MovePlaySportIndustry - iaslim.org · Project Management Sport for All National Policy MPSI...

I 15 50 09 Kuwait Report 2015 - 150701

International association

of sport and leisure infrastructure management

MovePlaySportIndustry ©

Transfer of knowledge and consultancy

Project Management

Sport for All National Policy

MPSI Evaluation

Jaber Al-Ahmad International Stadium

Tadamon Club Aquatic Center

Kuwait City Bowling Complex

Sheikh Sabah Al-Ahmed Olympic Shooting Complex

Alsurra Model Sport Field

Kazma Sporting Club Center

Publication / 2015 / 11

Kranj, 30.6.2015






Kazma Sport Club Center

Agenda

1. Summary ……………………..…..……... 04

2. Kuwait ……………………………….……... 06

3. Transfer of knowledge and consultancy

………………………………………………….. 08

4. Project Management ………...…..…... 09

5. Sport for All National Policy

Minutes of the meetings with the

Minister and at PAYS .………...……... 10

6. Seminar at PAYS …..…..……………... 17

7. MPSI Evaluation of sport and leisure

infrastructure investment and

management ………………....………... 18

8. Jaber Al-Ahmad International Stadium

………………..………………..…..………... 21

9. Tadamon Club Aquatic Center …..… 35

10. Kuwait City Bowling Complex ………. 44

11. Sheikh Sabah Al-Ahmed Olympic

Shooting Complex ……………….…….. 53

12. Alssura Model Sport Field ……………. 65

13. Kazma Sport Club Centers ………….. 73

International association of sport and

leisure infrastructure management

La Asociación internacional de administración de infraestructura deportiva y recreativa

Международная Ассоциация

управляющих инфраструктурой спорта и

досуга

Associação internacional de gestão das

instalações de esporte e lazer

Međunarodno udruženje upravljača

infrastrukturom za sport i slobodno vreme

Mednarodno združenje upravljavcev infrastrukture za šport in prosti čas

Slovenski trg 5, 4000 Kranj, Slovenia

T. +386 41 393 111 / F. +386 1 300 7047

[email protected] / www.iaslim.org

International Association of Sport and

Leisure Infrastructure Management is an

organization and movement, for the

purpose of improving the management of

sport and leisure infrastructure through out

the world.

The Association is today one of the largest

and most active representative body of

managers and operators of sport and

leisure infrastructure, which encompasses:

(1) Local level with operators and

managers of sport, leisure and

infrastructure, local communities,

schools, firms in sport industry,

(2) National level with National

associations of sport and leisure

infrastructure operators (sport

centres),

(3) International level with Continental

Conferences, Continental and Regional

committees.

Agenda

mailto:[email protected]

http://www.iaslim.org/

Kuwait Report 2015 4

1.

Summary

The Kuwait Report 2015, was prepared for

the Minister of State for Youth Affairs, the

Public Authority for Youth and Sports and

for the members of IASLIM.

The Government of Kuwait started with

»Sport for all« project and continues with

construction of sport centers.

His Excellency Sheikh Salman Sabah Al

Salem Al-Homoud Al-Sabah, the Minister of

Information and the Minister of State for

Youth Affairs of Kuwait, invited IASLIM

Delegation to visit Kuwait and evaluate

Sport for all project, sport and leisure

infrastructure and prepare proposal for the

transfer of knowledge and consultancy.

During its stay from June 7th to June 12th,

2015, IASLIM Delegation held meetings

with the Minister and Officials at the Public

Authority for Youth and Sports.

The delegation visited several sport centers

and its managers presented the programs,

facilities, management and maintenance.

1.1. Preliminary Statement

»Sport for all« is an important project for

The Government of Kuwait to address

health issues of the Nation and include all

people, youth, women, people with special

needs, elderly people, recreational

sport(wo)men and athletes in the

programs for active and healthy life.

The Public Authority for Youth and Sports

is building various sport and leisure

infrastructure, which provides good

conditions for implementation of Sport for

all programs.

1.2. Preliminary Recommendations

The Ministry for Youth Affairs and the

Public Authority for Youth and Sports, will

prepare Operational Action Plan for

implementation of Sport for all project.


togehter with the Project Expert Team,

firms and entrepreneurs, will develop

various Sport for all programs, which will

address the needs of most of the people in

the State of Kuwait. The programs should

include summer and winter Camps,

separate for boys and girls, in Kuwait and

in the foreign countries, which would

include various sporting activities (walking,

cycling, swimming, mountaineering, horse

riding, rowing, canoeing, skiing, tennis,

golf, ballet, women's gymnastics and ball

games).

The Ministry of Information, together with

the Public Authority for Youth and Sports,

the Project Expert Team, firms and

entrepreneurs, will prepare and execute

National campaigne for promotion of sport

for all programs and invite people to visit

sport centers and exercise sport programs

and physical activities on regular basis.

This campagne will be organized and

conducted in the schools, firms, shopping

malls and elswhere as a part of public

events.

The Public Authority for Youth and Sports,

together with the Project Expert Team,

firms and entrepreneurs, will develop and

execute the program for improvement of

the management of sport and leisure

infrastructure and certified professional

training program for the managers of sport

centers, which will enable efficient transfer

of knowledge to Kuwait.

The Ministry for Youth Affairs and The

Public Authority for Youth and Sports, will

introduce MPSI Evaluation System for:

Summary


(1) Maximising efficiency of investment in

sport and leisure infrastructure. (2)

Fostering the competitiveness of sports-

related industries. (3) Enabling demand for

sports and recreational activities and related

goods and maximizing the spill-over effects

of sports on growth and employment.

The initiative of The Government of Kuwait

and the invitation of His Excellency Sheikh

Salman Sabah Al Salem Al-Homoud Al-

Sabah, the Minister of Information and the

Minister of State for Youth Affairs of

Kuwait, established strong task force

composed from the Officials of the Public

Authority for Youth and Sports, managers

of sport centers, experts and consultants

of IASLIM's Project Team.

Photo 1: »Sport for all« task force in

Kuwait. Photo Khalid Al-Tamimi.

Summary


2.

Kuwait

The State of Kuwait is a constitutional

emirate with a parliamentary system. The

country is divided into six governorates.

The governorates are further subdivided

into areas.

2.1. Demographics

Kuwait's population (as of 2014) is 4.1

million people, of which 1.2 million were

Kuwaitis, 1.1 million Arab expatriates, 1.4

million Asian expatriates and 77.000

Africans.

2.2. Geography

Kuwait is a country in the northern edge of

Eastern Arabia at the tip of the Persian

Gulf. The country shares borders with Iraq

and Saudi Arabia. Kuwait City is located on

Kuwait Bay, a natural deep-water harbor.

90% of Kuwait's population live within the

Kuwait Bay coast. The country is generally

low lying, with the highest point being

306 m above sea-level. It has nine islands,

all of which are uninhabited, with the

exception of Failaka Island. The Bubiyan is

the largest island in Kuwait and is

connected to the rest of the country by a

bridge. The land area has sparse

vegetation. Kuwait has 499-kilometer long

coastline.

2.3. Climate

The spring season is warm with occasional

thunderstorms. The frequent winds from

the northwest are cold in winter and hot in

summer. In the period between July and

October southeast winds spring up. In the

spring and early summer prevail hot and

dry south winds. In June and July, a

northwest wind the shamal, causes

dramatic sandstorms. The average winter

temperatures are arround 15 °C. The

average summer temperatures are arround

38 °C.

2.4. Economy

Kuwait has a petroleum-based economy.

Petroleum and fertilizers are the main

export products. Kuwait's Burgan field

having a total capacity of approximately 70

billion barrels (1.1×1010 m3) of proven oil

reserves.

Kuwait

https://en.wikipedia.org/wiki/National_Assembly_(Kuwait)

https://en.wikipedia.org/wiki/Governorates_of_Kuwait

https://en.wikipedia.org/wiki/Areas_of_Kuwait

https://en.wikipedia.org/wiki/Eastern_Arabia

https://en.wikipedia.org/wiki/Persian_Gulf

https://en.wikipedia.org/wiki/Persian_Gulf

https://en.wikipedia.org/wiki/Iraq

https://en.wikipedia.org/wiki/Saudi_Arabia

https://en.wikipedia.org/wiki/Kuwait_City

https://en.wikipedia.org/wiki/List_of_islands_of_Kuwait

https://en.wikipedia.org/wiki/Failaka_Island

https://en.wikipedia.org/wiki/Bubiyan_Island

https://en.wikipedia.org/wiki/Burgan_field

https://en.wikipedia.org/wiki/File:Satellite_image_of_Kuwait_in_November_2001.jpg


Kuwait is recognized as a high income

economy by the World Bank. The Kuwaiti

dinar is the highest-valued currency unit in

the world. Petroleum accounts for nearly

half of GDP and 94% of export revenues

and government income. The Kuwait Stock

Exchange is the second-largest stock

exchange in the Arab world.

Kuwait has diversified its earnings away

from oil exports. In the past five years,

there has been a significant rise in

entrepreneurship and small business start-

ups. Kuwait has most fast-growing projects

in the Gulf region. Instagram businesses

are the informal sector, which is very

popular and is on the rise. Many Kuwaiti

entrepreneurs are using the Instagram-

based business model.

Kuwait's sovereign wealth fund is KIA, the

Kuwait Investment Authority, which is

specialized in foreign investment. The KIA

is the world's oldest sovereign wealth fund.

Kuwait is the Arab world's largest foreign

investor.

(Sources: IASLIM documentation and

Wikipedia)

Kuwait

https://en.wikipedia.org/wiki/High_income_economy

https://en.wikipedia.org/wiki/High_income_economy

https://en.wikipedia.org/wiki/World_Bank

https://en.wikipedia.org/wiki/Kuwaiti_dinar

https://en.wikipedia.org/wiki/Kuwaiti_dinar

https://en.wikipedia.org/wiki/Kuwait_Stock_Exchange

https://en.wikipedia.org/wiki/Kuwait_Stock_Exchange

https://en.wikipedia.org/wiki/Stock_exchange

https://en.wikipedia.org/wiki/Stock_exchange

https://en.wikipedia.org/wiki/Diversifying

https://en.wikipedia.org/wiki/Entrepreneurship

https://en.wikipedia.org/wiki/Informal_sector

https://en.wikipedia.org/wiki/Sovereign_wealth_fund

https://en.wikipedia.org/wiki/Kuwait_Investment_Authority


3.


3.1. Visit




Youth Affairs of Kuwait, has invited IASLIM

Delegation to visit Kuwait and analyse

Sport for All National strategy and

activities. Second task was study visits to

sport centers and MPSI Evaluation of sport,

leisure and infrastructure investment and

management in Kuwait.

The IASLIM Delegation has visited Kuwait,

from June 7th to June 12th 2015. Experts

and consultants, members of the

Delegation, participated at the meetings

with the Minister of State for Youth, at the

meetings with Officials of the Public

Authority for Youth and Sports, at the

presentations and visits of sport centers.

3.2. Transfer of knowledge

The IASLIM Delegation and The Public

Authority for Youth and Sports (PAYS),

have organized a seminar for the officials

of the Ministry. International experts

presented topics: • The House of Sport

International network, • Sport for all

concepts in different countries, • MPSI

Evaluation system of sport and leisure

infrastructure investments and

management, • The new perspectives of

kinesiology, science of movement and •

Promotion of healthy life.

IASLIM prepared the preliminary overall

MPSI Evaluation in percentage (%) out of

possible standard MPSI Evaluation value,

which is 100,00 %.

Scheme 1: The overall MPSI Evaluation of

sport centers in Kuwait

Sport Center

Overall

Percent


37,05 %


54,40 %


54,10 %


55,15 %


71,15 %


61,15 %

3.3. Consultancy

For the future cooperation IASLIM propose to the Minister of State for Youth and to the Public Authority for Youth and Sports

the following Consulting Projects:

Sport for All.

House of Sport, Regional center for development of sport, leisure and infrastructure.

Innovative social management of sport

and leisure infrastructure.

MPSI Evaluation system for sport, leisure and infrastructure investment and management.

International school of sport and leisure infrastructure management.



4.

