T H E S T A T E O F K U , W A I T KUWAIT NATIONAL MUSEUM

Assessment of Technical Assistance and Plan of Action

Report prepared for the Government of the State of Kuwait by the International Council of Museums (ICOM) on behalf of the United Nations Educational, Scientific and Cultural Organization (Unesco)

United Nations Educational, Scientific and Cultural Organization

FIT/913.KUW.70. Technical Report FMR/CC/CH/81/235 (FIT)

Paris, 26 May 1981

Q Unesco 1981

Printed in France

KUWAIT NATIONAL MUSEUM PROJECT

ASSESSMENT OF TECHNICAL ASSISTANCE AND PLAN OF ACTION

Table of contents

PREFACE O. EXECUTIVE SUMMARY 1 . INTRODUCTION

1.1 Terms of Reference 1.2 Background and Evolution of the Kuwait

National Museum Project 1.3 Roles, Goals and Purposes of the Museum

1.3.1 Previous Statements of Goals and Purposes

1.3.2 Goals and Purposes 1.3.3 Relations with other Existing and

Planned Cultural Institutions

2. PRINCIPLES AND SCOPE OF THE TECHNICAL ASSISTANCE 2.1 Implementation Principles 2.2 Scope of the Required Assistance

2.2.1

2.2.2

2.2.3

2.2.4 2.2.5 2.2.6

2.2.7

2.2.8 2.2.9 2.2.10

Develop the Museum's Organizational Structure and Implement Staff Training Programs and Recruitment Plan and Implement Management and Financial Programs Plan and Realize Educational and Cultural Action Programs Documentation of the Collections Conservation of the Collections Plan and Implement the Reaiization of the Exhibits Plan and Realize Facilities for Public and Museum Services Completion and Equipping of the Building Completion of the Collections Project Administration

3. PRE-REQUISITES FOR THE IMPLEMENTATION OF THE PROJECT 3.1 Institutional Status of the National Ivluseum

3.1.1 Recommendations

3.1.2 Action Required

3.2 Implementation of the Technical Assistance 3.3 Technical Assistance Issues Requiring Immediate

Action 3.3.1 Execution of Urgent Conservation 3.3.2 Completion of the Building 3.3.3 Staff Recruitment and Training

4. STRUCTURE FOR THE TECHNICAL ASSISTANCE PROGRAM 4.1 Co-ordination of the Project 4.2 International Consultative Committee 4.3 Project Implementation Team 4.4 Project Management Group 4.5 Museum Staff 4.6 Specialist Consultants

*

5. TECHNICAL ASSISTANCE REQUIRED 5.1 Financial and Management Plan

5.1.1 Introduction 5.1.2 Objectives of the Technical Assistance 5.1.3 Proposed Action 5.1.4 Consultants Required

Personnel.and Staff Recruitment and Training Programs 5.2.1 Findings and Preliminary Recommendations

on the Museum's Organizational Structure 5.2.2 Objectives of the Technical Assistance 5.2.3 Proposed Action 5.2.4 Consultants Required

5.2 Organizational Structure of the Museum:

5.3 Operational Program of the Museum 5.3.1 Introduction 5.3.2 Objectives of the Technical Assistance 5.3.3 Proposed Action 5.3.4 Consultants Required

5.4 Interior and Exhibit Design Program 5.4.1 Collections Available 5.4.2 Acquisition Policy

5.4.3 Findings and Preliminary Proposals for

5.4.4 Objectives of the Technical Assistance 5.4.5 Proposed Action 5.4.6 Consultants Required

the Exhibition Themes and Sequences

5.5 Facilities and Equipment Program 5.5.1 Findings and Preliminary Proposals for

5.5.2 Findings on the Technical Conditions of

5.5.3 Objectives of the Technical Assistance 5.5.4 Proposed Action 5.5.5 Consultants Required

the Use of the Buildings

the Buildings and Preliminary Recommendations

6. PROFESSIONAL CONSULTANCY 6.1 Professional Organizations 6.2 Project Implementation Team 6.3 Specialist Consultants

7. PLAN OF ACTION 7.1 Introduction 7.2 Timetables and Schedules for the Project

7.2.1 Financial and Management Plan 7.2.2 Organizational Structure of the Museum:

Personnel and Staff Recruitment and - Training Program

the Museum 7.2.3 Development of the Operational Program of

7.2.4 Exhibition and Interior Design 7.2.5 Facilities and Equipment Implementation 7.2.6 Master: Time Schedule

7.3 Cost of Technical Assistance 7.3.1 Technical Assistance Personnel for 7.3.2 Project Co.-ordination Cost 7.3.3 Total Estimated Cost of Technical Assistance 7.3.4 Notes on the Estimated Cost of Technical

Assistance.

ANNEX: Plans for Conservation Laborator+

preface - 1 -

On behalf of the United Nations Educational, Scientific and Cultural Organization (UNESCO) , the International Council of Museums (ICOM) sent a Mission for the assessment of the technical assistance needed to implement the completion of the Kuwait National Museum Proj ect.

The present Assessment of the Technical Assistance Needs and Plan of Action report has been prepared by ICOM's Projects Unit on the basis of the findings and recommendations.made by the Consultants' Mission which occurred from 4th April to 3rd May 1981,

The Mission was composed of the following members: Brian Arthur, Robert Bailey, Michael Bates, Cicero Caioli, Marilyn Jenkins, Verner Johnson, Iker Larrauri, Henri Marcha1 and Christopher Roads. The Secretary General of ICOM, Luis Monreal, undertook the preparation and briefing of the Mission in Kuwait from 3rd to 6th Aprïl.

Gratitude is expressed to all of the people and institutions in the State of Kuwait who so generously contributed to the success of the Mission with their advice and knowledge. Particular thanks go to:

H.E. Abdul Aziz Hussein, Minister of State for Cabinet Affairs, and President of the National Council of Arts, Culture and Literature; Mr. Khalefa Al-Wagayany Assistant Secretary-General for National Council of Arts, Culture and Lierature; Mr. Suleiman Al-Mudhayan, National Council for Arts, Culture and Li&rature; Mr. KEialid Al-lwudhayan, National Council for Arts, Culture and LiErature; Sheikh Nasser Sabah Al-Ahmad Al-Sabah; Mr. Saif Shamlan; %Ir: Jasim Al-Homaizy; Mr. Abdullah Mukhazeim; Mr. Snad Al-Turikii; Mr. Tareq Rajab; Dr. Abdulla Al-Rifai, Secretary.Generalof Kuwait Tniversity; Dr. Sulaiman Al-Badir, Ylce Rector for Community Service, Kuwait Cniversity; Dr. Riyadh Khazal, Vice Rector for Information, Kuwait University; Prof. Emïle Demian, Chairman, Department of Zoology, Kuwait Unlversfty; Dr. Miss Sabeekah Abdul Razzak, Department of Geology, Kuwait University; Dr. Mohammad Al-Dhahir, Dean, Faculty of Science, Kuwait University; Dr. David James, Department of Zoology, Kuwait University;

- 2 - Dr. David Clayton, Department of Zaology, KuwaLt University; Dr. Abdul Malik Al-Tamimi, Kuwait University; Dr. Ahmad Al-Kabarity, Department of Botany and Microbiology, Kuwait University; Mr. Hamed Shuayb, Chief Engineer of Kuwait Municipality; Mrs. Fadila Basha, Planning Department , Kuwait Municipality; Mr. Bader Al-Gabandi, Mïnistry of Public Works; Mr. Ahmad Abu1 Hawa, Project Engineer of Kuwait National Museum, Ministry of Public Works; Mr. Farouk Hamada, Assistant to Project Engineer of Kuwait National Museum, Ministry of Public Works; Mr. Ahmad Plorad Shalabi, Ministry of Public Works; Dame Violet Dickson; Er. J. Moran; Mr. Tony Iwigger; Mr. M'Cluny, British Embassy; Mr. Hodges; Dr. Behbehani; Mr. Badir Al-Rudhaf; Mr. Bruce Brown; Mr. Mohammad Al-Ajmi; Mr. Zaki Al-Sayed.

The success of this Mission would not have been possible without the most kind co-operation of Mr. Saleh Shehab, Assistant Under Secretary for Culture, Publicity and Tonrisrn, Ministry of information, who reqqested UNESCO and ICOM ta. prolside support for the implementation of the Project, and who was responsible for the organization'of the various activities carried out by the Consultants.

Finally, the members of the Mission would like to express their. gratitude to their Kuwaiti museum colleagues who provided the professional input for the preparation of the Assessment of Technical Assessment Needs and Plan of Action report. It is impossible to mention them all, especia1;y when considering the hard work and time invested, but nevertheless gratitude is especially expressed to Mr. ibrahim Al-Baghly, Director of the Department of Antiquities and Nuseums and PIT. Jawad Al-Najjar, Superintendent of AntiqGities and Museums.

Executive summary O

- 4 -

O. Executive summary 01. The State of Kuwait's National Museum is at a crucial stage

in its development. completed, yet further decisions and actions are urgently required in order to finish the project.

The Museum.building has been recently

02. This report, Assessment of the Technical Assistance and Plan

.'

of Action, proposes the concrete decisions and actions necessary to develop the National Museum as a fully operating institution of national and international standing.

03. The project is of a complex nature because, other than the erection of the building, it requires the selection and designing of the exhibits, the establishment of the operational program, and the set-up of organizational and staff structures coherent with the Museum's aims: conservation of the national collections and presentation to the public with clear educational purposes.

04. In the present case, many factors determining the nature, role and definition of the Museum have evolved since the start of the project in the early 1960's. These include the rapid development of Kuwait in social, demographic, economic and cultural terms, and the changes that the museum concept itself has experienced around the world. Furthermore, the collections at present available for display in the Museum are more significant than those existing two decades ago. All these factors lead to a review of the goals and purpos'es of the Museum.

05. The analysis of the present situation of the project made by the Consultant's mission allows the following conclusions:

- the institutional status of the Museum, that is, the authority under which it will operate, should be defined, and the proper legislative, financial and administrative measures enforced in order to establish the Museum as a semi-autonomous organization (see Section 3 of the Report);

- 5 -

- a program of technical assistance, based on the recommendations of this Report, should be implemented to resolve thr following issues (see Section 5):

(a) the management and financial policies to be followed by the Museum including an overall budget analysis of the entire cost involved in the completion of the project: technical assistance; architectural, interior and exhibit design; and construction and equipment costs (see Sub- Section 5.1);

(b) the organizational structure of the Museum with a definition of the staff to be recruited and the short- and long-term training programs to be organized (see Sub-section 5.2);

(c) the operational program of the Museum, that is, the activities and services to be provided to the public and to other cultural institutions, as well as the practices of collections conservation and management (see Sub-section 5.3);

(d) the exhibits to be displayed in the Museum: their themes, educational content, design and construction (see Sub-section 5.4) ; and

(e) the activities to be located in the Museum, the staff required, equipment and other needs (see Sub-section 5.5).

06. Two main decisions are needed at this stage to further implement the project:

- to define the inst.itutiona1 status of the Museum (see Sub-section 3.1) ; and

- to decide on the ways and means to provide the technical assistance required (see Sub-section 3.3).

07. Subsequently, the recommendations made in this report can be implemented, following the outlined Plan of Action (see Section 7). These include:

- alterations and completion of the Museum building to

.- 6 - accomodate the exhibits, offices, laboratories, storage and other services (see Sub-section 5.5) ;

- a possible addition to the Museum building to serve as a public reception (entrance) area and link between the four major wings of t,he Museum (see Sub-section 5.5.2) ;

- the design, construction and installation of the Museum's interiors and exhibits (see Sub-section 5.4) ;

- the establishment of the Museum's operational program: education, documentation, conservation, publications, etc. (see Sub-section 5.3) ; and

- the recruitment and training of Museum staff (see Sub-section 5.2).

Introduction

- 8 -

1 Introduction

1 .I Terms of reference, In January 1981 an exchange of letters took place between the Kuwait Government and Unesco regarding the development of the Kuwait National Museum. At the request of the Government, Unesco agreed to provide a study for the identification and assessment of technical assistance requirements for the implementation of the Kuwait National Museum Project. The International Council of Museums (ICOM) , the professional non-governmental organization of museums having bonds of co-operation with Unesco, was requested to organize a Consultants' mission to Kuwait to undertake the necessary research for development of this report on technical assistance requirements, including a plan of action for the completion of the project.

The initiation of this agreement dates from the ICOM General Conference of 1980 when Mr. Saleh J. Shehab, Assistant TJnder Secretary for Culture, Publicity, Tourism, Antiquities and Museums, invited Unesco and ICOM to visit Kuwait and review the present state of the Kuwait National Museum Project. A brief mission was undertaken in December 1980. The resulting report identified many issues involved in the implementation

- 9 -

of the museum. The most important of these were: proposed utilization of space in the buildings, objectives of the museum, staffing and staff training, nature of the collections to be displayed, public services and conservation of the collections.

Resulting from the December 1980 mission a proposal for a consultancy mission to Kuwait was made and agreed upon. It was determined that two separate but related reports were necessary:

(a) a -_ Detailed Assessment of Technical Assistance Required report whose objectives were to access the types, amount, timing and costs of the technical assistance for completion of the National Museum; and

(b) an Islamic Art Collections report whose objectives were to ascertain the possibilities of the collections to be loaned to the Museum and the technical requirements to be met in the case of such loans and to set the basis for a systematic inventorying and catalogueing of the objects and to evaluate the time and professional input required as a prerequisite for the establishment of a museum exhibition program.

The contents of %he first report were defined to study the following areas :

use of the building(s) ; assessment, documentation and cataloguing of the collections ; preparation of the' exhibition program; .preparation of the administrative equipment program; staff training; conservation services ; education services; library; museum shops; management; and financial analysis

- .

the study of these areas leading to:

- definition of the services to be performed by the National Museum, in accordance with the policy

- 10 - adopted by the Government and administrative framework on which it will operate;

- analysis of the building with recommendations for space use by type of activity (display, public services, non-public activities, etc.); identification of professional counsultancy required; -

- cost estimates for technical assistance; and - master schedule for technical assistance;

For the second report, Islamic Art Collection; an event occured effecting the work to be carried out by the mission. An agreement-in-principle between the Kuwait Government and Sheikh Nasser Sabah Al-Ahmad Al-Sabah, who possesses what may be qualified as the most important and representative private collection of Islamic art existing in the country, determined that a loan would in fact be made to the museum. The specific objectives of the consultancy were to establish the following:

- survey of the possible collections to be lent to -\ the National Museum; terms of the loan of the private collections (by collection) ;

- technical requirements (presentation, documentation, conservation, security, management, etc.) to be met (by collection) ; proposals of the scientific work to be undertaken on such collections in preparation for exhibition; detailing the amounts, timing, and types of consultancy required; preliminary evaluation of the scope of the collections to <be lent to the National Yuseum; and proposals on the permanent full-time museum curatorial staff with job profiles, required to supervise these collections.

- , .

-

- -

As may be expected, the research conducted by the consultants

of reference in the light of issues discovered during the mission. One particular issue that is addressed in the development brief under the general consideration of conservation deals with the conditions f.or the display, storage and handling of the collections in the light of the condition

. led to a slight modification and expanison of the agreed terms

- 1 1 - and nature of the museum buildings. Secondly, the Mission has commented on related issues surrounding the development of the National Museum, €or example development of other museums in the country and the preservation and re-use of the existing museum buïlding.

1.2 Background and evolution of the Kuwait National Museum project

December 1957 Kuwait National Museum is created under the authority of the Ministry of Education. Land is acquired for the -future museum at S huwa ikh .

December 1959 The General Director of Education of Kuwait requests Unesco to send a museum expert to Kuwait to help conceive a prelïminary program for its future Museum.

December 1952 - Dr. Selim Abdul Hak, at that time DirectQr March 1960

May-December 1960

1965

1968

1970

General of Antiçuities and Museums of Syria carries out a first mission to Kuwait for Unesco and preparesa Programme for the Exhibitions of the Museum.

An international competititon is organized for the Kuwait National Museum's architectural Project, Mr. Michel Ecochard's pioposal is selected.

Responsibility for Kuwait National Museum is transferred to the Ministry of Information, Culture and Tourism.

Museum moves to Belt al-Badr House Cpreçent site).

Report l3y Georges Henri Rivière, TCOM, The Museums pf Kuwait.

- 5 2 - 1971

1971

1979

1979

October- Nove mb e r 1 9 8 O

Late November

1980-

'December 1980

Seconci ReprE by Georges Henri Rivière, ICOM, ~Kuw a i t Mus eum.

- ~ _

Construction of the building commences.

Act of Kuwait Government to reorganize museums, historic monuments and culture.

Dr. Selim Abdul Hak's Programme for Organizing the Museum Collections.

Participation of a delegation from Kuwait to the Twelfth General Conference of ICOM, Mexico City. Mr. Saleh Shehab distributes a report to the Conference entitled: The New National Museum. In the course of the ICOM General Conference Mr. Saleh J. Shaheb establishes contacts with Unesco and ICOM representatives and both organizations are requested to participate in the project.

Visit of a Kuwaiti Delegation to Paris, Mr. Saleh J. Shehab is received by H.E. Mr. Amadou-Mahtar M'Bow, Director- General of Unesco. An agreement is reached in principle that Unesco and ICOM should provide technical assistance to Kuwait for the organization of its National Museum.

A Mission from Unesco and ICOM visits Kuwait. The Mission is composed of Mr. S. Naqvi, Acting Director, Division of Cultural Heritage, Unesco, Miss Galia Saouma, Program Specialist , Division of Cultural Heritage, Unesco, Mr. Luis Monreal, Secretary General of ICOM and Mr. Jeffrey Jordan, Projects Director of ICOM.

- 13 - January 1981

Apr il - May 1981

Agreement concluded between Unesco and Kuwait Government [see Sub-section 1.1. above)

ICOM Consultancy Mission tg Kuwait (Present Report).

- 14 - . .

1.3 Roles, goals and purposes of the Museum

Before making proposals with regard to providing technical assistance for the National Museum, it is important to understand the fundamental concept of the museum and the intended objectives. The previous section 1.2 provided a brief history of the development of the museum. Many of the reports and studies of the past 23 years have referred to the goals of the museum and its role in Kuwait. With the background of these reports and on the basis of discussions with Government and National Museum officials, the Mission is able to state the apparent goals of the museum.

1.3.1 Previous statements of goals and purposes The most recent statement of goals and purposes of the Kuwait National Museum was summarized in a statement made to the delegates of the ICOM 1980 Conference in Mexico City:

1 '

"TO demonstrate the importance of Kuwait in the life and culture of the Arabian Gulf in the past,. present and future.. . illustrating and preserving Kuwait heritage for the Kuwaitis ... presentation of an intelligent interpretation of Kuwait's role in the development of Near Eastern culturet1

This general statement of the goals of the museum have now to be developed and elaborated.

A broader statement of goals is contained in the Princely Decree of February 1978 creating the Ministry of Information, the responsible authority for the National Museum:

II.. . (to) promote national patriotism and increase national identity by establishing moral spirit and the understanding of customs and traditions of Kuwait society".

