Engo

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 o f 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 Develop the Museum's Organizational
Structure and Implement Staff Training
Programs and Recruitment
2.2.2 Plan and Implement Management and
Financial Programs
2.2.3 Plan and Realize Educational and
Cultural Action Programs
2.2.4 Documentation of the Collections
2.2.5 Conservation of the Collections
2.2.6 Plan and Implement the Reaiization of
the Exhibits
2.2.7 Plan and Realize Facilities for Public
and Museum Services
2.2.8 Completion and Equipping of the Building
2.2.9 Completion of the Collections
2.2.10 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
5.2 Organizational Structure o f the Museum:
Personnel.and Staff Recruitment and Training
Programs
5.2.1 Findings and Preliminary Recommendations
on the Museum's Organizational Structure
5.3 Operational Program o f the Museum
5.3.1 Introduction
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
the Exhibition Themes and Sequences
5.5 Facilities and Equipment Program
5.5.1 Findings and Preliminary Proposals for
the Use of the Buildings
5.5.2 Findings on the Technical Conditions of
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
7.2.3 Development of the Operational Program of
the Museum
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+

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preface
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 Project.
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;
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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
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O. Executive summary
01. The State of Kuwait's National Museum is at a crucial stage
in its development. The Museum.building has been recently
completed, yet further decisions and actions are urgently
required in order to finish the project.
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);
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- 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
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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
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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
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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
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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

. led to a slight modification and expanison of the agreed terms
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
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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
Shuwa 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
March 1960
- Dr. Selim Abdul Hak, at that time DirectQr
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.
May-December An international competititon is organized
1960 for the Kuwait National Museum's
architectural Project, Mr. Michel Ecochard's
pioposal is selected.
1965 Responsibility for Kuwait National Museum is
transferred to the Ministry of Information,
Culture and Tourism.
1968 Museum moves to Belt al-Badr House
Cpreçent site).
1970 Report l3y Georges Henri Rivière, TCOM,
The Museums p f Kuwait.
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1971 Seconci
- ~ _
R e p r E by Georges Henri Rivière, ICOM,
~ K u awit Mus eum.
1971 Construction of the building commences.
1979 Act of Kuwait Government to reorganize
museums, historic monuments and culture.
1979 Dr. Selim Abdul Hak's Programme for
Organizing the Museum Collections.
October- Participation of a delegation from
Novemb er 198O 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.
Late November Visit of a Kuwaiti Delegation to Paris,
1980- 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.
'December 1980 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.
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January 1981 Agreement concluded between Unesco and
Kuwait Government [see Sub-section 1.1.
above)
-
Apr il May ICOM Consultancy Mission tg Kuwait
1981 (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 1

'
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:
"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.
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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) ;
3. To show man's creations in an historical
framework especially to emphasize Kuwait Is
role in terms of its geographical location and
to show foreigners the culture of the Arabian
Gulf.
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.
1.3.2Goals 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 o f 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.
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(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) The Museum of Science and Natural History appears to be
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,
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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
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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
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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
assistanc 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. The
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
- 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
relationships;
- prepare job specifications, terms of employment,
and salary schedules; and
- design and implement staff training programs.
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
-_.-
-,.p.
-,-
An essential element to the success of the museum is how it
- 24 -
serves its public and promotes its programs. Tasks to be done
include :
- establish what basic services for public education
will be provided;
- define the facilities, equipment and personnel that
will be required;
- designate and equip spaces in building for educational
and cultural programs; and
- identify, recruit and train staff.
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
documentation.
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 conservation
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
design guidelines;
- provide documentation for the information to be
transmitted in exhibits ; i
- design and construct exhibit cases, models, interior
fixtures; and
- install exhibits and interiors.
2.2.7 Plan and realize facilitiesfor public and Museum services 1