Project Management

4.1. IASLIM Delegation

IASLIM has formed a Delegation / Team of

experts and consultants / for the study

visit of Kuwait and consulting project,

which encompasses Sport for All and MPSI

Evaluation of sport, leisure and

infrastructure investment and management

in Kuwait.

Head of the Team is Jože Jenšterle,

Secretary General of IASLIM, who covers

the consulting field of MPSI Evaluation.

Rafel Niubò Baqué, Partner Director of

UBAE Barcelona and former member of

Catalonian Government is covering

regional planning and Sport for All.

Prof. dr. Rado Pišot, University of

Primorska, has extensive knowledge of

kinesiology and covers healths issues and

development of sport programs.

Antonio Llop Padilla is Area Director of

sports clubs Eurofitness Group in

Barcelona. He is covering social

management of sport centers.

Eng. Tatjana Hren, M. Science, is Head of

investments in ZPO d.o.o. Celje. She

covers the consulting fields of construction,

technologies and maintenance of sport and

leisure infrastructure.

IASLIM will form Project Teams of

international consultants for each separate

consulting project.

4.2. PAYS Officials and Managers

Public Authority for Youth and Sports

engaged high Officials to lead the project:

Dr. Humoud F.M. Alshammari, Deputy

Director General of the Department for

Youth at Public Authority for Youth and

Sports,

Ahmad A. Al-Khazal, Deputy Director

General for Sports Affairs at Public

Authority for Youth and Sports,

Waleed Mohammed Sultan, Monitor of

the Management, the Department Sport

for all at PAYS,

Hamid Ali Al Hazeem, Director of the

Department for Sport for All at PAYS,

Talal Habib Al ibrahim, Secretary at

PAYS, Department for Sports,

Abdullah Al-Eidan, PAYS, International

Relation Department,

Mrs. Shahed Fahed Al-Rashed, PAYS,

International Relation Department and

other Officials of the Public Authority for

Youth and Sports.

The PAYS engagged Managers of Sport

Centers and Professionals:

Bounashi Khaled, security and safety

inspector for Jaber Al-Ahmad

International Stadium.

Eng. Emad Osman, Senior Civil Engineer

for the Tadamon Club Swimming pool

Complex.

Monir Al-Faris, Head of design at PAYS

for the Tadamon Club Swimming pool

Complex.

Architect Mohamed Taher, Project

Manager for Bowling Center in Kuwait

City.

Eng. Mohammad A. Al-Ghuroba,

Assistant Secretary General of Kuwait

Shooting Federation for Kuwait Shooting

Center.

Officials, managers and professionals

appointed by PAYS, presented sport

centers, programs, infrastructure,

management and maintenance.

Project Management


5.1.

Sport for All

National Policy

Minutes of the meeting between the

Minister of Information and the Minister of

State for Youth Affairs of Kuwait, His

Ministerial Cabinet and the Delegation of

The International Association of Sport and

Leisure Infrastructure Management

(IASLIM), which was held on June 8th,

2015, at 19. a.m. in the building of the

National Television of Kuwait.

Present




Youth Affairs of Kuwait, Jože Jenšterle,

Secretary General of IASLIM, International

Association of Sport and Leisure

Infrastructure Management, Dr. Humoud

F.M. Alshammari, Deputy Director General

of the Department for Youth at Public

Authority for Youth and Sports, Mr. Ahmad

A. Al-Khazal, Deputy Director General for

Sports Affairs at Public Authority for Youth

and Sports, Prof. dr. Rado Pišot, University

Primorska, member of IASLIM Delegation,

Waleed Mohammed Sultan, Monitor of the

Management, the Department Sport for all

at PAYS, Hamid Ali Al Hazeem, Director of

the Department for Sport for All at PAYS,

Mrs. Tatjana Hren, M. Science, ZPO d.o.o.

Celje, member of IASLIM Delegation, Talal

Habib Al ibrahim, Secretary at PAYS,

Department for Sports, Abdullah Al-Eidan,

PAYS, International Relation Department

and other members of the Ministerial

Cabinet. At the meeting were not present

Rafel Niubò Baqué and Antonio Llop Padilla

from UBAE, Barcelona, who were members

of IASLIM Delegation, arriving next day.

Agenda

1. National Sport for All Policy

2. Presentation of The International


Infrastructure Management

3. Future cooperation in the Sport for all

development and Sport infrastructure

management

Content

Ad. 1


Salem Al-Homoud Al-Sabah, the Minister

of Information and the Minister of State

for Youth Affairs of Kuwait, has

expressed greetings to the IASLIM

Delegation in Kuwait and hopes for

fruitful cooperation in the future. His

Excellency has presented National Sport

for All Policy, its main objectives and

expected influence of National Health

issues and International cooperation,

esspecialy in the Gulf region.

With development and implementation of

the National Strategy and Action Plan, His

Excellency expects a rise of awarenes

that sport is important element of man’s

health and safety. Sport can contribute to

development of physical, psychological,

mental and social capabilities of people.

Sport for All

https://www.google.si/imgres?imgurl=http://hawallieltblog.files.wordpress.com/2011/04/logokw.jpg&imgrefurl=http://hawelt.com/&docid=QGEFOOKg2UZ_vM&tbnid=JNobAPKKljFaYM:&w=542&h=544&ei=SWWGVdKvC4HaU6nzg-gE&ved=0CAIQxiAwAA&iact=c


One of the most important element of

the Sport for All Strategy is inclusion of

all parts of the Nation, youth, women,

people with special needs, elderly people,

recreational sports(wo)men and athletes.

Kuwait has largly invested in sport and

leisure infrastructure for different sport

and leisure programs and services. The

National Authority for Youth and Sports

and managers of the sport centers should

improve the efficiency of the

infrastructure management and

maintenance, develop innovative

programs, introduce green technologies,

design marketing activities and invite

people to visit sport centers and practice

sport on daily bases.

His Excellency expects that IASLIM

International Experts and Consultants will

offer expert knowledge and transfer best

practices from the World to Kuwait.

Transfer of knowledge is essential

component of the National Strategy for

sustainable development of Kuwait. This

will be a long term task for all Nation.

Ad. 2

Jože Jenšterle, Secretary General of

IASLIM, presented the program of The


Leisure Infrastructure Management. The

Association is a non-governmental and

non-profit international organization and

movement, for the purpose of promoting

sustainable development and improving

the management of sport and leisure

infrastructure, with 215 members in 34

Countries. They are national and regional

sport associations, public institutions,

private companies, municipalities,

Universities, business schools, sport

associations, professionals and experts.

Program of the Association encompasses

research and development projects,

training and consultancy in the fields of

sustainable development, social

management, promotion of healthy life,

innovative sport and leisure programs, new

technologies in sport and leisure

infrastructure, international network of the

countries, cities, Universities, sport

organizations and sport industry.


support of the international experts and

consultants, will enable The Ministries and


to develop the National Strategy in the

Sport for All, assure sustainable

development of sport and leisure

infrastructure, improve the efficiency of the

management, develop new innovative

Sport for All programs and events, develop

marketing strategy and activities and invite

people in sport centers to practice sport.

IASLIM has a wide range of the

international experts and consultants, who

can enable the transfer of knowledge and

consultancy.

Ad 3.

Prof. dr. Rado Pišot called His Excellency’s

attention to importance of evidence based

health survey which will be one of the

basis of development of appropriate

innovative programs (kineziology) with

measures to improve National health

scheme. University of Primorska has

human resources, technologies and

expertize that can be useful for designing

the measures. The University expresses

the willingness to establish partnership and

be a part of consultancy project and the

transfer of knowledge between The Public

Authority for Youth & Sports in the State of

Kuwait and The International Association

of Sport and Leisure Infrastructure

Management.

Jože Jenšterle proposed that IASLIM would

prepare proposals for the future

cooperation and consultancy. The list will

Sport for All


include also the following of research &

development projects and consultancy

programs:

Evidence-base survey of sport and

leisure infrastructure with special part

for multipurpose sport centers.

Establishment of The House of Sport

for conection of sport associations and

sport industry and development of

international network beetwen Middle

East Countries and with other Houses

of Sport, around the World.

MPSI Evaluation system for sport and

leisure infrastructure and management.

Plan of improvement of investment

projects and maximizing the efficiency

of investments and management.

Specialised certified courses for

managers and professionals, which will

include topics: programs, management,

marketing, infrastructure, technologies,




Youth Affairs of Kuwait, has expressed

readiness to support transfer of

knowledge, consultancy and develop of

international network in the Gulf region.

The activities should start during next

several months.

5.2.

Public Authority for Youth and Sports Department for Youth

Minutes of the meeting of the

representatives of The Public Authority for

Youth & Sports in the State of Kuwait

(PAYS), Department for Youth and The


Leisure Infrastructure Management

(IASLIM), was held on June 8th, 2015, at

10. a.m. in the building of PAYS in Kuwait

City, Kuwait.

Present



Youth at PAYS, Jože Jenšterle, Secretary

General of IASLIM, Hamid Ali Al Hazeem,

Director of the Department for Sport for All

at PAYS, Waleed Mohammed Sultan,

Monitor of the Management, the

Department Sport for all at PAYS, Prof. dr.

Rado Pišot, University Primorska, member

of IASLIM Delegation, Mrs. Tatjana Hren,

M. Science, ZPO d.o.o. Celje, member of

IASLIM Delegation, Talal Habib Al ibrahim,

Secretary at PAYS, Department for Sports,

Abdullah Al-Eidan, PAYS, International

Relation Department, Mrs. Shahed Fahed

Al-Rashed, PAYS, International Relation

Sport for All

https://www.google.si/imgres?imgurl=http://news.gov.kw/Uploads/SPORTS/%D8%A7%D9%84%D9%87%D9%8A%D8%A6%D9%87 %D8%A7%D9%84%D8%B9%D8%A7%D9%85%D9%87 %D9%84%D9%84%D8%B4%D8%A8%D8%A7%D8%A8 %D9%88%D8%A7%D9%84%D8%B1%D9%8A%D8%A7%D8%B6%D9%87.jpg&imgrefurl=http://www.media.gov.kw/News/show_news_details.aspx?id%3D19843%26cid%3D11&docid=_LIuNEgNFySMrM&tbnid=K8z7W6PgYtQQoM&w=205&h=246&ei=41V5VeriMYvqUt_VgogI&ved=0CAQQxiAwAmoVChMIquDN9qqHxgIVC7UUCh3fqgCB&iact=c


Department and other officials of the

Department for Youth at PAYS.

Agenda

1. Presentation of Public Authority for

Youth & Sports in the State of Kuwait,

Department for Youth




3. Future cooperation in the youth

programs

Content

Ad. 1



Youth at PAYS, presented the program of

the Department and plans for the future

activities. The Public Authority for Youth &

Sports, Department for Youth support

future development of educational system

and organize programs and activities for

youth, which encompass promotion of

healthy life and sustainable environment

that enables youth to develop physical

and mental abilities, utilize free time,

improve creative skills, deepen national

identity principles, belonging and

voluntary work sense. The Public

Authority is preparing an action plan for

implementation of Kuwait’s Government

policy for the welfare of youth. Cooperation

of international expert will be included in

the plan of the future activities.

Ad 2.


IASLIM, presented organization and

programs of the Association. Although

it is a non-profit international organization

it represents a World expert consulting

body in sport, leisure and infrastructure

investment and management. Members

and partners of the Association provide

expert knowledge and professional skills in

the fields of sustainable development,

efficient social management, innovative

programs and green technologies. In the

past eight years they organized transfer of

knowledge at the international

conferences, seminars, courses, study

visits and consulting projects in Germany,

Italy, Spain, United Kingdom, France,

Austria, Russia, Brazil, Chile, Venezuela,

Equador, Switzerland, Poland, Slovenia,

Croatia, Serbia, Montenegro and

Mozambique. The Association cooperates

with the Ministries, Municipalities, public

institutions, private companies,

Universities, sport associations,

professionals, experts, national and

regional associations. International experts

and consultants of the Association can help


to prepare programs and projects for

implementation of the Government

strategies.

Ad 3.

Prof. dr. Rado Pišot proposed evidence-

base surveys and analysis in the fields of

National health in Kuwait, which would

include youth, women, dissabled and

elderly people. Based on the analysis the

Public Authority and international

consultants can prepare efficient action

plan of measures to improve National

health. University of Primorska has human

resources, technologies and expertize that

can be useful for designing the measures.