This statement is helpful in understanding the concept of the museum, and suggests a strong emphasis on the national consciousness and patriotism - clearly an appropriate role for a national museum.

The original concept of the museum that was outlined in Dr.

- 15 - Selim Abdul Hak's report of 1959, was stated as follows:

1. To show the beginnings of Arab culture; 2. To show man and his environment and the

ecological significance (of man) ;

framework especially to emphasize Kuwait Is role in terms of its geographical location and to show foreigners the culture of the Arabian Gulf.

3. To show man's creations in an historical

The report .which was the basis for the architectural competition suggested the scheme for the museum be: Land of Kuwait, Man of Kuwait and Kuwait of Today and Tomorrow.

Mr. Michel Ecochard's stated objectives supporting his design for the museum were as follows:

"The programme produced went beyond the normal concept of museums and incorporates the 'House of Culture'. . . I' 1

The discussions held during the Consultants' mission to Kuwait indicated.a strong desire to demonstrate in the museum that Kuwait has a certain traditional and contemporary pre-eminence among the Arabian Gulf countries. This arises from its traditional role as a maritime trading nation with far ranging contacts throughout the Near East and from its contemporary role as an important financial centre.

1.3.2 Goals and Purposes With the background of the past and present statements of ambitions expressed for the Kuwait National Museums , some specific goals for the museum can be suggested:

[a] To interpret the hJstory and culture of Kuwait for residents and visitors to the country;

(b) To educate residents of Kuwait, particularly children and students, about the customs and traditions of the people and land of Kuwait;

1. Note from Michel Ecochard to H.E. Sadoun Al-Jassim, 14 November 197(9) ?

- 16 - To record, collect, maintain, restore and preserve for the purposes stated in (.a) and (b) above, the relevant material culture of Kuwait, the Arabian Gulf and Peninsula, and the Arab and Islamic world;

To conduct research into the history and culture of Kuwait and the Arabian Gulf;

To encourage public interest in the history and culture of Kuwait and the ArabianOGulf;

To co-operate with individuals and organizations engaged in similar purposes.

The fulfillment of these goals will be achieved through all of the programs and activities of the museum which are described in a preliminary way in this document. In Sub-section 5.4.3 a conceptual program for the permanent and temporary exhibitions of the museum is described. Protection of the collections, research and acquisitions are discussed in Sub-section 5.3.1 (b) and 5.4.2. Programs for educational and cultural action are discussed in Sub-section 5.3.1 (c). As the museum evolves during implementation stages each of the functions and activities of the museum will become more fully developed and clearly defined.

1.3.3 Relations with other existing and planned cultural institutions

Kuwait is rapidly developing a wide variety of cultural, educational and entertainment institutions. Many of these will complement the facilities and services of the National Museum.; The research into these existing and projected institutions carried out during the nhssion has provided background information to aid in the determination of the size and scope of the National Museum and the function and facilities it should embrace. The Mission wasaware that realization of many of the projected institutions may take many years in the future and that plans may alter substantially between now and the time they are completed. Nevertheless, a review and comment on the following institutions is necessary to an understanding of the Mission's suggestions for the technical assistance program.

- 17 - (a) The National Library has been under consideration since 1977 and legislation creating it is reportedly imminent. The Mission was informed that it may comprise 1 million books and that it may be located in close proximity to the National Museum. It will therefore be well placed to function in a fully complementary fashion. Careful consideration of the planning of library facilities in the National Museum is essential and issues to be discussed range from details such as which cataloguing system is to be used to respect roles in the acquisition of books on subjects related to the National Museum's collections and to important issues regarding the collection and display of manuscripts and sound, film, video, photogrgphic and printed archives. Clearly, further discussion and close co-operation will be required during the technical assistance program.

(b) The Municipal Maritime Museum and the Municipal Aquarium also exist only on paper, but appear to have reached advanced stages of plann-ing. The proposed sites are some distance from the National Museum, thus some aspects of physical co-operation may be limited. Nevertheless, the National Museum is projected to devote a substantial portion of its exhibition to the marine environment, maritime trade and the history of Kuwait as a, port. The Municipal Maritime Museum reportedly will include some of these aspects in its exhibitions, including old dhows. The Municipal Aquarium reportedly will include facilities for larger marine life such as porpoises and sharks. Continuing discussions and co-operative planning are strongly indicated to determine respective roles and responsibilities.

(c) successfully fulfilling-a role as a museum for the special teaching needs of schools. Its exhibitions therefore are devoted to a wide range of natural and scientific subjects, only a small part of which are directly relevant to Kuwait's environment and history. The National Museum should act as an important adjunct to this museum both in thescienceand natural history areas where it will complement and complete the story of Kuwait's environment and scientific contributions, and in the areas of archaeology,

The Museum of Science and Natural History appears to be

- 18 - art and history, subjects which are not in the purvue of the Science Museum. Inclusion of the Science and Natural History Museum in the Kuwait National Museum complex does not appear to be practicable, particularly in light of the addition of the Islamic art collection of Sheikh Nasser Sabah Al-Ahmad Al-Sabah.

(d) The National Art Gallery, operated by the National Council for the Arts, Culture and Literature, is expected to be incorporated into the National Museum. This will require designation of facilities for the care and storage of the national collection of art (about 300 works, mainly paintings) and for temporary exhibition of Kuwaiti and other contemporary art. It may be anticipated that the present facilities of the National Gallery would be terminated or used for some other, perhaps related, activity. The inclusion of the kinds of exhibition and programs offered by the National Gallery appear to offer an opportunity for dynamic, creative programs that will attract audiences to the museum.

(e) Other Government cultural and educational institutions have varying potential relationships to the National Museum. The Ministry of Information's photographic section could offer sophisticated photographic processing services to the museum and has a collection of photographs that may prove useful for exhibition or research. Kuwait television could collaborate to produce film or audio-visual material for tbe museum. They too have a limited collectipn of archival films that may prove useful. Indeed, the issue of film and photographic archives is one that should be addressed as soon as possible for it seems that at present no organization is taking responsibility for this.

(f) The Free Art Centre could assist the National Museum by offering craft demonstrations or providing art classes as a possible museum activity. Perhaps artists at the centre could provide works. of art to complete the decoration of the museum interiors and exterior.

(g) The University of Kuwait and the Kuwait Institute of Scientific Research (KISR) could both offer important assistance to the National Museum. For planning and executTon of the

- 19 - exhibits, particularly natural history, Islamic history, ethnography and modern history of Kuwait, the academic staff at the University would be indispensable. Assistance from the staff at KISR would be useful for planning and development of the marine environment exhibits and aspects of the modern Kuwait exhibits. Cngoing co-operation may also be appropriate at the academic and research level, possibly involving continuing secondments or joint appointments.

(h) Finally, some comment on the Beit-al-Badr and Beit-al- Marzouk should be made. These houses represent fine examples of fast-disappearing traditional domestic architecture of Kuwait and the Gulf. Clearly, they deserve preservation and interpretation for the public. The Beit-al-Badr offers an opportunity to show in situ, traditional Kuwaiti domestic life and traditional crafts and to stimulate the revival of the craftsmanship. Careful consideration of how this is to be achieved is necessary in the light of the limited resources of the museum (particularly the availability of qualified staff for the preservation of the building), the preparation and maintenance of displays, and the climate, where for several months of the year outdoor activities are severely limited. The Beit-al-Marzouk has been proposed as a residence and workshop for visiting specialists and scholars and a reception facility for dignitaries. In the Mission's view, this should be carefully examined. The proper management of residences, particularly if they are permanent, rather than temporary and are publicly owned, requires substantial skills and resources not unlike operating a small hotel or restaurant. On the other hand, it is desirable to not on.ly preserve the house but also to make it useful in the present day. We therefore suggest a feasibility study for the adaptive re-use of these houses for this, or other purposes.

Principles and scope of the technical assistance

- 21 -

2. Principles and scope of the technical assistance

2.1 . Implementation principles The success of the technical assistance program and 8f the effective implementation and operation of the Kuwait National Museum will depend on three major issues:

- theidentification of the tasks to be done; - the types of expertise required for technical

as s is t anc e ; - the modus operandi of the technical assistance

program.

The technical assistance program must ensure that the physical, concrete aspects of the museum such as the exhibits and interior designs and the collections are successfuliy completed. results of these may be assessed quite easily on the basis of their quality, costs, timing and other factors. However, the less concrete aspects of the museum will be more difficult to assess, such as its operational programs and staff which will have the farthest reaching effects in the success of the museum. For this reason, the means of providing technical assistance for the implementation of the project will be vitally important.

A number of issues surrounding the project will effect the structure and form that the technical assistance program will

The

- 22 -

take:

- The present lack of qualified Kuwaiti staff for operation of the museum will necessitate the implementation of an intensive training program as soon as possible, as well as substantial assistance at the start-to begin the project. The technical assistance will be organized to ensure a gradual takeover by the Kuwaitis as the implementation progresses.

- There is a fair degree of urgency to complete at least a portion of the project and open some exhibits to the public. This necessitates that planning and actual implementation coincide.

-

- The implementation must be done within the constraints of the existing buildings, with a minimum of physical changes being desirable not only from a budget point of view but also time.

- The training of staff for the museum will require both formal and informal training programs but equally important will be to ensure opportunities for the museum to work as partners with visiting specialists.

- There is a need for a Implementation Team to reside in Kuwait during the implementation of the project to assure full-time advice on events that happen on a day- to-day basis and to direct, manage and supervise the activities of the visiting specialists.

- A Project Management Group to co-ordinate the physical, financial, technical and legal aspects of the project will be required.

2.2 Scope of the required assistance 1

The present stage of the Kuwait National Museum, following completion and transfer of the building to the Ministry of

- 23 - Information, is that of implementation of the interior design and exhibitions for the building. The complexity of this task is underlined by the necessity to co-ordinate many complex actions such as developing staff for the museum and completing the collections.

These tasks will require specialized skills and knowledge presently unavailable in Kuwait, thus the need for a technical assistance program. The tasks to be completed in order to implement the National Museum include:

2.2.1 Develop the Museum’s organizational structure and implement staff training programs and recruitment This important task requires extensive knowledge of museum . management and complete familiarity with the goals and purposes of the Kuwait National Museum. The following will need to be done :

.-

- establish a basic organization plan for museum management and staffing;

- define departmental responsibilities and - prepare job specifications, terms of employment, - design and implement staff training programs.

relationships;

and salary schedules; and

2.2.2 Plan and implement management and financial programs Efficient and effective management of the museum will depend on the careful planning, management and control of all financial aspects of the museum. First, it is essential to establish financial objectives and policies consistent with the Government, Second, realistic estimates of public uses of the museum will establish the scale of operation and potential revenues. Finally, estimates of both setting-up and running costs are required.

2.2.3 Plan and realize educational and cultural action programs

An essential element to the success of the museum is how it

-,.p. -_.- _- -- -, -

- 24 - serves its public and promotes its programs. Tasks to be done include :

- establish what basic services for public education - define the facilities, equipment and personnel that - designate and equip spaces in building for educational - identify, recruit and train staff.

will be provided;

will be required;

and cultural programs; and

2.2.4 Documentation of the collections The administrative and scientific management of the collection requires a museum documentation system which serves two major functions : registration and cataloguing.

Registration provides adequate control of the collections. It is essential that a permanent record exists for each object in the museum.

Cataloguing provides a systematic and a scientific classification for a better knowledge and understanding of the collections for both scholarly and public users.

Both operations should be conducted in relation with the development of a system of photographic and graphic documentat ion.

2.2.5 Conservation of the collections The protection of the collections from damage due to environmental effects is absolutely essential. Conditions must be satisfactory in all areas where collections are displayed, stored and handled. It will be required to:

- establish environmental standards for all areas of the museum where collections are located;

- identify, recruit, and train conservators ; - execute conservation on all collections to be

exhibited; and - develop a comprehensive, long-term conservat ion program, including an independent department in

- 25 - the museum with trained conseryators and equipped facilities.

2.2.6 Plan and implement the realization of the exhibits Planning the exhibition'is a complex process starting with an exhibition program or llscriptll which is produced by a multi- disciplinary team incorporating design, scientific, curatorial, engineering, architecture and conservation skills. The execution of the designs and construction and installation of exhibits require the need to:

- establish basic themes and a sequencing pattern for use of building;

- identify artifacts to be exhibited; - complete the plan, designating spaces, uses and - provide documentation for the information to be - design and construct exhibit cases, models, interior

design guidelines;

transmitted in exhibits ; i

fixtures ; and - install exhibits and interiors.

~

2.2.7 Plan and realize facilities for public and Museum services The museum will be more than an exhibition facility and will require a complete range of facilities and equipment to serve

1 -7

visitors to the museum, staff and the collections. Considerat ions include :

- collection services, storage, work areas, research - access to the museum for all types of people, goods - security and fire protection; - public services such as shops and restaurants; - offices and working spaces for administration; - museum services such as a library; and - uses of the auditorium.

areas ;

and products;

- 26 - ..

2.2.8 Completion and equipping of the building Themuseum buildings must be made secure, safe, and satisfactory from all points of view - public needs, collection needs, and administration needs. A complete and independent engineering and architectural analysis of the building and its mechanical and electrical systems by specialists familiar with the needs of museums will be required to determine the necessary changes. Also required will be:

- a theatre equipment and acoustic analysis of the - participation of an architect and engineer in the - an analysis of the exterior of the building to improve

auditorium and its service areas;

planning and realization of the exhibition program; and - its appearance and usability.

2.2.9 Completion of the collections The completion of the present collections of the museum, specially in the fields of natural science, archaeology, ethnography and modern history, should be done first by establishing a coherent acquisition policy and then providing the means to implement it. This program will enable filling the gaps existing in the museum collections and to realize the exhibit program.

2.2.1 O Project administration The setting up of the museum will demand and experiencb to ensure the proper mana

a complex ement of

set of skills osts and

people. It will also demand that schedules be realistic and deadlines met. This will depend in part on the structure outline in Section 4.

3 Pre-requisites for the implementation of the project

3. PRE-REQUISITES FOR THE IMPLEMENTATION OF THE PROJECT

- 28 - . . .

3. ' Pre-requisites for the implementation of tie project

Two types of action are required from the Government to implement the project:

- to define the in'stitutional status of the museum, and take the consequent actions at the legislative, financial and administrative levels; and

technical assistance actions recommended in this Report.

- to decide on the best way to implement the

3.1 Institutional status of the National Museum There appears to be universal agreement among officials of the Kuwait Gavernnient, the staff of the National Museum and interested private parties, that the National Mbseum can best fulfill its objectives if constituted as a semi-autonomous Government organization. While the terms of reference of the ICOM mission (see Section l..l) did not specifically require

- 29 - comments on the status of the museum, it may he considered as part of the examination of the ffmanagement'f of the museum which has been stated within the objectives of the Mission. Moreover, the general concern and agreement about the status of the government of the museum calls for comment on it here.

There are a number of considerations which suggest an examination of the museum status:

- if the museum is to reflect the aspirations of and serve the needs of all Kuwaitis it should be independent of organizations who may emphasize serving special aspects of the populace;

- the museum should have control over its own financial and personnel management procedures ;

- the speeial circumstances and problems of the museum necessitates autonomy over, for instance, accessions and de-accessions of collections, and contracts for concessions and services ;

policies suitable to its requirements;

instance, concessions, exhibit fees, or facility rentals for its own purposes; and

budgets for agreement directly with appropriate (Government) authorities.

- the museum should be able to develop salary and benefit - the museum should be able to retain revenues from, for

- the museum should prepare its own operating and capital

3.1 .I Recommendations Against the background of these issues there seems to be one institutional form thaP is currently available in Kuwait that the National Museum may emulate. It appears to the Mission to offer both the advantage of Government control over policy, and managerial efficiency and autonomy. The institutional model is that of the Kuwait Institute for Scientific Research (KISR).

The advantages offered by this institutional form are as follows :

(a) The museum's purposes, functions and powers would

- 30 - be statutorily defined as would the powers, duties and responsibilities of a Board of Trustees ;

civil service , encouraging professional personnel to stay in the museum as a complete career, rather than a civil service career;

(b) The museum's staffing would be separate from the

(c) Reporting authority would be directly to the Cabinet, offsetting possible special interest and emphasizing the importance of the museum; and

(d) An annual appropriation would encourage efficient . planning and control of costs (if annual surpluses were retained by the museum).

If this form is adopted for the museum, a Board of Trustees representing all of the communities of interest of the museum should be appointed. These interests would include Government, educational, tourism, public information, cultural and scientific institutions, private interests such as collectors of artistic or ethnographic artifacts, and possibility private or public corporate interests (-in the light of the museum's role in interpreting contemporary life in Kuwait).

It will be necessary to define the respective roles of the Government and the museum with regard to other aspects of cultural heritage. For example, responsibility for the survey and excavation of archaeological sites, preservation of historical monuments, development of a national museum and antiquities policy or of regional museums could be assumed by the National Museum or directly by the Government. Practices in different countries of the world vary.

The Mission suggests that "all operating" aspects of the national museums, viz, the historic sites and monuments in Kuwait City and Al Jahra and the archaeological site and museum at Failaka, be included in the Kuwait National Museum's responsibilities. exportation of antiquities should remain under direct Government control but, of course, with the technical support and expertise provided by the NationaS Museum.

Policy responsibility for importation and

- 31 - 3.1.2 Action required

(a) The Kuwait Government should decide on the opportunity to establish the Kuwait National Museum as a semi-autonomous Government organization responsible to the Cabinet, with freedom to set policy and with an independent budget;

(b) If such a decision is taken, appropriate legislative measures should be enacted to the effect of giving the Museum a semi-autonomous status;

(c) Under the same assumption, a Board of Trustees should be appointed.

3.2 Implementation of the technical assistance '

At least two possibilities can be envisaged by the Government for the implementation of the technical assistance actions recommended in the Plan of Action (Section 7):

- within the Government structure, a Museum Implementation Unit could be constituted, to assume full responsibility for and to carry out the technical assistance for the project as described herein, until completion; or

implement the technical assistance for the whole - the Government could entrust Unesco and ICOM to

project or for some of the first phases described . in the Plan of Action. (N.B. The proposed Structure for the Technical Assistance Program, Section 4, is based on the assumption that the Government will continue requesting Unesco and ICOM's co-operation).

The first of these possibilities implies the selection, recruitment and organization of the foreign expertise input by the Government. The feasibility of such an approach will need to be evaluated in the light of (a] the scarcity of good expertise, (b) the difficulty to obtain reliable information

- 32 - on the professional quality of the envisaged experts, Cc> the intrinsic organizational complexity of the project, [d] the difficulty to co-ordinate the various foreign professional competences required, (e) the cost to set up and run a new structure within the Government, and (f) the fact that this type of operation has no precedent in the country.

The government may consider that the second possibility is more convenient in view of the need (a) to proceed with the completion of the project in the shortest possible time, (b) to ensure the highest professional standards in terms of conservation of the collections, quality of the exhibits, training of staff, etc. (c) to place the technical assistance responsibilities on a professional organization with vast experience and resources of expertise in this field, and (d) to keep the costs at a moderate level.