-7
The museum will be more than an exhibition facility and will
require a complete range of facilities and equipment to serve
visitors to the museum, staff and the collections.
Considerations include :
- collection services, storage, work areas, research
areas ;
- access to the museum for all types of people, goods
and products;
- 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.
- 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
auditorium and its service areas;
- participation of an architect and engineer in the
planning and realization of the exhibition program; and -
- an analysis of the exterior of the building to improve
its appearance and usability.
2.2.9 Completion ofthe 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 a complex set of skills
and experiencb to ensure the proper mana ement of 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.
Pre-requisites
for the implementation
of the project 3
3. PRE-REQUISITES FOR THE IMPLEMENTATION OF THE
PROJECT
- 28
.. .
-
3.' Pre-requisitesfor 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
- to decide on the best way to implement the
technical assistance actions recommended in
this Report.
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'fof 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;
- the museum should be able to develop salary and benefit
policies suitable to its requirements;
- the museum should be able to retain revenues from, for
instance, concessions, exhibit fees, or facility
rentals for its own purposes; and
- the museum should prepare its own operating and capital
budgets for agreement directly with appropriate
(Government) authorities.
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 ;
(b) The museum's staffing would be separate from the
civil service, encouraging professional personnel
to stay in the museum as a complete career, rather
than a civil service career;
(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. Policy responsibility for importation and
exportation of antiquities should remain under direct
Government control but, of course, with the technical support
and expertise provided by the NationaS Museum.
- 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
- the Government could entrust Unesco and ICOM to
implement the technical assistance for the whole
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-Sections 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
Project 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.
Structure
for the technical
assistance program 4
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 Project.
- 37 -
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I z
2
E
U
W
CB
1 E
a
8
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a
v
m
z
H
E
U
w
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E
a
8
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a
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- 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. ICOM would also give advice and
recommendations to Unesco and provide all pertinent data on the
project development to the International Consultative Committee.
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
imp1ement at ion ;
- plan, organize and supervise the activities of the
specialist consultants;
- provide specifications to the Project Management
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;
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
Project 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.
4.4Project management group

The Pr0.ject. 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
Proj ect .
The main tasks of the Project Management Group would be:
- to establish adequate administrative co-ordination
between the Government services responsible for the
Project and the Proj ect Implementation 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
suppl iers ;
- 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;
- to prepare the accounts to be submitted to the
Government ; and
- in general, to assist the responsible Government
department on all aspects of the administration and
management of the project ls_-implementation.
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 number of required

staff and amounts m u s e u m staff
of technical (to be determined)
assistance
present opening of
the museum
Technical Assistance and Cooperation Over Time
4.6 Specialist consultants

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 o f specialialities and the numbers and profiles o f the
consultants required are defined in 5ection 6, Professional
Consultantancy.
Technical assistance
requïreci 5
- 46 -
5 Technical assistance required
In the following Section the objectives, contents, consultants

required and training of the required technical assistance are
described. Five fundamental aspects of ïmplementation to realize
tkmuseum are covered:
(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:
i
- to establish the financial, organizational and
management structure of the museum;
- in recruiting and training staff for the museum;
- 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.. .;
- in specifying the proper environmental working
conditions and special museum furnishings and
equipment.
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 inanc ial /account in g 1.00 - 1.50 man/months
specialist
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
in-service! and overseas training of the required
staff.
r
...-
I
H H
I
U
- 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.
Professional Personnel - curators, librarians, conservators,
documentalists, etc.
Specialized Personnel - carpenters, tradesmen, equipment
ma int enance , etc .
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 ofthe 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.

(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
- Staff planning
. manpower requirements
. job profiles
. employment policy: conditions of services,
salaries, etc.
[b) Implementation of the Staff Structure
- Definition of Immediate Required Staff taking into
account urgent needs in the following areas:
. Kuwaiti counterpart staff to work with the .
Director General of the Museum, members of
the Proj ect Implementation Team and the
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;
e m d o u 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 : in Kuwait and
abroad
. study tours of museums 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 istrat ive, mus eo logical , sc ient ific ,
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.

- Museum vanagement Feciaiist 3.00 man/monthr
,
- Training Program Co-ordinator I 12.00 man/months

- Visiting lecturers for intensive 25.c)O. - 35.00 man/months
museum courses
- Visiting technicians for equipment
train ing :
. air-conditioning .6.00 man/months
. audio-visual and photography] 3.00 man/montFs
x-ray
- 55 -
. lightïnglelectrical 2.50 man/months
. planetarium 6.00 manlmonths
. building maintenance . 6.00 manlmonths
- Security specialist 4.90 man/months- -

.-
(training and equipment)