The University expresses the willingness to

establish partnership and be part of

consultancy project and transfer of

knowledge beetwen The Public Authority

for Youth & Sports in the State of Kuwait

and The International Association of Sport

and Leisure Infrastructure Management.

Sport for All







programs:

Evidence-base survey of National health,

which would be focused on the youth,

women, dissabled and elderly people

and action plan with measures.

Inclusion of Kuwait’s boys and girls in

the International Sport for All Program.

Development and introduction of the

new innovative sport and leisure

programs in the Kuwait’s school systems

and sport clubs.

All participants at the meeting expressed

readiness to develop international network

and cooperate in consultancy project. The

cooperation should start during next

several months.

Photo 2: Meeting at the PAYS, Department

for Youth. Photo Khalid Al-Tamimi.

5.3.

Public Authority for Youth and Sports Department for Sports

Meeting of the representatives of The

Public Authority for Youth & Sports in the

State of Kuwait (PAYS), Department for

Sports and The International Association of

Sport and Leisure Infrastructure

Management (IASLIM), was held on June

8th, 2015, at 11. a.m. in the building of

PAYS in Kuwait City, Kuwait.

Present

Mr. Ahmad A. Al-Khazal, Deputy Director

General for Sports Affairs at PAYS, Jože

Jenšterle, Secretary General of IASLIM,

Waleed Mohammed Sultan, Monitor of the

Management, the Department Sport for all

at PAYS, Hamid Ali Al Hazeem, Director of

the Department for Sport for All at PAYS,

Prof. dr. Rado Pišot, University Primorska,

member of IASLIM Delegation, Mrs.

Tatjana Hren, M. Science, ZPO d.o.o. Celje,

member of IASLIM Delegation, Talal Habib

Al ibrahim, Secretary at PAYS, Department

for Sports, Abdullah Al-Eidan, PAYS,

International Relation Department, Mrs.

Shahed Fahed Al-Rashed, PAYS,

International Relation Department and

Sport for All

https://www.google.si/imgres?imgurl=http://www.youth-kw.com/images/Logo.gif&imgrefurl=http://www.youth-kw.com/&docid=8HjOeEC7NOVLXM&tbnid=DoIhgPmiqWt-yM:&w=105&h=145&ei=oGV5VZGIKcL5UprOgZgI&ved=0CAIQxiAwAGoVChMIkdjb97mHxgIVwrwUCh0aZwCD&iact=c


other officials of the Department for Sports

at PAYS.

Agenda

1. Presentation of Public Authority for

Youth & Sports in the State of Kuwait,

Department for Sports




3. Future cooperation in the Sport for all

and Sport Infrastructure Development

Content

Ad. 1

Mr. Ahmad A. Al-Khazal, Deputy Director

General for Sports Affairs at PAYS,

presented the plans of the Department

for the future development of Sport for

All and sport infrastructure construction

and management. The Public Authority

for Youth & Sports, Department for Youth

actively support promotion and support

of young generation to became

international leaders and

implementation of measures to raise

their academic and technical levels in

their field of specialty and coordination

with youth and sports associations.

Very important development task is

education and training of the officials,

managers, students and youth in sport

associations. PAYS will continue to work

on the implementation of Kuwait’s

Government policy for the welfare of

youth and sport sector in the country.

Development of the competences of

sustainable development of sport and

leisure infrastructure and improvement of

the management and maintenance of

sport and leisure infrastructure are

priority tasks. Foreign consultants can be

part of research & development

processes in Sport for All campagne in

Kuwait.

Ad. 2


IASLIM, presented the possibilities of

cooperation between the Public Authority

for Youth and Sport and The International

Association of Ssport and Leisure

Infrastructure Management, in the fields of

sport, leisure and infrastructure sustainable

development. Program of the Association

encompasses research and development

projects, professional training and

consultancy in the fields of sustainable

development, social management,

promotion of healthy life, innovative sport

and leisure programs, new technologies in

sport and and leisure infrastructure,

international network of the countries,

cities, Universities, sport organizations and

sport industry. Consultancy support of the

international experts and consultants will

enable The Public Authority to increase its

activities and design efficiant programs for

development of the Sport for All and

improvement of the management and

maintenance of sport and leisure

infrastructure.

Ad 3.

Prof. dr. Rado Pišot was interested in

conecting the efforts for development of

innovative programs (kineziology) with

measures to improve National health

scheme. University of Primorska has

human resources, technologies and

expertize that can be useful for designing

the measures. The University expresses

the willingness to establish partnership and

be part of consultancy project and transfer

of knowledge beetwen The Public Authority

for Youth & Sports in the State of Kuwait

and The International Association of Sport

and Leisure Infrastructure Management.

Sport for All







programs:

Evidence-base survey of sport and

leisure infrastructure with special part

for multipurpose sport centers.

Establishment of The House of Sport

for conection of sport associations and

sport industry and development of

international network beetwen Middle

East Countries and with other Houses

of Sport, around the World.

MPSI Evaluation system for sport and

leisure infrastructure and management.

Plan of improvement of investment

projects and maximizing the efficiency

of investments and management.

Specialised certified courses for

managers and professionals, which will

include topics: programs, management,

marketing, infrastructure, technologies,

The participants at the meeting expressed

readiness to develop international network

and cooperate in consultancy project. The

cooperation should start during next

several months.

Photo 3: Meeting at the PAYS, Department

for Sports. Photo Khalid Al-Tamimi.

Sport for All


6.

Seminar

IASLIM Delegation and The Public

Authority for Youth and Sports (PAYS),

organized a seminar for the officials of the

Ministry. The seminar was held on June

10th 2015, in the conference hall of the

Ministry.

Topics of the seminar were:

The House of Sport

Sport for all

MPSI Evaluation system of sport and

leisure infrastructure investments and

management

The new prespectives of kinesiology,

science of movement

Promotion of healthy life


IASLIM, presented The House of Sport,

which is a new concept of bilding public

awarenes of sustainable development,

promotion of healthy life, social

management of sport, leisure and

infrastructure, education, training,

innovative programs, green technologies

growth of sport industry and creation of

jobs.

Rafel Niubò Baqué, Partner Director of

UBAE Barcelona and former member of

Catalonian Government presented sport for

all programs in the future and Emoción,

new concept of sustainable sport center.

Mrs. Tatjana Hren, M. Science, ZPO d.o.o.

Celje, presented MPSI Evaluation system of

sport and leisure infrastructure investments

and management. The system is innovative

approach and methodology for analysing

and evaluation of investments and

management of sport and leisure

infrastructure.

Prof. dr. Rado Pišot, University Primorska,

prepared presentation of the new

prespectives of kinesiology, science of

movement. The lecture was presented by

Tatjana Hren.

Antonio Llop Padilla, Area Director of

sports clubs Eurofitness Group in

Barcelona, presented promotion of healthy

life and programs for encouraging active

lifestyle.

Photo 4: Seminar at the PAYS. Photo

Khalid Al-Tamimi.

Sport for All

https://www.google.si/imgres?imgurl=http://ysa.gov.ae/Images/header_ys.png&imgrefurl=http://ysa.gov.ae/en/institutions and centers/youth&docid=F-MSzOtSfQKSfM&tbnid=5oaJB3wNQ1lR1M:&w=668&h=254&ei=GmN5VYGrBsX5UsvPlIAI&ved=0CAIQxiAwAGoVChMIgaC0w7eHxgIVxbwUCh3LJwWA&iact=c


7.

MPSI Evaluation System

7.1. Research & Development

MPSI Evaluation System was developed by

175 professors, international experts,

managers and professionals from officials

from the Universities, ministries,

municipalities, specialised companies and

institutions and sport organizations from

24 countries: United States of America,

Germany, France, United Kingdom, Russia,

Brazil, Poland, Spain, Italy, Slovenia,

Austria, Czeck Republic, Norway, Ireland,

Portugal, Croatia, Serbia, Montenegro,

Argentina, Chile, Venezuela, Columbia,

Ekvador and Mozambique. Research &

development project: Standards of sport

and leisure infrastructure investment and

management, was implemented in a period

from 2008 to 2014.The project is based on

professional knowledge, international

experiences and empirical data of

hundreds of investments and sport and

leisure centres management. The

methodology is still under expert team

examination and professional certification.

Representatives and experts of

International association of sport and

leisure infrastructure management, use

MPSI Evaluation System to analyse and

upgrade sport centres study tours findings

and to prepare recommendations for

owners, operators, managers and

customers for investment decissions and

improvement of sport and leisure

infrastructure management.

7.2. Evaluation system

MPSI Evaluation System encompasses six

evaluation fields, which include 101 (+12)

evaluation indicators.

Input data for the analyses and evaluation

of sport and leisure infrastructure

investment and management are public

data and information about sport centres

management, business reports, study visits

analyses and conclusions from the

meetings with the managers of sport

centres.

Evaluators are international experts from

the list of IASLIM, which includes

professors, international experts, managers

and professionals from officials from the

Universities, ministries, municipalities,

specialised companies and institutions and

sport organizations from 24 countries.

Research & development analyses and

international comparisons of sport and

leisure infrastructure investment and

management data, programmes and

projects, resulted in standard indicators of

sport and leisure infrastructure investment

and management.

Scheme 2: Evaluation fields of standard

indicators of sport and leisure


and their values in total evaluation.

1.0

Status of the owners and

operators of programmes

and infrastructure

20%

2.0 Sustainable development 20%

3.0

Socio-economic

development / Sport

industry

15%

4.0 Program 15%

5.0 Infrastructure 15%

6.0 Management 15%

MPSI Evaluation


7.3. Methodology of evaluation

Based on analyses of input data, each of

101 (+12) indicator is evaluated.

Evaluation of indicators is based on

comparison (in procentage) with values of

standard indicators of sport and leisure


management.

Sport and leisure infrastructure

investments and systems of management

are classified in six (6) groups.

Scheme 3: Groups of evaluation fields of

standard indicators of sport and leisure


and their values in total evaluation.

0-20 %

Non sufficient fulfilment of

standards

21-40 %

Sub sufficient fulfilment of

standards

41-60 %

Average sufficient fulfilment

of standards

61-80 %

Highly sufficient fulfilment

of standards

80-100 %

Exceptionaly sufficient

fulfilment of standards

7.4. MPSI Evaluation Procedures

Commission

Owner and/or operator of the programmes

and facilities, which place the order

(Project Partner) sign Agreement with

IASLIM about order MPSI Evaluation

Project.

Project Team

IASLIM Board nominates members of the

Project Team, which usualy include three

international experts, managers or/and

professionals from infrastructure,

programme and management area of

expertise.

Documentation

Project Partner delivers all needed

documentation about the status,

infrastructure, programmees and

management in electronic form for 14-days

overview and primary analyses.

Study visit and executive management

meetings

Owner and/or operator of the programmes

and facilities organize study visit of the

facilites with presentation of facilities,

technological systems, programmes and

management. Study visit include two

executive management meetings. First

meeting is executed first day of the visit.

Content of this meeting encompasses: (1)

hand over of documentation, (2)

presentation of the infrastructure,

programmes and management and (3)

survey of the main topics of study visit.

Duration of study visit depends on the type

of facilities, content of the programmes

and management system. It can last from

3 to 10 days.

MPSI Evaluation

Project Team analyse documentation,

study visit report and comments of the

experts, managers and professionals, who

it engage. Project Team prepare MPSI

Evaluation, which include analyses,

international comparisons and

recommendation for (re)construction,

renovation or modernisation of

infrastructure, facilities and technological

systems, new innovative and competitive

programmes and changes and

improvements in (social) management of

infrastructure and programmes.

Indicators of analysed sport centre are

compared with MPSI Evaluation Standards,

MPSI Evaluation


which were developed in R&D project that

analyse status, sustainable development,

socio-economic development,

programmes, infrastructure and

management in 199 sport centres

(facilities) in 21 countries.

Duration of MPSI Evaluation depends on

the type of facilities, content of the

programmes and management system. It

can last from 30 to 90 days.

Reporting

Project Team reports to Project Partner

once each month during the project. At the

end Project Team presents the results of

MPSI Evaluation at the Project partner

executive management meeting.

