ADMINISTRATION Megacities  for  a  long  time  had  failed  -Âand  in  some  areas  are  still  failing-  to  deliv- HU EDVLF VHUYLFHV ,Q 6DR 3DXOR PRUH WKDQ 3  million  residents  live  in  dilapidated  tene- ments  as  a  result  of  the  failure  of  city  to  re- spond  to  housing  pressures6.  Mexico  City  ODFNV DQ HIÂżFLHQW ZDWHU GLVWULEXWLRQ V\VWHP since  the  existing  one  creates  losses  that  is  HVWLPDWHG WR EH DURXQG SHU FHQW 2Q WRS of  this,  only  40  per  cent  of  domestic  users  are  metered  therefore  authorities  collect  much  less  fees  than  they  should  charge.  'XH WR WKHVH ÂżQDQFLDO GLVDGYDQWDJHV maintenances  are  not  made  regularly  and  the  system  constantly  cracks7.  Most  meg- acities  have  experienced  extraordinarily  rapid  growth  in  the  number  of  private  ve- hicles.  This  is  again  a  failure  of  the  public  service  to  provide  preferable  option  to  pri- vate  cars  and  that  even  further  increases  the  congestion,  posing  mobility  as  a  seri- ous  problem,  however  that  is  the  most  ba- sic  need  and  yet  most  common  problem  of  megacities  worldwide. Istanbul  has  a  history  with  failing  in  many  of  its  basic  services  as  well.  Fail- ure  of  providing  social  housing  created  a  VSHFLÂżF EXLOGLQJ W\SH QDPHG JHFHNRQGX quickly  made,  illegal  housing  units.  Water  and  Electricity  services  for  a  long  while  worked  with  regular  cuts  in  services  and  the  city  has  never  had  a  proper  public  transportation  infrastructure. However,  despite  the  initially  inadequa- cy  of  cities  to  deal  with  such  large  amounts  of  demands  in  urban  areas,  they  have  learned  and  improved  in  time  by  engineer- ing  their  processes.  Today  Istanbul,  as  well  as  other  mega-Âcities,  are  suffering  less  and  less  from  the  inadequacy  of  basic  services.  State  policies  and  management  cultures  are  hand  in  hand  renewing  themselves  and  eventually  improving  their  numerical  per- formances. Although  isolation  of  tasks  creates  ef- fectivity  and  good  services  in  their  own  right,  they  don’t  necessarily  create  a  good  FLW\ 2QH UHSHUFXVVLRQ RI GLVLQWHJUDWLRQ RI WDVNV LV WKDW LW FUHDWHV D VSHFLÂżF PLQGVHW for  each  unit,  one  that  is  totally  unaware  of  the  larger  context,  freed  from  the  territorial  understanding  of  their  tasks  but  abstracting  the  world  from  their  disintegrated,  singular  perspective  and  therefore  drawing  it  in  the  VDPH ZD\ ,Q WKLV VKULQNHG DQG VLPSOLÂżHG world,  capacities  are  the  only  measure  of  success  and  therefore  physical  correspon- dance  of  this  mindset  is  also  merely  capac- ity  based.  This  is  the  architecture  of  simple  PDWKV 2QH H[DPSOH RI WKLV LV D SURJUDP run  by  one  of  the  municipality  subsidiary  FRPSDQLHV ø63$5. ZKLFK LV UHVSRQVLEOH of  the  parking  infrastructure  of  the  city.  The  company  has  a  program  of  building  multi- storey  parking  structures  in  the  city  at  the  spots  that  are  appropriate  in  terms  of  ac- quiring  the  land.  The  aim  of  the  program  is  to  increase  the  parking  capacity  respond- ing  to  the  demands  of  the  city  with  the  ef-Â
6
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7
 Ibid.