- Members of the Project
implementation Team
(N.B. Schedules for technical assistance are to be found in
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 Cross indexing of information.
- Present Documentation Methods in the Museum
At present, the Museum has two kinds of inventory
- records: log books and colored file cards. In
these records each object is identified with two
numbers: a general number and a special number.
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
have a significant value beyond their actual ~__ -
material components and labo- required for
manufacture;
- *
in most of the cases, they are unique
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.
- 58 -
- Causes of Decay are:
(a) external: - light [ultra-violet and heat radiation)
- CI imate (temperature and humidity
changes)
- biological (insects, bacterial, fungi,
etc.)
- natural disasters (fire, earthquakes,
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;
2. historic evidence should be Eully recorded and
it must not be destroyed, falsified or removed;
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 m i n i m u 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
whenever this may become necessary;
[c) not hinder the possibility of later access to
all .evidence incorporated in the object;
(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;
(f) not be undertaken by conservator/restorers who
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.
- Needs
The assessment of the present situation of the Museum (1)
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 o f 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. The bulk of conservation training can
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:
(a) priority conservation-necessary for the
opening of the Museum;
(b) staff requirements, recruitment and training;
(c) temporary conservation facilities and
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.);
(c) production of regular and occasional
publications (magazines, bulletins, books,
brochures, etc.) to reinforce the message of
the exhibits;
(d) the physical facilities supporting the
educational and cultural action programs,
such as auditorïum, children's workshops,
library, etc. ;
(e) the acoustic guides and audio-visual means
illustrating the exhibits;
(f) the training of staff specialized in
education and cultural action activities;
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
Scientif 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
imp1ement at 1on.

(a) Documentation of the Collections:
-Analysis of present documentation systems:
. registrationllog books
. cataloguing cards
. photographic and graphic documentation
-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
public, children, researchers, etc.)
. Specifications for (a) the contents of the
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
..
- Educational Program
. Target groups (school children, adults, handicapped;
local or foreign, etc.)
. Relationship between the Museum Educational
Program and the national educational policy and
its institutions (schools, universities, etc.)
. Modes of action and types of services:
(a] in the museum
(b) outside the museum (schools, universities,
etc.)
(c) regular
(d) non-regular
. Staff requirements: number, profiles, training
- Detailed cost analysis and:Sudget for these services
and program.
5.3.4Consultants required
- Specialist on Documentation andr.Library -4.59 manlmanths
Services
- Co-ordinator of the Conservatimn,Program 17.50 man/months
(training and collections treatment]
- Specialist in Lighting and Cl,Qpa.te
1 . 1-3.c) h man/months
Control
- 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
- 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
Services
- Members of the Project Implementation
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
exhibited;
[b) the establishment of an acquisitions policy for the
Museum; and
(c) the preparation of the final exhibition program
'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('). it is estimated that, in order to ensure the
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.
(a) National Museum Collections
-
Nature of the collections: archaeology and
ethnography
-
Approximative size of collections in display:
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.
5.4.2Acquisitions 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
owners; short-term, long-term, indefinite, etc.;
- exchanges.
(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
cons iderat ion (11 .
- 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;
- The scope and nature of the collections: those
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.
(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 Exhib il t D eve1opment Procedures
A study will be undertaken with the participation of
several specialists to produce the lscriptslnecessary
to develop the exhibitions.
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Each of the Sections mentioned in the six thematic
sequences requires its o w n 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
should be displayed;
- information and concepts related to each object
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.);
-
gaps in the display sequence that have to be filled
by means of acquisition.
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;
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. A dedication to the people of Kuwait and
acknowledgement of assistance from people and
nations ;
A description of the contents of the exhibits,
comp 1ement ed 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
satel 1 ite 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
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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 -
1200 BC]
(12800
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.
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. 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
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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.
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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.
- TraditionalLife
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,
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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].
- Modern Kuwait
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.
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 o f 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-
13th c.)
. The Mongol Invasion and new ruling dynasties
(13th - 15th c.)
-
. The Great Islamic Empires (16th 19th c.)
Historical évents related to Kuwait will be explained
at appropriate places in the presentation.
. 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
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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.
. TheArab 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
"achronicrltraditional 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 and a wide-
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.
- 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.
5.4.4Objectives 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,

To prepare an interior and Exhibit Design Program
includin g :
(1) See Sheikh Nasser AI-Ahmad Al Sabah Coin Collection Report

by Dr. Michael Bates.
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- architectural modifications required in the
display areas ;
- exhibition program 'script' (see Sub-section
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
in Sub-section 5.5.1.;
. to make the final selection of the objects to be
exhibited;
. to implement the acquisitions policy (see Sub-
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
from short-listed firms; -3
- requests for further information from these and
other firms;
- analysis and evaluation of the competences of the
firms who have shown their interest in the project;
- recommendations to the Government ;
- assistance to the Government to prepare the terms
of reference for the contract;
- contract awarded by the Government.
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.