Budget

The Budget varies from project to project.

It depends on the agreement between the

Commissioner and the Association,

dimension of the commission, quality

standards, selection of experts and

consultants and formation of a project

team, the list and schedule of the project

activities, duration of the project and other

elements of consultancy.

Scheme 4: Standard Project Expenditure

(VAT included)

No. Expenditure

%

1

Project management

Overhead

20

2

Administration

Back Office

8

3 Personnel

Experts & Consultants

50

4

Travel and

subsistance

12

5

Consumables

5

6

Other costs

5

Total

100

MPSI Evaluation


Photo 5: Jaber Al-Ahmad International

Stadium. IASLIM photo archives.

8.

Jaber Al-Ahmad

International Stadium

8.1. Introduction

Jaber Al-Ahmad International Stadium is

the biggest and most representative sport

infrastructure in the State of Kuwait for big

international sport and other events.

Stadium was named after late Amir of

Kuwait Sheikh Jaber Al Ahmad Al Sabah.

The location of the stadium is in the

Ardhiyah area of Kuwait City. The Stadium

is not officialy opened yet (!).

Scheme 5: Basic information about Jaber

Al-Almad International Stadium

International

sport associations

Category 3(4)

Stadium

Full name

Jabar Al-Ahmad

International Stadium

Location

The Ardhiyah area of

Kuwait City

Construction

2004 - 2009 - 2019

Opening

2015 / 2019

Renovation

-

Ownership

The Ministry for

Youth

Operator

The Public Authority

for Youth and Sports

Pitch surface

Track & field

Natural grass

Synthetic floorings

Filed size

Athletic tracks

105 m x 70 m

400 m

Capacity

60.000 seats (sport)

Construction costs KWD 57 millions

USD 189 millions

Architects

-

8.2. Program

The Stadium has hosted the Final of the

2010 Asian Federation Cup.

Jaber Al-Ahmad International Stadium will

be the new home of the Kuwait National

football team. The Stadium will be (re)open

in 2019, with AFC Asian Cup 2019.




https://en.wikipedia.org/wiki/Kuwait_national_football_team



The Stadium is National event facility. The

owners and the management of sport

center will have to perform international

sport and tourist market’s research and

develop long term marketing strategy and

event program, which will include (1)

National athletic meetings, (2) International

athletic meetings, (3) International athletic

championships, (4) National football team

friendly games, (5) National football team

qualification games, (6) National athletic

team sport practice, (7) National football

team sport practice, (8) sport practice of

other Kuwaiti National teams, (9) friendly

games and sport practice of foreign football

and athletic National teams and clubs, (10)

Concerts and cultural events, (11) Tourist

and other programs and events.

8.3. Infrastructure

Construction

The bid to build the stadium was in 2004.

The Stadium was completed in 2009. It

was expected to open in second quarter of

2010, but the building failed structural-

integrity testing made by Kuwait Institute

for Scientific Research and remains closed.

The structural issues with the immersion of

the facility’s foundations are still unsolved.

Photo 6: The Stadium under construction.

IASLIM photo archives.

The construction activities with the

finalization of auxiliary premises, basement

and equipment are in progress (June

2015).

Photo 7: The Stadium basement

construction. IASLIM photo archives.

The Stadium is not open yet. PAYS

announced that it will be oppened in 2019,

for AFC Asian Cup 2019. Kuwait's football

association recently declare that it would

host the 23th Gulf Cup of Nations, from

December 25th 2015 to January 7th 2016.

Architecture

Photo 8: The Stadium roof structure. Photo

Wikipedia.

The Stadium has modern architecture

designed for big athletic and football

stadiums. The building is constructed in 4

levels. It is equipped with state-of-the-art

technological systems and equipment.

These systems and equipment are not fully

operational. Some of the systems have not

been used in the past years.

Type of sport infrastructure

The facility was declared as multi-purpose

stadium, but it is used mostly for football

matches.


https://en.wikipedia.org/wiki/Multi-purpose_stadium

https://en.wikipedia.org/wiki/Multi-purpose_stadium

https://en.wikipedia.org/wiki/Football_(soccer)


Capacity

The stadium has a capacity of 60.000 seats

for spectators during football matches and

up to 70.000 during concerts and other

events (including over one hundred sites

for disabled people). The facility has 20

corporate boxes. The total volume of the

stadium (without the roof) is more than

800.000 m² and the total area over

175.000 m².

Parking

The Stadium has 6.000 parking places.

Underground parking, located beneath the

facility, provides parking for several

hundred cars.

Photo 9: The underground entrances.


Transport

The sport complex in the Ardhiyah area is

connected with Kuwait City with the outer

edges of the expansive 6th Ring road

highway. Jabar Al-Ahmad International

Stadium has no public transport in the form

of railways, metro, buses or trams. Main

transport mean for access to the stadium is

car.

Photo 10: The lorries. IASLIM photo

archives.

Transport inside the Stadium is enabled

also with the lorries.

Facade

Photo 11: The Stadium view. Photo

Wikipedia.

The stadium's facade resembles a desert

flower. The facade consists of vertical

concrete elements, which cover the inner

aluminium and glass elevation. The

stadium is an open structure, which means

the lack of a closed facade, so the

temperature inside is similar to the

environmental temperature, despite the

closed roof construction. Such a

construction allows for natural ventilation

of rooms placed under the stands and

access to natural light.

VIP entrance

Photo 12: Stadium's VIP entrance. IASLIM

photo archives.

VIP Guests and celebrities have stadium's

VIP entrance, with special floorings and

stylish furniture.


http://en.wikipedia.org/wiki/Fa%C3%A7ade


VIP reception halls

Photo 13: Stadium's VIP reception halls.


Organizers of the events have two VIP

reception halls for providing catering for

the guests and celebrities.

Super VIP reception hall

Photo 14: Super VIP reception hall. IASLIM

photo archives.

Organizers of big international events can

use also super VIP reception hall. The hall

provides special ambient for reception and

meetings of the Royalties, Presidents and

Heads of International Associations. Super

VIP enables special catering for the guests

and celebrities.

Corridors, escalators and elevators

The facility has extensive system of the

corridors, escalators and elevators. These

areas enables comfortable and fast

communications inside the stadium.

Photo 15, 16 & 17: Corridors, escalators

and elevators. IASLIM photo archives.

VIP stands

Photo 18:VIP stands.IASLIM photo archive.

The VIP stands are under construction.

Special equipment and furniture are

installed. The fitters have to fit up the

bullet proof glass.



System command center

Photo 19: system command center. IASLIM

photo archives.

The Stadium has spacious and well

equipped System command center with

technological systems, communication

devices and equipment for the public

announcement system, sound systems,

lighting systems, digitally triggered

turnstiles and score boards.

Security center

Photo 20: Security center. IASLIM photo

archives.

Security center connects all centrally

guided remote cameras and present

pictures on various monitors and other

devices. The center has modern warning

system for employees and visitors.

The grandstands

The pedestrian walkway circles the

stadium.

Photo 21, 22 & 23: The stands. IASLIM

photo archives.

The grandstands are divided in sections.

The facility has different types of VIP

seating areas and luxury directors'

skyboxes.

All stand's sections have special seats for

disabled people. The stands are well

connected with easy access to catering

and sanitation areas.

Behind the stands there are wide corridors,

which enable movement of a huge crowd

of visitors.



The roof

Photo 24: The roof. IASLIM photo archives.

The roof structure and the central spire

stands at a height of 90 m above the pitch.

The roof is produced from special textile

membrane and has special technology for

acclimatization processes.

The pitch

Photo 25: The pitch. IASLIM photo archives.

The football pitch is well maintained. The

natural grass is of good quality with long

roots.

The pitch entrances

Photo 26: The entrance. IASLIM photo

archive.

The underground entrances to the central

stadium area are wide and enables

entrance for the event organizers, athletes

and also maintenance workers and

machinery.

Communication equipment and score

boards

Photo 27: The boards. IASLIM photo

archives.

The stadium has state-of-the-art

communication systems and electronic

score boards.

Fitness gym

Photo 28: The gym. IASLIM photo archives.

The Fitness gym enables physical practice

for athletes and other sportsmen. It hasn't

been used till today.



Swimming pool

Photo 29: The pool. IASLIM photo archives.

The swimming pool is under the

grandstands enables hydro-therapy,

swimming and relaxation for officials,

coaches and athletes. It is a special surplus

of the sport center, which is over the

international empiric standards of sport

infrastructure.

Dressing rooms

Photo 30: The dressing room. IASLIM

photo archives.

Simple and very functional lockers in the

dressing rooms provide all needed services

for officials, coaches and athletes.

Sanitation

Photo 31: The toilletes. IASLIM photo

archives.

The sanitation premises are well equipped

for big international events.

Water massage and relaxation

Photo 32: The water massage. IASLIM

photo archives.

Very appropriate equipment for relaxation

of athletes with water massage.

Waiting room

Photo 33: The sport practice room. IASLIM

photo archives.

Near the entrance to the central area there

is a special waiting room for the football

players before the matches.

Meeting room

Photo 34: The meeting room. IASLIM

photo archives.



Room for prayer

Photo 35: The room for prayer. IASLIM

photo archives.

8.4. Management


employees over 300 employees, managers

and workers. The management of the

stadium is still oriented towards conclusion

of construction works and not in

development of new programs, operations,

maintenance and marketing.

The information about finances, costs of

purchases, operations, maintenance and

salaries, were not available.

8.5. Maintenance

Photo 36: The maintenance workers.


Maintenance of the facility and

technological systems is organized in line

with the finalization of construction work

and the program, which is conducted in the

stadium.

Over 120 workers clean the grandstands of

the desert dust, each day.



8.6. The future

Photo 37: Plans for the future

development. IASLIM photo archives.

Jaber Al-Ahmad International Stadium is

planned to became part of »the grand

sport-tourist-shopping center«. In the

sport center there will be six outdoor

auxiliary full size football pitches and

various indoor sport facilities. The hotels

will enable comfortable accommodation

for visiting sport teams, tourists and other

visitors. The shopping mall will provide

leasure time for visitors in the restaurants,

market places and stores with all kind of

merchandise. The grand center will offer

office space for the firms, entrepreneurs

and public institutions. The location will be

connected with Kuwait City and other

towns with public transport.

In the future, after completion of the

Grand center, over 5.000 employees and

visitors will enter the grand center, every

single day. The Jaber Al-Ahmad

International Stadium will became sport-

recreational-cultural social center of the

whole complex. With additional facilities it

will became a multi-sports center, which

will provide sporting events, recreational

sport programs, concerts and cultural

events. In this capacity The Stadium and

additional sport facilities will became

important center of implementation of the

National strategy of Sport for all.



8.7. MPSI Evaluation of the Jaber Al-

Ahmad International Stadium

Scheme 6: MPSI Evaluation of the Jaber

Al-Ahmad International Stadium

IASLIM prepared MPSI Evaluation of the

Jaber Al-Ahmad International Stadium. The

evaluation is preliminary and inconclusive

because of incomplete data, which the

IASLIM Delegation has collected during the

meetings at The Public Authority for Youth

and Sports, the visit of the Stadium,

presentation from the management and

review of the documents.

The overall MPSI Evaluation is 37,05 % out

of possible standard MPSI Evaluation value,

which is 100,00 %. The overall evaluation

indicates »Sub sufficient fulfilment of

standards of sport and leisure


management«.

Evaluation field »Status of the ownership

and operators of programmes and

infrastructure« is evaluated with 16,00 %

out of possible standard evaluation field

value, which is 20,00 %.

Evaluation field »Sustainable development«

is estimated at 4,70 % out of possible

standard evaluation field value, which is

20%.

Evaluation field »Socio - economic

development / Sport industry« is estimated

at 3,65 % out of possible standard

evaluation field value, which is 15 %.

Evaluation field »Programs« is estimated at

1,50 % out of possible standard evaluation

field value, which is 15 %.

Evaluation field »Infrastructure« is

estimated at 7,90 % out of possible

standard evaluation field value, which is 15

%.

