave advice.
The Secretariat General was in charge of scheduling, execution and coordination of all operations
concerning Istanbul 2010 European Capital of Culture within the framework of principles to be
determined by Execution Board.
The Execution Board was responsible for planning and executing and follow‐up of all operations
related to the project (www.istanbul2010.org/2010AKBAJANSI/resmiyapilandirma/index.htm).
International Institutions
In this part, the United Nations Educational, Scientific and Cultural Organisation (UNESCO), the
International Council on Monuments and Sites (ICOMOS), the International Centre for the Study of
the Preservation and Restoration of Cultural Property (ICCROM), the International Union for
Conversation of Nature (IUCN), the International Council of Museums (ICOM), which operate at an
international level in the matter of conservation, of which Turkey is a member, and the European
Federation for Cultural Heritage (EUROPA NOSTRA), which does not have a national committee in
Turkey yet but carries out significant operations for conservation were analyzed.
UNESCO was founded in 1946 as a private institution of the European Union. The UNESCO
Agreement was agreed for our country with the law dated May 20, 1946 and numbered 4895. The
Cultural program of UNESCO consists of conservation and development of tangible and intangible
cultural heritage within the framework of respect for cultural diversity. With this purpose, UNESCO
has developed some standards for conservation of cultural heritage. Moreover, various agreements
were agreed and put into effect by member countries of UNESCO in order to conserve and develop
cultural diversity and cultural heritage. The “World Heritage Sites List” and the “Intangible Cultural
Heritage List” are the practices initiated by UNESCO for the conservation of tangible and intangible
cultural heritage.
ICOMOS was founded in 1965 in Warsaw and aims to support and direct many kinds of research in
relation to theories, methods, techniques for conservation, preservation and evaluation of historical
monuments and site areas. The ICOMOS Turkey National Committee was established as a semi‐
official council in our country under the Ministry of Culture with a regulation legally published in
1974. This regulation was subsequently amended and a final regulation was formed which became
definite in 1992 and is still in effect to date. Although the organisation chart and regulation is semi‐
official in our country, since 1992 ICOMOS Turkey has had an autonomous structure with its
members and activities.
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ICCROM was founded in 1959 by UNESCO. It operates in the matters pertaining to conservation and
repair of movable and immovable cultural heritage. The main purposes of its activities are to increase
the quality of conservation practices and improve the awareness for cultural heritage. The main
areas of duty of the establishment include execution and promotion of training and research
activities in the field of conservation of cultural heritage, collection and sharing of information and
documents, realisation and promotion of cooperation as well as consultancy services. Turkey became
a member of ICCROM on November 27, 1995 (http://www.iccrom.org/eng/
00about_en/00_00whats_en.shtml).
IUCN was founded in 1948 with the purpose of the conservation of natural resources. IUCN aims to
influence, encourage and support the world‐wide communities with the purpose of conserving the
union and diversity of nature and keeping the natural resources sustainable both equitably and
ecologically. The IUCN National Council was established in 2005 in order to enhance the relationship
and cooperation between Turkey and IUCN (http://www.iucn.org/about/).
ICOM was founded in 1946 by UNESCO for the conservation of movable cultural properties. The
Turkey National Committee was established in 1970 and it aims to represent and raise Turkish
museums and museum studies to an international level, protect and develop museums and the
discipline of museum studies, contribute to community service, information sharing and the
development of mutual international relationships
(http://www.kulturturizm.gov.tr/teftis/Genel/BelgeGoster.
aspx?F6E10F8892433CFF060F3652013265D61D3BB7E94B37162B).
EUROPA NOSTRA was founded in 1963 in the Paris office of the European Council by certain Non‐
governmental Organisations operating in the field of heritage. Europa Nostra aims to execute
campaigns concerning historical buildings, residential places and areas which are under the threat of
being damaged, and carry out negotiations for high qualification standards and sustainable policies
related to cultural heritage. The three main themes of Europa Nostra are to appreciate the best
cultural heritage conservation practices in Europe, carry out campaigns for heritage under risk, and
conduct lobbying negotiations for cultural heritage.
(http://www.europanostraistanbul2010.org/content.aspx?id=8).
4.2. Implementation Process
Upon “Istanbul Historic Peninsula Site Management Plan” being approved by the Coordination and
Supervision Board of Istanbul Site Management Directorate, the implementation and supervision
process will commence pursuant to the “Regulation Concerning Procedures and Principles
Concerning the Determination of the Establishment, Duties and Management Areas of Site
Management and the Board of Monuments”. According to the related legislation (See Appendix‐2,
Article 13) public institutions and establishments, municipalities, and natural and legal entities are
obliged to comply with the management plan approved by the coordination and supervision board.
Authorized administrations have the authority to give priority to the services within the scope of the
plan and to allocate the necessary funds in their budgets for this purpose. Furthermore, it is also
highlighted that the Site Manager, institutions and establishments responsible for the
implementation and the authorised administration have to work in coordination with respect to this
subject. The resources with which the mentioned actions will be realised are discussed in detail
under the headings of Realisation (Financial Resources) and Budget.
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4.2.1. Realisation (Financial Resources)
Resources in connection with the implementation of the each project constituting the project
packages obtained as a result of the Istanbul Historic Peninsula Site Management Plan study include
not only financial purposes but also the use of knowledge base, human resources, technology and
capacities of similar project experiences pertaining to the related institutions. In this section,
primarily, a framework will be outlined regarding the institutions and establishments which may
provide financial resources for the implementation of the project. The fact that institutions may
allocate financial resources from their budget within the framework of their investment program, the
purpose of foundation and scope of activity can be regarded as the main decisive element. Resources
may be from public institutions and local administrative units as well as public‐private sector
partnerships, agencies, NGOs, voluntary participation and the private sector. The resources to be
resorted will be determined according to the content of the project. Turkey has a structure in which
the resources for the conservation of cultural heritage can be financially classified as national
financial resources, international financial resources and other resources.
4.2.1.1. National Resources
National financial resources have been divided into two categories, namely Central Administration
and local government resources, according to the related laws.
Central Administration Resources
There are many institutions within the Central Organisation that are included within the
responsibility area of conservation of cultural heritage in Turkey. When it is viewed in terms of
Central Administration, the Cabinet of Ministers heads this structure, which has the executive
function of the Central Organisation. The General Directorate of Foundations, one of the units
reporting to the Prime Ministry, is also at the top of the list of such institutions with regards to
conservation. Again, institutions such as the Ministry of Culture and Tourism, Ministry of
Environment and Urban Planning, Ministry of Forestry and Water Affairs, Ministry of Health, Ministry
of Agriculture and Rural Affairs, Directorate of National Palaces and the Regional Boards for
Conservation of Cultural Properties are the leading institutions in terms of Central Administration
with regard to the subject of conservation of cultural heritage. The legal arrangements on the other
hand, which may constitute financial resources with regards to the conservation in terms of central
institutions, are as follows.
New arrangements have been put forth in Turkey with respect to conservation via the Law on the
Conservation of Cultural and Natural Properties numbered 2863 which was amended as per the Law
numbered 5226, Statutory Decree on Organisation and Duties of the Ministry of Environment and
Urban Planning dated August 17, 2011 and Statutory Decree Regarding Making Amendments to
Some Statutory Decrees. The principles regarding conservation of urban, archeological and
architectural heritage have been clearly expressed by the law. The purpose of this law is to
determine the definitions regarding movable and immovable cultural properties requiring protection,
arrange the operations and activities to be performed and to determine the establishment and
duties of the organisation which will make the necessary decisions with respect to the principles and
implementation decisions in this subject. Preservation, maintenance, repair, restoration, and
changing of function processes of immovable cultural properties, and preservation, maintenance,
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repair and restoration functions of movable cultural properties are performed within the scope of
this law .
Certain arrangements have been made with respect to the creation of financial resource for the
maintenance and repair of cultural properties with Article 12 of Law numbered 2863 (amended from
number 5226). Within this scope, it has been ensured that aid in kind and in cash, and technical aid
would be provided by the Ministry of Culture and Tourism for the preservation, maintenance and
repair of cultural and natural properties that are required to be protected and are under the
ownership of natural or legal persons subject to the private law as per Article 12 of the Law. It was
decided with this law that a Contribution Share will be accrued for the Conservation of Immovable
Cultural Properties at a ratio of 10% of the property tax with the purpose of protecting and
enhancing the value of cultural properties. The monies collected are placed in a special account to be
opened by Special Provincial Administrations and will be transferred to Special Provincial
Administration and the municipalities that are within the provincial boundaries in order to be used
by the special provincial administration and municipalities in the expropriation, project design,
planning and implementation of the projects prepared to protect and enhance the value of cultural
properties. Pursuant to the additional paragraph of the related article of the law, at least 10% of the
loans to be granted in accordance with Mass Housing Law number 2985 may be used with respect to
the maintenance, repair and restoration processes of registered immovable cultural properties.
It was agreed that with these arrangements (which create direct financial resource in the law) that
immovable cultural and natural properties and conservation areas requiring protection, which are
under the complete or partial ownership of natural or legal persons, may be expropriated in
accordance with the programs to be prepared by the Ministry of Culture and Tourism; and that the
lots containing immovable cultural properties announced as sites, for which definite construction
prohibition having been imposed in the 1/1000 Scale approved conservation development plan, may
be exchanged with other independent or shared lands of the Treasury, provided that all the lot
owners within such lot simultaneously make a petition and all of the lots offered in exchange are
accepted (Art. 15a, 15f of 2863).
It has been ensured through Article 17 of the law that sufficient funds will be deposited to the budget
of the General Directorate of Bank of Provinces and then be remitted to municipalities for the
execution of Development Plan for Conservations. Article 21 of the law has also introduced a set of
arrangements under the heading of “Exceptions and Exemptions”. It was agreed through this article
that immovable cultural properties, whose land registers have been inscribed with the record of
“immovable cultural properties required to be protected” and which were classified as 1st and 2nd
groups, and also the lots that qualify as immovable cultural and natural properties, on which definite
construction prohibitions were imposed on account of being archeological or natural sites, will be
exempted from any and all types of duties and charges. Furthermore, it was also concluded that any
and all types of vehicles, equipment, machinery, technical materials and chemical materials imported
by the Grand National Assembly of Turkey, Ministry of Defense, or the Ministry and General
Directorate of Foundations will be exempt from all types of duties and charges, provided that they
are used for the determination, project design, maintenance, repair, restoration and excavation for
the conservation of cultural properties and the security of museums. In a further paragraph within
this article of the law, it was agreed that repairs and construction works performed on such
immovable cultural properties in accordance with the decision of regional boards of conservation will
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be exempt from taxes, duties and contribution shares in expenditures to be collected as per the Law
on Municipal Revenues.
Another related law is the “Law on Promotion of Cultural Investments and Initiatives” dated July 14,
2004 and numbered 5225. The purpose of this law is to meet the cultural requirements of individuals
and society, conserving the cultural properties and intangible cultural heritage and making them an
element of sustainable culture; activating the cultural communication and interaction medium;
generating artistic and cultural values, creating and developing accessibility to these values
throughout society; maintaining the cultural properties of our country and utilising them as elements
that contribute to the economy of the country; and ensuring that cultural investments and cultural
initiatives for construction and operation of cultural centres are encouraged.
The construction, repair and operation of cultural centres, special research, training or
implementation centres intended for libraries, archives, museums, art galleries, art workshops,
movie platforms, artistic design units, art studios and locations and cultural and artistic places where
cinema, theatre, opera, ballet, concert and similar cultural and artistic activities or artwork are
performed, produced, or exhibited, the use of immovable assets that fall within the scope of Law
number 2863 being used in accordance with the purpose of this law; and research, compilation,
documentation, archiving, publishing, training, education and introduction activities of cultural
properties and intangible cultural heritage have been deemed to be among the subjects of incentives
within the scope of the law. Incentive elements such as immovable property allocation, discount in
income tax and withholding tax, discount in employer shares of social security premiums, discount in
water charges and energy support have been arranged within the law.
Another Law that may be evaluated within this scope is Income Tax Law numbered 193. It has been
proposed in Article 89 of the said Law that, in the determination of income to be declared in the
income tax return, reductions will be made from income with respect to maintenance, repair,
maintaining, survey, restoration and restitution projects of immovable cultural properties that fall
within the scope of the Law on the Conservation of Cultural and Natural Properties numbered 2863,
and that transportation works, rescue excavations, scientific excavation works and surface surveys,
undertakings regarding on site conservation of overseas immovable Turkish cultural properties or
cultural properties belonging to our country being brought back to Turkey and the works related to
creating a cultural inventory.
“Law on Making Amendments to Some Laws” numbered 5035 is another law that can be evaluated
within this scope. Pursuant to Article 14 of this law, entire donations and aids made to related
institutions and establishments for the purpose of maintenance, repair, restoration, and preservation
of the monuments that are certified as historic monuments by the Board of Conservation of Cultural
and Natural Properties and registered to regular foundations under the administration and
supervision of the General Directorate of Foundations or other institutions and establishments
including municipalities, will be reduced from the income declared in annual tax returns. Again,
pursuant to Article 16 of the law, entire donations and aids made to related institutions and
establishments for the purpose of maintenance, repair, restoration, and preservation of the
monuments that are certified as historic monuments by the Board of Conservation of Cultural and
Natural Properties and registered to regular foundations under the administration and supervision
of the General Directorate of Foundations or other institutions and establishments including
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municipalities will be written off as expenses in the calculation of the profits of the related
institution.
Again, due to the arrangement made under the Heading of Methods of Allowance for Use in the
Regulation Concerning Allowance for the Use of Immovable Properties in Cultural Investments and
Initiatives, published in the Official Gazette dated October 20, 2005, if deemed appropriate, the
Ministry can allow investors and initiators use the immovable properties, which had been assigned to
the Ministry, by way of leasing, constitution of servitude or granting of permission against
remuneration, in order to encourage cultural investments and initiatives.
The “Arrangement Regarding the Principles and Procedures Concerning the Allocation, Use and
Repayment of Loans Extended for the Maintenance, Repair and Restoration of Immovable Cultural
Properties” of Housing Development Administration of Turkey (TOKI) should also be mentioned.
Within this scope, it has been proposed in Article 12 under the heading of “Providing Aid and
Contribution Share to the Repair of Immovable Cultural Properties” of Law on the Conservation of
Cultural and Natural Properties numbered 2863 that “A minimum of 10% of loans to be granted
pursuant to the Mass Housing Law numbered 2985 will be allocated for use in implementations with
regards to the maintenance, repair and restoration works of registered immovable cultural
properties”.
One of the institutions with a focus on the conservation of cultural properties within the Central
Organisation is the General Directorate of Foundations. The Foundations Law numbered 5737, gives
authorisation to The General Directorate of Foundations in terms of the registration, conservation,
repair, preservation, and when required, reconstruction of the movable and immovable cultural
properties. The arrangements brought regarding resources with the Foundations Law numbered
5737 are as follows: Pursuant to the arrangement set forth by Article 28 of the Foundations Law
numbered 5737, ten percent of the tax base of Corporation Income Tax pertaining to operations and
affiliates, whose more than fifty percent of capital is held by the General Directorate or regular
foundations, will be transferred to the General Directorate in order to be used in the repair of
cultural properties of foundations that have insufficient income.
Pursuant to Article 77 of the same law, all operations and procedures of immovable properties
belonging to the General Directorate and regular foundations are exempt from any and all taxes,
duties, charges and participation shares. Again, pursuant to this article of the law, the repairs and
restorations as well as Landscape Design and expropriation operations of cultural properties of the
foundations are not subject to the provisions of Statutory Decree Regarding Organisation and Duties
of the Ministry of Public Works and Settlement numbered 180. It has furthermore been proposed in
the law that entire expenditures, donations and aids, as well as sponsorship expenditures made by
natural or legal persons under the control of the General Directorate for maintenance, repair,
restoration, preservation, Landscape Design and expropriation of the movable and immovable
cultural properties registered in the name of foundations will be deductable from the Income and
Corporate Tax base, and that movable and immovable goods donated to the foundations during or
after their establishment will be exempt from Inheritance and Succession Tax (5737/Art. 77).
The institution, which is within the Central Organisation and that is responsible for the conservation
of cultural properties in the first degree, is the Ministry of Culture and Tourism. The responsible units
within the Ministry are the General Directorate of Cultural Properties and Museums which is also
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responsible for the operations of Boards of Conservation of Cultural and Natural Properties.
Directorate of Survey and Monuments, and Museums Directorates are responsible for the
conservation of management areas.
Local Government Resources
Local government units with with respect to the conservation of historical‐cultural heritage are
municipalities which operate within the scope of Municipal Law numbered 5393 and Metropolitan
Municipal Law numbered 5216; and the Governorships/Special Provincial Administrations which
operate within the scope of Special Provincial Administration Law numbered 5302. In terms of
resources possessed by local governments, it was decided by the Law on the Conservation of Cultural
and Natural Properties numbered 5226 that a Contribution Share be allocated to the Conservation of
Immovable Cultural Properties in the ratio of 10% of the property taxes accrued to the tax payer
pursuant to Articles 8 and 18 of Property Tax Law numbered 1319 and that the said share be used for
the conservation of cultural properties by municipalities. Special Provincial Administrations have also
been given responsibility to manage, under the supervision of the governor, 10% of property taxes
collected within the provincial borders in order to be used in the survey, restitution and restoration
projects of municipalities for conservation of cultural properties.
One of the local government units responsible for the conservation of cultural heritage unique to the
Historic Peninsula is the Istanbul Metropolitan Municipality. Within this scope, IMM’s (Istanbul
Metropolitan Municipality) related directorates for financial purposes may be listed as follows:
‐ Directorate of Construction Affairs
‐ Directorate of Cultural Affairs
‐ Directorate of Tourism
‐ Directorate of Libraries and Museums
‐ Directorate of Cemeteries
‐ IMM Directorate of Environmental Conservation
‐ Directorate of Waste Management
‐ Directorate of Parks and Gardens
‐ Directorate of Sea Services
‐ Directorate of Projects
‐ Directorate of City Planning
‐ Directorate of Cartography
‐ Directorate of Conservation, Application and Supervision
‐ Directorate of Earthquake and Ground Analysis
‐ Directorate of Urban Regeneration
‐ Directorate of Rail Systems
‐ Directorate of Geographical Information System
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‐ Directorate of Fire Brigade Support Services
‐ Directorate of Strategic Planning
‐ Directorate of Transportation Planning
‐ Directorate of Planning
‐ Directorate of Transport Coordination
‐ Directorate of Public Transportation Services
‐ Directorate of Social Services
‐ Directorate of Sport and Youth
‐ General Directorate of ISKI (Istanbul Water and Sewerage Administration)
‐ KIPTAS A.S.
‐ KULTUR A.S.
‐ ISPARK A.S.
‐ ISTAC A.S.
‐ SPOR A.S.
‐ IDO A.S.
‐ Istanbul ULASIM A.S.
Related District Municipalities unique to the Historic Peninsula are Fatih Municipality, Zeytinburnu
Municipality, Bayrampasa Municipality, Eyup Municipality and related directorates of these
municipalities. Other institutions that continue operations on a local basis are universities. There are
a total of 44 universities and vocational schools of higher education In Istanbul, 7 of which are state
universities.
4.2.1.2. International Resources
An understanding has been created regarding the conservation of cultural heritage in international
circles; Institutions and programs have been created within this context, such as UNESCO, (United
Nations Educational, Scientific and Cultural Organisation), ICOMOS (International Council on
Monuments and Sites), ICRROM (International Centre for the Study of the Preservation and
Restoration of Cultural Property), Organisation of World Heritage Cities, Council of Europe, IUCN
(International Union for Conservation of Nature), UNDP (United Nations Development Program) and
REC (Regional Environmental Centre for Central and Eastern Europe). Through such international
institutions, the establishment of a common conservation policy and legal framework has been the
intention. Of these institutions, UNESCO in particular provides a limited amount of financial aid and
expertise support regarding the conservation of the universal culture heritage. ICCROM provides
support with respect to research, provision of technical support, and development of restoration
implementations. ICOMOS also provides technical support regarding conservation in terms of the
scientific aspect. Furthermore, according to the Regulation of the ICOMOS Turkish National
Committee, the revenues of ICOMOS Turkish National Committee consist of the funds to be included
in the budget of the related Ministry, subscription fees to be collected from members, various
donations, revenues from publications and aid given by institutions (Art. 21).
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Pursuant to the Convention Concerning the Protection of World Cultural and Natural Heritage (Art.
22), aid granted by the World Cultural Heritage Committee; artistic, scientific and technical surveys
regarding the issues arising from conservation, preservation, exhibition and renewal of cultural and
natural heritage, procurement of experts, technicians and qualified workforce in order to ensure
proper undertaking of the approved work(s), training of persons on duty at all levels and experts in
the areas of determination, conservation, preservation, exhibition and renewal of cultural and
natural heritage, provision of vehicles which are not available to or are not affordable by concerned
states, low‐interest loans payable over the long‐term and interest‐free loans, are considered as
donations that are not required to be repaid in exceptional cases and/or due to special reasons.
4.2.1.3. Other Resources (NGO, Private Sector)
Other institutions such as EU Resources (7th Framework Program, (2007‐2013), Lifelong Learning
Program, Youth Program, Competitiveness and Innovation Framework Program, Entrepreneurship
and Innovation Framework Program, Entrepreneurship and Innovation Special Program (Ministry of
Industry and Trade – KOSGEB), Information and Communication Technologies Policy Support
Program (DPT), Intelligent Energy Europe Program (Ministry of Energy), Culture Program (Ministry of
Culture and Tourism) are among the international resources which may be applied for on a periodic
basis. The contribution of Non‐governmental Organisations is another resource source to be
considered. Within this scope are also institutions such as the Foundation of Historical Towns, Union
of Historical Towns, CEKUL, TEMA, TURING, TAC Foundation, Association of Archeologists, National
Lumber Association, Cultural Awareness Foundation, Association of Human Settlements, KUMID,
IKSV, History Foundation, Foundation of Science and Art, Private Museums, etc. The Union of
Chambers and Commodity Exchanges of Turkey (TOBB), ITO, and ISO are the institutions that can be
included in the process for both financial resource purposes and creating awareness. Furthermore,
KOSGEB (Small and Medium Enterprises Development Organisation) contributions, Development
Agencies, TUBITAK R&D Support, Is‐Kur (Turkish Employment Agency) projects, Igeme (Export
Promotion Centre of Turkey) and individual donations and grants are among other resources
available.
4.2.2. Budget
Under the heading of Section 3.1. “Project Packages”, definitions of resource(s) have been made
specifically for each project in relation to the Istanbul Historic Peninsula Site Management Plan Area
and four World Heritage Sites. As specified in the said section, the “Resources” defined within the
Project Packages primarily describe institution(s) from which financial resources may be obtained in
the implementation of the project. It is proposed that institutions allocate financial resources from
their budgets within the framework of their investment programs, purposes of establishment, and
scope of activities. Within this context, the “Related Institution(s)” defined specific to each project
will have to prepare their budgets with respect to the subject. General framework and principles,
which will have to be complied with in these preparations, are given below. This general framework
and principles will direct all institutions to adopt a more uniform approach, whilst at the same time
creating the foundation of the custom to prepare a joint budget for institutions within the process.
Requirements for staff, equipment and devices, consultancies, project and implementation costs that
will occur according to the needs of each project during the preparation of project package will
constitute the main cost items.
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Cost items belonging to such sub project packages will constitute the main budget. It does not seem
likely that upper costs can be shaped before sub project packages are evaluated and their
requirements are determined. Besides service packages, there are also architectural and
implementation project packages within the sub project packages.
Budgets prepared for each project will be evaluated according to a priority‐satisfaction matrix (Figure
4) and will take their place in the upper budget according to their priority. Budgets should be
evaluated on an annual basis as per their structures.