8
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9
ĂǀĂůůĹ?ÄžĆŒÍ• 'ÄžĹ˝ĆŒĹ?ÄžĆ?͘ hĆŒÄ?Ä‚Ĺś ^ÄžĆŒÇ€Ĺ?Ä?ÄžĆ? ƚŚĞ &ĆŒÄžĹśÄ?LJ tĂLJ Ͳ Ä¨Ĺ˝ĆŒ DĹ˝ĆŒÄž ^ĆľĆ?ƚĂĹ?ŜĂÄ?ĹŻÄž ÄžÇ€ÄžĹŻĹ˝Ć‰ĹľÄžĹśĆšÍ˜ WĆľÄ?ĹŻĹ?Ä?Ä‚Ć&#x;Ĺ˝ĹśÍ˜ WÄ‚ĆŒĹ?Ć?Í— /^d Í• ĎĎľĎľĎ´Í˜ WĆŒĹ?ĹśĆšÍ˜
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11
ÍždŚĞ dĹ?žĞ KĸÄ?Äž ŽĨ ƚŚĞ DƾŜĹ?Ä?Ĺ?ƉĂůĹ?ƚLJ ŽĨ WÄ‚ĆŒĹ?Ć?͘Í&#x; EÍ˜Ć‰Í˜Í• ĎŽĎŹĎŹĎ°Í˜ tÄžÄ?͘ ĎĎŽ DĂLJ ĎŽĎŹĎĎŻÍ˜ Ń„ĹšĆŠĆ‰Í—ÍŹÍŹÇ Ç Ç Í˜Ä?Ĺ?Ć&#x;ÄžĆ?Ä¨Ĺ˝ĆŒÄ?ĹšĹ?ĹŻÄšĆŒÄžĹśÍ˜ÄžĆľÍŹÄŽĹŻÄžÄ‚Äš-Ââ€? ĹľĹ?Ŝ͏žĞĚĹ?Ä‚ÍŹW &ÍŹt'Ď°ÍŹdŚĞͺĆ&#x;žĞͺŽĸÄ?ĞͺWÄ‚ĆŒĹ?Ć?Í˜Ć‰ÄšÄ¨Ń…Í˜
fective  technologies  that  increase  effectiv- ity.8  However,  the  entire  program  suffers  from  the  chronic  problems  of  horizontally  disintegrated  urban  investments. Firstly,  the  strategical  decision  of  build- ing  parking  structures  is  part  of  the  trans- portation  system  and  when  an  organisa- tion  gives  independent  decisions  about  a  part  of  the  system,  general  transportation  strategy  suffers.  Secondly,  in  order  to  be  tailored  to  the  needs  of  the  locality  their  location  should  be  decided  strategically  in  collaboration  with  the  local  municipalities  ensuring  their  integration  with  the  supply- GHPDQG EDODQFHV RI WKH VSHFLÂżF DUHD +RZHYHU VLQFH ø63$5. LV PHUHO\ IRFXVHG on  delivering  maximum  parking  areas  with  minimum  resources  as  a  result  of  its  task- oriented  position,  such  considerations  are  not  part  of  their  agenda.  Last  but  not  least,  the  parking  plots  are  lacking  integration  with  the  territorial  life  qualities  they  become  part  of.  In  contrast  they  are  monolith  struc- tures  that  fell  haphazardly  to  the  city  in  or- der  to  meet  numbers,  failing  to  contribute  to  the  urbanistic  qualities  of  their  surrounding. 3DUNLQJ VWUXFWXUHV RI ø63$5. ZDWHU LQ- IUDVWUXFWXUH RI ø6.ø SXEOLF KRXVHV RI 72.ø RU VSRUWV IDFLOLWLHV RI 6325 $ Ăš DUH LQ fact  still  answers  to  the  questions  that  are  posed,  they  still  work  individually,  however  with  a  lot  of  missed  opportunities,  unculti- vated  collaborations,  lacking  the  complex- ity  that  characterizes  the  urban.  In  their  disintegrated  operations,  city  becomes  an  archipelago  of  isolated  solutions  which  are  adamantly  left  as  “solutionsâ€?  with  a  singular  agenda,  with  a  singular  mind,  uncombined. Contemporary  orgasation  of  many  states  all  around  the  world  have  the  same  characteristical  approach  based  on  secto- ral  decomposition  of  services.  “The  sec- tor  based  approach  (education,  energy,  health,  transportation)  is  still  core  policy  option  of  states  which  prevent  urban  de- velopment  measures  from  becoming  more  horizontal  and  territorialisedâ€?  is  stressed  by  WKH QRQ SURÂżW RUJDQL]DWLRQ ,67(' ZKLFK aims  to  introduce  the  French  understand- ing  of  delivering  sustainable  urban  services  to  the  other  cities  around  the  world.9 2Q WKH city  scale,  successful  urban  operations  are  the  ones  that  rewire  disintegrated  opera- tions  back  to  their  complexity.  Urban  devel- opments  are  where  the  city  processes  see  the  light  of  the  day  and  for  a  megacity  they  should  be  the  bedrock  of  this  integration  process. Paris  amidst  decentralization France  has  a  strongly  centralized  deci- sion  making  tradition  in  its  public  institu- tions  which  have  been  relatively  loosened  during  the  1980s  with  the  decentralization  processes.  This  created  a  culture  of  hori- zontal  integration  of  units  to  get  away  with  large  scale  political,  managemental  or  ur- EDQ SURMHFWV 7KHUHIRUH 3DULV LV D JRRG example  to  observe  how  that  system  be-Â