3.3 Technical assistance issues! requiring immediate action

Once the appropriate decisions on points 3.1 and 3.2 above are taken by the Government, the following aspects of the project should be implemented with full priority:

- conservation of the collections to be displayed; - completion and equipping of the building to make

it suitable for the proposed use (exhibition and services); and

- staff recruitment and training. These priorities are dictated by (a] the urgency of opening at least part of the museum, [b) the real condition of the collections and (c) the shortage of qualified staff. In normal circumstances, of course, planning precedes the execution of action, thus ensuring efficient and effective implementation. But, as it is the wish of the Government - and a genuine right of the Kuwaiti people - to have the museum open as soon as possible, a certain amount of implementation and planning can

- 33 - take place at the same time, although not ignoring the risk of increased costs and results that might not be optimum.

3.3.1 Execution of urgent consenration To meet theproposed opening dates for the museum the objects selected for display must be treated and restored. Based on the preliminary assessment of the collections, the overall needs for technical assistance have been estimated in Section 5. The execution of the urgent conservation and the planning of ongoing conservation has been incorporated into the scheme. Interim facilities to carry out the work are available. Equipment used in the ‘interim laboratory would be transferred to the permanent conservation facility. Staff for the necessary interim work has been allowed for in the overall plan as well as the need to conduct some of the conservation work, particularly textiles, abroad.

3.3.2 Completion of the building I

The other critical task to be completed for the early opening is to make the building suitable for the proposed uses (exhibition and services). A preliminary evaluation of the building has been made and is summarized in Sub-sections 5.5.1 & 5 - 5

It will be necessary to adapt the buildings to meet the needs of the public, and more importantly, the collections. While the final interior design of the buildings will be done in the context of the Interior and Exhibition Design Program and the Facilities and Equipment Program qSub-Sect ions 5.4 and 5.5) there are many necessary adaptations that may be done before completion of these plans.

- The work should be done under the guidance of the architect, and engineering and design consultants who will be participating in the Technical Assistance Program. While the precise tasks. that will be required for this urgent work will be determined by the consultants, some areas of concern are:

- provision of a suitable vapour barrier - proper weather-proofing of doors and windows - provision of service access

- 34 - - examination of public safety and fire requirements - stabilization of air-conditioning and humidity control systems

The investigations and specifications woüld be done Under the guidance of the Project Implementation Team. The contracting and management of the required work would be done through the Pro j ect Management Group.

3.3.3 Staff _- recruitment and training A major, and probably the most important task of the Technical Assistance Program will be the determina-ion of ,he staff structure, numbers, types and responsibilities of personnel and the development af staff training programs. However, the urgency of opening at least part of the museum as soon as possible, and the lack of availability of qualified staff suggests that some immediate action regarding recruitment and training is necessary:

(a) Office of Personnel and Training: a senior staff person should be given the responsibility for planning and co-ordinating training of staff, recruitment and administrating personnel policies;

(b) English language training: it may be anticipated that visiting specialists for the technical assistance program will be using English as the working language. It is therefore strongly advisable that the museum staff continue to pursue English language training. Moreover, the senior level staff that are recruited should be given an opportunity to undertake intensive language training prior to their actual employment. This practice is already followed by the museum and the Mission recommends it to be continued and intensified.

4 Structure for the technical assistance program

d. STRUCTURE FOR THE TECHNICAL ASSISTANCE PROGRAM

- 36 - 4. Structure for the technical assistance program

As noted in Section 2.1 in the Implementation Principles, the means of providing technïcal assistance for the National Museum, viz; the planning, monitoring and controlling of the Technical Assistance Program will be crucial to the immediate and long term success of the museum.

The structure for implementing the technical assistance is divided into two fundamental and, at the same time, interrelated aspects. The first is the Project Implementation Team which would be responsible for overall direction, monitoring and control of the project. The second is the Project Management Group which would be responsible for managing the details of the Project's execution such as accommodation, transportation, contracting, legal matters and supervision of sub-contractors.

The chart on the following page 'illustrates the overall implementation structure and identifies the actors and their roles in the .Technical Assistance Proj ect.

- 37 -

I

1

I

L

m

ul

z E

U

W

CB

E

a w a 2 8 v

m z E

U

w Co E a W a H 8

m z E

u w Lo OH z E

U w Lo E

- 38 - 4.1 Coordination of the project

-

According to the proposed structure for the Technical Assistance Program, Unesco would be responsible for liaison with the Kuwait Government during the project. Major policy decisions made by the Government would be implemented under the supervision of Unesco.

It is expected that the liaison would be carried out with the designated government agency. Unesco's role would be to advise the Kuwait Government on the overall form of the Technical Assistance Program.

It is important to note that the Kuwait Government, in addition to being the final authority on all matters and the contractor of all services required, would be responsible for all practical aspects of the Project. Such matters as entry and exit of consultants and importation of materials and equipment for the museum must be facilitated if the Project is to proceed efficiently. The Project Management Group (see 'Sub-section 4.4, below) will assist in these matters.

The Kuwait Government would facilitate information on aspects of cultural and educational life in Kuwait, access to institutions and archaeological sites, among other things, would be necessary for carrying out the Technical Assistance Program.

As proposed in the preceding chart, Unesco would entrust the International Council of Museums (ICOM) with the organization, co-ordination and direction of the technical assistance in the areas of the competence of this professional organization. ICOM would be directly responsible for the operation of the Project Implementation Team, would assist the Project Management Group, and in general, co-ordinate and direct all field activities.. Its major role during the implementation period would be to identify the various speclalists required to be integrated in the Project Implementation Team, the individual consultants to assist the museum staff, and, after approval by the Government, recruit them and direct their work throughout the Project. ICOM would provide the necessary technical input and advice for the selection of the interior and exhibit designers, as well as advice to the Government on the

- 39 -

contractual matters involved. recommendations to Unesco and provide all pertinent data on the project development to the International Consultative Committee.

ICOM would also give advice and

The professional museum technical assistance would be implemented using acknowledged specialist consultants in the museum field who would work closely with their Kuwaiti counterparts and the other consultants on the Project. These consultants would be briefed and co-ordinated from Headquarters in Paris, and receive direct instructions, while on mission, from the Project Implementation Team.

4.2 International consultative committee

Unesco, in fulfillment of its management responsibilities, would assist in the establishment of and co-ordination of an International Consultative Committee whose function would be to monitor the progress of the project, as an independent advisor, and to evaluate the performance of contractors, consultants, and the Project Implementation Team.

The Committee should comprise three to five persons appointed by the Director-General of Unesco in consultation with the Kuwait Government. The members of the Committee should be drawn from the museum world and preferably be senior executives from major world museums. Unesco would be represented on the Committee as would the Kuwait Government.

The Committee members would meet at appropriate times to review the progress of the project. They would receive all the reports of the Project Implementation Team and specialist consultants. Their role would include, in addition to monitoring the progress of the project, arbitration of eventual differences between the various parties involved and assuring that necessary follow-up action is taken.

- 40 - - ..

4.3 Project implementation team

The Project Implementation Team has fundamental responsibility for assuring the continuing co-ordination and supervision of the technical assistance program. It would be responsible to ICOM and would work in close co-operation with the Kuwait National Museum directorate. The Project Implementation Team would be directly responsible for the specialist consultants working on each of the areas of technical assistance as illustrated on the chart and described in detail in Section 5 of this document.

The Project Implementation Team will :

- co-ordinate and control all activities of the imp 1 emen t at ion ;

specialist consultants;

Group for preparation of contracts for contractors and receive progress reports on contractors;

- advise the Kuwait National Museum on the recruitment and training of the museum staff;

- plan, organize and supervise the activities of the - provide specifications to the Project Management

The team would be composed of three consultants who would jointly carry out the tasks outlined above while assuming their respective responsibilities in their own field of specialization as follows:

Technical Assistance Director - a specialist with experience in museum planning and management, operation and administration and a good knowledge of architectural and exhibit design who would head the Project Implementation Team and be responsible for the co-ordination and supervision of the specialist '

consultants and the Secretariat in Kuwait. This person would also work in close association with the Director of thè Museum.

Training Program Director - a specialist in educational methods with previous experience in museum personnel training and a good knowledge of the available training courses, curricula and expertise on a world-wide basis. This person will be responsible for supervising the programs of the. Personnel and Staff Recruitment and Training Programs.

-

- 41 - Interior and Exhibit Design Program Co-ordinator - a specialist in the physical aspects of museum building and exhibits responsible for co-ordinating and supervising the preparation of the Interior and Exhibit Design Program and the Facilities and Equipment Program

The detailed responsibilities of each member of the Project Implementation Team are expressed in detail in Sub-section 6.2.

The Project Implementation Team would require its own secretary, office space, telephone, i.e., a fully equipped office in the National Museum.

It should be emphasized that the Project Implementation Team would work in close co-operatian with the Director of the museum, who will actively participate in the planning and deyelopment of the Pro j ect throughout all its phases.

Gradually, the role of the specialists and the Project implementation Team would diminish as the Museum staff assume full operating control for the Museum.

4.4 Project management group

The Pr0.j ect. Management Group will be responsible for the administrative aspects of the project's execution.

The implementation of the Technical Assistance Program will depend on the day-to-day efficient administration of the Pro j ect . The main tasks of the Project Management Group would be:

- to establish adequate administrative co-ordination between the Government services responsible for the Pro j ect and the Proj ect Implementat ion Team;

- to prepare tender documents for sub-contractors; - to prepare bills of quantities for materials, equipment and products requir-ed ;

- to negotiate the purchase and procurement of such materials, equipment and products, -their shipping and clearance through customs;

- to assist in the preparation and negotiation of all

- 42 - contractual agreements witk sub-contractors and s uppl i ers ;

- to organize the logistics of the consultants, the members of the Consultative Committee and any other person required to participate in the project;

- to recruit local staff required for the implementation of the technical assistance;

- to monitor the performance of all sub-contractors and suppliers, and report on these matters to the Project Implementation Team;

Government ; and

department on all aspects of the administration and management of the project ls_-implementation.

- to prepare the accounts to be submitted to the - in general, to assist the responsible Government

The importance of the Project Management Group cannot be overstressed. The success of the implementation will hinge on the efficient management of day-to-day events. Finally, it is a matter of further discussion as to whether some of the tasks assigned here to the Project Management Group could in fact be performed by a given Government department.

4.5 Museum staff Participation of the staff of the National Museum throughout the implementation of the museum will be essential for the ongoing success of the institution.

- 43 - The graph below shows the respective evolution of foreign assistance and museum staff over time. At the outset, since there are few museum staff, the amount of foreign assistance would need to be substantial. As the training programs are established and museum staff formed, the number of staff would increase (solid line) while the input of technical assistance would decrease (dotted line].

number of museum staff and amounts of technical assistance

present opening of the museum

Technical Assistance and Cooperation Over Time

4.6 Specialist consultants

number of required museum staff (to be determined)

Specialized consultants would be sent on mission to Kuwait with specific objectives and goals and for limited periods of time. The timing of their interventions, briefing and

- 44 - contracting would be co-ordinated in Paris and their effort assisted in Kuwait by the Project Implementation Team. The types of specialialities and the numbers and profiles of the consultants required are defined in 5ection 6, Professional Consultantancy.

5 Technical assistance requïreci

- 46 - 5 Technical assistance required

In the following Section the objectives, contents, consultants required and training of the required technical assistance are described. tkmuseum are covered:

Five fundamental aspects of ïmplementation to realize

(a) fin.ancing and management; (b) personnel and staff training; (c) the operational program; (d) interior and exhibit design; and (e) the facilities and equipment.

The studies and reports described below will be conducted ac-cording to the priorities and schedules enumerated in Section 7, Plan of Action. The order of the execution of the studies necessarily takes into account the completion of some. studies before others can commence.

As an integral part of the process of determining the extent of the teGhnica1 assistance requested it was essential that preliminary investigation be carried out on the present status of the various aspects of the National Museum. Assessments were made on the levels of development and problems posed:

- to establish the financial, organizational and

- in recruiting and training staff for the museum; management structure of the museum;

i

- 47 - - for developing the museum's operational program

of activities [documentation of the collections, conservation, publications, relationship with other cultural institutions, etc.] ;

- in developing the museum's exhibition program, including the goals and objectives of the museum, available collections for exhibitions, acquisition policies, the possibilities and limitations posed by the complex of museum buildings, etc.. . ;

conditions and special museum furnishings and equipment.

- in specifying the proper environmental working

Where deemed appropriate, the required technical assistance actions described below are introduced by the results of the preliminary investigations carried out by the consultant's team during its mission to Kuwait.

5.1 Financial and management

5.1 .I Introduction The implementation of the Kuwait National Museum represents not so much the upgrading of the existing museum as the creation of an entirely new organization. As such, the financial and managerial implications are considerable. The costs for implementing the museum can be divided into two types - setting- up costs which arise from creating the museum {including the technical assistance program) and the running costs.

The financial and management plan will coincide with the Staff Structure plan outlined In Sectïon 5.2.

5.1.2 Objectives of the technical assistance To establish the basis for estimating, managing and reporting costs and revenues of the museum. To recommend financial

- 48 - objectives, policies and procedures consistent with the goals and purposes of the museum.

5.1.3 Proposed action (aj Market Estimates

- local residents - educational groups - specialists and scholars - tourists - foreign delegations

(b) Establishment of Financial Objectives and Policies - objectives - budgeting practice - financial planning and control procedures - financial reports, records and systems - accounting practices - remuneration practices - financial administration staff

(c) Analysis of Revenues - museum shops - restaurant - facility rentals - exhibition fees - subvention

(a) Cost Calculations - operations - program - building maintenance - acquisitions - capltal costs

Ce) Implementation of Cost Calcuiati oris - technical assistance program - completion and equipping of buildings - exhibition design, production and installation - staff recruitment and training - project administration and legal costs - collection costs-acquisitiony conservation, curatorial. and research

- 49 - 5.1.4 Consultants required

Market analyst O. 75 man/months Museum management 1.00 man/months specialist Quantity surveyor (fee contract) F in anc i al /a ccoun t in g 1.00 - 1.50 man/months special is t Members of the Project Implementation Team

(N.B. Schedules for Technical Assistance are to be found in Section 7, Plan of Action)

5.2 Organizational structure of the Museum: personnel and staff recruitment and training programs The single most crucial task for the creation of the Kuwait National Museum as a well-functioning dynamic cultural institution in Kuwait is the recruitment and training of qualified museum staff. The placement and training of staff in the museum should begin as soon as possible so that when all of the 'physical' transformation of installing the equipment and exhibits, architectural alterations, etc. are completed and the museum is officially opened, a core of professional staff will be in charge to assure its operations.

The emplacement of professional staff by the museum's opening may be assured by taking the following actions:

Ca) defining the organizational structure of the museum; (b) after approval of the organizational structure of

the museum, by*the appropriate authorities, implementing the staff structure;

(c) after an appraisal of available staff and their capacities versus the job .descriptions in the organizational structure, define and implement

staff. in-service! and overseas training of the required

I

HH

U

r I

...-

- 51 - 5.2.1 Findings and Preliminaryrecommendatiiona on- the Museum's organizational structure

A preliminary chart of the Museum's organization is shown on the following page; this is tentative and will be developed as a part of the Organizational Structure of the Museum report which is to be done. The chart does not define the numbers or types of personnel, but rather the broad categories of tasks or activities to be carried out: management, administration and building management, dccumentation and collections management, education and exhibit design and scientific programs, At the commencement of the technical assistance only a few sta will be working for the museum and their numbers will grow as they are .trained and recruited.

To date no final detailed estimates of personnel requirements have been made, the preliminary figure given by the Consultants that took part in the Mission is that the Museum will require approximately 175 staff members including guards, guides and maintenance personnel.

Four fundamental categories of people to be required. Traditional museum categories for staff are as follows:

Management Personnel - - Director, Finance Officer, Personnel, administrative staff, department chiefs, etc.

documentalists, etc.

ma in t enan c e , etc .

Professional Personnel - curators, librarians, conservators, Specialized Personnel - carpenters, tradesmen, equipment

Skilled Personnel - guards, guides, sales staff, . maintenance staff, etc.

All staff will require. training of various types. Academic university-level training is required for the professional personnel and managers. Specialized personnel will require vocational and technical training. Skilled staff will often require vocational training. All will require continual training of some type throughout their career in the Museum.

- 52 - 5.2.2 Objectives of the technical assistance To establish the organizational and management structures for the Museum, including departmental responsibilities and relationships. To define job specifications, terms of employment, salary levels and benefits for all staff. To devise a phasing program for implementation of a staff structure. To develop and implement formal and informal (on-the-job) training programs.

5.2.3 Proposed action (a) Development of the Museum's Organization and Management

Structure - Management systems and procedures

. organization table with reporting relationships

. description of departments

. job descriptions

. management system: collections, maintenance, security, sales

. concessions

. budget and accounting

. manpower requirements

. job profiles

. employment policy: conditions of services,

- Staff planning

salaries, etc.

[b) Implementation of the Staff Structure - Definition of Immediate Required Staff taking into

. Kuwaiti counterpart staff to work with the .

Director General of the Museum, members of the Proj ect Implementation Team and the

account urgent needs in the following areas:

visiting Consultants inc developing the training programs; developing the Museum's operatïonal program; assisting in responding to questions of the interior and exhibit designers.

. Management Personnel

- 53 - . Scientific Personnel: [curators, librarians, documentalists and conservation staff to work on priority conservifion needs.

. Specialized workers: carpenters, electricians etc.,

The exact number and job profiles of staff urgently required in the above and other staff categories will be defined.

- Interviewing Possible Future Staff of the Museum. Candidates for future staff posts in the Museum will be interviewed with the goal of fulfilling immediate staffing needs and creating files for candidates for long-term training programs.

- Correlation of Staff Requirements versus Staff Availability. An assessment of staff requirements versus availability will be made to:

. establish provisional time schedules for the starting dates of required personnel through the opening of the Museum until the full staff level is achieved; emdou immediately required staff within the framework of the Museum's operation budget;

. consideration will be given to hiring museum staff from outside of Kuwait or requesting additional technical assistance if urgently required qualified staff are unavailable.

[c) Formulation of the Training Program for the Required Staff

- Definition of Training Requirements . by category of work . by intensity and duration of time

- Formulation of Training Programs (for all levels of staff) . "in-service" training . shorti, -intensive programs :

. study tours of museums abroad

in Kuwait and abroad

- 54 - . long-range programs

- Long-term Training and Educational Programs . compilation of information on technical, undergraduate and graduate education available abroad for the formation of admin is t ra t ive, mus eo logic al , s c ient if ic , curatorial and technical staff at educational institutions, international organizations (ICCROM) and in museums.

. selection of candidates

. revision of the time schedule for the starting of required museum staff

. intensive language programs

. formulation of a contract with all accepted candidates for extended education requiring an obligatory period of service at the Museum

. aid to candidates in application for education abroad

. guidance and long-term supervision of candidates sent overseas ..

- Study of Possible Educational Input into the Education Programs of the local primary schools, secondary schools and institutions of higher education. . . definition, after the long process of

interviewing candidates and developing the training programs, of areas in early education requiring enrichment for future students.