Figure 3. Priority‐Satisfaction Matrix
A project focused management loop should be implemented for project package budgets. First, a
breakdown of job items should be made for the project decided upon, and later on, the budget for
each job item should be determined, the completion of activities according to the budget should be
reported on a periodic basis and implementations should be monitored. Although budgets may
change according to the requirements of the job package to be performed, the budget items should
be classified under the headings of staff, equipment, project design, consultancy and
implementation. The contents of these budget items in the budget of each job package should be as
follows:
• Staff: The number of permanent staff, temporary staff and daily workers, their wages,
required qualifications, insurance payments and tax payments will be explained
• Equipment: All technical equipment including office machinery, furniture, stationery and
office supplies, etc. and heavy construction equipment to be provided as consumables,
inventory stock or by financial leasing will be explained amount by amount
• Project Design: Both the project as well as items related to taxes, duties and other official
expenditures will be include
• Consultancy: Consultancy services regarding the job package and items such as fees,
copyrights, duties, expenditures, taxes, stoppage etc. of such consultancy services will be
included under this heading
• Implementation: Entire implementation needs regarding job packages and expenses related
to such and in additional expenses related to subcontractors, etc. will be found under this
heading.
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Budget items of all project packages should be gathered according to the diagram depicted in Figure
5.

Figure 4. Project Package Loop
Project Budget Items and Explanations
When Budget items of projects are examined individually, they may be classified into three main
expense groups. These are Marketing and Promotion Expenses, Implementation Expenses and
Management Expenses. Marketing and Promotion expenses include Advertising and Promotion
expenses. Stationery and office supplies expenses, wage and salary expenses, travel allowances,
utilities expenses, telephone expenses, postal charges, equipment lease expenses, location rent
expenses, consultancy and service procurement expenses, insurance, financial expenses,
entertainment and accommodation expenses, transportation and travel expenses and other expense
items fall under Implementation Expenses. Management Expenses item, on the other hand, includes
expenditures necessary for sustaining activities that do not fall under promotion and implementation
expenses.
Marketing and Promotion Expenses: Include basic advertising and promotional materials (such as
flyers, announcements, design, invitation, outdoor advertising, TV spot, advertising service expenses,
etc.) regarding the promotion and implementation of the project.
Implementation Expenses are listed and explained below:
1. Stationery Expenses: Expenses for paper, pencil, etc. to be used within the scope of the project
2. Office Supply Expenses: Small tools and equipment and consumable materials (paint, canvas,
fabric, cartridge, construction materials, etc.) to be used for project activities
3. Wages and Salaries: Salaries and fees to be paid to the staff and personnel employed within the
project, and employer SSK (Social Security Institution) premium shares
4. Travel Allowances: Allowances paid to the staff for domestic and overseas travels made within