- Co-ordinator of the Interior and
Exhibit Design Program (museologist
and programmer) 14 man/months
- Specialist in Archaeology and
Ethno g raphy 4 manlmonths
- Specialist in Sciences (earth and
natural sciences, science and
t echno1o gy) 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

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 -
O
t-
U
t-
- 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. Surrounded by gardens
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
*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 -
nr l
,
t
Il
II *
- 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 -
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- 97 -
5.5.2 Findings on the'technicalconditions of the buildings
and preliminary recommendations
[a) General Exhibition Environment
Large windows within the exhibition areas create visual
distraction. They reduce valuable exhibition surface
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
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. Therefore, the
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.
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 "servicerrare 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 2
1 storage 168 m2
2 service 182 m2 (classrooms)
- 104 -
level 331 6 offices 118 m2
7
3 service 66 m' (security)
level 752 2 ofiices 24 m2
3 service 66 m 2 (photography)
2 library
office 24 m2
4 library/
seminar 350 m2
Building II: Land of Kuwait
level O00 2 service 72
m2 (lift holding
tanks)
level 376 4 offices 75 m2 (laboratory)
1 store 36 m2 (lift)
level 752 2
6 offices 188.5 m (some labs)
2 stores 183 m2 (partially in
exhibit area)
Building. III:
~~
Man of Kuwait
level O00 4 offices 48 m2
1 .lab/
store 93 m2
level 282 1 store 217.5 m2
Building IV: Kuwait of Today and Tomorrow
level O00 4 offices 84 m2
1 storage 65 m 2
level 376 2 office/
lab 82 m2
level 274 1 storage 79 m2
level 752 4 offices 98 m2
Total of Buildings I, II, III and IV:
42 offices 957 - m 2
8 storage 841.5 m 2
10 service 320 m2
4 library/
seminar 350 m2
Total Space Requirements : 2468 * 5 m 2

- 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).

. (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
from the short-listed firms;
- requests for further information from these and
other firms ;
- analysis and evaluation of the qualifications and
competence of the firms;
- recommendations to the Government;
- assistance to the Government in preparation of
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 architectsC 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-rrsOffice, 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.

- 111 -
- 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].

- Museum ProgrammerIArchitect 6.50 mznlmonths
- Mus e m Equipment Specialist 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 o f 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. It will be
instrumental in setting up and-implementing the training
programs. it will maintain adequate liaison with the professional
organizations involved in the organization of the technical
assistance.
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) ;
- ensure efficient co-operation between the specialist
-.
consultants and their counterparts in the Museum staff?&

- prepare periodic progress reports on the advancement of
the project; and
- 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 12.00 manlmonths
Co-ordinator of the staff training programs. He will be
particularly responsible for:
- 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
tkaining courses ;
- the preparation of training facilities and equipment.
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
Interior and Exhibit Design Program;
- assisting with the selection of the appropriate option
for the adaptation of the buildings [see Sub-section 5.5.1);
- studying the functional relationship between the buildings
and the exhibits;
- preparing the pre-concepts for interior design;
- assisting with the selection of the consulting architect
firm and the interior and exhibit designers;
- 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 Froject 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
matte.rs involved;
- to provide the Government, Unesco and the International
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 . 2 5 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. He will be responsible for providing the
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.
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 Condit ioning Techn 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 o f 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. He will work in close
contact with the climate control and lighting specialist and the
conservation specialist.
Audio-visua 1 T echn ician 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 documentation 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 Specialist 4.50 man/months

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

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.
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. 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 Exhibit Design Program Co-ordinator.
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.
15.25 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 (_seeSub-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.
c
Plan of action
- 127 -
7.Plan of action
7.1 Introduction
The timetables and sc,,edules that follow llustrate in graphic
form the:
- 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
comp1ete.
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. For example,
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.
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 Time Allowance
1. Development of the Financial and 2.00 months

Management P1an
2. Estimate' of Implementation Costs 2.00 months
3. Review and Approval \l,ClO month
4. Implementation (duration of Project)

Total Elapsed Time: 4.00 months
7.2.2 Organizational structure of the Museum:

personnel and staffrecruitment and training program
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 . Durati0.n of' Project
4. Formulation of Training Programs 4 months
for the Required Staff
5. Commencement of Intensive In-service Periodically
(Tota1 Man /)Ion th s
Trainhg Courses in Kuwait
L
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