, 3.00 man/monthr I 12.00 man/months 25.c)O. - 35.00 man/months

5.2.4 Consultants required - Museum vanagement Feciaiist - Training Program Co-ordinator - Visiting lecturers for intensive - Visiting technicians for equipment museum courses

train ing : . air-conditioning .6.00 man/months . audio-visual and photography] 3.00 man/montFs x-ray

- 55 - . lightïnglelectrical . planetarium . building maintenance

- Security specialist (training and equipment)

- Members of the Project implementation Team

2.50 man/months 6.00 manlmonths

. 6.00 manlmonths

4.90 man/months .- - -

(N.B. Schedules for technical assistance are to be found in Section 7, Plan of Action)

5.3 Operational program of the Museum

5.3.1 Introduction A csrtain number of activities begun during the period of technical assistance will continue after the Museum's opening, as the Museum!s normal activities and functions. Among these activities will be: continuing documentatïon of the collections, conservation of the collections, cultural and educational activities, relations with other cultural institutions, the creation of temporary exhibitions, publications, etc.. . Activities such as conservation and documentation of the collections will begin urgently in order to prepare the objects for exhibition, while others will be developed as staff become trained in the different, specialities.

The report on the Museum's Operational Program will consist of three major sections: (a) documentation of the collections; (b) conservation of the collections, and Cc) cultural and educational activities.

(a] Documentation of the Collections - Functions The documentation of the collections by means of a registration system and a catalogue file provides both the physical control needed for the adequate

- 56 - management of the collections and the exploitation of the information relevant to each object. The data obtained through curatorial research activities is the essential support for the presentation of each object to the pub1 ic.

The registration system provides assurances that there is one permanent record for each object in the Museum. Usually, that operation is done by a llRegistrar'l whose responsibility is to keep the permanent museum inventory records and to look after the movement of the objects.

With the assistance of the Registrar's office, the scientific research needed for cataloguing is normally undertaken by the curators or scholars. The system should be done according' to the function, the material, the provenance and the date of the object. The use of an electronic computer is recommended as it could paovide mu1 t iple Cros s - indexing of information.

- Present Documentation Methods in the Museum At present, the Museum has two kinds of inventory

these records each object is identified with two numbers: a general number and a special number.

- records: log books and colored file cards. In

The method supplies each object with a KM number (for permanent identification) which is written on the object. The KM series begins with KM 1 and follows in series; thus the system is open-ended and can continue indefinitely. The numbers are not specific to the types, of 'objects [archaeological and ethnological).

Each card provides information on: ---___ - Type of object

- Material - Measurements - Date (period) - Provenance

- 57 - - Condition - Brief description

and includes a blank space for. logging --. the location and movement of the objects in the Mus eum.

One or more photos of the object are affixed to each card. Registration is in both Arabic and English. As registration is not complete, work continues in this area. At present, the cataloguing procedures carried out consist only of a detailed description of the objects.

- Needs The first urgent task is to train sufficient people and organize appropriate procedures to achieve a complete inventory of the collections before any substantial movement of objects for conservation or exhibition purposes takes place. A Registrar and a Documentalist to assist him should be trained with the help of a foreign expert by means of:

. theoretical courses on documentation methods

. in-service training

. short training for the Registrar in a foreign museum

(b) Conservation of the Collections - Aims and Principles The objects that constitute a museum's collections

material components and labo- required for manufacture; in most of the cases, they are unique

have a significant value beyond their actual ~ __ -

- *

and irreplaceable. This assignment of cultural values to material objects, together with the desire to preserve them for future generations, is at the base of all conservation.

To ensure the proper conservation of the objects kept in the Museum, in display or in storage, from its own collections or on loan, involves a permanent battle against all forms of decay.

- 5 8 - - Causes of Decay are:

(a) external: - light [ultra-violet and heat radiation) - CI imate (temperature and humidity - biological (insects, bacterial, fungi, - natural disasters (fire, earthquakes,

changes)

etc.)

etc.)

(b) man-made: neglect, environmental pollution, vandalism, theft, etc.

Conservation starts by creating the optimum conditions for the objects, by means of environmental control and security measures. These optimum conditions will be achieved through a planning process that involves the curator, the conservator and the architect. The Museum is a complicated environmental spatial system in which exterior and interior climates must be modified by the structure in such a way as to minimize the deterioration of the objects. Temperature must be controlled and kept stable. Relative humidity (RH) should be kept within the levels acceptable to the materials (inorganic, organic) from which the objects are composed. Light, both natural and artificial, must also be controlled because it damages many materials.

When all the envircnmental conditions for the objects on display and in storage are satisfactory, the curator can begin to proceed to the consolidation and restoration of the collection. Conservation treatments should rigour8usly observe the .following standards of ethic.&’).

1. the condition of the object, and all methods and materials used during treatment, !imust be clearly documented;

it must not be destroyed, falsified or removed; 2. historic evidence should be Eully recorded and

Cl] B.M. Feilden, An Tntroduction to Conservation of Cultural Property, Unesco, Paris, 1979 (pages 23 and 24).

- 59 - 3. any intervention must be the minimu necessary; 4. any interventTon must be governed by unswerving

respect for the ,aesthetic, historical and physical integrity of cultural property.

Interventions should: (.a) be reversible, if technically possible; or (b) at least not prejudice a future intervention

[c) not hinder the possibility of later access to

(d) allow the maximum amount of existing material to be retained;

(e) be harmonious in colour., tone, texture, form and scale, if additions are necessary, but should be less noticeable than original material, while at the same time being identifiable;

are insufficiently trained or experienced unless they obtain competent advice. However, it must be recognized that sohe problems are uniq-ue and have to be solved from first principles on a trial and error basis.

whenever this may become necessary;

all .evidence incorporated in the object;

(f) not be undertaken by conservator/restorers who

- Needs (1) The assessment of the present situation of the Museum

leads to several conclusions. First of all, that priority should be given to the conservation of the collections to be displayed, and that especially in order to meet the deadlines for opening first the Section on Islamic History and Culture, consiituted by the collection of Sheikh Nasser Sabah Al-Ahmad Al-Sabah [see Section 3.3). The* amount of conservation work to be undertaken on this collection is estimated to be 18 manhonths, while the museum collections will require approximately 16.50 manlmonths of work, bringing the total amount of conservation work to be performed before the opening of the Museum up to approximately 34.50 manhonths, i.e. two years and almost nine months of highly qualified intervention.

(11 Study prepared by Mr. B. Arthur, seethe Annex to this report, Conservation.

- 60 - As conservation expertise does not exist at present in Kuwait, it will be necessary to arrange a training program with the aim over three to five years of staffing the Museum's conservation department. be carried out by engaging five visiting experts (one chief conservator and four specialists in different fields). The training program and the need to immediately treat the collections will be combined. In order to achieve this, temporary conservation facilities should be immediately established. Proposals as how to implement:

The bulk of conservation training can

(a) priority conservation-necessary for the

(b) staff requirements, recruitment and training; (c) temporary conservation facilities and

opening of the Museum;

equipment ; [d) long-term conservation facilities (1')

are included in the Plan of Action (Section 7).

(c) Educational and Cultural Activities - Functions The educational and cultural activities will fulfill the goals and objectives of the museum by offering appropriate services to public, private, professional and institutional users of the Museum. In order to determine the exact nature of the educational and cultural action programs, this report wi1.1 be carried out in conjunction with the detailed market survey (see Section 51, which will define the nature and needs of the future Museum users (numbers, ages, educational levels, etc.). This report will be a necessary pre cursor to the development of the Museum's organizational structure and facilities and equipment programs as it will deterinine the importance to be given to the different museum activities in terms of staff

(I] See schematic architectural plans for the permanent conservation laboratory in Building VI B in the Annex.

- 61 - sizes, space required, equipment required, etc.

- Needs The educational and cultural action program will focus on the development of the following:

(a) educational programs (for general public, specialized groups, i.e. school children, handicapped, university students, etc.) ;

(b) special activities aimed at fostering public interest in the Museum, viz, stimulating the individual visitor to return many times to this institution (temporary exhibits, film projection, lectures, participatory events, etc.);

publications (magazines, bulletins, books, brochures, etc.) to reinforce the message of the exhibits;

educational and cultural action programs, such as auditorïum, children's workshops, library, etc. ;

illustrating the exhibits;

education and cultural action activities;

(c) production of regular and occasional

(d) the physical facilities supporting the

(e) the acoustic guides and audio-visual means

(f) the training of staff specialized in

Cg) the implementation of museum activities outside the institution's premises;

(51 the co-ordination of all such activities with those carried out by other educational, scientific and cultural institutions in the country Ci. e. Municipal Maritime Museum and Municipal Aquarium, Museum of Science and Natural Hïstory, the National Art Gallery, the Free Art Centre, the University of Kuwait and the Kuwait institute of Scient if ic Research),

i

- 62 - 5.3.2 Objectives of the technical assistance To define the operational program of the Museum, in both immediate and short-term actions needed, and the required steps to develop long-term, ongoing activities.

Documentation of the Collections: To establish a documentation system for the scientific and administrative management of the collections. The future needs of the Museum will be taken into account in devising such systems, after a thorough review of the present registration and cataloguing procedures. The documentation system will provide the desirable flexibility for the regular flow of objects, either through new entries in the collection or temporary loans.

Conservation of the Collections : To determine the present and future needs of the Museum in terms of: (a) proper conservation of its present collections and that of those that may be constituted; (b) training of staff in charge of conservation, and (c) facilities and equipment for conservation. To assist with the implemenkation of the above.

Education and Cultural Activities: To determine the educational and cultural program of the Museum, the nature and type of services and activities to be performed, on the basis of a detailed study on the Museum's potential public and its various profiles (age, educational levels, etc.). To assist with its imp 1 e ment at 1 on.

5.3.3 Proposed action (a) Documentation of the Collections:

. registrationllog books

. cataloguing cards

. photographic and graphic documentation

- Analysis of present documentation systems:

- Identification of needs - Establishment and implementation with Kuwaiti counterpart staff of the definitive documentation systems

- 64 -

..

publications, reproductions, pedagogical materials, museum souvenirs etc.]

. Procedure for the productïon of the above - Library and Study and Re.ading Room Program

. Definition of various types of users (general

. Specifications for (a) the contents of the public, children, researchers, etc.)

library and its collecting policy, and (b) the retrieval and use by the. staff and the users of the bibliographic materials

. Regulations for the use of the premises

. Staff requirements: number, profiles

. Target groups (school children, adults, handicapped;

. Relationship between the Museum Educational

- Educational Program local or foreign, etc.)

Program and the national educational policy and its institutions (schools, universities, etc.)

(a] in the museum (b) outside the museum (schools, universities ,

(c) regular (d) non-regular

. Modes of action and types of services:

etc.)

. Staff requirements: number, profiles, training - Detailed cost analysis and:Sudget for these services and program.

5.3.4 Consultants required

Services

(training and collections treatment]

Control

- Specialist on Documentation andr.Library -4.59 manlmanths

- Co-ordinator of the Conservatimn, Program 17.50 man/months

-3. c) h man/months - Specialist in Lighting and Cl,Qpa.te - specialist in Storage and Handding 4.00 man/months - Specialist in Wood Conservatim; 4.5 O man/months - Specialist in Paper Conservatiloa 3.25 man/months

1 . 1

- 65 - - Specialist in Textile Gonservation 7.75 manjmonths - Specialist in Artifacts 15.90 manjmonths - Market Analyst 2.25 man/manths - Specialist in Museum Education 4. O man/months

- Members of the Project Implementation Services

Team

(N.B. Schedules for technical assistance are to be found in Section 7, Pian of Action)

5.4 Interior and exhibit design program

This Section proposes the preparation of a comprehensive program for:

(a) the preliminary selection of the objects to be

[b) the establishment of an acquisitions policy for the

(c) the preparation of the final exhibition program

exhibited;

Museum; and

'script'.

The Interior and Exhibit Design Program will be completed in two stages. First,of all, in order to respond to the need to assess in full detail the collections available and to prepare the objects for exhibition, technical assistance activities in the fields of documentation and conservation will be carried out [see Section 5.3, above). This will permit a selection of the objects to be exhibited, identification of the gaps existing in the collection and, in consequence, the ability to set up an acquisitions policy, the final result of this exercise being the preparation of the exhibition program 'script' that will be the basis for the exhibit design.

i 5.4.1 Collections available The future collections of theNational Museum may be constituted by

- 66 - . objects and specimens of various origins: the collections of the present Museum, collections from other public institutions and collections from private owners.

By means of introduction it should be noted that most of the collections, public or private, existing in the country were examined by the conservation expert at the time of the Mission to Kuwait('). proper display of the objects, special conservationlrestoration work will. be needed in many cases. The preliminary evaluation made on the National Museum's present holdings indicates that more than 75% of the objects in the collections require treatment, and the same applies to 50% of the objects integrated in the most important private collection of Islamic Art.

it is estimated that, in order to ensure the

(a) National Museum Collections - Nature of the collections: archaeology and

- Approximative size of collections in display: ethnography

archaeology, 300 objects ethnography, 550 objects

- Approximative size of collections in storage (in the Museum and in the Musical Institute):

archaeology, 1, 700 objects ethnography, 1,600 objects

- Typology of the antiquities: from the Bronze Age to the Helenis tic Period (Failaka Island]

- Typology of the ethnographic material: daily life objects from Kuwait, the Gulf area in general and imported from India and Europe.

(b) The Art Gallery, started to acquire modern Kuwait - art in 1961. Now its collections comprise more than 300 art pieces (mostly contemporary paintings and some sculptures). The Art Gallery, which is different from the Free Art Centre, is a part of the National Council of Arts, Culture and Letters, under the supervision of the Ministry of State for Cabinet Affairs. It is expected

(1) Study prepared by Mr. B. Arthur, see the Annex to this reporf:, Conservat ion.

- 67 - that this art collection will be moved from the Art Gallery tu the National Museum.

(c) Science and Natural History Museum Most of the exhibits at the Science Museum are not relevant to Kuwaiti science and natural history and thus inappropriate for the National Museum. Aspects of science that are related to Kuwait or the Gulf area, such as flora, fauna, geology and climatology or spectacular material such as the Coelacanth may be included as part of the natural history displays in the Museum.

(d) Private Collections

(i) eventually at the displosal of the Museum: - Ethnographical material to be acquired from:

MT. Seif Shamlan: very valuable collection of about 400 pieces (.including old documents);

Mr. Saud Al-Turiki: systematic collection of about 1,000 pieces (including coins and shells) ;

Mr. Abdullah Mukhazeem: small collection.

A preliminary list of these objects has been prepared by the Museum staff [with photographs).

- Islamic collection to be loaned by Sheikh Nasser Al-Ahmad Al-Sabah. This collection which presently comprises more than 600 artifacts, more than 10,,000 coins and more than 10, O00 books located in Kuwait is one of the best collections of its type in the Middle East. It cover; more or less nearly all the periods and techniques of Islamic arts ranging from the Ummayyad to the 0ttoman.periods. The collector continues to buy objects and plans to have available 800 to 1, O00 objects for the Museum opening.

(ii) other collections:

Mr. Jasim Al-Homayzi: a superb collection of medieval Islamic art, including masterpieces of inlaid metal-work.

Mr. Tareq Rajab: a well organized and wide- ranging collection including western paintings of oriental inspiration, Islamic and late Chinese ceramics; daggers and knives from Arabian Peninsula and India; musical instruments ; large collection of popular jewellery;

Mr. Muhammad Khaja: a collection of European bronzes (:mostly French) of the end of the 19th and beginning of the 20th century. Although this is in itself a beautiful collection, the Mission considered it irrelevant to the goals and purposes of the National Museum.

5.4.2 Acquisitions policy Once the assessment of the collections available for the Museum from various sources has been completed, and the corresponding -y

full registration system achieved, it will be possible to identify the main gaps (i.e. lack of objects'from a given period) that *

exist in the display sequence. In consequence, an acquisitions policy will be established. Such policy will consider:

(a) type of objects essential to fill major gaps in the exhibition that would need to be filled with priority;

(b] methods of acquïsition: - archaeological work: surveys and excavations; - field missions [ethnographic) ; - purchase; - gifts and legacies; - loans: from foreign institutions, from private - exchanges. owners; short-term, long-term, indefinite, etc.;

(c) acquisition control: - body responsible (acqui'sitions committee) ; - definitïon of the purchasing system; - terms of acceptance of loans: quality criteria, etc.

--_

(d) purchase fund. (e) facilitles to be allocated to major lenders. (.f) rules for accessions and de-accessions

- 69 - 5.4.3 Findings and preliminary proposals for the exhibition themes and sequences

.____~ - -

In this Section, a plan for the development of a detailed exhibition program is recommended. The scale and complexity of the task, combined with the constraints imposed by the buildings and the changes in the exhibition planned for the Museum require to develop a basic theme and sequencing plan for the Museum so that the technical assistance program could be planned.

To establish the thematic sequence and the consequent arrangement of the collections several factors were taken into

(1 1 cons iderat ion . - The original program produced by Mr. Selim Abdul-Hak in 1959: this program was the nucleus for the general conception of the institution and the architectural project elaborated by M. Ecochard;

existing in the National Museum and those available from private collectors;

- The thematic sequences previously prepared by the Museum staff specialists;

- The size, shape and relationships of the spaces for the exhibitions provided in the buildings for the exhibitions.

- The scope and nature of the collections: those

(a) Review of the Original Program The original program for the Museum established three main themes providing for the total presentation of the country as a territorial and cultural entity: Land of Kuwait, intended as an extensive and detailed presentation of Natural History organized systematically following a taxonomic pattern; Man of Kuwait, referred to the presence of man in the region as it is revealed through archaeological evidence, historical documents and ethnographic objects; and Kuwait Today and Tomorrow, devoted to the life and the social and technical achievements of the present day, and projects and expectations for the future.

(1) For the design of the exhibitions, see also paragraph (d) , below, 3 Themes.

- 70 - The architectural project of M. Ecochard assigned a building to each of these themes. The relationships between them and the size and internal distribution of spaces were established following an abstract scheme derived from the program. Later, the plans were modified due to various site, planning and architectural and budgetary factors. A close study of the spaces through an analysis of the plans and a detailed survey of the buildings revealed a number of constraints that have to be surmounted by architectural accommodations (see Section 5.5.1.) and by killfully manipulating the sequences and the elements of the displays. At the same time it was evident not only that the buildings did not correspond with the original proposition, but also the collections available were of a different. nature.

Since it seems that the< Science aud Natural History Museum collections do not need to be transferred to the National Museum and the requirements of the National Museum are now different than when it was initially planned, new exhibits have to be formed, following a conception so that they represent the Gulf Region as a whole and refer to three different environments: the desert, the urban milieu and the sea.

The envisaged incorporation to the Museum of Sheikh Nasser Al-Ahmad Al-Sabah's collection broadens the original program. The offer of this outstanding Islamic collection which was not included in the first exhibition odtline offers the Kuwait National Museum the opportunity of gaining world importance. The lender has requested that the collection be housed in a building exclusively devoted to it. The conditions for the final agreement are Being- debated between Sheikh Nasser Al-Ahmad Al Sabah and the Government at the present time. An unlimited flexibility to integrate. this collection with objects from other origins can contribute very effectively to a coherent arrangement of the final exhibition, both in its tfiemrrtic as well as chronological presentation.