the scope of the project
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5. Utilities Expenses: Illumination, and electricity expenses in the locations where the project will be
performed
6. Telephone Expenses: Telephone bills and communication expenses that will be spent during the
project preparation and implementation process
7. Postal Charges: Postal and express mail service charges of the postings that the project team will
make during the project process
8. Equipment Lease Expenses: Lease expenses paid for tools and devices required on a temporary
basis during the implementation and realisation of the project (stage, lighting, instruments,
projectors, sound systems, tools, construction equipment etc.)
9. Location Rent Expenses: Rent paid for the locations required for shows, rehearsals, and artistic
activities and all expenses for such locations (Concert halls, exhibition spaces, etc.)
10. Consultancy and Service Procurement Expenses: Numerous types of consultancy, translation, and
copyright fees for any type of consultancy procured from third parties during the execution of
project activities
11. Insurance, Financial Expenses: Insurances to be taken out for the staff employed, assets used,
materials and participants of activities within the scope of the project to secure them against
various risks and operations performed regarding monetary transactions that may arise during
activities (commissions, exchange differential expenses, interests, stamp duties, etc.)
12. Entertainment and Accommodation Expenses: Catering and visitor entertainment expenses
incurred within the project
13. Transportation and Travel Expenses: Travel and transportation expenses carried out for persons
within the scope of the project
14. Other Expenses: Other expenses that do not exceed 5% of General Expenses and are not covered
under the above headings.
Management Expenses: Expenses that are not directly included in implementation and promotion
expenses during the execution of this project but necessary for sustaining the activities, will be
shown in detail under this heading.
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4.3. Work Program (Phasing )
In this section, details of projects defined by the Historic Peninsula Site Management Plan are
provided within a five‐year implementation process. In Table 12, the commencement and
completion phases of each project within a period of five years are shown together with the
responsible and related institutions. Within this table, the stages of the implementation process are
set forth. In the determining the stages of the implementation process, all projects have been
evaluated with a holistic view and interrelationships of projects, as well as activities planned to be
realised by the projects and project terms have been scrutinized. Other factors that are taken into
consideration in the determining the implementation stages are the status of infrastructure and the
manpower required for the realisation of the project, whether project activities have currently been
realised and whether project outputs have had a triggering function for the other projects of the Site
Management Plan. Implementation stages defined for the five‐year process are as follows: “Short‐
term Projects: 2 years”, “Medium‐term Projects: 3 to 4 years” and “Long‐term Projects: 5 years”.
Furthermore, as the quality of some projects require them to be continuously sustained and will
require further upkeep at regular intervals, these have been defined as “Ongoing Projects” in
addition to the project term.
Short‐Term Projects: Out of 49 projects defined for the Historic Peninsula Site Management Plan, 19
projects are short‐term, 11 of which are ongoing. Short‐term projects in particular consist of
activities such as management, planning and conservation, accessibility, ensuring coordination in risk
management areas, capacity building and forming principles and standards. Conversely, short‐term
and ongoing projects consist of promotion and perception, creating inventory and activating visitor
management activities which are expected to be sustained.
Mid‐Term Projects: Mid‐Term projects constitute 24 of the projects for the Historic Peninsula Site
Management Plan, 12 of which are ongoing projects. Medium‐term projects are especially included
in management and organisation, conservation and planning, accessibility, risk management and
project packages unique to World Heritage Sites. Conversely, medium‐term and ongoing projects in
particular consist of training and capacity enhancement in the planning and management areas,
resource development projects, and projects for creating and documenting inventories for cultural
heritage.
Long‐Term Projects: There are a total of six long‐term projects within the Historic Peninsula Site
Management Plan. These projects include four World Heritage Site projects and two projects one of
which is under the theme of Training, Awareness Raising and Participation and the other under the
theme of Conservation, Planning and Quality of Life. The project under the Conservation, Planning,
and Quality of Life theme is an R&D and capacity building project in the areas of conservation and
restoration of related institutions and establishments. The project under the theme of Training,
Awareness Raising and Participation, on the other hand, is a project to develop the knowledge
infrastructure of those living and working in and outside of the Historic Peninsula and of users
regarding the cultural heritage. Both projects qualify as ongoing. Long‐term projects unique to World
Heritage Sites are the conservation of monuments and preservation implementations.
Institutions defined under the headings of “Responsible Institution” and “Related Institution” in the
Table is institutions which have been defined in the tables found in Section 3 and have been
transferred to facilitate the perusal of Table 12.
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Table 12. Historic Peninsula Site Management Plan Projects Staging Table
PROJECT YEARS RESPONSIBLE
THEME PROJECT CODE and NAME RELATED INSTITUTIONS
TERM* 1 2 3 4 5 INSTITUTIONS
I‐PP1. PROJECT FOR CAPACITY BUILDING ON Ministry of Culture and Tourism, IMM, Site Management
Governorship of
COORDINATING PLANNING AND PROJECT S Directorate, Fatih Municipality, Zeytinburnu Municipality, Eyup
Istanbul
MANAGEMENT AND
MANAGEMENT IN THE HISTORIC PENINSULA Municipality, Bayrampasa Municipality
ORGANISATION
1st District Directorate of Foundations, Fatih Municipality, Eyup
I‐PP2. PROJECT TO DEVELOP INTEGRATED
Municipality, Zeytinburnu Municipality, Bayrampasa Municipality,
INFORMATION SYSTEM FOR THE HISTORIC M IMM
Boards of Conservation, Board of Renewal, Provincial Culture and
PENINSULA
Tourism Directorate
I‐PP3. PROJECT FOR INTEGRATION OF LEGISLATION Governorship of Secretariat of State Planning Organisation, Ministry of Culture and
REGARDING CONSERVATION, PLANNING AND Istanbul, Site Tourism, Ministry of Environment and Urban Planning, IMM, Fatih
S
MANAGEMENT RELATED TO THE HISTORIC Management Municipality, Zeytinburnu Municipality, Eyup Municipality,
PENINSULA Directorate Bayrampasa Municipality, universities, NGOs
Ministry of Culture and Tourism, Ministry of Transportation,
II‐PP4. PROJECT FOR HARMONISATION OF PLANS
Maritime Affairs and Communications, Ministry of Environment and
SUCH AS CONSERVATION, RENEWAL, Governorship of
S Urban Planning, Special Provincial Administration of Istanbul, IMM,
TRANSPORTATION AND TOURISM AND RELEVANT Istanbul
Fatih Municipality, Zeytinburnu Municipality, Eyup Municipality,
CONSERVATION, PLANNING AND QUALITY OF LIFE
PROJECTS IN RELATION TO THE HISTORIC PENINSULA
Bayrampasa Municipality, Site Management Directorate
II‐PP5. PROJECT FOR BUILDING RESEARCH AND Ministry of Culture and Tourism, 1st District Directorate of
DEVELOPMENT CAPACITY ON CONSERVATION AND Site Management Foundations, Special Provincial Administration, IMM, KUDEB, Fatih
L‐O
RESTORATION FIELDS OF AGENCIES RELATED TO Directorate Municipality, Zeytinburnu Municipality, Eyup Municipality,
THE HISTORIC PENINSULA Bayrampasa Municipality, universities, NGOs
Ministry of Culture and Tourism, 1st District Directorate of
II‐PP6. PROJECT FOR ACTIVATION OF Site Management
Foundations, Special Provincial Administration, IMM, KUDEB, Fatih
IMPLEMENTATION OF URBAN DESIGN GUIDE FOR M Directorate, Fatih
Municipality, Zeytinburnu Municipality, Eyup Municipality,
THE HISTORIC PENINSULA Municipality, IMM
Bayrampasa Municipality, universities
II‐PP7. PROJECT ON FRAMEWORK DEVELOPMENT
Ministry of Culture and Tourism, IMM, Fatih Municipality,
AND IMPLEMENTATION OF IMPACT ASSESSMENT Site Management
M Zeytinburnu Municipality, Eyup Municipality, Bayrampasa
FOR THE WORLD HERITAGE CULTURAL PROPERTIES Directorate
Municipality, universities
IN THE HISTORIC PENINSULA
II‐PP8. PROJECT FOR CONSERVATION AND
Ministry of Culture Fatih Municipality, Site Management Directorate, universities,
EVALUATION OF THE ARCHEOLOGICAL AREAS IN THE S
and Tourism, IMM Archeological Museums Zeytinburnu Municipality
HISTORIC PENINSULA
Ministry of Culture and Tourism, 1st District Directorate of
II‐PP9. PROJECT TO DEVELOP PRINCIPLES AND
Foundations, Special Provincial Administration, KUDEB, Fatih
S
STANDARDS ON CONSERVATION AND RESTORATION IMM
Municipality, Zeytinburnu Municipality, Eyup Municipality,
Bayrampasa Municipality, universities
*Project Term Initials: S: Short‐term, M: Medium‐term; L: Long‐term, S‐O: Short‐term ‐ Ongoing, M‐O: Medium‐term ‐ Ongoing, L‐O: Long‐term ‐ Ongoing
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Table 12. Historic Peninsula Site Management Plan Projects Staging Table (continued)
TERM* 1 2 3 4 5 INSTITUTIONA
II‐PP10. PROJECT ON DEVELOPING HUMAN
CONSERVATION, PLANNING AND QUALITY OF LIFE
RESOURCE CAPACITY IN THE PROTECTION AND IMM, Fatih Ministry of Culture and Tourism, Special Provincial Administration of

M‐O
RESTORATION PRACTICES ON THE HISTORICAL Municipality Istanbul, 1st District Directorate of Foundations, universities
PENINSULA
II‐PP11. PROJECT ON PARTNERSHIP DEVELOPMENT Governorship of
General Directorate of Foundations, IMM, Fatih Municipality, Site
BETWEEN PUBLIC‐PRIVATE SECTOR‐NGOS FOR Istanbul, Ministry
M Management Directorate, universities, Non Governmental
CONSERVATION AND RESTORATION PRACTICES IN of Culture and
Organisations
THE HISTORIC PENINSULA Tourism
II‐PP12. PROJECT ON RESEARCH, DOCUMENTATION Special Provincial Administration of Istanbul, Fatih Municipality,
AND CONTINUANCE OF MANIFACTURING AS M‐O IMM IMM, General Directorate of Foundations, Zeytinburnu Municipality,
CULTURAL HERITAGE OF THE HISTORIC PENINSULA Eyup Municipality, Bayrampasa Municipality, universities
Ministry of Culture General Directorate of Foundations, Istanbul Provincial Culture and
II‐PP13. PROJECT FOR RESEARCH AND
and Tourism, Site Tourism Directorate, IMM, Fatih Municipality, Zeytinburnu
DOCUMENTATION OF THE INTANGIBLE CULTURAL M‐O
Management Municipality, Eyup Municipality, Bayrampasa Municipality,
HERITAGE UNIQUE TO THE HISTORIC PENINSULA
Directorate universities, Non Governmental Organisations, Research Centres
Special Provincial Administration of Istanbul, 1st District Directorate
II‐PP14. PROJECT FOR IMPROVING QUALITY OF LIFE Fatih Municipality,
M‐O of Foundations, Zeytinburnu Municipality, Eyup Municipality,
IN THE HISTORIC PENINSULA IMM
Bayrampasa Municipality
Site Management Directorate, Ministry of Transportation, Maritime
III‐PP15. PROJECT FOR MINIMIZING NEGATIVE
Affairs and Communications, TCDD, IDO, Fatih Municipality, Special
IMPACTS OF TRANSPORTATION INVESTMENTS ON S IMM
Provincial Administration, Traffic Branch Directorate, trade
associations, universities
III‐PP16. PROJECT FOR MAKING THE HISTORIC
ACCESSIBILITY
PENINSULA ACCESSIBLE FOR EVERYONE AND Fatih Municipality, Governorship of Istanbul, Special Provincial Administration of

M
APPLYING “UNIVERSAL DESIGN” PRINCIPLES TO IMM Istanbul, Traffic Branch Directorate
URBAN SPACE
III‐PP17. PROJECT TO DEVELOP “BICYCLE AND
PEDESTRIAN ROADS SYSTEM” IN THE HISTORIC IMM, Fatih
M Universities, NGOs specialised in this area
PENINSULA AND INTEGRATING TO CURRENT Municipality
TRANSPORTATION NETWORK
III‐PP18. PROJECT REGARDING THE DEVELOPMENT
Fatih Municipality, universities, ISPARK, Traffic Branch Directorate,
OF A PARKING SYSTEM FOR THE HISTORIC M IMM
PENINSULA
396
IV‐PP19. PROJECT FOR MONITORING AND IMM, Site
PERCEPTION OF THE IMPORTANCE AND
Special Provincial Administration, 1st District Directorate of
EVALUATING SILHOUETTE EFFECT, BUILDING Management
S‐O Foundations, Boards of Conservation of Cultural and Natural
DENSITY AND BUILDING QUALITY OF THE HISTORIC Directorate, Fatih
Properties, universities
PENINSULA Municipality
VALUE OF THE AREA
IMM, Site
IV‐PP20. PROJECT FOR INCREASING THE PERCEPTION Special Provincial Administration, Regional Directorate of
Management
OF CULTURAL PROPERTIES IN THE HISTORIC S‐O Foundations, Boards of Conservation of Cultural and Natural
Directorate, Fatih
PENINSULA / UNDERSTANDING GENIUS LOCI Properties, universities
Municipality

IMM, Site
IV‐PP21. PROJECT FOR “INFORMATION DESIGN” TO Management Ministry of Foreign Affairs, Ministry of Culture and Tourism,
S‐O
IMPROVE PERCEPTION OF THE HISTORIC PENINSULA Directorate, Fatih Promotion Organisations, universities
Municipality

Site Management
Directorate,
TRAINING AWARENESS RAİSİNG, AND
V‐PP22. PROJECT ON DEVELOPING KNOWLEDGE Directorate of
INFRASTRUCTURE ON CULTURAL HERITAGE OF THE Education of IMM, universities, Fatih Municipality, 1st District Directorate of
L‐O
PEOPLE LIVING OR WORKING BOTH INSIDE AND Istanbul, Istanbul Foundations
OUTSIDE THE HISTORIC PENINSULA Culture and
PARTICIPATION
Tourism
Directorate
V‐PP23. PROJECT TO DEVELOP AND IMPLEMENT
MECHANISMS OF FUNCTIONAL PARTICIPATION TO Site Management IMM, universities, Fatih Municipality, 1st District Directorate of
M‐O
CONSERVATION, PLANNING AND IMPLEMENTATION Directorate Foundations
PROCESSES IN THE HISTORIC PENINSULA
V‐PP24. PROJECT TO DEVELOP TRAINING
PROGRAMS IN THE HISTORIC PENINSULA Site Management
M‐O Fatih Municipality, universities, NGOs
REGARDING CULTURAL HERITAGE AND Directorate, IMM
PARTICIPATION METHODS
397
Ministry of Culture and Tourism, Provincial Culture and
VI‐PP25. PROJECT FOR PLANNING AND MONITORING IMM, Provincial
Tourism Directorate, General Directorate of Monuments and
VISITOR MANAGEMENT
TOURISM ACTIVITIES AND ACTIVATING VISITOR S‐O Culture and Tourism