- 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 1.50 months
Training
- 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
of Quant it ies for Conservation (Duration of
Equipment the Project)
4. Implementation of Temporary immediat e1y
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. Implementat 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
3
to carry out the exhibit design and
supervision of the exhibit showcase and other exhibition
equipment's construction.
- Selectïon of the Designer ciI
1. Review of Pre-Qualification Documents 1.00 months

Received
2. Development of Select ion Procedures 1.00 months
and Contract Terms of Reference
3. Review of Qualifications and Selection 0.50 months
of Exhibit Designer
4. Contract Award 0.50 months
5. Consultation with Designer on periodically over
Interior and Exhibit Design Program 24 month period
- Interior and Exh'ibit Design Program

1. Revïew and Selection of Development 1 .O0 months
Opt ion
2. Preliminary Specifications for the 2 .O0 months
Building Alterations and Additions
Cl] The Designers and Architects could be chosen together under

a joint venture if deemed appropriate.
- 135 -
3. Exhibition Script Preparation 4.00 months
4. Final Selection o f 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 Periodically over
24 month period
Equipment and the Supervision
of Exhibit Installatïon
Total Elarised Time: 8 months
- Realization of the Interiors and

Exhib its
~~
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 it 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
- Construction Documents 5.00 months
- Construction and Installation 6.00 months
- Opening O. 50 months
(Ib] Temporary Exhibitions
- Const-ructionand Installation 6.00 months
Cc) Islamic Culture and History]
Anc ient H isto ry (Archaeo1o gy )
Cd] Environment of KuwaitIModern
Kuwa itITr ad it iona1 Kuwa it
Total ElaDsed Time: 36 months

- 137 -
- 138 -
L
- 139 -
7.2.5 Facilities and equipment implementation
- Facilities and Equipment Program
1. Development of the Facilities and 4.00 months
Eauiument Program
2. Review and Approval of the Facilities 1.00 months
and Equipment Program
3. Co-ordination with the Architect on (periodically
over Design
Design Development for the Museum Development Phase)
Bui 1dings
4. Building Survey 2.00 months
Total E l a m e d Time: 5.00 months
Selection of the Architects Cl 1

1. Review of Pre-Qualification Documents 2.00 months
Received
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 1.50 months
ReTponse Period
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
Constructïon
1. Design Development of the Museum 4.00 months

Building Alterations and the Additions
~ ~~~
cl) The Designers and Architects would be chosen together under

a joint venture if deemed appropriate.
- 140 -
2. Review of the Design Proposals 1.00 months
3. Construction Documents : Working 6.00 months
Drawings and Specifications
4. Review and Approval of the 1.00 months
Construction Documents
5. Preparation and Distribution of 6.00 months
Tender Documents to a Short-List
of Contractors
6. Response Period 1.50 months
7. Bid Analysis and Recommendations 1.00 months
..
to the Government
8. Award of the Construction Contract 1.00 months
9. Alterations to the Museum Building 6.00 months
10. Construction of the New AdditionCs) 7.00 months
11. Installation of Equipment 2.00 months
Total Elapsed Time: 29 months

- Construction of the Conservation Annex
1. Review of Schematic Design Proposal O. 50 months
for Annex and Recornmendations
2. Selection of Architect l.00 months
3. Design Development 2.00 months
4. Review and Approval 1.00 months
5. Construction Documents: Working 3.00 months
Drawings and Specifications
6. Construction 5:50 months
7. 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; an estimate of
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
assistance cost has been stipulated according to usual
practices in this type of projects.
- 145 -
7.3.1 Technical assistance personnel cost

-- -
Breakdown o f Estimated Expenditures (in US $)
SPECIALIST TRAVEL
REQUI RED MAN/MONTHS EXPERT COSTS NO. TRIPS COSTS TOTAL
A. PROJECT INPLEMENTATION TEAM