Other collections to be acquired by the National Museum are congruent with those already existing. They are composed mainly of ethnographic materials and for them, as well as for the archaeological remains, the museum staff have prepared particular sequences that prove very useful as a basis because they are arranged by people familiar with the collections and have closely

- 71 - studied each of the themes.

For other aspects of exhibits no objects exist, but can be acquired with relative ease. For example, to represent the technological advances and the modern social situations, artifacts and models can be obtained or produced by the same people that made possible the municipal exhibition or the exhibits for the Kuwait Oil Company.

The works of art in the Kational Collection of Contemporary Art represent in part the cultural achievements of the new Kuwaiti society, therefore they also have a clear place in the general sequence.

(b) Thematic Proposals The factors above-mentioned were considered and discussed among the members of the Mission, with staff of the Museum, with private collectors and Government authorities. Various alternatives were studied and possible solutions evaluated, and finally the following thematic sequence was adopted as the be'st suited formthe proposed goals of the Museum.

- Main Themes: . General Introduction , Geographic Situation and Territorial Morphology , Ancient History . Land and Maritime Environments . Traditional Life . Modern Kuwait . Islamic History and Culture

In direct relationship to the main themes, other exhibits are proposed namely: the planetarium with a monographic exhibit on Islamic contribution to scientific knowledge, and contemporary art throughout the Museum both inside and outside, and in temporary exhibition sp?ces of various kinds.

(IC 1 Exhi b il t D eve1 opmen t Pro cedure s A study will be undertaken with the participation of several specialists to produce the lscriptsl necessary to develop the exhibitions.

- 72 - Each of the Sections mentioned in the six thematic sequences requires its own script. The script is the written instrument that delineates the exhibits program, and provides a detailed guide for the designer.

The exhibition program 'script' will cover the following aspects:

- detailed breakdown of the thematic contents; - selection of objects required for display; - ideal sequency according to which these objects - information and concepts related to each object

should be displayed;

that will need to accompany them in written form; - graphics [photos, maps, charts, etc.) to complete the message;

- tri-dimensional models; - audio-visual aids ; - additional notes on the objects selected

[conservationlrestoration requirements, scientific research needed, etc.);

by means of acquisition. - gaps in the display sequence that have to be filled

At the same time, the general criteria for the design of the exhibition have to be worked out. The interior designer, the architect , and the museum programmes with the advice of the engineers have to define the general guidelines for all exhibits including its physical features: types of finishings, optical levels, lighting requirements, width of circulations, color, lettering types, interior construction techniques, etc. This will ensure that the solutions for each section, even different in character, fulfill the same technical specifications.

Cdl Summary Description of the Proposed Kain Exhibition Themes - General Introduction

. A short message stating the museum goals and how the exhibitions are devoted to fulfill them;

- 73 - . A dedication to the people of Kuwait and acknowledgement of assistance from people and nations ; A description of the contents of the exhibits, c omp 1 emen t e d w i th

. A mural depiction of the Museum coxplex showing the public services and visitors circulatim pattern.

- Geographic Situation and Territorial Morphology Situation of Kuwait in the world, latitude, longitude, its position in the temperate zone and as a part of the desert belt, neighboring states, etc. expressed by a map of the world and with sat el 1 it e photographs.

The Gulf Region, represented by a large scale relief map of the region indicating the different natural regions. This map would cover not only the Arab Gulf but adjacent territories, the Arabian Peninsula, Red Sea, Nile Valley, East Africa, Mesopotamia, Indian Ocean, Iran, Indus Valley and East India.

- Geological Composition of the Gulf Region Stages of the stratigraphic formations, characteristics of the various ages, mineral resources, underground and surface features. Samples of minerals and of oil drilling, etc. will be required for exhibit ion.

Climate: description of the factors that determine climate and an explanation of the results of their combined actions specifically referred to the Gulf Region.

Landscape: appearance of the most char act eris tic ecosystems in the region [land and sea), shown with the support of appropriate graphic and audio-visual material.

- Ancient History The different stages of Ancient Histo.ry will be illustrated by the use of archaeological evidence found in the Gulf Region, following the

- 74 - chronological presentation prepared by the Vuseum Advisor in this field.

. Prehistoric remains up to the Chalcolithic period. The starting point is the appearance of man in the Arabian Peninsula andhis first activities. (fishing and reed culture). Because of the lack of material, a large part of this section would be represented by reconstructions of the habitat in the Paleolithic times. The changes in Othe Gulf structure and appearance between 15,000 BC and 5,000 BC would also be explained.

. Proto-Khalij Period (3500 - 2800 BC) As no evidence has been yet found'in Kuwait for this period, the materials chosen for illustrating this section may be given by Bahrain, The United Arab Emirates and Qatar, as has been already proposed with the Cairn Graves artifacts from Bahrain.

. Bronze Age (12800 - 1200 BC] The Bronze Age is one of the most important periods of ancient times for Kuwait and the Gulf Region. It is divided in three phases:

Early Khalij (2800 - 2200 BC) Middle Khalij I C2200 - 1800 BC) Middle Klialij II (1ûOO - 1100 BC)

The materials demonstrate the links between the Gulf and Mesopotamia, s'outhern Iran and the Indus Yalley and the major role of trade activities. Besides the pottery and fragments of soft stone carved vessels, there is an outstanding collection of over 450 seals from Failaka Island that are unique in the world. The bronze tools used to make these seals also exist in the collection.

It is suggested that a large diorama or multiple screen projection program illustrating the trading and cultural movements during this period be included in this section.

- 75 - . Late Khalij Period (1st millenium BC]

There are few antiquities in Kuwait of Assyrian, Neo-Babylonian (inscribed door sill) and Persian times, but the Hellenistic presence in the region (300 - 100 BC) is still very well represented with materials excavated in Failaka Island: stone Greek inscriptions, architectural decorations, clay figurines, coins, pottery.

A full size reconstruction of the façade of Artemis Temple would provide a great interest to the exhibitions.

For the Parthian Period (100 BC - 200 AD], the material is scarce, only a few pieces of pottery are available.

(N.B. Loans from Bahrain, Qatar, and the United Arab Emirates should be displayed and integrated in the differht categories in this section, as they come from the Arab Gulf culture. In contrast, the Jordanian Collection should be exhibited separately in a contiguous space,]

- Land and Maritime Environment A multi-disciplinary approach to these subjects is proposed to enable a comprehensive presentation of the natural features of the region interwoven with traditional human activities.

Anima1 life, land and vegetation will be treated as components of the distinctive habitats where both nomadic and sedentary life occured.

Incorporated with but separate from the main exhibition line, monographic sections devoted to certain themes will give complementary information, for example herding, hunting or water supply and transportation.

. The Desert and nomadic bedouin- life The characteristics of the environment will be reproduced as they actually appear in all respects, illustrating man as part of the ecosystem. The

- 76 - tent, furniture, carpets, dress, arms, horse and camel, the paraphernalia related to them, dress for man, woman and children, utensils used for cooking, transportation, etc. All the artifacts would be shown in a normal relationship as they might appear in normal life.

In addition, special exhibits may show the wild animals and plarrtsof the desert, the physical aspects of peoples, some significant activities necessary for social relations or survival; water supply and transportation, food production and gathering, as well as the elabration of handicrafts and the traditions and customs of the bedouin people; codes and rules of behaviour, social organization, the tribe and kinship, hunting, falconry, herding of sheep and goats. Music, songs and dances, sports and games.

. The City and the Port of Kuwait The composition of a traditional village and its evolution towards a large city: description of its main features, domestic architecture, agriculture and farming, date cultivation, and domestic animals.

The role of Kuwait as a trade terminus will be illustrated using a plan or model of the old town emphasizing how this urban center was the link between the desert and the sea, between inland and seafaring activities.

. The Sea Environment and Life Following the pattern established in the desert section, the marine environment and the human activities related to it will be shown simultaneously. Starting with productive activities like fishing and pearl’ diving, the presentation would include the underwater biological profile of the Gulf and the Indian Ocean.

- 77 - In the aquarium the visitor would see the rich variety of fishes and plants of the region. Other activities related to the sea will be shown such as ship building, tools and related techniques, workshops, etc. A collection of models, paintings, graphic and audio-visual material illustrating different types of boats might be part of this section as well as a gallery of the most famous ship builders.

Other aspects of traditional life by the sea will be represented in trading, sailor's life, particular customs and traditions related with seafaring activities, legends, songs and dances, ceremonies, etc.

The last item directly related to sea life is maritime trade. Trade routes, ports of call, and products transported will be shown. Navigation will be explained in relation to the prevailing winds and the monsoons and the instruments used.

- Traditional Life The presentation of trade routes and goods leads the visitor to the next exhibit; the manufacture of handicrafts. Workshops , faithfully reproduced, will be shown in a space contiguous to the reconstruction of the old souk where a concentration of products brought from abroad and produced locally will be shown. Life in the town is represented following the souk exhibits. Other public activities might be shown such as, public education, places for socializing, customs related with the consumption of coffee, tea and tobacco, sports and amusements, music, dance and songs. Public ceremonies will provide the link to domestic life in the urban community, starting with the wedding ceremony. Relations within the family and kinship are mentioned and the life cycle is presented in close relationship with the interior components of the house and all the objects used commonly at each stage of life: birth rites, childhood toys and games, schools and education,

- 78 - rites of passage, relations with the elders, etc. Food, cookery and the kitchen, the diwaniyah and traditional entertainement customs will also be shown.

Finally a special exhibit will outline the historical turning point when Kuwait started to become a modern State: the Battle of Al-Jahra [1929].

This exhibition will show the most relevant aspects of the changes that have occured in the last thirty years and how the State has evolved. Each aspect will be interpreted from an historical point of view in the context of the general development of the nation.

- Modern Kuwait

Oil discovery will be emphasized as the basic factor in the economic surge that enabled the country to rapidly develop. Extraction techniques, production, distribution, petrochemical processes , consumption and exportation, international agreements and policies will be interpreted.

The contemporary sociology of Kuwait such as the changes in the composition of the population and the population increases that have resulted from the economic growth along with the changing social relations in a larger and more complex community.

The emergence of the welfare state, government and social services for citizens, medical care, public education, and recreation will be illustrated. Other topics will include town planning, the master plan of Kuwait , architecture, water supply, desalination facilities, urban, industrial and agricultural uses of water, electricity and sources of energy such as solar energy, industrialization and trade, roads , transportation and communications, different media: TY, press, radio, and cinema.

Higher education, research and projections for the future. The exhibition of contemporary art formed with the collections of the National Gallery of Art

- 79 - will be the link between this and the next section.

- Islamic History and Culture At the light of the offer of Sheikh Nasser Al-Ahmad Al-Sabah collection, it was decided to devote Building IV to Islamic History and Culture. The outstanding quality and scope of this c'ollection is more than sufficient to cover the subject in its broadest terms, so the interpretation will not be limited to the Gulf Region but will expand to all areas of influence of the Islamic culture.

The objects will be interpreted through a chronological sequence, underlining the regional variations in style and manufacture techniques. New acquisitions or gifts may be integrated in the presentation on the condition that these Islamic objects could match the quality of those already given by Sheikh Nasser Al-Ahmad Al- Sabah and under the assumption that an agreement of principle on this issue will be reached between the Museum and the collector.

The development of the Islamic sequence will follow five stages: . Birth of Islam . The Arab Empire (7th - 9th c.) . The Dislocation of the Centralized Empire (-10th - . The Mongol Invasion and new ruling dynasties

. The Great Islamic Empires (16th - 19th c.) Historical évents related to Kuwait will be explained at appropriate places in the presentation.

13th c.)

(13th - 15th c.)

. Birth of Islam This introductory part of the exhibition will be graphic, therefore it has to be designed in a way that does not interfere with the following exhibits : Ci) Prophet Muhammad and the Holy Koran.

The life and the message of the Prophet (571 - 632 AD) and the content of the

- 80 - Holy Koran will be represented.

The Role of the Islamic faith will be illustrated to provide an understanding of the Islamic culture and xistory. Maps will illustrate the first stages of the Arab conquest (632 - 661); a chart of the Islamic dynasties and a map of the present Islamic world will introduce the chronological presentation. At this point special mention has to be made of the Ubulla Battle (633 AD), known as the "Battle of the Chains", directly related to the history of the Gulf and to the integration of this area in the Arab Empire.

(ii) Pre-islamic cultural background As an introduction to the cultural roots of Islam, it will be useful to explain how Byzantine, Sassanian and Pre-islamic Arabian traditions have influenced the Islamic culture.

. The Arab Empire (7th - 9th c.) In history, this period is one of the most glorious under the authority of the Vmmayyad Dynasty (Damascus 661 - 750) followed by the Early Abbassid caliphs (Baghdad 750 - 940) with the large spread of Islam from Spain to the Indus Valley. The focus point was first Damascus and then Baghdad, even after the first beginnings of autonomous rule in the provinces [for example, the Tulunid Dynasty in Egypt).

. The Dislocation of the Empire [loth - 13th c) Gradually the Abbassid lost the political control on their empire. They had to face frequent social and religious rebellions [such as the Zenj revolt near Basra, 9th c). A Garmatian theocratic

I state was established in the Gulf (lOth c.). The movement for autonomy began in the more distant provinces [in eastern Iran, Transoxiana and

- 81 - Afghanistan and in Egypt and North Africa] while the Turk political power of the Seljuk emerged. During this period was produced all over the Islamic world a large number of famous art pieces in all techniques.

The Mongol Invasion and the new ruling dynasties (13th - 15th c.) After the Mongol Invasion, the leading capital in the Arab world was Cairo, under the rule of the Mameluks (1250 - 1517) while in the Middle East 11-Khanidç and their successors were followed by the Turkmans and Timurids. Here is the place chosen for integrating the collections of Spanish origin, especially those of the contemporary Nasrid Period.

The Late Islamic Empires Cl6th - 19th c.) During the late periods, the Islamic world was divided into three powerful empires [Turkish Ottomans, Iranian Safavids and Indian Mughals) . The brilliant art production was mainly illustrated by carpets, miniatures, jewellery, ceramics and arms. Here we might point out that the first historical settlement Cc. 17101 of Kuwait City belongs to that period and mention could be made of the Kuwaiti Independence from Turkish and Persian powers which competedfor supremacy in the Gulf all along these last centuries. Regarding the Jahra Battle (1920) this great event will be presented as we suggested above, as a transition between the "achronicrl traditional life and the modern times in Kuwait.

In relation with the display of movable objects, a series of architectural models will illustrate this area of Islamic art with examples chosen from all periods and in all functions. Besides the offer of the Islamic art objects Cl I we must notice that *the Sheikh Nasser Al-Ahmad

[l] See Sheikh Nasser Al-Ahmad Al- Sabah ïslamic Art Collections Report by Dr. Marilyn Jenkins.

- 82 - Al-Sabah çollection still contains two major groups of valuable material which will be included and kept in the same building: a numismatic collection of oyer 10, O00 coinsC1 ranging library rich with 10,UUU books (some old manuscripts and numerous reference books for Islamic art). Special areas have been reserved and studied for the purposes of their presentation.

and a wide-

- Islamic Contribution to Scientific Knowledge At the ground level of the Planetarium, with the help of graphic material, reproductions and casts mixed perhaps with original objects Cif they are available, such as astrolabs, old maps), a documentary exhibition could explain the major contribution of the medieval Arab scholars to the worldwide scientific knowledge. Thus, it will present the Arab accomplishments in the appropriation of the ancient learning and its improvement in different fields, viz., mathematics, astronomy, mechanics, cartography, chemistry, optics and medicines.

5.4.4 Objectives of the technical assistance t , To define the final features of the Museum in terms of:

(a) functional relationship between the public space; (b) exhibition program; and (c) interior design conceptts.

To supervise the implementation of the exhibits, to ensure that it corresponds to the needs , concepts, requirements and technical specifications formulated in the Interior and Exhibit Design Program (see below, Sub-section 5.4. 5.1,

5.4.5 Proposed action To prepare an interior and Exhibit Design Program incl udin g :

(1) See Sheikh Nasser AI-Ahmad Al Sabah Coin Collection Report by Dr. Michael Bates.

- 83 - - architectural modifications required in the - exhibition program 'script' (see Sub-section

display areas ;

5.4.3 (c)] , detailing all necessary fixtures and supplies ;

- pre-concepts for interior design. In order to prepare this Program, it will be necessary:

. to take a decision on the three Options proposed

. to make the final selection of the objects to be

. to implement the acquisitions policy (see Sub-

in Sub-section 5.5.1.;

exhibited;

Section 5.4.2.).

(b) To proceed to Select the Interior and Exhibit Designers, according to the following procedure:

- review of the pre-qualification documents received - requests for further information from these and - analysis and evaluation of the competences of the

from short-listed firms;

other firms;

-3

firms who have shown their interest in the project; - recommendations to the Government ; - assistance to the Government to prepare the terms

- contract awarded by the Government. of reference for the contract;

It is suggested to implement this procedure simultaneously with the preparation of the Interior and Exhibit Designs Program, in order to associate the designers with the museum experts team from an early stage. As part of their contract, designers will be requested to provide final cost estimates. To supervise the realization of the exhibits, throughout the implementation period in order to:

- ensure-the correlation between the Interior and Exhibit Program adopted and the formal solutions proposed by the designer;

- ensure the unity of design concept; - ensure that the equipment and display materials

- 84 - respond to the quality standards and performances required.

(d) To assist in the selection, ordering and purchasing of standard exhibition equipment.

(e) To assist in the selection of sub-contractors for the construction of special exhibits.

(f) To supervise the installation of the exhibits.

5.4.6 Consultants required

- Co-ordinator of the Interior and Exhibit Design Program (museologist and programmer) 14 man/months

Et hno g rap hy 4 manlmonths

natural sciences, science and t echno 1 o gy)

- Specialist in Archaeology and - Specialist in Sciences (earth and

4 man/months - Specialist in Islamic Art 4 manlmonths - Specialist in Museum Education 2 manlmonths - Interior designer Cas per contract) - Researcher and Documentalist 5 manjmonths - Members of the Project Implementation Team

[N.B. Schedules for technical assistance are t'o be found in Section 7, Plan of Action)

5.5 Facilities and equipment program

Two documents will describe in detail the types of activities .

and the physical implications of their implementation in the Museum: the Facilities and Equipment Program and the Interior and Exhibit Design Program [see Section 5.41. The Facilities and Equipment Program will constitute the overall description of the activities in the Museum which respond to its

- 85 - goals and purposes, and the Interior and Exhibit Design Program will describe in detail the exhibitions' contents, sequenc ing, etc.

The following two Sub-Sections of this Report, "Findings and Preliminary Proposals for the Use of the Building" and "Findings on the Technical Conditions of the ,Buildings and Preliminary Recommendations'' are the results of the studies carried out during the Mission.

The recommendation made by the Consultants open up a certain number of new issues concerning the use of the building and the necessary improvements to be introduced. These matters will require appropriate decisions by the Government. Furthermore, the findings of the Mission have permitted a clearer definition of the objectives of the technical as'sistance. It is also expected that these preliminary findings will provide a basis for programming the facilities and equipment of the Museum.