Museums, Fatih Municipality TUROB, TURSAB, TUREB, Other
MANAGEMENT IN THE HISTORIC PENINSULA Directorate
Tourism Associations, Concerned NGOs, Independent Culture
Institutions, universities
VI‐PP26. PROJECT TO DEVELOP TOURISM Site Management Directorate, IMM, Ministry of Foreign
INFRASTRUCTURE OF THE HISTORIC PENINSULA AND Ministry of Culture Affairs, Archeological Museums, TUROB, TURSAB, TUREB,
M‐O
COORDINATION OF PROMOTING AND INFORMING and Tourism Tourism Associations, Concerned NGOs, trade associations,
ACTIVITIES universities
VI‐PP27. PROJECT FOR ACTIVATING THE MANAGEMENT Istanbul Archeology Museum, Provincial Culture and Tourism
Ministry of Culture
OF MUSEUMS AND EXHIBITIONS IN THE HISTORIC M‐O Directorate, IMM, 1st District Directorate of Foundations,
and Tourism
PENINSULA universities, NGOs concerned with culture and museums
IMM Earthquake Risk AKOM, IMM Earthquake Risk Management and Urban
Management and Improvement Department, IMM Department of Fire Brigade,
VII‐PP28. RESEARCH PROJECT FOR DISASTER RISK Urban Improvement IMM Department of Strategy Development, Provincial
REDUCTION FOR CULTURAL HERITAGE IN THE HISTORIC M Department, Site Directorate of Disasters and Emergencies and Special
PENINSULA Management Provincial Administration‐Istanbul Project Coordination Unit,
Directorate, Fatih 1st District Directorate of Foundations, Ministry of Culture
Municipality and Tourism Istanbul Monuments Survey Directorate
RISK MANAGEMENT
IMM Survey and Projects Department, IMM Earthquake Risk
Management and Urban Improvement Department, IMM
Department of Fire Brigade, AKOM, IMM Strategy
VII‐PP29. PROJECT FOR REINFORCING AND
Site Management Development Department, IMM Financial Services
CONSERVING THE CULTURAL HERITAGE UNDER S
Directorate Department, Special Provincial Administration Istanbul
DISASTER RISK IN THE HISTORIC PENINSULA
Project Coordination Unit, Istanbul General Directorate of
Civil Defense, Istanbul Search and Rescue Unit Department,
Site Management
Directorate, IMM
VII‐PP30. PROJECT FOR DETERMINING DISASTER RISK
Earthquake Risk AKOM, IMM Transportation Department, IMM Development
AREAS ARISING FROM THE STREET PATTERN OF THE S‐O
Management and and Urban Planning Department
HISTORIC PENINSULA
Urban Improvement
Department

398
AP‐PP1. PROJECT FOR CONSERVING THE MONUMENTS Ministry of Culture
L IMM, Governorship of Istanbul, universities
IN SUR‐I SULTANI AND ITS ASSOCIATED AREA and Tourism
SULTANAHMET MOSQUE AND ITS

AP‐PP2. PROJECT TO DEVELOP A “MUSEUMS AREA” IMM, Directorate of Regional Boards of Conservation of
ASSOCIATED AREA DMA
Ministry of Culture
AND “ARCHEO‐PARK” IN SULTANAHMET WORLD M Cultural and Natural Propertiess, Fatih Municipality, 1st
and Tourism
HERITAGE SITE District Directorate of Foundations
AP‐PP3. PROJECT FOR ENSURING RESIDENTIAL‐
TOURISM BALANCE IN SULTANAHMET WORLD S IMM Governorship of Istanbul, Fatih Municipality
HERITAGE SITE
AP‐PP4. PROJECT FOR THE PROMOTION OF Site Management
S‐O Ministry of Culture and Tourism, IMM
SULTANAHMET WORLD HERITAGE SITE Directorate

AP‐PP5. PROJECT TO DEVELOP RESOURCES FOR Site Management Governorship of Istanbul, universities, Fatih Municipality,
M‐O
SULTANAHMET WORLD HERITAGE SITE Directorate, IMM Special Provincial Administration

SÜLEYMANIYE MOSQUE AND ITS ASSOCIATED
SC‐PP6. PROJECT FOR CONSERVING THE MONUMENTS
L IMM Governorship of Istanbul, universities
IN SULEYMANIYE WORLD HERITAGE SITE
SC‐PP7. PROJECT FOR CONSERVING CIVIL
Governorship of Istanbul, universities, 1st District Directorate
ARCHITECTURE IN SULEYMANIYE WORLD HERITAGE S‐O IMM, KUDEB
of Foundations, Ministry of Culture and Tourism
SITE
AREA DMA
SC‐PP8. PROJECT FOR CONSERVING THE TRADITIONAL
STREET PATTERN OF SULEYMANIYE WORLD HERITAGE M IMM Governorship of Istanbul, universities
SITE

SC‐PP9. PROJECT FOR THE PROMOTION OF Site Management
S‐O Ministry of Culture and Tourism, IMM, Tourism Associations
SULEYMANIYE WORLD HERITAGE SITE Directorate

Governorship of Istanbul, Fatih Municipality, Special
SC‐PP10. PROJECT TO DEVELOP RESOURCES FOR
M‐O IMM Provincial Administration, universities, 1st District Directorate
SULEYMANIYE WORLD HERITAGE SITE
of Foundations
399
ZC‐PP11. PROJECT FOR CONSERVING THE MONUMENTS
L IMM Governorship of Istanbul, universities
IN ZEYREK WORLD HERITAGE SITE
ZEYREK MOSQUE AND SURROUNDING
ZC‐PP12. PROJECT FOR CONSERVING CIVIL Governorship of Istanbul, universities, 1st District Directorate
S‐O IMM, KUDEB
ARCHITECTURE IN ZEYREK WORLD HERITAGE SITE of Foundations, Ministry of Culture and Tourism
ZC‐PP13. PROJECT FOR CONSERVING THE TRADITIONAL
M IMM Governorship of Istanbul, universities
STREET PATTERN OF ZEYREK WORLD HERITAGE SITE
ZC‐PP14. PROJECT FOR IDENTIFICATION AND
Ministry of Culture
CONSERVATION OF ARCHEOLOGICAL ASSETS IN ZEYREK M Governorship of Istanbul, universities
and Tourism
WORLD HERITAGE SITE

ZC‐PP15. PROJECT FOR THE PROMOTION OF ZEYREK Site Management
S‐O Ministry of Culture and Tourism, IMM
WORLD HERITAGE SITE Directorate
ZC‐PP16. PROJECT TO DEVELOP RESOURCES FOR
M‐O IMM Governorship of Istanbul, universities
ZEYREK WORLD HERITAGE SITE
Governorship of Istanbul, universities, IMM Directorate for
IMM, Ministry of
KS‐PP17. PROJECT FOR CONSERVATION the Conservation of Historic Sites, Fatih Municipality,
IMPLEMENTATIONS OF LAND WALLS WORLD HERITAGE L Zeytinburnu Municipality, Bayrampasa Municipality, Eyup
Site Management
SITE Municipality, Board of Conservation of Cultural Properties,
Directorate
concerned museum directorates, concerned NGOs
CITY WALLS DMA