Evaluation field »Management« is estimated



16.00

4.70 3.651.50

7.90

3.30

20.00 20.00

15.00 15.00 15.00 15.00

-5.00

0.00

5.00

10.00

15.00

20.00

25.00

Stat

us

of

the

o

wn

ers

an

d

op

era

tors

of

pro

gram

s an

d …

Sust

ain

able

d

eve

lop

me

nt

Soci

o-e

con

om

ic

de

velo

pm

en

t /

Spo

rt in

du

stry

Pro

gram

Infr

astr

uct

ure

Man

age

me

nt

1.0. 2.0. 3.0. 4.0. 5.0 6.0.PR

OC

ENTS

OF

MP

SI E

VA

LUAT

ION

IND

ICAT

OR

S

Standards of sport and leisure infrastructure investment and managementMPSI Evaluation

Jaber Al-Ahmad International Stadium MPSI Standard Indicators



Scheme 7: MPSI Evaluation Standard

Indicators (black) in comparison with MPSI

Evaluation Indicators for Jaber Al-Ahmad

International Stadium (red)

1.0


operators of programs

and infrastructure

20 %

16 %

1.1

Ownership

8,00

8,00

1.2

Legal status

4,00

4,00

1.3

Legal documentation

4,00

3,00

1.4

Technical documentation 4,00

1,00

2.0

Sustainable development 20 %

4,70 %

2.1 Environmental impact

4,00

1,00

2.2

Natural sources

consumption

4,00

1,00

2.3

Natural environment

sustainable development

3,00

0,50

2.4

Built/urban environment


3,00

1,00

2.5

Local community


3,00

0,50

2.6

Programme sustainable

development

1,50

0,20

2.5

Infrastructure sustainable

development

1,50

0,50

3.0

Socio-economic

development / Sport

industry

15 %

3,65 %

3.1

Local community socio-

economic development

3,00

0,50

3.2

Regional community

socio-economic

development

1,00

0,20

3.3

National socio-economic

development

1,00

0,20

3.4 Innovations 0,60

0,20

3.5

Economic added value

0,60

0,10

3.6

Working places / jobs

0,60

0,40

3.7

Maximising efficiency of

investment in sport

infrastructure

0,60

0,10

3.8

Competitiveness of

sport related industries

0,60

0,10

3.9

Demand for sports and

recreational activities

and related goods

0,60

0,10

3.10

New markets

0,60

0,10

3.11

Construction of sport

and leisure

infrastructure

1,00

0,90

3.12

Sport and leisure

tourism

0,60

0,10

3.13

Manufacturing sport

goods

0,60

0,10

3.14

Event industry

0,60

0,10

3.15 Sport clubs and

associations

0,50

0,10

3.16

Media

0,50

0,10

3.17

Education

0,50

0,00

3.18

Health 0,50

0,05

3.19

Financial and insurance

services

0,50

0,10

3.20

Other economic sectore 0,50

0,10

4.0

Program 15 %

1,50 %

4.1

Development of

movement / physical

culture

3,00

0,20

4.2

Innovativeness

of programs and

services

1,00

0,05



4.3

Quality of programs

and services

0,80

0,05

4.4

Competitiveness of

programs and services

0,80

0,05

4.5

Accessibility of


0,80

0,05

4.6

Safety of programs

and services

0,80

0,70

4.7

Pre-school programs 0,30

0,00

4.8

School programs

0,30

0,00

4.9

School competitions

0,30

0,00

4.10

Youth programs

0,30

0,00

4.11

Programmes for

women

0,30

0,00

4.12

Programs for disabled

people

0,30

0,00

4.13

Programs for elderly

people

0,30

0,00

4.14

Recreational sport

0,30

0,00

4.15

Recreational

competitions

0,30

0,00

4.16

Sport practice

0,30

0,00

4.17

Professional sport

practice

0,30

0,05

4.18

Professional sport

competitions

0,30

0,05

4.19

Events

0,30

0,05

4.20

Education and training

programs, conferences

0,30

0,00

4.21

Tourist programs

0,30

0,00

4.22

Bars and restaurants /

catering

0,30

0,00

4.23

Shops and services

0,30

0,00

4.24

Other programs

0,30

0,05

4.25

Users and customers

-

4.251

Children

0,20

0,00

4.252

Pupils

0,20

0,00

4.253

Students

0,20

0,00

4.254

Youth

0,20

0,00

4.255

Women

0,20

0,00

4.256

Disabled people

0,20

0,00

4.257

Elderly people

0,20

0,00

4.258

Recreational

sports(wo)men

0,20

0,00

4.259

Sports(wo)men

0,20

0,00

4.260

Professional athletes 0,20

0,10

4.261

Visitors / spectators /

event participants /

customers

0,20

0,10

4.262

Participants of

educational and

training programs

0,20

0,00

5.0

Infrastructure 15 %

8,35 %

5.1

Development of local

urban infrastructure

3,00

0,50

5.2

Innovations

0,80

0,20

5.3

Quality

of infrastructure

0,80

0,20

5.4

Competitiveness

of infrastructure

0,80

0, 15

5.5

Accessibility

of infrastructure

0,80

0,20

5.6

Safety

of infrastructure

0,80

0,60



5.7 Location

0,60

0,30

5.8

Type of facility or areas

0,60

0,40

5.9 Architecture

0,60

0,30

5.10

Technical and

technological systems

0,60

0,50

5.11

Water supply system

0,60

0,50

5.12

Energy supply system

0,60

0,50

5.13

Communal systems

0,60

0,50

5.14

Traffic systems

0,60

0,50

5.15

Parking

0,20

0,20

5.16

Communication

systems

0,20

0,20

5.17

Safety systems

0,20

0,20

5.18

Stands

0,20

0,20

5.19

Auxiliary premises

0,20

0,20

5.20

VIP areas

0,20

0,20

5.21

Media areas

0,20

0,15

5.22

Event and sport

equipment

0,20

0,15

5.23

Natural air treatment

systems

0,20

0,05

5.24

Heating systems and

indoor air treatment

technologies

0,20

0,10

5.25

Water treatment

technologies

0,20

0,10

5.26

Hazardous substances

and material

management

0,20

0,20

5.27

Waste management

0,20

0,15

5.28

Cleaning services

0,20

0,15

5.29

Lighting 0,20

0,15

5.30

Acoustic and

loudspeakers

technologies

0,20

0,15

6.0

Management 15 %

2,90 %

6.1

System of management

3,00

0,50

6.2

Human resource

management and team

building

2,00

0,30

6.3

Innovation

management

1,00

0,00

6.4

Business plan

0,80

0,10

6.5

Purchasing

management

0,80

0,10

6.6

Marketing and sales

management

0,80

0,10

6.7

Risk management,

business planning and

control

0,80

0,20

6.8

Health and safety

management

1,00

0,40

6.9 Quality and costs

efficient operations

0,80

0,40

6.10

Quality and costs

efficient maintenance

0,80

0,40

6.11

Sustainable funding /

financial sources /

incomes

0,80

0,10

6.12

Costs of operations and

maintenance

0,80

0,10

6.13

Effective operation and

maintenance of

facilities

0,80

0,10

6.14


maintenance of


0,80

0,10



8.8. Recommendations

The Jaber Al-Ahmad International Stadium

is National event infrastructure. In the

future it will have to perform in line with it's

status. The overall MPSI Evaluation will

have to improve and be better than »Sub

sufficient fulfilment of standards of sport

and leisure infrastructure investment and

management«.


the management, architects and civil

engineering agencies and firms, will have to

find efficient solutions for repair of the failed

structural-integrity of the building and finish

construction of the facilities.

For improvement of the sustainability of the

facility the management will have to

prepare measures for reducing consumption

of natural resources and make water supply

system, energy supply system, traffic

system and other technological systems

more efficient.

Present program of The Jabar Al-Ahmad

International Stadium has no (to small)

impact on socio-economic development of

Kuwait (City) and on the growth of Kuwaiti

sport industry and creation of new jobs.


must invest financial sources in research

and development of new innovative

programs and services of the Stadium. The

management must improve efficiency and

provide conditions for implementation of the

programs.


will have to evaluate effectiveness of

management, maintenance efficiency,

yearly costs of operations and maintenance

and accept the measures for management

improvement. Managers and professionals

must have permanent professional training.



Photo 38: Tadamon Club Aquatic Center.


9.


solidarity التضامن

9.1. Introduction

Tadamon Club in Kuwait City includes

different sports and infrastructure for the

football, track & field, swimming,

basketball, handball, judo, teakwando and

other sports. Aquatic Center of Tadamon

Club is the biggest indoor swimming pools

center in Kuwait and is part of big sport

center with athletics and football stadium

and pitches, arenas and outdoor facilities.

It has three swimming pools: Olympic size

swimming pool, diving pool and 25-m

swimming pool for practice. The center can

host international swimming and diving

events.

Scheme 8: Basic information about


International

sport associations

Category 2(3) indoor

swimming pool

Full name

Tadamon Club Aquatic

Center

Location

Kuwait City

Construction

2013 - 2015

Opening

2015

Renovation

-

Ownership

The Ministry for

Youth

Operator



Water Natural grass

Artificial floorings

Swimming Pools

50 m x 25 m Olympic

25 m x 25 m diving

25 m x 12 m practice

Capacity

170 seats

Construction costs -

Architects

-

9.2. Program

The Aquatic center will provide sport and

recreational programmes and services for

all social groups: children, families, youth,

women, people with special needs, elderly

people, recreational sport(wo)men and

athletes.




The program of the aquatic center will

include: (1) swimming courses, (2)

recreational swimming for all categories,

(3) sport practice in swimming, waterpolo

and diving, (4) sport competitions in

swimming, waterpolo and diving, (5) water

basketball, (6) organized swimming

courses for disabled and elderly people, (7)

scuba diving courses, (8) various aquatic

activities and (9) social events.

The public program in the swimming pool

complex will run during summer months.

Visitors will not pay the entrance tickets.

In the winter to swimming pool will be

opened all days a week, in the afternoon

(15.00-20.00/22.00). In the summer the

facility will be opened from 8.00 a.m. to

20.00 / 22.00 p.m..

9.3. Infrastructure

Indoor swimming pool complex

encompasses:

Entrance hall

Club office space

Olympic size swimming pool with stands

Diving swimming pool

Small swimming pool for practice

Auxiliary premises

Sanitation

Dressing rooms

System command room

Boiler room

The Olympic size swimming pool

Photo 39: The Olympic size swimming

pool. IASLIM photo archives.

The Olympic size swimming pool fulfils the

FINA standards for organization of

international sport competitions in

swimming and waterpolo. The swimming

pool has standard measures 50 m x 25 m.

The depth of the pool is 2,20 m. There are

170 seats on the stands. The temperature

of water is 26 degrees centigrade.

Photo 40: The stands. IASLIM photo

archives.


will prepare special offers for the schools,

Universities, sport clubs, other associations

in Kuwait City and International sport

federations.

The Small swimming pool

Photo 41: The Small swimming pool.


The Small swimming pool was designed for

sport practice and various aquatic

programs for all people.

The Diving pool



Photo 42: Diving facilities. IASLIM photo

archives.

Diving facilities include all platforms for

FINA diving competitions (1m, 3m , 5m ,

7m and 10m).

Equipment for swimming competitions

Photo 43: Electronic equipment for the

swimming competitions. IASLIM photo

archives.

Photo 44: Electronic pannels for the

swimm. competitions. IASLIM photo arch.

Photo 45: Chrome stands for swimming

lanes. IASLIM photo archives.

Auxiliary premises

Aquatic center has several premises where

various programs can be organized,

jacquzzies, saunas and other premises.

Photo 46: Auxiliary premises. IASLIM photo

archives.

Photo 47: Jacuzzi. IASLIM photo archives.

Photo 48: Sauna (Finnish). IASLIM photo

archives.

Photo 49: Sauna (steam). IASLIM photo

archives.



Dressing rooms

Dressing rooms are equipped with locker

and enables separate use for boys and

girls.

Photo 50: Dressing room. IASLIM photo

archives.

System command room

Photo 51: system command room. IASLIM

photo archives.

The sytsem command room with electronic

equipment and devices for air condition,

water heathing, sound system, lighting

system and others, is still under

construction.

Boiler room

Photo 52: Boiler room. IASLIM photo

archives.

Heating system is not yet installed. Boiler

room is empty.