The Facilities and Equipment Program will serve as an architectural and engineering brief to the architects to execute the drawings and specifications for the physical alterations to be carried out.

5.5.1 Findings and preliminary proposals for the use of the buildings

An appraisal of the new museum buildings was made through a survey of the site in order to establish the best circulation for the public, the objects, goods and products, the adequate distribution olf the exhibition spaces and its relationship with curatorial and public services,

The complex is located in a convenient site according with the city Master Plan, has good communications, is surrounded with parks and looks over the sea next to a significant historical monument, the Al-Badr House.

Internally, it offers enough space for offices and for exhibitions. In general the height of thefceilings is adequate for the displays. Also in favor for the future use of the exhibition areas is that no dividing walls were built, with the exception of the aquarium and projection room in Building II (Tsee Schematic Plan).

- 86 - Several characteristics of the complex might be regarded as advantageous but , in fact , the disposition of secondary architectural elements limits the conceptual flexibility of the buildings.

The grouping of the buildings around a wide covered courtyard is in principle a good architectural feature, but it is handicapped by deficient roofing of the open area. The entrances to the buildings from the courtyard are not suited for use by the public wanting to circulate freely to any part of the complex or to the street. A major concern is the main entry ramp itself. This long, steep incline is open to the air and will pose severe problems for visitors in the summertime when heat and humidity are quite oppresive. It is also inconspicuous to visitors.

These and other defects have to be overcome to obtain the best use of the spaces and clarify the physical relationship between them.

- a7 -

- 88 -

U t.

- 89 -

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- 90 - The contradiction of a central space adjoining the main structures that cannot be used as a pedestrian interconnection can be solved with the addition of new architectural elements. Such new architectural elements will contribute to transform the central courtyard into a circulation area communicating all the buildings at the ground level. Furthermore, a main entrance lobby will be provided, in order to centralize the services of public information, orientation and distribution of the visitors' movements. The existing lobby in Building I is clearly insufficient to fulfill these roles, and its position only allows the public to start the visit in one direction.

The courtyard should be landscaped with vegetation and running water. The visitor should find there areas for relaxation. The exhibition of contemporary sculpture or, perhaps, a dhow can also be considered.

After studying various sequences in the plans and in situ, three basic options seem available as workable solutions. The accompanying drawings illustrate the ways that new structures could work in reïatidn with the existing spaces and the proposed exhibition sequency (see Section 5.4.), articulating the different parts in a more functional unit.

This issue has to be studied, and a decision made in the early stages of planning, because the location and sequencing of the ,

exhibits is affected by the option that will be adopted.

Building Option A Creation of an enclosed structure within courtyard and several covered connections between this new building and the existing ones. The connections could be electric ramps, or merely ground level walk ways. * The new structures would function as the main entrance for the complex, accommodating reception services, the museum shop and working as the distribution nucleus for all the public activities. It has to be air-conditioned to enable its use even in the hot season. it also has to be connected with a new pavillon for a public restaurant. The character of this new building has to be conspicuous from outside, so that any visitor can spot it as the

*

Surrounded by gardens

*Acknowledgement is made for the invaluable assistance of Robin Wade, designer, in conceiving this option.

- 91 - only entrance and as an orientation feature seen from inside the complex, and at the same time it has to be discrete enough so as not to interfere with the appearance of the existing architecture.

This option has also the advantage of offering better possibilities of use of the ïnternal spaces, due to the fact that it allows the Itineraries to start and finish at the ground level in each building.

- 92 -

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II *

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- 93 - Building Option B

Is a less expensive solution, requiring a new structure to be built between the administrative building and Building III, creating an entrance lobby at ground level. The main entrance will be located in it, as well as the entrance services and museum shop. From this air-conditioned lobby visitors can proceed up through the existing ramp to the administrative building or to Building III. They also can go out to the courtyard and gain access to any other part of the complex crossing the open space.

This option offem the same circulation possibilities as Option A. The principal difference between both is that in this case the visitor has to circulate In the open air (the Courtyard, landscaped as a garden] to compose his itinerary, instead of using the air-conditioned walk ways across the courtyard, as suggested in Optlon A.

- 94 - v

..

- 95 - Building Oution C

The third optian concerns only the restaurant pavillion, a good landscape design for the courtyard, the allocation to it of services for ch.ildren,groups and the creation of an attractive sculptural element to single out the main entrance. This, of course, is the least expensive but is also a less practical solution. In any case, it seems that the construction of the restaurant pavillion has to be considered.

The visit starts in Building I, through the existing lobby where the entrance services will be located [the architect Mr. Ecochard envisaged to use this area for temporary exhibitions , which seems inappropriate). The visitor will circulate from building to building by the bridges , which implies that the exhibition sequencies will need to start in the middle floors; access to the courtyard will be possible at the ground level. Access to the coffee shop will be provided from the lobby and from the courtyard. Also in this option it is strongly suggested to landscape the courtyard with vegetation and fountains, introducting in this space some exhibits of contemporary art,'

- 96 - v

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- 97 - 5.5.2 Findings on the'technical conditions of the buildings and preliminary recommendations

[a) General Exhibition Environment Large windows within the exhibition areas create visual distraction. and create reflection problems in glass cases near them. They also generate conservation problems by allowing excessive amounts of ultra-violet light to enter the exhibit areas and fade materials in exhibits. The possibilities of reducing the surface or even totally closing some of the windows should be thoroughly studied. In selected areas, walls can be built in front of the windows to block out the daylight

They reduce valuable exhibition surface

but still allow visitors to have some view outside. The light coming through the doors at the entrance of the bridges connecting the buildings should be reduced so as not to create a visual distraction for the exhibits. This could be done by using low transmissian glass. The sun screens over the windows prevent clear views to the outside and it is very difficult to tell what you are looking at outside. This prevents the windows from providing a very valuable orientation to the visitor in the exhibition areas. This is particularly important because of the many different levels and ramps within the exhibit areas. If all windows facing away from the main courtyard were closed and only windows facing the courtyard remained, the visitor would be able to use these windows as an orientation to the courtyard. Many windows are also impossible to clean on the outside, since no access is provided. All such matters should be carefully investigated. The lighting tracks and lighting fixtures suspended from the ceiling create visual disturbance in many exhïbition areas. It is recommended that all ceilings and lighting fixtures be painted in neutral tones. It is recommended that some of the floors in the exhibitions areas be carpeted to reduce noise, visitor fatique and the visual distraction created by the

- 98 - floor pattern. Carpeting will also help to stabilize the relative humidity in exhibition areas. In order to gain easy access to the electrical outlets in the floor, carpet tiles should’be used. The individual tiles will not be visible if the right carpet is used.

The exterior walls may lack a vapour barrier to prevent moisture from passing through the walls. This could make it very difficult to stabilize the relative humidity in the building . in principle, the outside of the inner wall should be coated with mastic to create a vapour barrier. A more feasible, less expensive alternative may be to paint the inside of the walls with a special tumescent paint to help prevent moisture from penetrating the wall.

The lower part of many of the railings will present a safety hazard to children. An additional barrier or rail should be provided.

(b) Aquarium (-30 tanks)

At present the aquarium tanks are connected to a common filter system. This will present serious problems in the operation of, the system. Parasitic infestations in one tank will quickly spread to all of the tanks, possibly killing all of the fish. Bacterial blooms in one tank will also spread throughout the system as well as other forms of pollution that can occur in a single tank.

It is desirable to be able to provide special salinity, temperature or medication to a single tank. This is not p6ssible with the existing common system. It is recommended that individual biological filtering systems be established in each tank. These wDuld consist of a perforated filter plate suspended approximately 15 cm above the bottom of the tank supporting 15 cm of gravel to act as a filter medium. Air lifts in each tank would circulate the water through the gravel.

Bacteria within the filter will reduce the levels of ammonia and nitrite to negligible levels within the tanks. If these biological filters are of the proper

- 99 - size and design no other mechanical filter systems are necessary.

The existing filter basins can be re-used for holding seawater to supplement the holding tanks in Building VI. The filtering system can be used to supply this water to the individual aquarium tanks.

The existing filtering system uses a large open pool in the public area as part of the filtering cycle. This should be modified for two reasons: first it is not necessary to provide this form of aeration with a good filtrlation system and second it provides a very dangerous potential pollution source for all the aquariums. Anything put in this pool by a visitor would be immediately circulated to all of the aquarium tanks.

The holding tanks in the lab area have exposed copper drains which make them unsuitable for use with seawater. These must be replaced with plastic drains.

Also, larger holding tanks will be needed for large specimens. It is recommended that holding tanks with glass walls be provided so that fish being quarantined or fish being treated can be viewed from the side: Existing holding tanks can only be viewed from above.

Special coatings should be applied to the inside of the aquarium tanks to protect the concrete and reinforcing steel. This coating must be carefully considered so that it is not toxic to the animals in the tank.

The lighting track that has been installed above the tanks will be a problem when salt particles collect on it. It will also not provide adequate lighting for the aquarium exhibits. Because of the refraction of light within the water, lights from both the front and back of the tank are needed in order to adequately light the fish, especially fish near the front glass.

_-

No direct lights should be allowed in the public viewing area for the aquarium tanks. All light should

- 100 - come from the tanks themselves. All walls and ceilings in the viewing areas should be painted black to minimize light coming from the tanks themselves. All walls and ceilings in the viewing areas should be painted black to minimize reflections on the viewing windows.

Exposed metal should not be used in the aquarium service areas. The mechanical ducts and supports must be coated with special paints to prevent rust. There ace steel beams directly above several tanks. These should be covered with fibreglass to prevent corrosion and pollution from-forming in the tanks.

Labeling for aquarium tanks can be provided on the sill of the window opening so that it will be illuminated by the l'ight coming from inside the tank. Labels above the glass are too high for visitors to see and are difficult to light because of reflections in the glass.

At present nine tanks have been considered for sweet water. It is suggested that all tanks be for seawater.

(c) Planetarium (dome diameter 15 meters , concentric seating for maximum 238 persons).

It was understood that the interior finishing and equipment for the planetarium would be provided through separate contracts with suppliers. following recommendations only refer to matters concerning the administrative , production and service facilities. The Mission gave its advice on the submissions from suppliers of planetarium equipment and prepared a brief. It is expected that the Project Implementation Team will assume the responsibility for managing and implementing the planetarium.

Therefore, the

Additional support space for sound equipment , work rooms for preparing planetarium shows, work rooms for repairing equipment, staff areas, storage areas for auxiliary projectors, lamps, etc. should be provided in the areas adjacent to the viewing chamber.

- 101 - Light locks should be provided at the entrances to the chamber so that light will not enter the chamber during a presentation if someone opens the door to enter or leave. The windows in the bridge connections to the Planetarium chamber at both the first and second levels should be covered so as to prevent the shock to the visitor of entering a very bright area after being in the dark chamber.

It is recommended that the floor in the chamber be carpeted to reduce noise during presentations.

(d) Auditorium (seating for 501 persons) If music and speech are to be the main activities in the Auditorium, there may be an acoustic problem over the stage because of the high fly loft. Moreover baffles should be installed in order to reflect the sound from the stage into the audience area.

The floor should be carpeted to reduce the sound reverberation within the Auditorium. Seating should be fully upholstered to reduce reverberation.

Service access to the stage area is poor. This could present problems if large props or a piano are needed to be moved on or off stage. Replanning is necessary.

A noise and acoustical expert should be consulted after the mechanical system is operational and before the seating has been installed to determine what modifications are necessary to the interior in order to meet the acoustic needs of the programs that will take place within the auditorium. The shape of the ceilings and .finishing .on the walls may need alteration. Also, alterations to the mechanical systems

require access into the ceiling.

Some redesign of the stage and house lighting will be required. The footlights that have been provided appear to be irrelevant to proposed uses of the Auditorium. The front of house lighting is also inappropriate. A theatre lighting expert needs to be consulted.

- 102 - (e) Security and Fire Protection

It is desirable to let visitors have access from the exhibition areas to the main courtyard, according to the proposals made for the exhibition program. In order to provide security for the collections, the courtyard should be secured with walls or fencing from outside the museum.

Relocation of security cameras will be required when .exhibition areas have been designed so that visual coverage is provided for all areas.

Doors from exhibition areas into all support areas (storage, service, curatorial) should be alarmed to preven' unauthorized entry by the public.

The fire protection system should have smoke detectors and heat rise detectors throughout the building connected to the central monitoring room. This system should be thoroughly tested when the building equipment is completed.

All doors leading to the areas outside the museum public security areas should be fire escape type doors with panic hardware, alarmed and connected to the central monitoring room.

(f) Storage, Office and Service Areas A preliminary analysis of service, storage and office space requirements was conducted. The following notes provide an explanation for the space requirements:

- many areas in the buildings that were designed for storage contain electrical equipment thus obstructing their use as storage for fire' safety and security reasons. Some of these areas could be adapted by adding walls to make them safe and secure for storage. Others may still be useful for storage of exhibition props and equipment.

- accommodation of laboratories and workshops for conservation and exhibit construction in the new building (Building VI), under construction at

- 103 - the time of this report, enables the adaptation of many of the areas in the buildings that were designated as laboratories for use as offices, work areas and storage.

- areas that are categorized "servicerr are considered unsuitable for storage because of safety and security factors.

- some areas designated for exhibitions may be more suited for storage or offices in view of difficult access to them. Also, there is a surplus of exhibition space for the existing and proposed collections. Some exhibition spaces have been designated as storage for this reason.

- a large area in Building VI appears to be available and suitable for general receiving, temporary storage, fumigation of objects and perhaps registration. It has not been included in the survey.

- a preliminary analysis indicates there will be sufficient offices, except for the Planetarium's management and production. Careful and considerable adaptation of labs will be required to provide these necessary spaces.

- collection storage areas are at present severely deficient, although additional space may be found as the exhibition planning progresses.

- Preliminary Analysis of Storage, Office and Service Area

SDace Reauirements

Building I: Administrative and Cultural Activities

level O00 8 offices 259.5 m 1 storage 168 m 2 service 182 m2 (classrooms)

2 2

- 104 - 2 level 331 6 offices 118 m 7

3 service 66 m' (security) 2 2

2

2

level 752 2 ofiices 24 m 3 service 66 m (photography) 2 library

4 library/ office 24 m

seminar 350 m

Building II: Land of Kuwait

level O00 2 service 72 m2 (lift holding

level 376 4 offices 75 m2 (laboratory) tanks)

1 store 36 m2 (lift)

2 stores 183 m2 (partially in

2 level 752 6 offices 188.5 m (some labs)

exhibit area)

Building. III: Man of Kuwait ~~

2 level O00 4 offices 48 m

2 1 .lab/

level 282 1 store 217.5 m2

Building IV: Kuwait of Today and Tomorrow

level O00 4 offices 84 m 1 storage 65 m

store 93 m

2 2

2

2

2

level 376 2 office/ lab 82 m

level 274 1 storage 79 m

level 752 4 offices 98 m

Total of Buildings I, II, III and IV: - 2

2 2

2

42 offices 957 m 8 storage 841.5 m 10 service 320 m 4 library/ seminar 350 m

Total Space Requirements : 2468 *5m2

- 105 - (g) Service Access

Additional access for objects must be provided for the exhibition areas so that it will not be necessary to demolish the exterior brick walls in order to bring a large object into the exhibition areas. Large access panels should be carefully co-ordinated with the exhibition layout and integrated with the façade of the building.

The location of temporary exhibition areas must be' carefully co-ordinated with service access for bringing exhibits to them.

(h) Mechanical Systems

The mechanical systems are very complex. There is no person presently connected with the Project who is trained in the operation of these systems. No one knows how all the parts of the systems work. It is very important that the future museum staff include a person expert in the operation of the mechanical systems; the recruitment of such a technician should take place as soon as possible so that he could see the final work done by the mechanical contractor.

The relative humidity (RH) within the museum building is of critical importance for the conservation of the collections. It will be almost impossible to maintain different levels of RH in different parts of the building because of the openings between areas which allow the moisture in the air to pass easily from one to another.

It is therefore important to have a mechanical system that can maintain an even level of RH in the entire

. building. A very gradual fluctuation of RH is acceptable over a long period of time as long as the maximum and minimum limits are maintained within acceptable tolerances. Although the mechanical systems in the museum are to control the levels of RH, it needs to be determined whether or not the systems are adequate to provide the specific tolerances required for museum uses.

- 106 - Since the systems have never been tested it was not possible at the time of the Mission to give an opinion on this matter.

It is important that a mechanical expert examine the systems after the needed criteria for the environment within the Museum building are specified.

(i) Site Plan

A physical connection between the Museum buildings and the Gulf is desirable. This has both symbolic and practical importance. Major exhibits of dhows could take place at the waters edge. These should be visually and physically connected to the other exhibit ion areas.

-. 5.5.3 Objectives of the technical assistance The aim of the Technical Assistanqe will be to define in detail the activities and their corresponding needs with two goals in mind: (a) completion of the building and (b) equipping the building for its intended uses. The necessary facilities and equipment for the administration, museum services (library, conservation laboratories, etc.), public services (reception areas, cafeteria, etc.) and educational services (auditorium, studenW areas, etc.) will be specified. Specifications for the facilities and equipment of the exhïbitions will be in the Interior and Exhibit Design Brief (see Section 5.4).

5.5.4 Proposed action . (a) To prepare a Facilities and Equipment Program including:

- the definition of all activities to be in the Museum according to:

. the type of activity;

. staff requirements for the activity;

. space requirements ;

. location of the activities in the building;

. equipment and furnishings needed; and

. technical requirements: floor loading, environmental specifications, lighting levels, etc.

- 107 - - architectural concepts for the modifications and

additions required in the building, including technical specifications, to be given to the chosen architects and exhibit designers.

(b) To proceed to select the architects, to design the building alterations required by the proposals in the Facilities and Equipment Program, according to the following procedures :

- review of the pre-qualification documents received - requests for further information from these and - analysis and evaluation of the qualifications and - recommendations to the Government; - assistance to the Government in preparation of

from the short-listed firms;

other firms ;

competence of the firms;

the terms of reference for the architect's contract; and

- contract awarded by the Government. It is suggested to implement this procedure simultaneously with the preparation of the Interior and Exhibit Design Program in order to associate the architects with the exhibit designers to be chosen. It is possible that both the architectural design and the Interior and Exhibit Design could be executed by the same firm if they incorporated all the necessary expertise. As part of the Designer's contract, designers will be requested to provide final cost estimates of the work to be carried out.

(c) To supervise the realization of the architectural design, throughout the whole implementation period in order to :

- ensure the correlation between the Facilities and Equipment Program adopted and the solutions proposed by the architects;

- ensure the unity of the design concept; (d) To supervise a detailed building survey of the Museum

building as a basis for the design work to be carried

- 108 - out by the architects C U . ,

To supervise the preparation and distribution of tender documents to contractors to carry out the work;

To supervise the bid analysis, evaluation of the contracting firms proposals and recommendations to the Government ;

Awarding of the construction contract by the Government .