Governorship of Istanbul, Board of Conservation of Cultural
IMM, Ministry of
Properties, 1st District Directorate of Foundations, Fatih
KS‐PP18. PROJECT FOR THE PROMOTION OF LAND Culture and Tourism,
S‐O Municipality, Zeytinburnu Municipality, Bayrampasa
WALLS WORLD HERITAGE SITE Site Management
Municipality, Eyup Municipality, universities and concerned
Directorate
museum directorates
IMM, Ministry of
Governorship of Istanbul, Fatih Municipality, Zeytinburnu
KS‐PP19. PROJECT TO DEVELOP RESOURCES FOR LAND Culture and Tourism,
M‐O Municipality, Bayrampasa Municipality, Eyup Municipality,
WALLS WORLD HERITAGE SITE Site Management
universities, Concerned Museum Directorates, NGOs
Directorate
*Project Term Initials: S: Short‐term, M: Medium‐term; L: Long‐term, S‐O: Short‐term ‐ Ongoing, M‐M: Medium‐term ‐ ongoing, L‐O: Long‐term ‐ Ongoing
400
4.4. Report Acquisition
The Istanbul Historic Peninsula Site Management Plan, once approved, needs to be revised and
updated every year. In this context, updates or additions for financial resources and implementation
of projects can be made. It will be useful to follow a performance‐based method during these
revision and updating processes. As a part of performance‐based management, revision of
objectives, strategies and projects through indications will both decrease the related coordination
costs and increase the updating of quality and productivity.
Accordingly, within the context of implementation and supervision of the Site Management Plan, it is
stated in a provision of Article 13 of “Regulations Regarding the Procedures and Principles for
Determining Foundation, Duties and Management Areas of the Site Management and Board of
Monuments” numbered 26006 that “In accordance with the management, conservation,
presentation, promotion and visitor management strategies determined with the Site Management
Plan, annual performance evaluations of the operations executed for the area are carried out and the
work program and performance budget of the next year are prepared by the supervision unit. The
reports to be prepared as a result of these assessments are evaluated by the coordination and
supervision unit and the work program and the budget for the next year are approved. In addition to
the annual examination, vision, goals and policies are reviewed by the supervision unit and submitted
for the evaluation of the coordination and supervision unit every five years”. Additionally, the duty of
the supervision unit as explained in Article 17 is to supervise the implementation of the management
plans. Besides, “provision of coordination in order to enable annual supervision reports to be
prepared by the supervision unit and have these reports presented to the coordination and
supervision board” was defined as a duty of the Site Manager in Article 14, (sub‐clause e) of the
regulation. In addition to this, it was decided in Articles 18 and 19 of the regulation that a board of
monuments be established unique to respective monuments with the purpose of conservation and
improvement of immovable cultural properties which qualify as monuments. Duties of the board of
monuments include “preparing regular reports concerning the conservation and improvement of the
monument/s and having these reports implemented by submitting them to the related
administrations”.
Within this context, one of the most significant stages of the implementation, revision and updating
process is report acquisition. Report acquisition is a method rather than a concept and it will be
possible to monitor and supervise developments at every stage of the implementation process
through report acquisition. Additionally, it is important to consider the arrangement of informative
meetings for clarification of these reports as supportive activities. Moreover, it is proposed that
sharing the said reports with all the parties that participated in the implementation process will make
a positive contribution to the process, enable the sharing of knowledge and experience between the
parties and contribute to the culture of cooperation in terms of the updating process.
In sections of 4.6.3 Historic Peninsula Project Packages Revision and Updating Indicators and 4.6.4
Historic Peninsula World Heritage Sites Project Packages Revision and Updating Indicators of the Site
Management Plan, concrete and measurable project indicators needed for evaluation and
monitoring of the projects developed for the seven topics determined in the Site Management Plan
(namely management and organisation, conservation, planning and life quality, accessibility,
perception of the importance and value of the area, training, awareness raising and participation,
visitor management and risk management) during the implementation process are defined. These
401
project indicators were developed in order ensure that the implementation performance of the Site
Management Plan was measured and will be used as a source for the preparation of the reports to
be undertaken by supervision units with the purpose of supervising the implementation processes of
the projects.
4.5. Formation of a Public Awareness Raising Program
The aim of a public awareness raising program is to improve the awareness level for conservation
and use of cultural heritage. The main target group of the program includes public institutions and
establishments, Site Management Plan Area users consisting of inhabitants, employees, students and
visitors, experts, expert NGOs, trade associations and investors who operate or have the possibility of
operating in the Site. Additionally, this Program proposes the formation of awareness for the
conservation of cultural heritage at a national level as well as the promotion and distribution of the
management plan model.
Objectives of the Program:
• To raise awareness about the cultural values of the area
• To raise awareness around discussing physical, social and cultural dimensions of the
progresses in the area with a united and integrated approach
• To increase the sense of belonging and adoption concerning the area
• To enable the embracing of the Site Management Plan by all related stakeholders and the
coordinated sharing and implementing of responsibilities and to create a cooperation
culture.
During the preparation stage of the Site Management Plan, focus group meetings, workshops and
two search conferences with broad participation were held concerning the Public Awareness Raising
Program. A discussion platform, which can be regarded as the first step in the communication,
coordination and cooperation process between the actors in these studies and stakeholders in the
area, was created. As a result of these Search Conferences, which are the meetings with board
participation held within the preparation studies in Management Plan, knowledge and experiences of
owners in the Site were shared and the formation of a common mind was targeted which would be a
basis for the determination of vision, mission, principles, main objectives, site management plan
structure and the management approach of the Site Management Plan.
Within the preparation stage of the conference, the stakeholders related to the area were firstly
analyzed and mapped and thus the participation list of the Search Conference was determined. Prior
to the Search Conference, three pre‐information meetings were held for attendants and the
Framework of the Future Design of the Historic Peninsula which was discussed in the Search
Conference was established.
In the second Search Conference with broad participation, which was held during the Site
Management Plan preparation operations, the “Activity Architecture Workshop”, was organised with
the purpose of evaluating the main objectives of the Site Management Plan together with the
stakeholders, determining the steps to achieving the objectives, describing the obstacles to these
402
objectives and developing solution ideas to overcome these obstacles. In this meeting, outputs of the
1st attendant conference were presented to the attendants and the attendants were divided into
nine focus groups. A pre‐prepared special objective and strategies document was distributed to the
group attendants and the “back‐casting” method was executed by an instructor in each group. The
groups who managed to convey their studies to a level of receiving feedback, obtained feedback
from the other groups through the “touring group” approach. Thus, each attendant contributed to
the activity plan in at least two objective areas. In the final session, the groups made presentations
and shared their group studies with all attendants. The nine objectives defined and studied in the
attendant conference were integrated and reduced to seven problems and objective areas in the
later studies.
Aside from the Search Conference, three thematic workshops were conducted to which the
institutions and establishments authorised in the Site Management Plan Area as well as the related
NGOs were invited. Furthermore, related public institutions and expert NGOs were invited to the
workshops, which were respectively organised on the following subjects: (i) planning, transportation
and technical infrastructure, (ii) implementations in the area of cultural heritage and conservation,
(iii) culture and tourism.
These studies carried out in the preparation stage of the Site Management Plan provided the
opportunity to discuss values and potentials of the area, updated practices, future expectations of
different groups and the problems they encounter. They also enabled these groups to design their
future visions for the Historic Peninsula together. These studies are regarded as the first stages of the
Public Awareness Raising Program due to their aforementioned properties.
The formation of a public awareness raising program was discussed within the framework of three
basic themes in the Historic Peninsula Site Management Plan. The first theme is raising public
awareness on cultural heritage, the second is raising public awareness on participation and the third
is raising public awareness on social development.
1. Raising Public Awareness on Cultural Heritage:
Awareness raising and sensitivity of users in the matter of historical heritage was adopted as the
primary objective.
The Site Management Plan aims to create a sensitivity which will enable the inhabitants and
employees in the Historic Peninsula to regard the existing cultural heritage in the area as the
common heritage of humanity, embrace it and feel involved with the desire and struggle to transfer
it to the future generations.
In order to prevent the disappearance of some of the occupational groups as well as the production
and production processes of these groups in the Historic Peninsula and transfer them to the future
generations, it is necessary to carry out documentation operations regarding these professions, make
documentaries and use this inventory in raising sensitivity for cultural heritage. Performance
methods and production techniques which form a significant part of intangible cultural heritage can
be sustained by maintaining a master‐apprentice relationship and training new masters. It is
considered that these operations will also contribute to the formation studies of Turkish National
Inventory of Living Human Treasures within the scope of UNESCO’s Convention for the Safeguarding
of the Intangible Cultural Heritage.
403
Training the inhabitants in the Historic Peninsula in matters of construction repair and woodwork
and employing them in wooden restoration works will provide an opportunity for raising public
awareness in cultural heritage. Attendants will be granted woodworking masters certificate at the
end of this training, so a direct contribution will be made to the conservation of cultural heritage and
an opportunity will be provided for sustainable social development.
With the purpose of conserving historical and cultural heritage and transferring it to future
generations, training activities and studies for raising sensitivity to be carried out in school
environments are also of special significance. In this context, it is proposed to carry out various
practices and training activities in cooperation with NGOs. The aim is to turn the knowledge, skills
and approaches acquired in these activities into a permanent behaviour.
In training and awareness raising projects, the determination of schools and areas dense with
migrated families and their children is of special significance in terms of raising sensitivity on the
cultural heritage. “Neighbourhood/being a neighbourhood resident, knowing the city/urban
awareness, knowing cultural heritage/conservation/culture awareness, museum/ museum studies,
multiculturalism” can be regarded as some of the main themes to be emphasized in training.
High school and university students who want to improve their foreign language skills and lean
towards working voluntarily can also be utilised for instruction and direction of tourists free of
charge.
2. Raising Public Awareness on Participation:
Today, execution of conservation and renewal implementations on the basis of participation is
regarded as a general principle in national and international literature. Therefore, it will be useful to
review the position and implementation methods of participation in current implementations and
then make recommendations for the requirements.
Fatih Project Participation Centre was developed within the scope of “Fatih Earthquake and Culture
Oriented Urban Regeneration Project” with the purpose of reducing the risks of earthquakes,
developing business‐oriented projects, enabling public participation in the project, training qualified
labour force and enabling the cooperation of parties in order to make the trained labour force
employable in the scope of neighbourhood and/or project under the conditions of the local labour
force market. In order to carry out the project, the Business‐Oriented Project Development Program
to conserve the cultural heritage of the area and to support the creation of new commercial areas,
the Neighbourhood Renewal Program to train leaders for renewal areas who are familiar with the
neighbourhood and have full knowledge of the project and the Social Integration Program to enable
commissions which will be established in the matters of project development, tourism and risk
reduction to operate properly were formed.
Within the scope of the Fatih Project Participation Centre, training local managers, providing training
for raising the capacity of employed personnel, forming databases, enabling public participation in
decision mechanisms and raising town‐culture‐history awareness were adopted as the primary
principles.
However, this project failed to be put into practice and the objectives failed to be achieved in terms
of both social development and participation. Therefore, it will be useful if local governments adopt
404
their own social projects more, because occasional inability of local governments in terms of
participation causes non‐governmental organisations to intervene and develop more participative
renewal models. In the following periods, execution of more detailed studies for the development of
alternative participation mechanisms in cooperation with universities is regarded as necessary.
3. Raising Public Awareness on Social Development:
There are many ongoing renewal and transformation projects in the Historic Peninsula. In addition to
executing these projects, local governments also need to carry out activities relating to urban
housing rights, poverty eradication, and social adoption. Therefore, it is priority to make local
governments aware of the fact that it is possible and necessary to involve the inhabitants of the area
in the operations which will enable them to participate in conservation activities. Conservation
mentalities developed recently are based on the principle of conservation of historical areas in
partnership with the inhabitants. A direct result of this acceptance is the improvement of inhabitants
in the area in cultural, social and economical aspects. Because the only thing that will restrain them
from perceiving the operations of cultural heritage they live amongst as a threat or unnecessary
effort is if they consider themselves as active stakeholders of the area. In summary, it is possible to
say that all projects to be produced by local governments, Non‐governmental Organisations or semi‐
public institutions for social improvement in the Historic Peninsula will bring concrete results for the
conservation of cultural heritage. In this context, the things actors can do may be gathered under
four themes, namely the general practices for social improvement and projects for children, youth
and women.
Within the scope of the Public Awareness Raising Program, under the theme of Training, Awareness
Raising and Participation Projects in the Historic Peninsula Site Management Plan, the following
projects are proposed: Project on Developing Knowledge Infrastructure on Cultural Heritage of the
People Living or Working in and out of the Historic Peninsula (PP22), Project to Develop and
Implementing Mechanisms of Functional Participation to Conservation, Planning and
Implementation Processes in the Historic Peninsula (PP23) and Project to Develop Training
Programs in the Historic Peninsula Regarding Cultural Heritage and Participation Methods (PP24).
4.6. Revision, Updating and Evaluation Process
The success of the Historic Peninsula Site Management Plan depends on the realistic design of the
revision and updating process based on the data of the Site. As is known, following approval of the
Site Management Plan by the Istanbul Site Management Directorate Coordination and Supervision
Board, the monitoring and inspection process will be initiated pursuant to the related legislation.
General revision and updating criteria and revision and updating indicators were created in order for
the Site Management Plan implementation process revision and updating phases to be realised in a
systematic manner. Revision and updating indicators prepared for each project in accordance with
the revision and updating criteria aim to sustain the revision and updating process in a realistic
manner by ensuring concrete measurability of project outputs. In the following sections, revision and
updating criteria, institutional infrastructure associated with the process and revision and updating
indicators which qualify as the performance criteria of the projects are described.
405
Following the approval of the Site Management Plan by the Istanbul Site Management Directorate
Coordination and Supervision Board, monitoring and inspection processes will be initiated pursuant
to the related legislation (See: Appendix‐4, Article 9‐e). The Department of Area’s ability to manage
this process in coordination with the institutions and establishments responsible for the
implementation requires proper formation of the implementation program and model of the Plan.
Furthermore, preparation of training programs for the parties involved in the process is also
expected pursuant to the legislation. The revision and updating criteria which were prepared based
on Action Subjects and Project Packages proposed in the Istanbul Historic Peninsula Site
Management Plan are as follows.
4.6.1. Revision and Updating Criteria
Management and Organisation: Revision and updating criteria were recommended in accordance
with objectives, strategies and actions of Management and Organisation which covers the processes
of preparation and implementation of the Historic Peninsula Site Management Plan as well as
monitoring and supervision of implementation. The aforementioned criteria includes organising
regular meetings among the institutions and establishments responsible for the planning and
implementation to ensure coordination in the subject of developing and updating the conservation
legislation and reporting and evaluation of the conclusions of such meetings. Appointment of
monitoring personnel in each institution, monitoring the coordination of their cooperated work in
related and responsible institutions and the inspection of such coordination is crucial for the success
of the implementation of the plan.
Conservation, Planning and Quality of Life: Revision and updating criteria regarding the objective,
strategy and actions determined under the heading of Conservation, Planning and Quality of Life,
installation of an effective information system network and creation of an up‐to‐date database and
the update of interrelated project lists are among the subjects considered to be included in this
process. Creating a new management model at the neighbourhood scale in the subjects of
Conservation, Planning, and Quality of Life, designing and updating a web page for the coordination
between institutions, establishing a commission to evaluate the EIA process, holding regular
meetings and reporting of such meetings are also included in this process. It is also necessary to
monitor specific criteria such as number of structures restored with regards to conservation and
quality of life and measuring adequacy of urban reinforcements.
Restoration Implementations: Monitoring and reporting regularly on meetings concerning

restoration implementations, developing and updating the existing design guide, updating
archeological heritage inventory, determination and reporting the priorities in conservation and
restoration implementations, organising the transfer of international resources, observing and
measuring the sufficiency of equipment within the framework of quality of life are among the
monitoring criteria of the conservation, planning, and quality of life heading.
Accessibility: In accordance with the objectives and strategies of accessibility, regular arrangement
of information and training programs intended for transportation experts, decision makers and
technical crews in the subject of cultural heritage, increasing the types and numbers of specially
designed public vehicles, designing bicycle lanes and pedestrian roads, and monitoring the number
and locations of facilitating arrangements undertaken for disadvantageous groups are among the
monitoring criteria required to be developed under this heading.
406
Perception of the Importance of the Site: Revision and updating criteria regarding objectives,
strategies and actions determined in the subject of perception of the Site’s importance and value by
everyone, the number of buildings maintained and repaired on an annual basis, preparation of
design guides for the facades and urban furniture affecting the silhouette of the city, and measuring
the utilisation performances of such guides by designers are the monitoring criteria developed under
this heading.
Training, Raising of Awareness: Revision and updating criteria regarding objectives, strategies and
actions determined under the heading of Training, Awareness Raising include the number of briefing
programs implemented in the subject of cultural heritage for executives and employees of public
institutions and instructors, number and regularity of training programs implemented in the subject
of cultural heritage for children, youth and adults living in the area, and number and regularity of
“craftsmen training programs” prepared to sustain the continuity of products and manufacturing
unique to the Historic Peninsula are the monitoring criteria under this heading.
Participation: Revision and updating criteria regarding objectives, strategies and actions determined
under heading of the Participation include the number and regularity of training sessions to be
provided for stakeholders about participation methods, establishing a Management Plan Information
Office and success in the implementation of measuring and inspection documents of participation
are the monitoring criteria to be developed under this heading.
Management of Visitors: Revision and updating criteria regarding objectives, strategies and actions
determined under the heading of Management of Visitors include number of annual domestic and
foreign tourists, the number of promotional and documentary programs, the number of researches
and publications made regarding the cultural heritage in the Site, number of guides and brochures
and promotional notice boards to be placed in the Site, putting the visitor centres into practice and
preparation of a management plan for each museum and monument are the monitoring criteria to
be developed under this heading.
Risk Management: Revision and updating criteria regarding objectives, strategies, and actions
determined under the heading of Risk Management include the number and implementation
successes of projects generated regarding reinforcement works against natural disasters and
determination and enforcement of cultural heritage exposed to earthquake risk, etc. are the
monitoring criteria to be developed under this heading.
4.6.2. Institutional Infrastructure with respect to Revision and Updating Process
Pursuant to the related legislation, the Supervision Unit to be formed and authorised by the Istanbul
Site Management Directorate’s Coordination and Supervision Board will be responsible for the
process of monitoring and evaluating the Historic Peninsula Site Management Plan implementation
process. The Supervision Unit is expected to execute annual performance evaluations of the projects
carried out by the related institutions and to prepare the work program and performance budget of
the next year. It is proposed that reports to be prepared within this process will be evaluated by the
Coordination and Supervision Board which is then followed by the approval of the next year’s work
program and budget of the Site Management Plan. In addition to the annual inspections to be
realised in the process described, the Inspection Unit is also expected to review the Site
Management Plan visions, purposes and policies once every five years and submit this review for the
407
evaluation of the Coordination and Supervision Board. Finally, the framework created with regards to
the revision and updating of the Site Management Plan is required to be reviewed by the
Coordination and Supervision Board and the Supervision Unit which reports to the Board in
accordance with the recommendations of the Advisory Board.
4.6.3. Historic Peninsula Project Packages Revision and Updating Indicators
In this section, the revision and updating process is outlined unique to the project packages in the
Historic Peninsula Site Management Plan. In the preparation of this section, “Project Outputs”
referred to in the project packages descriptions in Section 3 have been taken as the basis and
revision and updating indicators which qualify as performance criteria that have been created for
each project. It was considered important to ensure that revision and updating indicators prepared in
connection with the project outputs are concrete and measurable products. Accordingly, the type of
each indicator has been defined and expected duration to achieve the indicator has been provided
according to the project terms.
Management and Organisation Projects
There are three projects in the project package created under the theme of “Management and
Organisation”. The project package described in Section 3 consists of activities of research, capacity
building and formation of information system and legislation compliance. The project indicators
required for the evaluation and monitoring of implementation stages of the projects developed
under the theme of “Management and Organisation” are defined below.
408
Table 13. Monitoring and Evaluation Indicators of Management and Organisation Projects
PROJECT DURATI
PROJECT CODE and NAME INDICATOR TYPE
TERM* ON
Coordination and Supervision Board and Advisory Board units/
‐
meetings held on a regular basis freq.
Responsible people appointed from each related
3
institution regarding implementation and monitoring units
months
process of the Site Management Plan
6
I‐PP1. PROJECT FOR CAPACITY Project progress reports units
months
BUILDING ON COORDINATING
Recommendations to be developed regarding the 3
PLANNING AND PROJECT S
authority, responsibility and areas of duty of institutions units months /
MANAGEMENT IN THE HISTORIC
and establishments year
PENINSULA
Evaluation report of methods and resources of capacity 6
units
building implementations carried out up to today months
Requirement analysis study for institutional capacity 6
units
building months
units/
Capacity building programs designed 1 year
freq.
‐
3
months
3
Project progress reports units months /
year
I‐PP2. PROJECT FOR
Recommendation for technical, legal and institutional
DEVELOPMENT OF AN
arrangements to ensure proper collection of all kinds of 6
INTEGRATED INFORMATION M units
inventory, statistics and information regarding the Historic months
SYSTEM FOR THE HISTORIC
Peninsula
PENINSULA
Work undertaken to establish harmony between
investments and projects of related and authorised
6
organisations within the boundaries of the Site units
months
Management Plan on information systems regarding the
Historic Peninsula
Technical, legal and institutional arrangement study to
6
develop, monitor and harmonize Web based units
months
implementations
‐
3
months
3
Project progress reports units months /
year
I‐PP3. PROJECT FOR INTEGRATION
OF LEGISLATION REGARDING Study to scrutinize all the legislation related to the
CONSERVATION, PLANNING AND S Management Area and determine issues, conflicts and units 1 year
MANAGEMENT RELATED TO THE deficiencies and develop recommendations
HISTORIC PENINSULA Recommendation study to be developed for the
participation subject to be included in the conservation units 1 year
and planning legislation
“Conservation and improvement based” neighbourhood
management support model to be developed based on units 1 year
the partnership of related institutions and establishments
number/
Planning and project data in the updated databases ‐
change
*Project Term Initials: S: Short‐term, M: Medium‐term; L: Long‐term, S‐O: Short‐term ‐ Ongoing, M‐M: Medium‐term ‐
Ongoing, L‐O: Long‐term – Ongoing
409
Conservation, Planning and Quality of Life Projects
There are eleven projects in the project package created under the theme of “Conservation,
Planning, and Quality of Life”. Project package described in Section 3 consists of activities of
“development of standards”, “research”, “R&D”, “capacity building and increasing”, “developing
priorities”, and “developing partnerships”. The project indicators required for the evaluation and
monitoring of implementation stages of the projects developed for the theme of “Conservation,
Planning and Quality of Life Projects” are defined below.
Table 14. Monitoring and Evaluation Indicators of Conservation, Planning and Quality of Life Projects
PROJECT
PROJECT CODE and NAME INDICATOR TYPE DURATION
TERM*
Study meetings to be arranged between institutions and
establishments responsible for planning and implementation
for determination of the framework of compliance standards units 3 months
between different types of plans and projects and
II‐PP4. PROJECT FOR determination of implementations to be evaluated
HARMONISATION OF PLANS
Document in connection with the framework of compliance
SUCH AS CONSERVATION, units 3 months
standards between different types of plans and projects
RENEWAL,
S Study meetings for evaluation of the determined plans and
TRANSPORTATION AND
TOURISM AND RELEVANT projects within the framework of compliance standards and units 6 months
PROJECTS IN RELATION TO development of revision recommendations
THE HISTORIC PENINSULA Reports and related documents containing evaluations and
units 6 months
revision recommendations for plans and projects
Meetings for sharing the project results with related parties units 6 months