9.4. Management

The management of the Tadamon Club

Aquatic Center is in the process of

formation. The managers and employees

should be experienced and skilled staff,

who will provide efficient operations and

maintenance.

The management should develop

innovative programs and services and offer

them to sport associations, schools and

general population. The operator of the

facility should employ additional organizers

of sport programs and instructors for

various sports and physical activities.

9.5. Maintenance

The operator of the aquatic center should

prepare the maintenance program, which

will encompasse the buildings and all

technological systems. One of the most

important systems would be preparation of

bathing water with special filtration and

microfiltration.

The officials from PAYS have announced

that the operator will employ two

maintenance workers, which is not

appropriate structure and number of

professional, who should operate

demanding technological systems.

9.6. The Future

Promotion of aquatic sports and activities

will enable aquatic center to became

important part of Tadamon Club and

attractive sport for all people in Kuwait

City.



9.7. MPSI Evaluation of the Tadamon

Club Aquatic Center

Scheme 9: MPSI Evaluation of the


The evaluation is preliminary and

inconclusive because of incomplete data,

which the IASLIM Delegation has collected

during the meetings at the Public

Authority for Youth and Sports, the visit of

the facility, presentation from the

management and review of the

documents.

The overall MPSI Evaluation is 54,40 %

out of possible standard MPSI Evaluation

value, which is 100,00 %. The overall

evaluation indicate »Average sufficient

fulfilment of standards of sport and


management«.






Evaluation field »Sustainable

development« is estimated at 7,00 % out

of possible standard evaluation field value,

which is 20%.


development / Sport industry« is



15 %.

Evaluation field »Program« is estimated at

9,55 % out of possible standard





15 %.

Evaluation field »Management« is



15 %.

16.00

7.008.80 9.55 9.15

3.90

20.00 20.00

15.00 15.00 15.00 15.00

0.00

5.00

10.00

15.00

20.00

25.00

Stat

us

of

the

ow

ne

rs

and

op

era

tors

of

pro

gram

s an

d

infr

ast

ruct

ure

Sust

ain

able

d

eve

lop

me

nt

Soci

o-e

con

om

ic

de

velo

pm

en

t /

Spo

rt

ind

ust

ry Pro

gram

Infr

astr

uct

ure

Man

age

me

nt

1.0. 2.0. 3.0. 4.0. 5.0 6.0.

PR

OC

ENTS

OF

MP

SI E

VA

LUAT

ION

IND

ICAT

OR

S

Standards of sport and leisure infrastructure investment and management

MPSI Evaluation

Tadamon Club Aquatic Center MPSI Standard Indicators




Indicators (black) in comparison with

MPSI Evaluation Indicators for Tadamon

Club Aquatic Center (red)

1.0



and infrastructure

20 %

16 %

1.1

Ownership

8,00

8,00

1.2

Legal status

4,00

4,00

1.3

Legal documentation

4,00

3,00

1.4


1,00

2.0


7 %


4,00

1,00

2.2

Natural sources

consumption

4,00

1,00

2.3

Natural environment


3,00

0,50

2.4



3,00

1,50

2.5

Local community


3,00

1,50

2.6


development

1,50

1,00

2.5


development

1,50

0,50

3.0

Socio-economic

development / Sport

industry

15 %

8,30 %

3.1



3,00

1,50

3.2

Regional community

socio-economic

development

1,00

0,50

3.3


development

1,00

0,30

3.4 Innovations 0,60

0,40

3.5


0,60

0,40

3.6


0,60

0,40

3.7


investment in sport

infrastructure

0,60

0,40

3.8

Competitiveness of


0,60

0,20

3.9



and related goods

0,60

0,40

3.10

New markets

0,60

0,30

3.11


and leisure

infrastructure

1,00

0,90

3.12

Sport and leisure

tourism

0,60

0,20

3.13

Manufacturing sport

goods

0,60

0,20

3.14

Event industry

0,60

0,20


associations

0,50

0,40

3.16

Media

0,50

0,20

3.17

Education

0,50

0,40

3.18

Health 0,50

0,40

3.19


services

0,50

0,30

3.20

Other economic sectors 0,50

0,30

4.0

Program 15 %

9,55 %

4.1

Development of

movement / physical

culture

3,00

2,50

4.2

Innovativeness

of programs and

services

1,00

0,50



4.3

Quality of programs

and services

0,80

0,50

4.4

Competitiveness of


0,80

0,50

4.5

Accessibility of


0,80

0,50

4.6

Safety of programs

and services

0,80

0,70

4.7


0,30

4.8

School programs

0,30

0,30

4.9

School competitions

0,30

0,20

4.10

Youth programs

0,30

0,20

4.11

Programmes for

women

0,30

0,20

4.12


people

0,30

0,25

4.13


people

0,30

0,25

4.14

Recreational sport

0,30

0,20

4.15

Recreational

competitions

0,30

0,05

4.16

Sport practice

0,30

0,30

4.17

Professional sport

practice

0,30

0,00

4.18

Professional sport

competitions

0,30

0,00

4.19

Events

0,30

0,10

4.20



0,30

0,10

4.21

Tourist programs

0,30

0,05

4.22


catering

0,30

0,00

4.23

Shops and services

0,30

0,00

4.24

Other programs

0,30

0,05

4.25

Users and customers

-

4.251

Children

0,20

0,20

4.252

Pupils

0,20

0,20

4.253

Students

0,20

0,10

4.254

Youth

0,20

0,10

4.255

Women

0,20

0,10

4.256

Disabled people

0,20

0,20

4.257

Elderly people

0,20

0,20

4.258

Recreational

sports(wo)men

0,20

0,20

4.259

Sports(wo)men

0,20

0,20

4.260


0,05

4.261



customers

0,20

0,20

4.262

Participants of

educational and

training programs

0,20

0,05

5.0

Infrastructure 15 %

8,65 %

5.1



3,00

1,50

5.2

Innovations

0,80

0,40

5.3

Quality

of infrastructure

0,80

0,50

5.4

Competitiveness

of infrastructure

0,80

0,50

5.5

Accessibility

of infrastructure

0,80

0,40

5.6

Safety

of infrastructure

0,80

0,50



5.7 Location

0,60

0,40

5.8


0,60

0,40

5.9 Architecture

0,60

0,40

5.10

Technical and


0,60

0,30

5.11

Water supply system

0,60

0,50

5.12


0,60

0,30

5.13

Communal systems

0,60

0,50

5.14

Traffic systems

0,60

0,40

5.15

Parking

0,20

0,10

5.16

Communication

systems

0,20

0,10

5.17

Safety systems

0,20

0,15

5.18

Stands

0,20

0,05

5.19

Auxiliary premises

0,20

0,10

5.20

VIP areas

0,20

0,10

5.21

Media areas

0,20

0,10

5.22

Event and sport

equipment

0,20

0,15

5.23


systems

0,20

0,00

5.24

Heating systems and


technologies

0,20

0,10

5.25

Water treatment

technologies

0,20

0,05

5.26


and material

management

0,20

0,10

5.27

Waste management

0,20

0,10

5.28

Cleaning services

0,20

0,15

5.29

Lighting 0,20

0,15

5.30

Acoustic and

loudspeakers

technologies

0,20

0,15

6.0

Management 15 %

3,90 %

6.1


3,00

0,50

6.2

Human resource

management and team

building

2,00

0,30

6.3

Innovation

management

1,00

0,00

6.4

Business plan

0,80

0,20

6.5

Purchasing

management

0,80

0,20

6.6

Marketing and sales

management

0,80

0,20

6.7

Risk management,


control

0,80

0,20

6.8

Health and safety

management

1,00

0,40



0,80

0,40

6.10

Quality and costs


0,80

0,40

6.11


financial sources /

incomes

0,80

0,20

6.12


maintenance

0,80

0,20

6.13


maintenance of

facilities

0,80

0,20

6.14


maintenance of


0,80

0,50




The Tadamon Club Aquatic Center

is club, local and partially regional

infrastructure. The overall MPSI Evaluation

is low and should be improved in the

future.



engineers should finalized the construction

of the building with all necessary technical

equipment and technological systems, like

energy supply system, water treatment

technologies.

The management will have to prepare

measures for reducing consuption of

natural resources and make water supply



more efficient and the aquatic center

more sustainable.

In cooperation with firms and local

community, this aquatic center should

have some impact on the growth of sport

industry and creation of new jobs.


and the management, should invest time

and knowledge to perform researches and

develop programs and services for all

people. Special offer must be prepared for

kindergartens, schools, Universities and

public institutions.


must introduce skilled managers and

professionals for effective management

and maintenance of infrastructure. They

will have to be involved in the permanent

professional training.



Photo 53: Kuwait City Bowling Center,

under construction. IASLIM photo archives.

10.


10.1. Introduction

The Kuwait City Bowling Complex in

Kuwait’s busiest district of Salmiya, is

multi-functional facility. It will be sport,

hotel, entertainment and shopping center.

Part of the center infrastructure is also

parking house, across the street. The

Center will be opened in autumn this year.

Scheme 11: Basic information about The


International

sport associations

-

Full name

The Kuwait Bowling

Sports Club

Location

Salmiya

Construction

2013 - 2015

Opening

2015

Renovation

-

Ownership

The Ministry for

Youth

Operator



Center surface

Bowling area

40.000 m2

2.500 m2

Bowling lines

56

Capacity

2.500 visitors

Construction and

equipment

27 millions KWD

81 millions EUR

Architects

-

10.2. Program

The Center will encompass different

programs such as:

Sport (bowling)

Sport (swimming)

Sport (gymnastic / fitness)

Shops

Restaurants

Hotel

Office space

Bowling Center, swimming pools and gyms

will be separate for men and women.

Recreational sport(wo)men and athletes

will use bowling facilities, swimming pools

and gyms. Business men, tourists and

sports(wo)men will visit hotel, shops and

restaurants.

The program of the bowling center will

include the following sports, separate for

men and women:



bowling courses,

recreational bowling,

sport practice in bowling,

sport competitions in bowling,

swimming,

gymnastic / fitness for women and

social events.

The management of the bowling complex

will prepare special offers for the sport

clubs, firms, other associations in Kuwait

City and International sport federations.

It will be opened all days a week from

early morning (07.00 a.m.) to the evening

(23.00 p.m.).

10.3. Infrastructure

The building has six floors:

1. Bowling center, auxiliary premises,

restaurant and shopps

2. Service areas

3. Two gyms with the swimming pool for

women

4. Gym with the swimming pool for men

5. Five star Hotel

6. Management and administration

The whole building encompasses 40.000 m2. Bowling center surface measures 2.500 m2. Six transformators will be installed to power the whole complex with 4.711 kWh.

Small bowling hall

Photo 54: Small bowling hall. IASLIM photo

archives.

The hall will have 8 lines for bowling and

special sound technology.

Big bowling hall

Photo 55: Big bowling hall. IASLIM photo

archives.

The hall is very specious and has 48 lines

for bowling and special sound technology.

The bowling hall indoor facade

Photo 56: Glass facade in the big bowling

hall. IASLIM photo archives.

Glass on the roof and coloured glass

facade will give the central hall in bowling

center special light and ambient.

Photo 58: The roof in the big bowling hall.




Photo 57: Escalators. IASLIM photo

archives.

Photo 59: Terrace. IASLIM photo archives.

Photo 60: Swimming pool for men. IASLIM

photo archives.

Photo 61: Glass facade in the center of the

building. IASLIM photo archives.

Photo 62: Big gym area. IASLIM photo

archives.

Photo 63: Gym area. IASLIM photo

archives.

Photo 64: Swimming pool on the sixth

floor. IASLIM photo archives.

Photo 65: Spacious corridors and elevators.




Photo 66: Stairs from the lobby of the

building. IASLIM photo archives.

Parking House

Photo 67: Bowling Sports Club Car Parking.


Parking House will have 912 parking

places. Estimated Construction Cost are

3.726.000 KWD. The bowling complex will

ha also 80 outdoor parking places.

10.4. Management

The first two years after the opening of

bowling complex, hired firm will operate

with the complex, as a contractor. During

these period the management of the

Kuwait City Bowling Center, will be formed.


will employ 30 managers and

professionals. 10 employees will work in

the administration. The management of

the bowling complex will manage

infrastructure, state-of-the-art technologies

and competitive programs for all visitors of

the center.