As the results of the Mission, a preliminary analysis determined that the following activities will be necessary in the Museum. These activities will be defined in detail in the Facilities

. and Equipment Program.

-_Visitor Service Facilities: Foyer, Lobby, Information Desk, Coat and Package Storage, First Aïd Room, Museum Shops CSales Area, Inventory Storage Area and Shop Manager's Office), Public Cafeteria and Restaurant, Kitchen, Public Toilets, Children's and Students' Entrance, VIP Entrance and Receptian Facilities.

- Exhibition Areas: General Introduction, Geographic Situation and Territorial Morphology, Ancient His tory , Terrestial and Maritime Environment, Traditional Life, Modern Kuwait, Islamic History and Culture, Temporary Exhibition Areas, Children's and Students' Area, A.quarium Exhibits, Outdoor Exhibition Areas.

- Exhibition Support Facilities: Director of Exhibit5 Office, Exhibit Design Area, Exhibit Staging and Assembly Area, Graphic Production Area, ExhiTjit Workshop and Storage (Carpentry, Plastic, Molding and Metal Work) , Painting Area and Spray Booth, Audio-visual

(1) N.B. If 'As-Built' Drawings of the Museum building currently exist in a thorougly up-dated version a checking of these drawings will only be necessary, not a complete building survey.

- 109 - Work Room and Storage, Exhibition Prop Storage, Vault for Temporary Loan Materials, Staff Toilets.

- Public Education Facilities: Auditorium @eating area for 500, Stage Area, Projection Room, Translation Rooms, Sound Control Room, Change Rooms, Storage, Piano Storage, Technicians Office, Refreshment Facilities, Film Storage).

- Planetarium: Foyer/Orientation, Planetarium Chamber including control desk, instruments and seating, Storage Area, Planetarium Director?s Office, Planetarium Production Office, Lecturer's Office, Graphic Production and General Work Area, Sound Studio.

- Education Support Facilities: Education Offices, Director of Educational "rograms' Office, Education Program Scheduling Co-ordinator's Office, Guides' Offices, Lecturer's Work Stations, Education Department Reception Area, Classrooms , Secretarial/Work Area, Education Program Storage, Staff Toilets.

- Collection Facilities: Collection Receiving Area, Crate Unpacking and Packing Area, Crate Storage Area, Fumigation Area, Registration Area, Storage Vault, Registrar's Office, Work Area.

- - Photographic Area: Studio, Darkroom(s) , Office/ Work Area, StorageIArchives.

- Library: Reading Room~sl,. Stack Area., Librarian's Office, Assistant Librarian's Office, Work Room.

- Conservation Laboratories: Conservation Artifact Laboratory, Conservation Pottery Restoration Workshop, Conservation Textile and Carpet Laboratory, Conservation Paper and Book Laboratory, C onservation Wood Laboratory, Chemistry Laboratory, Radiography Facilities , Solvent Storage Room, Chief's Office , Secretary, Reception.

- 110 - - Publications Office: Assistant Director's

Office, Secretarial/Work Area. - Curator's Offices, Storage and Work Areas: Cl I Natural History and Environment. Curator and Aquarium Directo-rrs Office, Assistant Curator's Office, Laboratory, Quarantine Tank Area, Researcher's OfficelWork Area, SecretarialjWork Area, Collection Storage, Service and Crate Storage.

. .Ancient History, Curator's Office, Assistant Curator's Office, Research Laboratory, Secretarial/Work Area, Collection Storage, Service and Crate Storage.

.* EthnographylTraditional Life, Curator's Office, Assistant Curator's Offices, Curatorial Work Area, Secretarial/Work Area, Collection Storage, Service and Crate Storage.

- e Modern Kuwait/Contemporary Art, Curator's Office, Assistant Curators' Offices, Curatorial Work Area, SecretariallWork Area, Cdlection Storage, Service and Crate Storage.

Islamic History and Culture, Curator's Office, Assistant Curator's Office, Curatorial Work Area, SecretariallWork Area, Collection Storage, Service and Crate Storage.

'AdministrationlReception Area: Administration Reception Areas, General SecretariallWork Area.

- Administrative Offices: Museum Director's Office, Chief Administrative Officer's Office, Assistant Director for Public Program's Office, Chief Curator's Office, Comptroller's Office, Assistant Director Historic Sites and Monuments Office, Public Marketing and Relations Office, Office of Personnel Training, Conference RoomJVIP Reception Staff Loung and Cafeteria, Staff Toilets, Office Supply Room including copier.

(1) The Study Collections are included in the Exhibition Program.

- 1 1 1 - - Building Service Facilities: Custodial Storage

[each building), Security and Monitoring Room, Guard Room, Fire and Public Safety Management, Outdoor Maintenance Storage, Mechanical and Electrical Rooms (each building) , Building Manager's Office, General ReceivingjStorage Area, Engineering Offices (mechancial and electrical].

5.5.5 Consultants required - Museum ProgrammerIArchit ect 6.50 mznlmonths - Mus e m Equipment Special is t 5.25 manjmonths - Theater Acoustics Specialist Cfee contract] - Aquarium Specialist 5.50 manlmonths - Members of the Project Implementation Team

(N.B. Schedules for the Technical Assistance are to be found in Section 7, Plan of Action]

Professional consultancy 6

- 113 -

6. Professional consultancy

This Section describes the profiles, background and experience of the professional organizations and individual specialists required to implement the various aspects of the Technical Assistance and indicates the nature of the tasks to be performed. The cost of the professional consultancy is evaluated in Sub-section 7.3.1.

6.1 Professional organizations - international Council of Museums (ICOM] The major role of ICOM, aside from undertaking with Unesco the overall Co-ordinatîon of the project, will be the selection, supervision and direction of the specialists listed below in the performance of their tasks. This will involve a matching of a variety of specialized skills and experience with the demands of the tasks and management of the timing and performance of the specialists ih carrying out these tasks.

(1) N.B. The following suggestions are made, as already expressed in Sub-section 3.2., under the assumption that the Government will continue requesting Unesco and ICOM's co-operation.

- 114 - The areas in which professional museum technical assistance will be required include: - management of the museum technical assistance; - development of the comprehensive training programs; - development of the museum's operational programs ; - realization of the interior and 'exhibit design; and

- International Centre for the Study of the Preservation and Restoration of Cultural Property (-ICCROM)

Closely associated with Unesco and ICOM in other museum technical assistance projects, ICCROM (an intergovernmental Organization of which Kuwait is a Member State) will assist in co-ordinating all operations related to conservation. It will be particularly responsible to develop the staff training program in this area and will act as an institutional consultant, together with ICOM's ïnternational Conservation Committee, on all issues related to the conservation] restoration of the Museum collections.

6.2. Project implementation -

team .

As already indicated (-see Sub-section 4.3), this Team will be responsible for ensuring on a day-to-day basis the ongoing technical assistance, to supervise and direct the work of the specialist consultants, to supervise and review the wark of sub-contractors [architéct, interior and exhibit designer, etc.) and to advise the Museum directorate an all matters related to the Project. The team will particularly devote its efforts to create the organizational and staff structure of the Museum. instrumental in setting up and- implementing the training programs. organizations involved in the organization of the technical assist ance.

It will be

it will maintain adequate liaison with the professional

Technical Assistance Director 27.00 manJmonths Co-ordinator and head of the Project Implementation Team. As

- 115 - such, it will: - co-ordinate and control the activities on-site; - be ultimately responsible for the supervision of the activities of the specialist consultants, management of the Project, sub-contractors, etc;

- provide liaison with the Project Management Group, who in its turn will be providing the logistic and administrative support needed for the ïmplementation of the technical assistance (see Sub-section 4.4) ;

consultants and their counterparts in the Museum staff?&

the project; and

- ensure efficient co-operation between the specialist - prepare periodic progress reports on the advancement of - report to ICOM on all matters related to the project.

-.

The Technical Assistance Director should have experience in museum planning and management , operation and administration. Faod knowledge of architectural and exhibit design is required.

Training Pro gram Co-ordinator Co-ordinator of the staff training programs. He will be particularly responsible for:

12.00 manlmonths

- the preparation of the training programs and curricula; - the establishment of the job profiles and individual requirements of prospective trainees with the assistance of the museum management specialist;

- assessing staff availability versus staff needs; - assisting with the selection and recruitment of staff; - the organization and supervision of the training courses, short and long-term, and training activities in Kuwait;

- the co-ordination of training abroad, in close liaison with ICON and ICCROI'I;

- lecturing on museology; - briefing and directlng the visiting lecturers giving the - the preparation of training facilities and equipment. tkaining courses ;

The Training Program Co-ordinator should have previous experience in museum personnel training and should be a specialist in educational methods. Good knowledge of training courses and curricula is requested. Capacity to

- 116 - establish good personal contacts is highly recommended,

Interior and Exhibit Design Program 14.00 man/months Co-ordinator

The Interior and Exhibit Design Program Co-ordinator will be in charge of: - directing and supervising the preparation of the - assisting with the selection of the appropriate option - studying the functional relationship between the buildings - preparing the pre-concepts for interior design; - assisting with the selection of the consulting architect

firm and the interior and exhibit designers;

Interior and Exhibit Design Program;

for the adaptation of the buildings [see Sub-section 5.5.1);

and the exhibits;

- co-ordinating and supervising the work of the museum architect and the museum equipment specialist responsible for the preparation of the Facilities and Equipment Program ;

- in general, co-ordinating and supervising all operat ions related to the planning and implementation of architectural work, alterations in the buildings, facïlities, equipment, display, etc;

- checking the installation of the exhibits, equipment, etc. The Interior and Exhibit Design Program Co-ordinator should have an architectlmuseologist background, confirmed experience in museum planning, programming and operation.

General Co-ordination 9.00 manlmonths

To support the Froj ect Implementation Team, provision is made for the intertention throughout the Project of the professional staff of the agency responsible for the co-ordination and direction of the technical assistance [i.e. the Secretary General of ICOM, the Projects Director of ICOM, the girector of ICCROM). The obj ectivesof the general co-ordinator are: - to select all the specialists required to perform the various technical assistance tasks, with the agreement of the Government;

- to establish the master schedules of the work;

- 117 -

- to monitor the progress of the Project; - to co-ordinate at the international level all the operations related to the technical assistance;

- to liaise with the Government agencies and persons ultimately responsible for the Project;

- to liaise with Unesco; - to assist the Project Implementation Team; - to assist the Project Management Group; - to advise the G-overnment on all contractual or other - to provide the Government, Unesco and the International matte.rs involved;

Consultative Committee with all necessary data on the Project development.

The General Co-ordinatian Agency will be ultimatelv remonsible for the direction and management of the technical assistance and of the Dersons enaaaed for it (see Sub-section 4.1).

6.3 Specialist consultants

Market Analyst 0.75 +2.25 man/months

Marketing specialist. His duties will include [a) to prepare a survey of potential visitors to the Museum, identifying their types,-origins, ages, etc., in order to advise on the approach and didactic level of exhibits, and (3) to estimate the number of persons that will- be visiting the Museum, peak periods and peak hours, in order to determine the type of circulation spaces needed, opening hours, etc., as well as to provide sound data for the development of a financial analysis of the Museum operations. The Market Analyst will participate in the Financial and Management Plan preparation (see Sub-Section 5.1) and in the Operational Program of the Museum (see Sub-section 5.3 1.

- 118 -

Museum Management Specialist 1.00 + 3.00 man/months

Management Specialist with good knowledge of museum operations and administration. data and co-ordinating the management issues with the financing aspects and the institutional objectives of the Museum. He will assess the needs and make final proposals for the establishment of the managerial structure, studying its various functional and financial implications.

He will be responsible for providing the

The Museum Management Specialist will participate in the Financial and Management Plan preparation (see Sub-Section 5.1) and in the Operational Program of the Iluseun (see Sub-Section 5.3).

Financial and Accounting Specialist

.. -.

1.50 man/months

Economist and accounting specialist. He will be responsible for (a) a cost/benefit analyst of the Museum operation, (b) the preparation of the budgetary structure, and Cc) the set-up of budgeting and accounting procedures. He will be closely associated to the Market Analyst and to the Museum Management Specialist in the preparation of the Financial and Management Plan [see Sub-section 5.1).

Visiting Lecturers -7 35.00 man/months

In addition to the other specialists listed in this Section [who will be also, in various degrees, responsible for staff training) a certain number of specialists in Museology will be invited to take part in the Project in the capacity of visiting lecturers. They will cover the following areas:

- General museology; - Museum operation, management and administration; - Conservat ion ; - Documentation; - Education and Cultural Action; - Surveillance and Security; - Museum techniques: display, temporary exhïbits , labelling of exhibits, serigraphy, collections handling, taxidermy, etc.

- Academic fields covered by the collections of the Museum:

- 119 - archaeology, ethnography, natural history, science and technology, Islamic art and culture.

The courses will be organized at different levels: general (for all staff members) and specialized. In addition, training will be provided by specialists engaged for medium or long-term periods (see below jab descriptions for air-conditioning, audio- visual, planetarium, photography and x-ray, security, documentation, conservation, storage and handling, education/ communication, aquarium).

Ai r - Cond i t ion in g Te c hn Ic ian 6. Q O madmonths

Air-conditioning equipment and systems specialist with good experience in arid climates with particular dust problems. He will be responsible for testing the air-conditioning system and verifying that the performance respands to the environmental requirements of the Museum. If needed, he will make recommendations for corrective measures to be applied. He will also train the responsible museum technician in charge of operating and maintaining the system. contact with the climate control and lighting specialist and the conservation specialist.

He will work in close

Audio- visua 1 T echn ic ian 3. Q O manlmonths.

Specialist on audio-visual hardware. He will assïst in the selection of the equipment needed for the implementation of the exhibits, and set up the technical specifications for its use and maintenance. He will be Tnstrumental in the installation of the audio-visuals and responsible for training the Museum technicians.

LightinglElectrical Technïcian 2. SO manlmonths

Specialist in lighting and electrical systems. He will assess the best lighting methods for the exhibits, evaluate the performance of the electrical installation and suggest eventual modifications and improvements. He will work in close collaboration with the building architect and consulting i

engineer as well as with the climate control and lighting specialist. He will be responsible for training the Museum technicians.

- 120 - Planetarium Specialist 6.00 madmonths

Specialist on planetaria installation and operation. He will advise on all matters concerning the installation, programming, operation and maintenance of the planetarium. If requested he will also advise on the choice of this equipment and its technical specifications. He will be in charge of training the responsible staff for its operation and maintenance.

Building Maintenance Specialist 6.00 man/months

Previous experience in large building maintenance is required. He will establish the basis, structure and schedule for the building maintenance. He will supervise the training of the Museum technicians responsible €or the building equipment. He will provide data to establish the maintenance costs.

Photography and X-ray Specialist 1.00 manlmonths

Scientific photographer. He will be responsible for the selection of the photographic and x-ray equipment, materials and products required for the documentat ion and conservation services and will give advice on its installation. He will train the Museum staff in the use of such equipment.

Security Specialist 4.00 man/months

Specialist with good experience in security matters in large museums. He will be instrumental in establishing the security requirements and procedures; he will also determine the amount and profile of the security staff and help with its recruitment. He will review thepresent security equipment of the Museum and, eventually, propose modifications and completion. He will be directly responsible for the training of the Museum guards both in phyçic'al security and in terms of security equipment use and maintenance. He has to be familiar with social behaviour in Islamic countries.

Documentation Special is t

Specialist with long experience in museum documentation policies and systems. He will be responsible for defining in detail the

4.50 man/months

- 121 - necessary documentary instruments, i.e. registration, file cards, log books etc. He will make proposals as to the use of a computerized documentation system. He will start the documentary operations, advise on the choice of the equipment and be directly responsible for training the Museum staff in 'this field. He will direct the implementation of the library services and perform the various functions related to documentation described in Sub-section 5.3.

Conservat ion Program Co-ordinator 17.50 madmonths

Senior conservatorlrestorer with good experience in conservation services direction and training. He wïll be responsible for setting up the conservation services of the Museum, as described in Sub-section 5.3. He will co-ordinate the services of the other conservation specialists participating in the Project (see their job descriptions below] and will himself perform conservation work. He will select the equipment, materials and products required, and will direct the establishment of temporary and permanent conservation facilities. Finally, he will be instrumental in setting up the training program in conservation for the Museum staff and to co-ordinate it.

Climate Control and Lighting Specialist 3.00 manjmonths

Conservator specialized in environmental and museum climate control. In close collaboration with the building architect and consultant engineer, the conservation program co-ordinator, the air-conditioning technician and the lightinglelectrical technician, he will establish the climate control and lighting levels required in each.part of the building; he will regularly supervise that the environmental conditions are stable and in accordance with the specifications made.

Storage and Handling Specialist 4.00 manlmonths

Museum specialist with good experience in storage methods and collection handling procedures. He will work in close collaboration with the documentation specialist, the conservation specialist, the security specialist, and the building architect and consulting engineers. He will be responsible for the

- 122 - planning of the storage areas and the selection of equipment and materials for storage and handling. He will be in charge of training the staff in storage and handling procedures.

Wood Conservation Specialist 4.50 man/months

Conservator specialized in wood treatment. He will work under the supervision of the Conservation Program Co-ordinator in the following areas: [a) treatment of the wooden objects included in the collections, and (b) specialized training of the conservation staff.

Paper Conservation Specialist

Conservator specialized in paper treatment. He will work under the supervision of the Conservation Program Co-ordinator in the following areas: (a) treatment of the books, manuscripts and paper materials in general included in the collections, and (b) specialized training of the conservation staff.

' 3.25 manjmonths

Textiles Conservation Specialist 7.75 manlmonths

Conservator specialized in textiles treatment. He will work under the supervision of the Conservation Program co-ordinator in the following areas: (a) treatment of the textiles included in the collect*ons, and (b) specialized training of the conservation staff.

Artifacts Conservation Specialist 15.00 manlmonths

Conservator with knowledge of varïous materials (Istone, metals, leather, glass, ceramics, etc.). He will work under the supervision of the Conservation Program Co-ordinator in the following areas: (a] treatment of objects of the collections, and @) training, at the general and Specialized level, of the conservation staff.

- 123 - Education/Communication Specialist 4.00 + 2.00 manlmonths ~~

Specialist in education and cultural action having good experience in directing museum's educational services. Knowledge of the Arab culture, traditions and society is indispensable. His duties will be: (a) to establish the various educational and cultural action areas to be covered by the Museum, (b) to define the educational program, cc] the types of services to be offered, and (dj to provide the necessary input, from the education/communication viewpoint for the preparation of the Interior Design Program (see Sub-sections 5.3 and 5.4). He will work in close collaboration with the market analyst, the museum management specialist, and the interior and exhibit design team. He will assist in the selection of the educational staff of the Museum and will be responsible for its training.

Archaeology and Ethnography Specialist 4.00 manlmonths

Specialist on archaealogy and physical anthropology of the region, having experience in the conception and preparation of museum exhibits. He will participate in the selection of objects for display, the preparation of an acquisitions policy and the realization of the Final exhibition program 'script'. He will work under the supervision of the Interior and Exhïbit Design Program Co-ordinator.