Regular meetings arranged between institutions and
establishments concerned with conservation and restoration units ‐
and reports
Training taken together or separately by institutions and
establishments concerned with conservation and units
restoration
Evaluation report of methods and resources of capacity
units 6 months
building implementations carried out up to today
Requirement analysis study for institutional capacity building units 6 months
Capacity building programs designed units 6 months
II‐PP5. PROJECT FOR
BUILDING RESEARCH AND Study for the determination of research and development
units 6 months
DEVELOPMENT CAPACITY requirements in the conservation and restoration areas
ON CONSERVATION AND L‐O Study meetings to be arranged between institutions and
RESTORATION FIELDS OF establishments responsible for planning and implementation
AGENCIES RELATED TO THE for determination of the framework of compliance standards units 6 months
HISTORIC PENINSULA between different types of plans and projects and
determination of implementations to be evaluated
Evaluation study of the interaction between the researches
in the conservation and restoration areas and the units 6 months
implementation
Study for development of suggestions/recommendations to
ensure that universities and other research organisations
units 6 months
benefit from their research and development capacities
more effectively
Recommendations for mechanisms ensuring the
units 6 months
coordination of research
*Project Term Initials: S: Short‐term, L‐O: Long‐term – Ongoing
410
(continued)
PROJECT
TERM*
establishments responsible for the implementation of units ‐
the Historic Peninsula urban design guide and reports
Study regarding inspection of existing design guide and
units 6 months
testing the implementation process
Inspection and evaluation study of international
ACTIVATION OF 6 months/
samples of the urban design guide in historic units
IMPLEMENTATION OF URBAN M 1 year
environment
DESIGN GUIDE FOR THE
Framework for development of the urban design guide
HISTORIC PENINSULA units 6 months
content
Framework of special trainings intended for urban
units 1 year
design guide implementation
Promotion and information framework intended for
units 6 months
urban design guide implementation
Research and evaluation report related to international
studies and “Guidance on Heritage Impact Assessments units 6 months
for Cultural World Heritage Properties”
Study meetings intended for sharing of the report
obtained with related parties, determination of the
II‐PP7. PROJECT ON units 6 months
framework of impact assessment unique to the Historic
FRAMEWORK DEVELOPMENT
Peninsula and determination of issues and deficiencies
AND IMPLEMENTATION OF
IMPACT ASSESSMENT FOR THE M Document defining the framework of impact
units 6 months
WORLD HERITAGE CULTURAL assessment unique to the Historic Peninsula
PROPERTIES IN THE HISTORIC Realisation and reporting of pilot implementations units 1,5 years
PENINSULA Revision and finalisation of the framework of impact
assessment unique to the Historic Peninsula in units 6 months
accordance with the pilot implementations
Report containing recommendations on legal and
units 6 months
institutional arrangement
establishments responsible for and related to units ‐
archeology and reports of the meetings
Study of integrating the existing and potential
II‐PP8. PROJECT FOR international resources intended for archeological area units 6 months
CONSERVATION AND management and meeting their requirements
EVALUATION OF THE S Update of archeological heritage inventory, creating
freq. 6 months
ARCHEOLOGICAL AREAS IN THE update information standards
HISTORIC PENINSULA Research and implementation guide to be developed
units 1 year
for the conservation of archeological heritage
Technical, legal and institutional framework required
for the establishment of a unit concerning "Urban units 1 year
Archeology "
Analytic study report on principles and standards in
units 6 months
conservation and restoration implementations
II‐PP9. PROJECT TO DEVELOP Study meetings on the principles and standards in freq. /
1 year
PRINCIPLES AND STANDARDS conservation and restoration implementations units
ON CONSERVATION AND Report on principles and standards in conservation and
S units 6 months
RESTORATION restoration implementations and related documents
IMPLEMENTATIONS IN THE Briefing meetings intended for introducing the report
HISTORIC PENINSULA on principles and standards in conservation and freq. /
6 months
restoration implementations and related documents units
and sharing them with related parties
*Project Term Initials: S: Short‐term, M: Medium‐term
411
Table 14. Monitoring and Evaluation Indicators of Conservation, Planning, and Quality of Life Projects
(continued)
PROJECT
TERM*
establishments concerned with conservation and units ‐
restoration and reports of the meetings
Framework study to be developed for existing restoration
units 6 months
standards
Study for the revision and development of principles to be
complied with in restoration projects and tender units 6 months
specifications
Study to develop recommendations to progress further the
use of original and concordant materials and techniques units 1 year
through the encouragement of existing KUDEB works
Framework to increase training, R&D, implementation, and
units 1 year
II‐PP10. PROJECT ON promotion capacities of existing KUDEB units
DEVELOPING HUMAN RESOURCE Training of experts and executors units 1 year
CAPACITY IN CONSERVATION
M‐O Training of experts and executors and involved in post‐ units 1 year
AND RESTORATION training implementation
IMPLEMENTATIONS IN THE Regular national and international meetings and
HISTORIC PENINSULA workshops arranged with the purpose of sharing
units 1 year
technologic developments and experiences in existing
restoration implementations
Capacity building program intended for raising in‐house
TL/
awareness about conservation at public, private sector and 1 year
units
NGO levels
Programs which will increase the effectiveness of
certification training programs directed to craftsmen and TL/
2 years
apprentices who will be given duties in restoration units
implementations
Incentives for the public and private sector so that the
TL/
work force, which has obtained certificates in training 2 years
units
programs, may be assigned duties in the implementations
Experience transfer activities of public, private sector and
NGOs, which have achieved concrete success in the units 2 years
disciplines of conservation and restoration
Analysis study to ensure more effective and efficient
coordination between existing public investments for the
units 2 years
financing of conservation and restoration implementations
The share allocated from public funds for the restoration of TL/
II‐PP11. PROJECT ON 1 year
monuments units
PARTNERSHIP DEVELOPMENT
Monitoring systems to follow the activities of existing
BETWEEN PUBLIC‐PRIVATE
international donations and loans used in restoration units 3 years
SECTOR‐NGOS FOR M
implementations
CONSERVATION AND
Existing private banking and other loan systems intended TL/
RESTORATION PRACTICES IN THE 2 years
for restoration needs units
HISTORIC PENINSULA
Multiple existing private banking and other loan campaigns
units 2 years
intended for restoration needs
Promotional activities of multiple existing private banking
units 2 years
and other loan campaigns intended for restoration needs
Informing activities for property owners to ensure efficient
units 2 years
and effective use of loans and personal resources
Partnership and financing models for the conservation and
units 3 years
restoration implementations in the Historic Peninsula
*Project Term Initials: M: Medium‐term; M‐M: Medium‐term – Ongoing
412
(continued)
PROJECT
TERM*
Study to provide recommendations for effective
policies and implementations for the preservation of TL/
3 years
small manufacturing tradition and traditional units
handcrafts
Mechanisms and programs to encourage all institutions
and establishments concerned with intangible cultural TL/
3 years
heritage to perform joint research, develop joint units
II‐PP12. PROJECT ON RESEARCH,
resources and create joint projects
DOCUMENTATION AND
Program to revive the manufacturing techniques lost
CONTINUANCE OF TL/
M‐O over time in their own environment through their own 3 years
MANIFACTURING AS CULTURAL units
manufacturing techniques
HERITAGE OF THE HISTORIC
Programs to be developed to ensure competitiveness TL/
PENINSULA 3 years
of traditional manufacturing units
Research to form promotional, financial and innovative
TL/
approaches to increase the quality and symbolic value 3 years
units
of product designs in traditional manufacturing
Programs to be developed for institutions providing
TL/
occupational qualifications to increase their capacities 3 years
units
in respect of traditional manufacturing
A documentation centre where intangible cultural
heritage studies may be gathered together, and written 2 years
and oral information may be classified
Intangible cultural heritage inventory which can be
updated, associated with the place, has a 2 years
resource/reference system and is accessible online
Audio‐visual implementations and performances for
units 3 years
the promotion of intangible cultural heritage
Developing programs to exhibit intangible cultural
II‐PP13. PROJECT FOR RESEARCH units 3 years
heritage
AND DOCUMENTATION OF THE
Programs to increase the scientific research and
INTANGIBLE CULTURAL M‐O
coordination capacity for the conservation, revelation units 3 years
HERITAGE UNIQUE TO THE
and documentation of intangible cultural heritage
HISTORIC PENINSULA
International coordination programs to be developed
for the exchange of knowledge and experience
3 years
regarding the conservation of intangible cultural
heritage
Program to gather persons, institutions,
establishments, information and documentation
outside Istanbul and Turkey, but within the scope of units 1 year
intangible cultural heritage regarding the Management
Area
Compliance analysis of social and technical
infrastructure services and environmental management
units 1 year
within the framework of conservation, sustenance and
balance of life
Periodic measurement of ‘quality of life perceptions‘ of
people inhabiting, working and lodging in the Historic units 1 year
IMPROVING QUALITY OF LIFE IN M‐O
Peninsula
Measuring the level of effectiveness and efficiency of
units 1 year
existing urban services and equipment
Programs to ensure the coordination of research and
TL/
services in order to make service quality of central and 3 years
units
local government implementations more effective
*Project Term Initials: M‐M: Medium‐term – Ongoing
413
Accessibility Projects
There are four projects in the project package created under the theme of “Accessibility”. The project
package described in Section 3 consists of the activities of evaluation of the impacts of transportation
investments, implementation of design principles intended for increasing accessibility and
development of pedestrian roads, bicycle lanes and parking lot system. The project indicators
required for the evaluation and monitoring of implementation stages of the projects developed for
the theme of “Accessibility” are defined below.
Table 15. Monitoring and Evaluation Indicators of Accessibility Projects
PROJECT DURAT
TERM* ION
Training program to minimize the negative impact of
units 1 year
III‐PP15. PROJECT FOR transportation infrastructure on cultural heritage
MINIMIZING NEGATIVE IMPACTS Technical study to increase pier routes and number of
OF TRANSPORTATION units
S vessels at the Historic Peninsula
INVESTMENTS ON CULTURAL
Technical study to form mass transportation vehicles
PROPERTIES IN THE HISTORIC units 1 year
which are unique to the Site
PENINSULA
Study for smart ticket system unique to the Historic
units 2 years
Peninsula
Technical study to transfer ‘universal design‘
principles including physically‐challenged, children units 2 years
and elderly groups into implementation
III‐PP16. PROJECT FOR MAKING Technical study for the establishment of
THE HISTORIC PENINSULA physical/spatial standards for all of the equipment of units 2 years
ACCESSIBLE FOR EVERYONE AND M the transportation system
APPLYING “UNIVERSAL DESIGN” Programs to ensure coordination between
PRINCIPLES TO URBAN SPACE institutions and establishments concerned with units 2 years
transportation at the Historic Peninsula
Design contests intended for arrangement of
units 2 years
transportation areas
III‐PP17. PROJECT TO DEVELOP Bicycle path built in the Historic Peninsula length 2 years
“BICYCLE AND PEDESTRIAN
ROADS SYSTEM” IN THE HISTORIC Technical study for bicycle parking areas area 2 years
M
PENINSULA AND INTEGRATING
TO CURRENT TRANSPORTATION Historic Peninsula bicycle operating system units 2 years
NETWORK
Technical study intended for developing a parking lot
III‐PP18. PROJECT REGARDING units 3 years
system unique to the Historic Peninsula
THE DEVELOPMENT OF A
M Study for determining a suitable parking lots units 3 years
PARKING SYSTEM FOR THE
HISTORIC PENINSULA Implementation program for innovative parking lot
units 3 years
operation and management
*Project Term Initials: S: Short‐term, M: Medium‐term
414
Perception of the Importance and Value of the Site
There are three projects in the project package created under the theme of “Perception of the
Importance and Value of the Site”. The project package described in Section 3 consists of activities of
revision and updating in relation to building density and building quality, increasing the perception of
cultural properties and forming information design to increase the perceptibility of the Historic
Peninsula. The project indicators required for the evaluation and monitoring of implementation
stages of the projects developed for the theme of “Perception of the Importance and Value of the
Site” are defined below.
Table 16. Monitoring and Evaluation Indicators of Perception of the Importance and Value of the Site
Projects
PROJECT
TERM*
Study to determine the elements which have a
negative impact on visual integrity of the Historic units 1 year
Peninsula
IV‐PP19. PROJECT FOR Urban Design Guide containing new structure criteria
units 2 years
MONITORING AND to be implemented in the Historic Peninsula
EVALUATING SILHOUETTE Analysis to be carried out at intervals in accordance
S‐O
EFFECT, BUILDING DENSITY AND with the design guide intended for monitoring the units 2 years
BUILDING QUALITY OF THE visual integrity of the Historic Peninsula
HISTORIC PENINSULA Organisations which enable presention of design
guide and the works performed to be opened to the
units 2 years
service and information of the related parties and
which also provide communication
Designing systems to monitor the elements that
affect the perception of the environment and cultural
units
properties negatively and disturbing the silhouette
effect and visual integrity of the Historic Peninsula
Study to determine new structures, additions made to
historical structures, facade additions, notice boards,
IV‐PP20. PROJECT FOR units
Landscape Design, urban furniture and lighting
INCREASING THE PERCEPTION
armatures
OF CULTURAL PROPERTIES IN S‐O
To create a framework to facilitate easy detection and
THE HISTORIC PENINSULA / units
perception of ’genius loci’ in the Historic Peninsula
UNDERSTANDING GENIUS LOCI
Defining understandable and applicable design
components with advertisement agencies, printing
houses and manufacturers for implementations of
units
new facades, notice boards, Landscape Design, urban
furniture and lighting armatures in the Historic
Peninsula to be used by local governments
Written and visual, easily understandable and
accessible maps, documents, publications and web
sites for the perception of authenticity, image, units 1 year
IV‐PP21. PROJECT FOR
character, distinctiveness and aesthetic quality of the
“INFORMATION DESIGN” TO
S‐O Historic Peninsula
IMPROVE PERCEPTION OF THE
Technical study that examines, compares and
HISTORIC PENINSULA
evaluates the products of public and private
units 1 year
establishments operating in the information design
area
*Project Term Initials: S‐O: Short‐term – Ongoing
415
Training, Awareness Raising and Participation Projects
There are three projects in the project package created under the theme of “Training, Awareness
Raising and Participation Projects”. The project package described in Section 3 consists of activities
for developing the knowledge infrastructure of those living and working in the Site with regards to
cultural heritage, developing functional participation mechanisms to conservation, planning and
implementation processes, developing training programs with regards to cultural heritage and
participation methods. The project indicators required for the evaluation and monitoring of
implementation stages of the projects developed for the theme of “Training, Awareness Raising and
Participation” are defined below.
Table 17. Monitoring and Evaluation Indicators of Training, Awareness Raising and Participation
Projects
PROJECT DURAT
TERM* ION
“Life‐long training’ program for executives of public
institutions and private sector and the users and “training
units 2 years
of trainers” program for instructors with regards to the
Historic Peninsula and cultural heritage
V‐PP22. PROJECT ON The training unit to be established in the Site to provide
DEVELOPING KNOWLEDGE units 2 years
information regarding cultural heritage
INFRASTRUCTURE ON Educational programs prepared to strengthen cultural
CULTURAL HERITAGE OF heritage knowledge infrastructure in elementary schools units 3 years
L‐O
THE PEOPLE LIVING OR and junior high schools
WORKING BOTH INSIDE Training programs prepared to strengthen cultural heritage
AND OUTSIDE THE HISTORIC knowledge infrastructure for different age groups and units 2 years
PENINSULA education levels in the Site
Visual and written material created for the Historic
units 2 years
Peninsula
Thematic trips arranged units 2 years
Training program and publications with regards to
participation methods to be given to all stakeholders units 2 years
V‐PP23. PROJECT TO related to the Historic Peninsula and cultural heritage
DEVELOP AND IMPLEMENT Information offices to be established in order to inform all
MECHANISMS OF stakeholders about the Site Management Plan and units 2 years
FUNCTIONAL information materials to be used in these offices
PARTICIPATION TO M‐O An interactive web site where all developments regarding
units 2 years
CONSERVATION, PLANNING training, informing and promotion will be updated
AND IMPLEMENTATION Unit to be established to ensure the sustainability of
units 2 years
PROCESSES IN THE HISTORIC participation
PENINSULA Participation contract drafted to ensure NGOs and related
institutions converge at common targets and undertake units 2 years
joint campaigns
Training packages and printed publications regarding
participation methods to be given to all stakeholders units 2 years
V‐PP24. PROJECT TO related to the Historic Peninsula and cultural heritage
DEVELOP TRAINING Information materials to be used in information offices to
PROGRAMS IN THE be established in order to inform all stakeholders about the units 2 years
HISTORIC PENINSULA M‐O Site Management Plan
REGARDING CULTURAL Workshop studies intended for different institutions of
HERITAGE AND different sizes and information materials to be used in such units 2 years
PARTICIPATION METHODS workshops
Training and promotional materials in connection with
units 2 years
participation methods
*Project Term Initials: M‐M: Medium‐term ‐ Ongoing, L‐O: Long‐term ‐ Ongoing
416
Visitor Management Projects
There are three projects in the project package created under the theme of “Visitor Management”.
The project package described in Section 3 consists of activities of planning and monitoring of
tourism activities and activating visitor management, coordination of promotional and information
activities, and activation of museum and exhibition management. The project indicators required for
the evaluation and monitoring of implementation stages of the projects developed for the theme of
“Visitor Management” are defined below.
Table 18. Monitoring and Evaluation Indicators of Visitor Management Projects
PROJECT
TERM*
Historic Peninsula Tourism Management Plan
coordinated with other plans related to the Historic units 1 year
Peninsula
Visitor Management Plans prepared for Priority World
units 1 year
Heritage Sites
VI‐PP25. PROJECT FOR
PLANNING AND MONITORING New tour routes with developed infrastructures units
TOURISM ACTIVITIES AND Social and cultural activity programs related to the
S‐O units 2 years
ACTIVATING VISITOR cultural heritage in the Site
MANAGEMENT IN THE
New programs to raise the interest in the museums in
HISTORIC PENINSULA units 2 years
Arrangements and promotional activities to increase
units 2 years
interest in creative industries in the Historic Peninsula
A mechanism to regularly evaluate tourism performance
units 2 years
and visitor demands in the Site
Easily accessible, reliable informative guides and
information notice boards in relation to cultural heritage
units
areas, monuments and civil monuments for the visitors
Visitor Centres to be established at centres of attraction units
VI‐PP26. PROJECT TO Brochures to be prepared in relation to cultural heritage,
DEVELOP TOURISM information, promotion and documentary studies which
units
INFRASTRUCTURE OF THE will be issued or broadcast through written, audio‐visual,
HISTORIC PENINSULA AND M‐O Internet and media environment at home and abroad
COORDINATION OF Training programs to be arranged for the guides
units
PROMOTING AND regarding the Historic Peninsula and Four Heritage Areas
INFORMING ACTIVITIES
Academic research to strengthen the project units
Campaigns held to ensure awareness among those living
units
and working in the Site with regards to tourism activities
Training programs to be arranged in order to develop
the skills of local inhabitants who participate in tourism units
activities
Management plan for museums located in the Historic
units 2 years
Peninsula
Interactive archaeology parks in the archeological
VI‐PP27. PROJECT FOR units 2 years
exhibition areas
ACTIVATING THE
Opening of museums with new themes for works of art
MANAGEMENT OF MUSEUMS M‐O units 3 years
that cannot be exhibited; “Historic Peninsula Museum”
AND EXHIBITIONS IN THE
Training programs and conferences to strengthen the
new museum studies
Partnerships developed with cultural institutions and
units 2 years
private sector
*Project Term Initials: S‐O: Short‐term ‐ Ongoing, M‐M: Medium‐term ‐ Ongoing
417
Risk Management Projects
There are three projects in the project package created under the theme of “Risk Management”. The
project package described in Section 3 consists of activities of abatement of natural disaster risk
toward the cultural heritage; reinforcement and conservation and determination of disaster risk
areas arising from the street pattern. The project indicators required for the evaluation and
monitoring of implementation stages of the projects developed for the theme of “Risk Management”
are defined below.
Table 19. Monitoring and Evaluation Indicators of Risk Management Projects
PROJECT
TERM*
Technical study to gather and update the
VII‐PP28. RESEARCH PROJECT FOR
reinforcement works in the Site and the works units 3 years
DISASTER RISK REDUCTION FOR
M intended for abatement of disaster risk
CULTURAL HERITAGE IN THE
Specialised researches on disaster management
intended for cultural heritage
Defining and staging of the works intended for
units 1 year
cultural heritage under earthquake risk
Budget and time programs intended for the
VII‐PP29. PROJECT FOR units 1 year
realisation of related works
REINFORCING AND CONSERVING
THE CULTURAL HERITAGE UNDER S Prioritisation studies to be conducted upon
DISASTER RISK IN THE HISTORIC determination of resources of the related units 2 years
PENINSULA institutions
Technical study for the systems intended for
developing the infrastructure to be used in case of units 2 years
disaster response
Study to determine disaster risk areas and the
units 1 year
VII‐PP30. PROJECT FOR manners of response to be made to such areas
DETERMINING DISASTER RISK Technical study to enable the use of the existing
AREAS ARISING FROM THE S‐O road network as evacuation and emergency units 2 years
STREET PATTERN OF THE vehicle route
HISTORIC PENINSULA
Disaster logistics plan units 1 year
* Project Term Initials: S: Short‐term, M: Medium‐term; S‐O: Short‐term ‐ Ongoing