The management should develop

innovative programs and services and offer

them to sport associations, firms, tourist

agencies and general population. The

operator of the facility should employ

additional organizers of sport programs

and instructors.

10.5. Maintenance

Yearly costs of operations and

maintenance of the bowling complex

represents 1 % of investment costs in

construction and equipment. The amount

of maintenance costs will be around

270.000 KWD (918.000 EUR).

The operator of the bowling center should

prepare the maintenance program, which

will encompass the buildings and all

technological systems. Efficient

maintenance of the facilities and

technologies will be one of the main tasks

of the management. Special attention will

be dedicated to bowling technologies and

preparation of bathing water in the

swimming pools, with special filtration and

microfiltration.

The management of the center should

connect and establish cooperation between

all the program providers in the center:

bowling, swimming, fitness, hotel services,

catering, shopping and administration.

For successful accomplishment of this task

they will have to employ appropriate

structure and number of skilled employees.

10.6. The Future

Kuwait City Bowling Center has big

potentials to become popular social and

tourist center in the City, with its attractive

offer of sport activities, restaurants and

shops.



10.7. MPSI Evaluation of the Kuwait

City Bowling Complex

Scheme 12: MPSI Evaluation of the Kuwait

City Bowling Complex




during the meetings at the Public


the facility, presentation from the

management and review of the

documents.

The overall MPSI Evaluation is 54,10 %

out of possible standard MPSI Evaluation


evaluation indicates »Average sufficient



management«.









which is 20%.





15 %.

Evaluation field »Programs« is estimated






15 %.




15 %.

14.50

7.00 8.30 9.55 8.656.10

20.00 20.00

15.00 15.00 15.00 15.00

0.00

5.00

10.00

15.00

20.00

25.00

Stat

us

of

the

o

wn

ers

an

d

op

era

tors

of

pro

gram

s an

d …

Sust

ain

able

d

eve

lop

me

nt

Soci

o-e

con

om

ic

de

velo

pm

en

t /

Spo

rt in

du

stry

Pro

gram

Infr

astr

uct

ure

Man

age

me

nt

1.0. 2.0. 3.0. 4.0. 5.0 6.0.

PR

OC

ENTS

OF

MP

SI E

VA

LUAT

ION

IND

ICAT

OR

S


MPSI Evaluation

Kuwait City Bowling Complex MPSI Standard Indicators




Indicators (black) in comparison with

MPSI Evaluation Indicators for the Kuwait

City Bowling Complex (red)

1.0



and infrastructure

20 %

14,5%

1.1

Ownership

8,00

7,50

1.2

Legal status

4,00

3,50

1.3

Legal documentation

4,00

2,50

1.4


1,00

2.0


7 %


4,00

1,00

2.2

Natural sources

consumption

4,00

1,00

2.3

Natural environment


3,00

0,50

2.4



3,00

1,50

2.5

Local community


3,00

1,50

2.6


development

1,50

1,00

2.5


development

1,50

0,50

3.0

Socio-economic

development / Sport

industry

15 %

8,30 %

3.1



3,00

1,50

3.2

Regional community

socio-economic

development

1,00

0,50

3.3


development

1,00

0,30

3.4

Innovations

0,60

0,40

3.5


0,60

0,40

3.6


0,60

0,40

3.7


investment in sport

infrastructure

0,60

0,40

3.8

Competitiveness of


0,60

0,20

3.9



and related goods

0,60

0,40

3.10

New markets

0,60

0,30

3.11


and leisure

infrastructure

1,00

0,90

3.12

Sport and leisure

tourism

0,60

0,20

3.13

Manufacturing sport

goods

0,60

0,20

3.14

Event industry

0,60

0,20


associations

0,50

0,40

3.16

Media

0,50

0,20

3.17

Education

0,50

0,40

3.18

Health 0,50

0,40

3.19


services

0,50

0,30

3.20

Other economic sectore 0,50

0,30

4.0

Program 15 %

9,55 %

4.1

Development of

movement / physical

culture

3,00

2,50

4.2

Innovativeness 1,00

0,50



of programs and

services

4.3

Quality of programs

and services

0,80

0,50

4.4

Competitiveness of


0,80

0,50

4.5

Accessibility of


0,80

0,50

4.6

Safety of programs

and services

0,80

0,70

4.7


0,30

4.8

School programs

0,30

0,30

4.9

School competitions

0,30

0,20

4.10

Youth programs

0,30

0,20

4.11

Programmes for

women

0,30

0,20

4.12


people

0,30

0,25

4.13


people

0,30

0,25

4.14

Recreational sport

0,30

0,20

4.15

Recreational

competitions

0,30

0,05

4.16

Sport practice

0,30

0,30

4.17

Professional sport

practice

0,30

0,00

4.18

Professional sport

competitions

0,30

0,00

4.19

Events

0,30

0,10

4.20



0,30

0,10

4.21

Tourist programs

0,30

0,05

4.22


catering

0,30

0,00

4.23

Shops and services

0,30

0,00

4.24

Other programs

0,30

0,05

4.25

Users and customers

-

4.251

Children

0,20

0,20

4.252

Pupils

0,20

0,20

4.253

Students

0,20

0,10

4.254

Youth

0,20

0,10

4.255

Women

0,20

0,10

4.256

Disabled people

0,20

0,20

4.257

Elderly people

0,20

0,20

4.258

Recreational

sports(wo)men

0,20

0,20

4.259

Sports(wo)men

0,20

0,20

4.260


0,05

4.261



customers

0,20

0,20

4.262

Participants of

educational and

training programs

0,20

0,05

5.0

Infrastructure 15 %

8,65 %

5.1



3,00

1,50

5.2

Innovations

0,80

0,40

5.3

Quality

of infrastructure

0,80

0,50

5.4

Competitiveness

of infrastructure

0,80

0,50

5.5

Accessibility

of infrastructure

0,80

0,40



5.6

Safety

of infrastructure

0,80

0,50

5.7 Location

0,60

0,40

5.8


0,60

0,40

5.9 Architecture

0,60

0,40

5.10

Technical and


0,60

0,30

5.11

Water supply system

0,60

0,50

5.12


0,60

0,30

5.13

Communal systems

0,60

0,50

5.14

Traffic systems

0,60

0,40

5.15

Parking

0,20

0,10

5.16

Communication

systems

0,20

0,10

5.17

Safety systems

0,20

0,15

5.18

Stands

0,20

0,05

5.19

Auxiliary premises

0,20

0,10

5.20

VIP areas

0,20

0,10

5.21

Media areas

0,20

0,10

5.22

Event and sport

equipment

0,20

0,15

5.23


systems

0,20

0,00

5.24

Heating systems and


technologies

0,20

0,10

5.25

Water treatment

technologies

0,20

0,05

5.26


and material

management

0,20

0,10

5.27

Waste management

0,20

0,10

5.28

Cleaning services

0,20

0,15

5.29

Lighting 0,20

0,15

5.30

Acoustic and

loudspeakers

technologies

0,20

0,15

6.0

Management 15 %

6,10 %

6.1


3,00

1,00

6.2

Human resource

management and team

building

2,00

0,70

6.3

Innovation

management

1,00

0,40

6.4

Business plan

0,80

0,30

6.5

Purchasing

management

0,80

0,40

6.6

Marketing and sales

management

0,80

0,40

6.7

Risk management,


control

0,80

0,30

6.8

Health and safety

management

1,00

0,40



0,80

0,40

6.10

Quality and costs


0,80

0,40

6.11


financial sources /

incomes

0,80

0,30

6.12


maintenance

0,80

0,40

6.13


maintenance of

facilities

0,80

0,30



6.14


maintenance of


0,80

0,40


The Kuwait City Bowling Complex

Will became the City's sport-entertainment

infrastructure. The overall MPSI Evaluation

is average. It should be improved in the

future.



engineers should finalized the building

with all necessary technical equipment

and technological systems, like energy

supply system, water treatment

technologies and others.

Program of the measures for reducing

consumption of natural resources will have

to be introduced by the management of

the center. They must make all

technological systems, like water supply


system and others, more efficient and

more sustainable.


the center's management, firms and

entrepreneurs should invest time,

knowledge and money to develop

competitive programs and services.

Special offer must be prepared for sport

associations, public institutions, firms and

tourist agencies. The Bowling center, with

the hotel, restaurants, shops and offices,

should have some impact on the growth

of sport industry and creation of new jobs

in Salmiya.

The management and professionals of the

bowling complex should have permanent


Alsurra Model Sport Center


Photo 68: Sheikh Sabah Al-Ahmed Olympic

Shooting Complex. IASLIM photo archives.

11.

Sheikh Sabah

Al-Ahmed Olympic Shooting Complex

11.1. Introduction

Sheikh Sabah Al-Ahmed Olympic Shooting

Complex is the biggest and most

representative shooting facility in Kuwait. It

is operated by Kuwait Shooting Club &

Federation, which are sponsored by the

Government.

Shooting since its first beginnings was

associated with strength and manhood. It

started as a weapon then developed to be

the elite sport. Islam urged the Muslims to

practice shooting sport and made it in par

with horsemanship and swimming. Thus

shooting remained always with Arabs as

source for their pride were it was a weapon

for defence and a hobby and sport.

The first shooting ranges covering skeet,

pistol and rifle ranges were built by Kuwait

Oil Company and it was inaugurated by

H.H. the Amir Sheik Jaber Al-Ahmad Al-

Sabah where he was the governor of

Ahmadi at that time. In 1959 this club was

called "Kuwait Shooting Club". Since the

early beginnings of this sport the shooting

ranges witnessed considerable expansions

and developments, especially when H.H.

The Crown Prince & Prime Minister ordered

the Olympic skeet and trap shooting ranges

complex to be built.

Following the remarkable achievements

attained by shooting sport for the country,

it was necessary for this sport to take

further steps towards independence. The

culmination of this was the proclamation of

Kuwait Shooting Club and Federation vide

the Public Authority for Youth & Sport's

decision No.576 dated December 6, 1994.

Based on PAYS decision a huge Olympic

shooting range complex was built just off

the 6th ring road.

The proclamation of the club as an

independent entity devoted for shooting

sport only enhanced and developed Kuwait

shooters ability and provided them with

latest international news and development

in their sport.


http://www.google.si/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRw&url=http://www.asia-shooting.org/&ei=LpmNVe3WC-b67AaA7YL4CQ&bvm=bv.96782255,d.ZGU&psig=AFQjCNH02HEfUVlhVwuGyRzIHrbSepNgzQ&ust=1435429545811148


Scheme 14: Basic information about Kuwait

Shooting Club

International

sport associations

Category 1 shooting

range

Full name

Sheikh Sabah Al-

Ahmed Olympic

Shooting Complex

Location

30 km from Kuwait

City

Construction

-

Opening

-

Renovation

-

Ownership



Operator

Kuwait Shooting

Club & Federation

Firing points 200

Ranges Shotgun Range

10-m range

25-m range

50-m range

Running target range

Final hall

Combined ranges

Capacity

500


Architects

-

11.2. Program

The shooting range complex has hosted

several big international sport shooting

events.

The program of Kuwait Shooting Club and

Federation encompasses:

Tourist sport shooting programs

Sport practice

National sport competitions

International sport competitions

Training camps and programs

Social events

Training camps can be organized between

November and April.

Kuwait Shooting Federation welcomes all

interested International Shooting Sport

Federations to hold their Training Camps at

the New “Sheikh Sabah Al-Ahmed Olympic

Shooting Complex”. Entry visas to Kuwait

can be arranged by the Federation along

with entering firearm permission for

Training Camp. Most popular brand

ammunitions are also available for sale at

Shooting Range Area.

International Shooting Federation certified

Olympic Shooting Complex as category 1

shooting range, where big international

sport events, can be organized.


Photo 69: The entrance avenue to the

Kuwait Shooting Club. IASLIM photo

archives.

Olympic Shooting Complex in Kuwait is one

of the biggest shooting ranges complexes

in the Middle East. It encompasses all

ranges for the Olympic shooting sport

program. Shooting center has state-of-the-

art facilities, technologies and equipment to

be ranked as the top international shooting

resort.