Sciences Specialïst 4. OQ manlmonths

Specialist on Earth Sciences (.geology, natural history, ecology) and Science and Technology, having experience in the conception and preparation of museum exhibits. Knowledge of Islamic science is particularly requested. He will participate in the selection of objeciïs for display, the identification of the display aids (models, audio-visual, etc. ) required, the preparation of an acquisitions policy and the realization of the final exhibition program 'script'. He will work under the supervision of the Interior and Exhibit Design Program Co-ordinator.

- 124 - Islamic Art Specialist 4.00 manlmonths

Islamic Art historian, having experience in the conception and preparation of museum exhibits. selection of objects for display, the preparation of an acquisitions policy and the realization of the final exhibition program 'script'. He will work under the supervision of the Interior and Exhibit Design Program Co-ordinator.

He will participate in the

Research and Documentation Specialists 5.00 manlmonths

Several research and documentation specialists in the academic fields to be covered by the Museum exhibitions: geology, prehistory, archaeology, ecology, the environment, natural history, physical anthroplogy, Islamic art and culture, history of Kuwait, ïslamic science, modern sciences and technolgy. The role of thése consultant specialists will be to provide the adequate background and scientific data for the realization of the exhibition program 'script'.

.Museum Architect 6.50 man/months

Architect with good experience in museum planning. Together with the Museum Equipment Specialist (see below], he will be responsible for the detailed analysis of the present needs of the building in terms of facilities, engineering and equipment and will be in charge of the preparatïon of the Facilities and Equipment Program [see Sub-section 5.52. He Will work in close connexion with the interior and exhibit design co-ordinator, the Conservation program co-ordinator, the Climate Control and lighting specialist, the storage and handling specialist, the security specialist, the planetarium specialist, the aquarium specialist, and with all the technicians responsible for the mechanical and electric systems.

1 5.25 manlmonths Museum Programmer with particular experience in equipment. He will be responsible, together with the Museum Architect (see above), for the detailed analysis of the equipment needs of the Museum (furnitures, special equipment, materials and products). He will be in charge of the preparation of this part of the Facilities and Equipment Program (see Sub-section 5.5).

- 125 - He will work in close connexion with the same specialists and

technicians listed under the Museum Architect, above.

Aquarium Specialist 5.50 man/months

Specialist in the Gulf marine environment with good experience in aquaria. His duties include: (a] the selection of the species (both animals and plants) to be presented, (b] the organization of the collecting missions to procure the specimens, (c) the verification and eventual modification or completion of the technical equipment, (d) the establishment of adequate ecological conditions for the survival of the specimens,. (e) the periodic verification of the aquarium conditions, [f] the preparation of the information to be presented to the public, and (-g] the training of the aquarium scientific and maintenance staff. This specialist will work in collaboration with the persons responsible for the projected Municipal Marltime Museum and Municipal Aquarium (_see Sub-section 1.3.32.

Consulting Curators [Time to be determined)

In order to ensure a good transition between the technical assistance period and the full operation of the Museum,under full- time fully trained Kuwaiti staff, it may 1Se necessary to consider the possibility of recruiting foreign specialists as consulting curators for a given period of time. They will be seconding the Museum Curators and providing guidance and in-service training. Some of the consultants engaged for the technical assistance may also be prepared to accept such dutles. Thîs- issue will need to be considered as the project implementation advances.

Plan of action c

- 127 - 7. Plan of action

7.1 Introduction

The timetables and sc,,edules that follow form the:

llustrate in graphic

- logical order in which actions should take place; - approximate lengths of time for carrying out the

required actions; and - decision points, i.e. review periods, selection of contractors, contract award dates, etc.

Once the pre-requisites for the implementation of the Project have been accomplished [see Section 31, the technical assistance may commence. As has been described in Section 5, Technical Assistance Required, there are five major areas of technical

- assistance which will begin immediately. The graph on the next page schematically illustrates how the technical assistance will begin and conthue throughout the Project until the Museum is comp 1 et e.

The graph shows the order in which the technical assistance will begin and the relative order of when reports will be submitted, preparation periods for definitive actions requiring decisions and further financial commitments-on the part of the Government authority designated to oversee the Project.

.-

- 12.8 -

C O

.-

- 129 - The table graphs that follow in Section 7.2 give detailed time estimates of each major technical assistance task with an approximation of when technical assistance interventions will occur. These graphs can be considered accurate for the beginning of the Project, but can be expected to be modified as the work progresses and timing and needs become more precisely defined by the work being carried out.

The master time schedule links the actions of each major technical assistance task and demonstrates where the execution of some tasks rests upon the completion of others. building alterations need to be completed before the exhibits can be installed, a decision needs to be taken on the operating budgets of the Museum before staff recruitment begins, etc. It has been assumed in developing the time schedules that museum completion will be three years after the commencement of technical assistance.

For example,

Section 7.3, Cost of Technical Assistance, is the logical conclusion to the Report wherein the costs ,calculated are based on the professional consultancy required and the general administrative costs to implement the technical assistance.

- 130 - 7.2 Timetables and schedules for the project

7.2.1 Financial and management plan

Actions to be carried out

1. Development of the Financial and Management P1 an

2. Estimate' of Implementation Costs

3. Review and Approval

4. Implementation Total Elapsed Time: 4.00 months

7.2.2 Organizational structure of the Museum: personnel and staff recruitment and training program

Actions to be carried out

Time Allowance

2.00 months

2.00 months

\l,ClO month

(duration of Project)

Time Allowance

1. Development of the Museum's 4 months Organization and Management Structure

2. Approval of the Organizational 1 month Structure of the Phseum

3. Implementation of the Staff Structure

4. Formulation of Training Programs 4 months

. Durati0.n of' Project

for the Required Staff

5. Commencement of Intensive In-service Periodically Trainhg Courses in Kuwait

L

(Tot a 1 Man /)Ion t h s 52.5 - 62.52

6. Commencement of Long-Term Training (To be determined) Programs for Selected Candidates Overseas

Total Elapsed Time: Duration of Project (-3 years)

- 131 -

- 132 - 7.2.3 Development of the operational program of the Museum

Actions to be carried out Time Allowance

- Documentation of the Collections 1. Analaysis of Present Documentation 1.5 O months

Systems and Identification Needs

2. Detailed Cost Analysis and Budget 1. O O months

3. Implementation of Documentation System

4. Detailed Proposals for Staff Training

1.50 months

- Conservation of the Collections 1. Establishment of Conservation Policy 2. O O months

and Procedures

2. Permanent Conservation Facilities (see 7.2.4.2

3. Preparation Specifications and Bill 2.0 O months

(Duration of of Quant it ies for Conservat ion Equipment the Project)

4. Implementation of Temporary immed i at e 1 y Conservation Facilities and Equipment

5. Detailed Proposals for Staff Training 1.50 months

- DeveloDment of the Educational and Cultural Activities

1. Preparation of the program of A 4.00 months Educational and Cultural Activities

2. Review of Proposals 1.00 month-

3. Implement at ion (Duration of the Project)

Total Elapsed Time: Duration of Project (3 years)

- 133 -

- 134 - 7.2.4 Interior and exhibit design

The urgency of completing and opening the Museum and the varying complexity of the subject areas of the exhibits suggests that they be completed in a phased manner rather than opening the entire Museum at once. The preliminary schedule estimates to follow are provisionary until the final schedules are determined with the aid of the exhibït designers and project managers.

It is advised that the exhibit designer be selected before or during the work on the Interior and Exhibit Design Program is completed in order that' the designer participate in this work. Actual exhibit design will only begin once formal approval of the 'Interior and Exhibit Design Program is given. As a result, the exhibit designer could be retained on a consulting fee basis for work on the exhibition program. This could be consïdered a "trial" period for the exhibit designer who would then be contracted to carry out the exhibit design and supervision of the exhibit showcase and other exhibition equipment's construction.

~

3

Actions to be carried out Time Allowance - Selectïon of the Designer ci I

1. Review of Pre-Qualification Documents Received

2. Development of Select ion Procedures and Contract Terms of Reference

3. Review of Qualifications and Selection of Exhibit Designer

4. Contract Award

5. Consultation with Designer on Interior and Exhibit Design Program

- Interior and Exh'ibit Design Program 1. Revïew and Selection of Development

Opt ion

2. Preliminary Specifications for the Building Alterations and Additions

Cl] The Designers and Architects could be chosen a joint venture if deemed appropriate.

1.00 months

1.00 months

0.50 months

0.50 months

periodically over 24 month period

1 .O0 months

2 .O0 months

together under

- 135 - 3. Exhibition Script Preparation 4.00 months

4. Final Selection of Objects to be (Duration of Project) Exhibited and Implementation of

Acquisitions Policy

5. Finalization of Script and Design 4.00 months Speci£ïcations

6. Review and Approval of Interior 1.00 months and Exhibit Design Program

7. Consultationswith Exhibit Designer Periodically over 24 month period on Design Development of Exhibits

8. Assistance in the Selection of Equipment and the Supervision of Exhibit Installatïon

Total Elarised Time: 8 months

- Realization of the Interiors and Exhib it s

Periodically over 24 month period

~~

1. Development of the Schematic 4.00 months Design for the Exhibits and Interiors including Cost Analysis, Budgeting and Phasing

2. Reÿiew and Approval Period 1.00 months

3. Selection of the Interior and Exhib i t Contractor : [a) Preparatlon and Distribution of 2.00 months

Tender Documents to list of Contractors;

[E] Response Period; 1.50 months

(cl Bid Analysis and Recommendations 1.00 months - to the Government;

cd) Award of Construction Contract 0.50 months

- 136 - 4. Design, Development; Review Periods;

Construction Documents; Construction and Installation and Openings

(,a) Aquarium and Planetarium - Design Development 4.00 months - Review Period 1.00 months - Construct ion Documents 5.00 months - Construction and Installation 6.00 months - Opening O. 50 months

(Ib] Temporary Exhibitions

- Design Development 4.00 months - Review Period 1.00 months - Construction Documents 5.00 months - Const-ruction and Installation 6.00 months - Opening O. 50 months

Cc) Islamic Culture and History] Anc ient H i s to ry (Archaeo 1 o gy )

- Design Development 4.00 months - Review Period 1.00 months

5.00 months - Construction Documents - Construction and Installation 6.00 months - Opening O. 50 months

Cd] Environment of KuwaitIModern Kuwa it IT r a d i t ion a 1 Kuwa it

- Design Development 4.00 months - Review Period 1.00 months - Construction Documents 5.00 months - Construction and Installation 6.00 months - Opening O. 50 months

Total ElaDsed Time: 36 months

- 137 -

- 138 -

L

- 139 - 7.2.5 Facilities and equipment implementation

Actions to be carried out

- Facilities and Equipment Program 1. Development of the Facilities and

Eauiument Program

2. Review and Approval of the Facilities and Equipment Program

3. Co-ordination with the Architect on Design Development for the Museum Bui 1 dings

4. Building Survey

Total Elamed Time: 5.00 months

Cl 1 Selection of the Architects

Time Allowance

4.00 months

1.00 months

(periodically over Design Development Phase)

2.00 months

1. Review of Pre-Qualification Documents Received

2.00 months

2. Development of the Selection Procedures 2.00 months for the Architects and Exhibit Designers and Terms of Reference for Architect's Contract

3. Requests for further Information and ReTponse Period

1.50 months

4. Review of Qualifications and Selection 1.00 months of Architect

5. Award of Architect's Contract 0.50 months

- Total Elapsed Time: 6 months

-' Architectural Design, Specifications and Construct ïon

1. Design Development of the Museum Building Alterations and the Additions

4.00 months

~ ~~~

cl) The Designers and Architects would be chosen together under a joint venture if deemed appropriate.

- 140 - 2.

3.

4.

5.

6.

7.

..

8.

9.

10.

11.

Review of the Design Proposals 1.00 months

Construction Documents : Working 6.00 months Drawings and Specifications

Review and Approval of the Construction Documents

1.00 months

Preparation and Distribution of 6.00 months Tender Documents to a Short-List of Contractors

Response Period 1.50 months

Bid Analysis and Recommendations 1.00 months to the Government

Award of the Construction Contract 1.00 months

Alterations to the Museum Building 6.00 months

Construction of the New AdditionCs) 7.00 months

Installation of Equipment 2.00 months

Total Elapsed Time: 29 months

- Construction of the Conservation Annex 1.

2.

3.

4.

5.

6.

7.

Review of Schematic Design Proposal O. 50 months for Annex and Recornmendations

Selection of Architect l.00 months

Design Development

Review and Approval

2.00 months

1.00 months

Construction Documents: Working 3.00 months Drawings and Specifications

Construct ion 5:50 months

Installatlon of Equipment 1.50 months

Total Elapsed Time: 13.50 months

- 141 -

f

€€

- 142 -

7.2.6 Master time -schedule

The master time schedule is a combination of the five previous schedules, and as such demonstrates the inter- relation between the five aspects of technical assistance In a more detailed way it shows the critical path outlined in the graph ImpLementation of the Technical Assistance: Critical Path at the beginning of Section 7. The broad pattern of the technical assistance is to commence the financial, management, organizational and operational aspects of the Museum from which the necessary architectural changes and exhibit program will be generated. The architectural alterations needed in the Museum and the possible new addition will be constructed in phases, as will be the exhibits to allow the Museum to open as soon as possible.

- 143 -

E- -171 l

l l

l

œ

~ P-

- 144 -

7.3 Cost of technical assistance It is estimated that the overall cost of the technical assistance required until the opening of the Museum Ci.e. approximatcly 3 years from the date of commencement of the services) will be U.S.$3,014,366.

The total consultants input necessary to accomplish the Yarious technical assistance services described in this Assessment of Technical Assistance and Plan of Action is considered to be 233.75 manhonths of work (see Sub-section 7.3.1 below). These figures do not include the basic organizational and secretariat work to be undertaken by the agency responsible for the implementation of the technical assistance; these costs inyolved is giyen in Snb-Sectïon 7.3.2, below. Project co-ordination costs are 13,5% of the total, while a contingency reserve representing lQ% of the technical

an estimate of

assistance cost has been stipulated according to usual practices in this type of projects.

- 145 -

SPECIALIST REQUI RED

7.3.1 Technical assistance personnel cost -- -

Breakdown of Estimated Expenditures (in US $)

A. PROJECT INPLEMENTATION TEAM Technical Assistance

Training Program Coordinat01 Interior & Exhibit Design Program Coordinator

General Coordination

Director

B. INDIVIDUAL SPECIALISTS: Market Analyst Museum Management Financial/Accounting Visiting Lecturers .

Air Conditioning Technician Audio Visual Technician Lighting/Electrical

Planetarium Specialist Building Maintenance Photography & X-Ray Security Specialist Documentation/Librarian

Technician

Suecialist

Coordinator Conservation Program

Climate Control & Lighting Storage 8 Handling Wood Conservation Paper Conservation Textiles Conservation Artifacts Conservation Education/Communication Archaeology 8 Ethnography Sciences Islamic Art Research & Documentation Museum Architect Museum Equipment Specialist Aquarium Specialist .

C. INSURANCE:

TOTALS

MAN/MONTHS

27.00 12.00

14.00 9.00

0.75*2.25 1.00+3.00

1 .so 35.00 6.00 3.00

2.50 6.00 6.00 1 .U0 4.00

4.50

17.50 3.00 4.00 4.50 3.25 7.75

15.00 4.00+2.00

4.00 ,4.00 4.00 5.00 6.50 5.25 5.50

. .

233.75

EXPERT COSTS

232,200 103,200

120,400 77,400

24,450 32,600 11,512

268,625 40,500 20,250

16,875 40,500 36,900 6,750

27,000

30,375

142,625 23,025 27 ,'O00 34,537 24,881 59,418

1 1 5,125 46,050 32,600 32,600 32,600 30,750 52,975 40,231 42,212

1,826,166

TRAVEL NO. TRIPS

8 A

5 9

2 3 2 ' 16 4 2

2 3 2 1 3

2

4 3 2 2 2 3 4 3 2 2 2 2 4 3 3

1 O9

COSTS

-1 1,000 5,500

6,875 12,375

2,750 4,125 2,750 22,000 5,500 2,750

2,750 4,125 2,750 1,375 4,125

2,750

5,500 4,125 2,750 2,750 2,750

5,500 4., 125 2,750 2,750 2,750 2,750 5,500 4,125 4,125

4,125-

49,875

TOTAL

243,200 108,700

127,275 89,775

27,200 36,725 14,262

290,625 46,000 23,000

19,625 44,625 39,650 8,125

31,125

33,125 148,125 27,150 29,750 37,287 27,631 63,543 120,625 50,175 35,350 35,350 35',350 33,500 58,475 44,356 46,337

19,760

-

1,995,801

- 146 - -

7.3.2 Project cdondinlation cost Breakdown of Estimated Expenditure (in US $)

. Project Officer(s) (36 man/months) 180,000

. Secretariat and supporting staff 95,000

. Graphic work of plans, design and report layout 20,000

. Translation into Arabic and reproduction of working documents

. Documentation services

. Supervision travel

52,000

11,000

50,000

TOTAL 408,000

- 147 -

7.3.3 Total estimated cost of technical assistance Cost by Category of Expenditure (in US $)

1. Technical Assistance Personnel (see 7.3.1 ) 1,995,801

2. Project Coordination (see 7.3.2) 408,000

TOTAL COSTS 2,403,801

Contingency Reserve (1 0%) 240,380

SUB-TOTAL 2,644,181

Agency Overhead Costs (1 4%) 370,185

GRAND TOTAL 3 ,O1 4,366

- 148 -

7.3.4 Notes on the estimated cost of technical assistance

Costs are expressed in U.S. dollars

The value of the dollar on 31 May 1981, has been taken as a basis of calculations. No provision is made to cover fluctuations of the U.S. dollar and inflation factors during the 3 year period of the implementation of the technical assistance.

These estimates cover all costs inherent to: - the direction, organization and coordination of the technical assistance;

- the professional fees of all specialists required, their travel and subsistence expenses;

- the agency overhead costs, according to Unesco rules and practice.

Not covered in the cost estimate are the costs for: - three specialists to be engaged on a fee contract basis: . interior designer, . theater/acoustics specialist, . quantity surveyor;

- the equipment, goods, materials and products to be purchased for the implementation of the services of technical assistance;

- the architectural and project management services to be contracted for the completion of the project;

- the construction of the architectural alterations and additions; -

- the construction and installation of the exhibits'and interiors;

- the fixtures, equipment, goods, materials and products required to complete the Museum;

- training fellowships abroad for the museum staff. All such costs are to be estimated in full detail in the early stages of the technical assistance services, as indicated in sections 5 and 7.

- 149 - e) In respect to the costs of technical assistance

personnel included in 7.3.1, it should be noted that travel prices are calculated on a pro-rata basis of U.S.$1,375 per round trip journey;

Travel allocations should consequently be reviewed in accordance with the real prices of transportation at the time of the performance of the servïces.

- 150 -

Annex

Plans for the permanent conservation laboratory in building VI.

Drawing 1. Conservation Annex, level 1 Drawing 2. Conservation Annex, level 2 see Sub-section 5.3.1

- 151 -

A

+

I 7

L t i

t

[ $4