4.6.4. Revision and Updating Indicators for Historic Peninsula World Heritage Sites Project
Packages
In this section, the revision and updating process is described unique to the project packages created
for the World Heritage Sites. The “project outputs” included in the description parts of project
packages in Section 3 have also been taken as the basis in the preparation of revision and updating
indicators for the World Heritage Sites project packages. Revision and updating indicators which
qualify as performance criteria have been created for each project. It was considered important to
ensure that revision and updating indicators prepared in connection with the project outputs are
concrete and measurable products. Accordingly, the type of each indicator has been defined and
expected duration to achieve the indicator has been provided according to the project terms.
418
Sultanahmet Archeological Park Projects
Five projects have been determined for Sultanahmet Archeological Park. The projects described in
Section 3 contain conservation of monuments, development of museums area and archeo‐park,
ensuring residential‐tourism balance, promotion of the heritage area and resource development
activities. Project indicators required for the evaluation and monitoring during the implementation
stage of projects developed for Sultanahmet Archeological Park are given below.
Table 20. Monitoring and Evaluation Indicators of Sultanahmet Archeological Park Projects
PROJECT
TERM*
Board of Monuments – Museum to be established for Sur‐i
units 3 years
Sultani
Museum Management Plan to be prepared for Sur‐i Sultani units 2 years
AP‐PP1. PROJECT FOR Board of Monuments to be specifically formed for monuments
CONSERVING THE units 3 years
in the immediate surroundings of Sur‐i Sultani
MONUMENTS IN SUR‐I L
Restoration projects of the monuments within the Sur‐i Sultani
SULTANI AND ITS
and immediate surroundings in Sultanahmet Archeological Park units 2 years
ASSOCIATED AREA
World Heritage Site
Landscape Design projects in the immediate surroundings of the
monuments within the immediate surroundings of Sur‐i Sultani units 2 years
in Sultanahmet Archeological Park World Heritage Site
’Museums Area’ to be created in the Sultanahmet World
AP‐PP2. PROJECT TO units 2 years
Heritage Site
DEVELOP A “MUSEUMS
Development Project of the ‘Archeo‐park’ to be created in the
AREA” AND “ARCHAEO‐ units 2 years
M Sultanahmet World Heritage Site
PARK” IN SULTANAHMET
Plans and programs to preserve the synergy of the Archeological
WORLD HERITAGE SITE units 2 years
Park and the historical fabric of the Ottoman period
Registered civil cultural properties with completed restorations
AP‐PP3. PROJECT FOR in Sultanahmet, Cankurtaran and Little Hagia Sophia units 2 years
ENSURING RESIDENTIAL‐ neighbourhoods
TOURISM BALANCE IN Urban design projects units 2 years
SULTANAHMET WORLD S
units
HERITAGE SITE Urban services and public areas to be arranged for the common
/ 2 years
use of neighbourhood inhabitants
area
Activities to ensure national and international coordination and
units 2 years
sharing
Informative models and notice boards related to the
units 2 years
monuments in the Site placed at suitable locations
AP‐PP4. PROJECT FOR THE
A 3D interactive web site promoting the Site units 1 year
PROMOTION OF
SULTANAHMET WORLD S‐O Promotion packages related to the Site consisting of
HERITAGE SITE publications, maps and brochures that are easily units 1 year
understandable (produced)
Promotion packages related to the Site consisting of
publications, maps and brochures that are easily units 1 year
understandable (distributed)
Restoration works program created upon inspection of cultural
properties in the Site with respect to their maintenance and units 2 years
repair requirements
AP‐PP5. PROJECT TO New resources obtained in addition to existing resources TL/
2 years
DEVELOP RESOURCES FOR intended for conservation implementations units
SULTANAHMET WORLD M‐O Restoration implementations where existing and additional
HERITAGE SITE resources obtained within the framework of the restoration units 3 years
program are used efficiently
Public‐private‐civil society partnerships created for conservation
units 1 year
works
* Project Term Initials: L: Long‐term, S‐O: Short‐term ‐ Ongoing, M‐M: Medium‐term ‐ Ongoing
419
Suleymaniye Mosque and its associated Conservation Area Projects
Five projects have been determined for Suleymaniye Mosque and its Associated Conservation Area.
The projects described in Section 3 contain conservation of monuments, civil architectural samples
and traditional street pattern; promotion of the World Heritage Site and resource development
activities. Project indicators required for the evaluation and monitoring during implementation stage
of projects developed for Suleymaniye Mosque and its Associated Conservation Area are given
below.
Table 21. Monitoring and Evaluation Indicators of the Suleymaniye Mosque and its Associated
Conservation Area Projects
PROJECT
TERM*
Restoration works program of the monuments in the
Suleymaniye Mosque and its associated Area World Heritage units 4 years
Site
Monument restoration works completed or ongoing in
units 4 years
accordance with the conservation principles and standards
SC‐PP6. PROJECT FOR
Promotion of monument restoration works ongoing in
accordance with the conservation principles and standards
MONUMENTS IN L
Restoration of the monuments in Suleymaniye Mosque and its
SULEYMANIYE WORLD
associated Area World Heritage Site (Suleymaniye Square
HERITAGE SITE
Fountain, Mimar Sinan Tomb, Bozdogan Arch, Atif Efendi units 4 years
Library, Molla Gurani Mosque, Sebsefa Hatun Mosque, Vefa
High School, Kalenderhane Mosque)
Board of Monuments to be established in Suleymaniye Mosque
units 3 years
and its associated Area World Heritage Site
Maintenance and repair works carried out on civil architectural
SC‐PP7. PROJECT FOR structures in Suleymaniye World Heritage Site in accordance units 2 years
CONSERVING CIVIL with conservation principles and standards
ARCHITECTURE IN S‐O Effective participation and developed coordination of Timber
SULEYMANIYE WORLD and Stone Training Workshop operating under IMM KUDEB in
units 2 years
HERITAGE SITE the maintenance and repair works on the civil architectural
structures in Suleymaniye World Heritage Site
Research into the level of harmony of road arrangements and
SC‐PP8. PROJECT FOR
housing in Suleymaniye Mosque and its associated Area World
Heritage Site with the traditional street pattern and cultural
TRADITIONAL STREET M
properties
PATTERN OF SULEYMANIYE
Urban design projects to be carried out in accordance with
WORLD HERITAGE SITE units 3 years
research and recommendations
units 2 years
sharing
Informative models and notice boards related to the
units 2 years
monuments in the Site placed at suitable locations
SC‐PP9. PROJECT FOR THE
A 3D interactive web site promoting the Site units 1 year
PROMOTION OF
S‐O
SULEYMANIYE WORLD Promotion packages related to the Site consisting of
HERITAGE SITE publications, maps and brochures that are easily units 1 year
New resources to be created in addition to existing public TL /
2 years
SC‐PP10. PROJECT TO resources units
DEVELOP RESOURCES FOR Budget spent in due time for the effective use of different TL/
M‐O 2 years
SULEYMANIYE WORLD financial resources in the planned and scheduled projects units
HERITAGE SITE Public‐private‐civil society partnerships created for conservation TL /
2 years
works units
*Project Term Initials: S: Short‐term, M: Medium‐term, L: Long‐term, S‐O: Short‐term ‐ Ongoing, M‐M: Medium‐term ‐Ongoing
420
Zeyrek Mosque and its Associated Conservation Area Projects
Six projects have been determined for Zeyrek Mosque and its Associated Conservation Area. The
projects described in Section 3 contain the conservation of monuments, civil architectural samples
and traditional street pattern; identification and conservation of archeological assets; promotion of
the World Heritage Site and resource development activities. Project indicators required for the
evaluation and monitoring during implementation stage of projects developed for Zeyrek Mosque
(Pantocrator Church) and its Associated Conservation Area are given below.
Table 22. Monitoring and Evaluation Indicators of Zeyrek Mosque (Pantocrator Church) and its
Associated Conservation Area Projects
PROJECT CODE and PROJECT
INDICATOR TYPE DURATION
NAME TERM*
Restoration works program of the monuments at Zeyrek World
units 3 years
Heritage Site
Restoration works completed in accordance with the conservation
units 3 years
ZC‐PP11. PROJECT FOR principles and standards of Zeyrek Mosque and Zeyrek Cistern
CONSERVING THE Promotion of the ongoing restoration works of the monuments in
L units 3 years
MONUMENTS IN ZEYREK accordance with conservation principles and standards
WORLD HERITAGE SITE
Monument restorations carried out in Zeyrek World Heritage Site units 3 years
Board of Monuments to be established at Zeyrek World Heritage
units 3 years
Site
Maintenance and repair works to be carried out on civil
ZC‐PP12. PROJECT FOR architectural structures in Zeyrek World Heritage Site in units 2 years
CONSERVING CIVIL accordance with conservation principles and standards
ARCHITECTURE IN S‐O Effective participation and developed coordination of Timber and
ZEYREK WORLD Stone Training Workshop operating under IMM KUDEB in the
units 2 years
HERITAGE SITE maintenance and repair works on the civil architectural structures
in Zeyrek World Heritage Site
ZC‐PP13. PROJECT FOR Research into the level of harmony of road arrangements and
CONSERVING THE housing in Zeyrek World Heritage Site with the traditional street units 3 years
TRADITIONAL STREET M pattern and cultural properties
PATTERN OF ZEYREK Urban design projects carried out in accordance with the
units 3 years
WORLD HERITAGE SITE researches and recommendations
ZC‐PP14. PROJECT FOR Work performed to determine underground and above ground
units 3 years
IDENTIFICATION AND archeological assets in Zeyrek World Heritage Site
CONSERVATION OF
M
ARCHEOLOGICAL ASSETS Archeological park areas where archeological assets are exhibited
units 3 years
IN ZEYREK WORLD at the locations deemed necessary at Zeyrek World Heritage Site
HERITAGE SITE
units 2 years
sharing
Informative models and boards related to the monuments in the
ZC‐PP15. PROJECT FOR units 2 years
Site placed at suitable locations
THE PROMOTION OF
S‐O A 3D interactive web site promoting the Site units 1 year
ZEYREK WORLD
Promotion packages related to the Site consisting of publications,
HERITAGE SITE units 1 year
maps and brochures that are easily understandable (produced)
Promotion packages related to the Site consisting of publications,
units 1 year
maps and brochures that are easily understandable (distributed)
New resources to be created in addition to existing public
TL 2 years
ZC‐PP16. PROJECT TO resources
DEVELOP RESOURCES Budget spent in due time for the effective use of different financial TL/
M‐O 2 years
FOR ZEYREK WORLD resources in the planned and scheduled projects units
HERITAGE SITE Public‐private‐civil society partnerships created for conservation TL /
2 years
works units
* Project Term Initials: L: Long‐term, S‐O: Short‐term ‐ ongoing, M‐M: Medium‐term ‐ Ongoing
421
Istanbul Land Walls Projects
Three projects have been determined for Istanbul Land Walls. The projects described in Section 3
contain realisation of conservation implementations of Land Walls and its associated area, promotion
of the World Heritage Site and resource development activities. Project indicators required for the
evaluation and monitoring during implementation stage of projects developed for Istanbul Land
Walls are given below.
Table 23. Monitoring and Evaluation Indicators of Istanbul Land Walls Projects
PROJECT
TERM*
Program intended for the determination of existing TL /
2 years
situation with the help of new technologies units
KS‐PP17. PROJECT FOR
Program intended for the clean‐up of Land Walls in TL /
CONSERVATION 3 years
L the short term units
IMPLEMENTATIONS OF LAND
Survey, restitution, and restoration projects and
WALLS WORLD HERITAGE SITE TL /
programs for their related maintenance, repair, and 4 years
units
reinforcement implementations
Activities to ensure national and international
units 2 years
coordination and sharing
Informative models and notice boards about Land
units 2 years
Walls placed at suitable points
KS‐PP18. PROJECT FOR THE A 3D interactive web site promoting the Site units 1 year
PROMOTION OF LAND WALLS S‐O
WORLD HERITAGE SITE
New resources to be created in addition to existing TL /
2 years
public resources units
KS‐PP19. PROJECT TO DEVELOP Budget duly spent for the effective use of different
TL/
RESOURCES FOR LAND WALLS M‐O financial resources in the planned and scheduled 2 years
units
WORLD HERITAGE SITE projects
Public‐private‐civil society partnerships created for TL /
2 years
conservationimplementations units
* Project Term Initials: L: Long‐term, S‐O: Short‐term ‐ ongoing, M‐M: Medium‐term ‐ Ongoing
422
4.6.5. Evaluation
As part of the Implementation, Revision and Updating Process of the Istanbul Historic Peninsula Site
Management Plan, actors in charge of executing the Site Management Plan were described in detail,
realisation (financial resources) and budget issues were discussed under the heading of
Implementation Process and a work program explaining the implementation stages was included.
Additionally, under the heading of revision and updating, which is one of the most important steps of
the Site Management Plan process, revision and updating criteria, institutional infrastructure
concerning this process, revision and updating indications for projects packages of the Historic
Peninsula and World Heritage Sites were determined. The method of report acquisition was
described as a tool to be used during the implementation, revision and updating processes. As to the
formation of public awareness raising program, the program, which was intended for awareness
raising to ensure that the implementation process is carried out successfully and thus the cultural
heritage is conserved, was described. In this section, a general evaluation of the Site Management
Plan process was carried out.
The Historic Peninsula Site Management Plan Area differs from other heritage areas of the World
since it covers multiple heritage areas and a total area of a city. Furthermore, the management plan
is a relatively new concept for public institutions and other related institutions. Accordingly, the
preparation process of the Istanbul Historic Peninsula Site Management Plan has become an
instructive, informative and sharing experience for all stakeholders.
Moreover, the problems and difficulties which occurred occasionally as a result of the fact that
Management Area acts as a means which creates cooperation between authorised public institutions
and Non‐governmental Organisations and that the Site Management Plan is a stakeholder‐based
strategic plan aligning projects to which will realise this cooperation, need to be considered as highly
usual and as a part of this process.
Generally, plans and projects are considered as complete when they are prepared and approved.
However, in addition to the preparation and approval process, the fact that whether plans and
projects are put into practice should be regarded as the actual success criteria. Therefore, the
realisation rate of implementation and revision processes are as important as the preparation and
approval processes of the Site Management Plan in terms of conservation and the management of
cultural heritage. The Istanbul Historic Peninsula Site Management Plan was prepared within a period
of 5 years and implementation of the Site Management Plan will be realised upon execution of the
defined projects.
In order to realise these projects, institutions and establishments in charge of implementation need
to adopt the projects which had been formed in accordance with the objectives, strategies and
actions mentioned under seven titles and to define the implementation steps through inter‐
institutional cooperation (mutual service protocols, etc.). It is important to create awareness about
the management plan and raise public awareness in order to ensure the projects are fully adopted.
423
424