Technical Assistance
Director 27.00 232,200 8 -1 1,000 243,200
Training Program Coordinat01 12.00 103,200 A 5,500 108,700
Interior & Exhibit Design
Program Coordinator 14.00 120,400 5 6,875 127,275
General Coordination 9.00 77,400 9 12,375 89,775
B. INDIVIDUAL SPECIALISTS:
Market Analyst 0.75*2.25 24,450 2 2,750 27,200
Museum Management 1.00+3.00 32,600 3 4,125 36,725
Financial/Accounting 1 .so 11,512 2 ' 2,750 14,262
Visiting Lecturers . 35.00 268,625 16 22,000 290,625
Air Conditioning Technician 6.00 40,500 4 5,500 46,000
Audio Visual Technician 3.00 20,250 2 2,750 23,000
Lighting/Electrical
Technician 2.50 16,875 2 2,750 19,625
Planetarium Specialist 6.00 40,500 3 4,125 44,625
Building Maintenance 6.00 36,900 2 2,750 39,650
Photography & X-Ray 1 .U0 6,750 1 1,375 8,125
Security Specialist 4.00 27,000 3 4,125 31,125
Documentation/Librarian
Suecialist 4.50 30,375 2 2,750 33,125
Conservation Program
Coordinator 17.50 142,625 4 5,500 148,125
Climate Control & Lighting 3.00 23,025 3 4,125 27,150
Storage 8 Handling 4.00 27 ,'O00 2 2,750 29,750
Wood Conservation 4.50 34,537 2 2,750 37,287
Paper Conservation 3.25 24,881 2 2,750 27,631
Textiles Conservation 7.75 59,418 3 4,125- 63,543
Artifacts Conservation 15.00 1 1 5,125 4 5,500 120,625
Education/Communication 4.00+2.00 46,050 3 4.,125 50,175
Archaeology 8 Ethnography 4.00 32,600 2 2,750 35,350
Sciences ,4.00 32,600 2 2,750 35,350
Islamic Art 4.00 32,600 2 2,750 35',350
Research & Documentation 5.00 30,750 2 2,750 33,500
Museum Architect 6.50 52,975 4 5,500 58,475
Museum Equipment Specialist 5.25 40,231 3 4,125 44,356
Aquarium Specialist . 5.50 42,212 3 4,125 46,337
C. INSURANCE: 19,760
. .
-
TOTALS 233.75 1,826,166 1 O9 49,875 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 52,000
. Documentation services 11,000
. Supervision travel 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 o f technical assistance
personnel included in 7.3.1, it should be noted that
travel prices are calculated on a pro-rata basis o f
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 o f 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 -
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T H E S T A T E O F K U , W A I T

KUWAIT NATIONAL MUSEUM

Assessment of Technical Assistance

Report prepared for the Government o f the

United Nations Educational, Scientific

ASSESSMENT OF TECHNICAL ASSISTANCE AND PLAN OF ACTION

3. PRE-REQUISITES FOR THE IMPLEMENTATION OF THE PROJECT

5. TECHNICAL ASSISTANCE REQUIRED

ANNEX: Plans for Conservation Laborator+

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

03. The project is of a complex nature because, other than the

04. In the present case, many factors determining the nature,

05. The analysis of the present situation of the project made

- a program of technical assistance, based on the

(a) the management and financial policies to be followed

06. Two main decisions are needed at this stage to further

07. Subsequently, the recommendations made in this report can

of the museum. The most important of these were: proposed

Resulting from the December 1980 mission a proposal for a

the study of these areas leading to:

For the second report, Islamic Art Collection; an event occured

As may be expected, the research conducted by the consultants

1.2 Background and evolution

1.3 Roles,goals and purposes of the Museum

1.3.1 Previous statements of goals and purposes 1

The most recent statement of goals and purposes of the Kuwait

1.3.2Goals and Purposes

[a] To interpret the hJstory and culture of Kuwait

1. Note from Michel Ecochard to H.E. Sadoun Al-Jassim, 14

1.3.3 Relations with other existing and planned cultural institutions

Kuwait is rapidly developing a wide variety of cultural,

2.1 .Implementation principles

2.2 Scope of the required assistance

The present stage of the Kuwait National Museum, following

2.2.1 Develop the Museum’s organizational structure and implement

2.2.2 Plan and implement management and financial programs

2.2.4 Documentation of the collections

2.2.5 Conservation of the collections

2.2.6 Plan and implement the realization of the exhibits

2.2.7 Plan and realize facilitiesfor public and Museum services 1

2.2.8 Completion and equipping of the building

2.2.9 Completion ofthe collections

2.2.1 O Project administration

Two types of action are required from the Government to

3.1 Institutional status of the National Museum

3.2 Implementation of the technical assistance '

At least two possibilities can be envisaged by the Government

3.3 Technical assistance issues!

3.3.1 Execution of urgent consenration

3.3.2 Completion of the building

The other critical task to be completed for the early opening

As noted in Section 2.1 in the Implementation Principles, the

4.2 International consultative committee

4.3 Project implementation team

Technical Assistance Director -

consultants and the Secretariat in Kuwait. This person would

Training Program Director -