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1110 - Istanbul Historic Peninsula - Site Management Plan

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Cem ERİŞ Director IMM Directorate of Conservation of Historic Sites

Emel GERÇEL Deputy Director IMM Directorate of Conservation of Historic Sites

Muzaffer ŞAHİN Deputy Director IMM Directorate of Conservation of Historic Sites

Gülayşe EKEN Reporter IMM Directorate of City Planning

Öznur ÖZDEMİR Reporter IMM Directorate of Conservation of Historic Sites

”Law on Preservation by Renovation and Utilisation by Revitalisation of Deteriorated Immovable

Size of population: According to data collected in 2010, the total population of neighbourhoods in

Employment: 80% of the population that resides in the Historic Peninsula works in manufacturing,

The main problems in the area is the lack of an effective conservation and improvement approach

as Harikzedegan Apartments, Tayyare Apartments, hotels, underground archeological spaces,

summarized as: planning of land use, planning of transportation and the lack of harmony between

Lack of efficiency of IIIH5.Using seaway IIIH5S1.Benefiting from new solutions

Limited accessibility for IIIH6S1. Taking the needs of IIIH6S1E1. To develop standards and make

• Insufficient knowledge of employees in decision‐making and implementing institutions

Lack of planning decisions VIH1. Developing a VIH1S1. Making the tourism VIH1S1E1.To have a Tourism Management

VIH6S1. Increasing the quality VIH6S1E1. To establish professional certificate

VIIH2S2. Keeping the VIIH2S2E1. To arrange parks and open Site Management AKOM, IMM Department of

AP-H1. Conserving, AP-H1S1. Utilising the AP-H1S1E2. To utilise the remains in the The Directorate of

Presented Online” and “Panoramic Videotaping of Important Places”, 201101010H44008‐coded

PROJECT DEFINITION: To pool the entire legislation related to the Historic Peninsula; to scrutinise

Eleven projects were determined under the theme of “Conservation, Planning and Quality of Life”.

II‐PP11 PROJECT ON PARTNERSHIP DEVELOPMENT BETWEEN PUBLIC‐PRIVATE SECTOR‐NGOS FOR

Municipality, Universities, Non‐governmental Organisations and Research Centres that display

• Necessary preparations for establishing a documentation centre where the activities

PROJECT DEFINITION: To develop and implement a systematic and ongoing training program with

The content of the project consists of increasing participation capacity of all stakeholders, which is

The Ministry of Culture and Tourism will be the responsible institution of the project for informing

The Project is linked with 200501063k03007‐coded “Urban Design‐Relief‐Restitution‐Restoration

AP‐PP3 PROJECT FOR ENSURING RESIDENTIAL‐TOURISM BALANCE IN SULTANAHMET WORLD

It is observed that traditional residential use in the Sultanahmet Archeological Park World Heritage

• II‐PP11 Project on Partnership Development Between Public‐Private Sector‐NGOs for

In this context, the project defines the tools which will ensure that the conservation works for the

• To consider the kulliye structures affiliated to Suleymaniye Mosque as a monument and to

RESPONSIBLE INSTITUTIONS: Istanbul Metropolitan Municipality, KUDEB (Directorate of

The Project is linked with 200501063K03007‐coded “Urban Design‐Relief‐Restitution‐Restoration

• II‐PP11 Project on Partnership Development Between Public‐Private Sector‐NGOs for

The Project is linked with 200501063K03007‐coded “Urban Design‐Relief‐Restitution‐Restoration

It is proposed that the project is executed by the Governorship of Istanbul and related universities

• II‐PP11 Project on Partnership Development Between Public‐Private Sector‐NGOs for

General Directorate of Cultural Properties and Museums was defined as one of nine main service

KIPTAS, which is one of these companies, was established in 1995 in order to address the housing

4. Travel Allowances: Allowances paid to the staff for domestic and overseas travels made within

RESOURCE CAPACITY IN THE PROTECTION AND IMM, Fatih Ministry of Culture and Tourism, Special Provincial Administration of

PENINSULA ACCESSIBLE FOR EVERYONE AND Fatih Municipality, Governorship of Istanbul, Special Provincial Administration of

TOURISM ACTIVITIES AND ACTIVATING VISITOR S‐O Culture and Tourism

Restoration Implementations: Monitoring and reporting regularly on meetings concerning

Meetings for sharing the project results with related parties units 6 months

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