Sheikh Sabah Al-AhmIt is operated by ed Olympic Shooting Complex





The facility is declared as the first category

international shooting range complex built

for sport practice and big international

sporting events.

Location

The Shooting Range Complex is situated 30

km from Kuwait City just 20-30 minutes

straight drive on the 6th ring road. The

center located just off the road.

Architecture

Photo 71: The parks and facilities in the

Kuwait Shooting Club. IASLIM photo

archives.

The Olympic Shooting Complex has modern

“shooting club type” architecture designed

by a group of international architects. The

buildings are mainly constructed in one

level. The premises are equipped with

stylish furniture and with state-of-the-art

electronic systems.

Capacity

The Kuwait Shooting Club has 150

members. Together with additional 150

guests, they can use shooting ranges,

fitness, swimming pool, other facilities,

restaurants and rest areas.

The shooting complex has a capacity of

app. 500 competitors and over 2.500

visitors during the competitions. The

facilities have special ramps for disabled

people.

Photo 70: The Administration building.


Transport

The sport complex is connected with

Kuwait City with the 6th Ring road

highway. Sheikh Sabah Al-Ahmed Olympic

Shooting Complex has no public transport

in the form of railways, metro, buses or

trams. Main transport mean for access to

the stadium is car.

Transport inside the complex is enabled

with lorries.

Parking

The shooting range complex has several

hundred parking places in separate

sections for different categories of the

visitors.

The facilities in Kuwait Shooting Club:

Administration building

Media Center & Registration

VIP Areas

Traditional Rest Area

Committee restaurant

Restaurant

Rest Area

Clinic

Shotgun Range

10 m Range

25 m Range

50 m Range

Shotgun Rest Area

Rifle & Pistol Store



Shotgun Store

Stage

Indoor Arena

Swimming pool

Fitness Center

Outdoor playgrounds

Parking

Firing points at “Sheikh Sabah Al-Ahmed

Olympic Shooting Complex”:

60 firing points for 10 m. events

60 firing points for 50 m. events.

6 groups of five, for 25 m. events.

Two groups for the Running Target

event.

A separate final hall comprising 10 firing

points, 8 of which will be used for finals.

All provided with SIUS electronic targets.

6 combined shotgun, (Skeet, Trap, and

D. Trap) ranges.

Clay target machines

Three ranges have Mattarelli machines and

three ranges have Nasta machines. The

Finals are conducted using Mattarelli

machines.

Guest room

Photo 72: The Guest room. IASLIM photo

archives.

VIP guests and officials at international

events are invited in the guest room, where

they communicate with hosts and

dignitaries and follow the sporting events.

Outdoor Shooting Ranges

Photo 73: The shotgun sporting range.


Photo 74: Sport shooting. IASLIM photo

archives.

Photo 75: The combat shooting range.


Swimming pool

Members of the Kuwait Shooting Club &

Federation, VIP Guests and Officials, can

use outdoor swimming pool with diving

facility. During the competitions athletes

can use the swimming pool.



Photo 76: The swimming pool in the

shooting center. IASLIM photo archives.

Fitness center

Photo 77: The fitness center in the


The shooting range complex has fully

equipped fitness center. The facility is used

by members, guests, officals and athletes.

Outdoor sport playgrounds

Photo 78: The outdoor playgrounds in the


Members, guests and athletes can use

outdoor sport playgrounds for football,

basketball and handball.

Indoor Shooting Ranges

Photo 79: 10-m shooting range with special

natural air treatment architecture. IASLIM

photo archives.



photo archive.



photo archives.

Indoor shooting ranges have innovative

natural air treatment systems, which were

recognised by the International Shooting

Federation.



Photo 84: 10-m air gun range. IASLIM

photo archives.


boards

All the shooting ranges are equipped with

the command technological systems,

communication devices and equipment for

the public announcement system, sound

systems, lighting systems and score

boards.

Information desk

Photo 82: Information desk for national

teams. IASLIM photo archives.

At international events participating

national teams and clubs have places at

information desk for the bulletins and

official written announcements.

Storages

The shooting range complex has several

storages for arms and other equipment of

the teams and athletes.

Photo 83: The storage. IASLIM photo

archives.

Offices and meeting rooms

The complex has huge office space and

several meeting rooms for administration

and organizing committees of the sporting

events.

These premises are well furnished and

equipped with electronic devices. They

enable officials and representatives of

international federations all conditions for

their work and conducting sporting events.

Walkways and stands

The pedestrian walkway circles the whole

complex and connects the shooting ranges.

Every shooting range has stands with

different number of seats. Stands are

divided into sections and VIP seating areas.

The stands are well connected with easy

access to catering and sanitation areas.

Behind the stands there are wide corridors,

which enable movement of a huge crowd

of visitors.

Dressing rooms

Simple and very functional lockers in the

dressing rooms provide all needed services

for officials, coaches and athletes.



Sanitation

The sanitation premises are well equipped

for big international events.

11.4. Management

Kuwait Shooting Club & Federation manage

the Olympic Shooting Complex. They

employ managers, professionals, coaches

and organizers of sport practice and

competitions. The staff has knowledge,

experiences and professional skills to

organize the biggest international shooting

events.

The management of the Olympic shooting

complex will search for new challenges in

organization of the international shooting

championships and develop tourist and

sport for all programs.

The management should introduce

permanent training program for all

professionals and other employees.




11.5. Maintenance

Maintenance of the facilities and

technological systems is organized very

professional in line with high standards of

the best shooting ranges in the World.

11.6. The future

Sheikh Sabah Al-Ahmed Olympic Shooting

Complex will remain top international

shooting complex in the Middle East region.


and management of Kuwait Shooting Club

& Federation will develop tourist and

innovative sport for all programs.



11.7. MPSI Evaluation of the Sheikh

Sabah Al-Ahmed Olympic Shooting

Complex

Scheme 15: MPSI Evaluation of the Sheikh

Sabah Al-Ahmed Olympic Shooting

Complex




during the meetings at The Public


the facility, using shooting ranges,




of possible standard MPSI Evaluation


evaluation indicate »Average sufficient



management«.









which is 20%.





%.







%.




%.

19.00

6.30 6.45 4.80

10.208.40

20.00 20.00

15.00 15.00 15.00 15.00

0.00

5.00

10.00

15.00

20.00

25.00

Stat

us

of

the

ow

ne

rs

and

op

era

tors

of

pro

gra

ms

an

d

infr

ast

ruct

ure

Sust

ain

able

d

eve

lop

me

nt

Soci

o-e

con

om

ic

de

velo

pm

en

t /

Spo

rt

ind

ust

ry Pro

gram

Infr

astr

uct

ure

Man

age

me

nt

1.0. 2.0. 3.0. 4.0. 5.0 6.0.

PR

OC

ENTS

OF

MP

SI E

VA

LUAT

ION

IND

ICAT

OR

S


MPSI Evaluation

Olympic Shooting Complex MPSI Standard Indicators





Evaluation Indicators for the Sheikh Sabah

Al-Ahmed Olympic Shooting Complex (red)

1.0



and infrastructure

20 %

19 %

1.1

Ownership

8,00

8,00

1.2

Legal status

4,00

4,00

1.3

Legal documentation

4,00

4,00

1.4


3,00

2.0


6,30 %


4,00

1,00

2.2

Natural sources

consumption

4,00

1,00

2.3

Natural environment


3,00

0,80

2.4



3,00

1,00

2.5

Local community


3,00

0,50

2.6


development

1,50

1,00

2.5


development

1,50

1,00

3.0

Socio-economic

development / Sport

industry

15 %

6,45 %

3.1



3,00

0,50

3.2

Regional community

socio-economic

development

1,00

0,50

3.3


development

1,00

0,50

3.4

Innovations

0,60

0,40

3.5


0,60

0,25

3.6


0,60

0,30

3.7


investment in sport

infrastructure

0,60

0,20

3.8

Competitiveness of


0,60

0,50

3.9



and related goods

0,60

0,40

3.10

New markets

0,60

0,20

3.11


and leisure

infrastructure

1,00

0,90

3.12

Sport and leisure

tourism

0,60

0,40

3.13

Manufacturing sport

goods

0,60

0,40

3.14

Event industry

0,60

0,30


associations

0,50

0,30

3.16

Media

0,50

0,10

3.17

Education

0,50

0,05

3.18

Health 0,50

0,05

3.19


services

0,50

0,10

3.20


0,10

4.0

Program 15 %

4,80 %

4.1

Development of

movement / physical

culture

3,00

0,50

4.2

Innovativeness 1,00

0,20



of programs and

services

4.3

Quality of programs

and services

0,80

0,70

4.4

Competitiveness of


0,80

0,70

4.5

Accessibility of


0,80

0,10

4.6

Safety of programs

and services

0,80

0,70

4.7


0,00

4.8

School programs

0,30

0,00

4.9

School competitions

0,30

0,00

4.10

Youth programs

0,30

0,00

4.11

Programmes for

women

0,30

0,00

4.12


people

0,30

0,00

4.13


people

0,30

0,00

4.14

Recreational sport

0,30

0,10

4.15

Recreational

competitions

0,30

0,00

4.16

Sport practice

0,30

0,25

4.17

Professional sport

practice

0,30

0,25

4.18

Professional sport

competitions

0,30

0,25

4.19

Events

0,30

0,25

4.20



0,30

0,10

4.21

Tourist programs

0,30

0,05

4.22


catering

0,30

0,05

4.23

Shops and services

0,30

0,05

4.24

Other programs

0,30

0,05

4.25

Users and customers

-

4.251

Children

0,20

0,00

4.252

Pupils

0,20

0,00

4.253

Students

0,20

0,00

4.254

Youth

0,20

0,00

4.255

Women

0,20

0,00

4.256

Disabled people

0,20

0,00

4.257

Elderly people

0,20

0,00

4.258

Recreational

sports(wo)men

0,20

0,10

4.259

Sports(wo)men

0,20

0,10

4.260


0,10

4.261



customers

0,20

0,10

4.262

Participants of

educational and

training programmes

0,20

0,10

5.0

Infrastructure 15 %

10,2 %

5.1



3,00

0,50

5.2

Innovations

0,80

0,60

5.3

Quality

of infrastructure

0,80

0,70

5.4

Competitiveness

of infrastructure

0,80

0,70

5.5 Accessibility 0,80



of infrastructure 0,20

5.6

Safety

of infrastructure

0,80

0,60

5.7 Location

0,60

0,50

5.8


0,60

0,50

5.9 Architecture

0,60

0,50

5.10

Technical and


0,60

0,55

5.11

Water supply system

0,60

0,50

5.12


0,60

0,50

5.13

Communal systems

0,60

0,50

5.14

Traffic systems

0,60

0,50

5.15

Parking

0,20

0,20

5.16

Communication

systems

0,20

0,20

5.17

Safety systems

0,20

0,20

5.18

Stands

0,20

0,20

5.19

Auxiliary premises

0,20

0,20

5.20

VIP areas

0,20

0,20

5.21

Media areas

0,20

0,15

5.22

Event and sport

equipment

0,20

0,20

5.23


systems

0,20

0,20

5.24

Heating systems and


technologies

0,20

0,20

5.25

Water treatment

technologies

0,20

0,10

5.26


and material

management

0,20

0,20

5.27

Waste management

0,20

0,15

5.28

Cleaning services

0,20

0,15

5.29

Lighting 0,20

0,15

5.30

Acoustic and

loudspeakers

technologies

0,20

0,15

6.0

Management 15 %

8,40 %

6.1


3,00

2,00

6.2

Human resource

management and team

building

2,00

1,00

6.3

Innovation

management

1,00

1,00

6.4

Business plan

0,80

0,50

6.5

Purchasing

management

0,80

0,50

6.6

Marketing and sales

management

0,80

0,40

6.7

Risk management,


control

0,80

0,20

6.8

Health and safety

management

1,00

0,50



0,80

0,40

6.10

Quality and costs


0,80

0,40

6.11


financial sources /

incomes

0,80

0,40

6.12


maintenance

0,80

0,10

6.13


maintenance of

facilities

0,80

0,50



6.14


maintenance of


0,80

0,50


The Sheikh Dabah Al-Ahmed Olympic

Shooting Complex should continue to

perform as high level international sport

center and remain one of the most

important National sport infrastructure.

The overall MPSI Evaluation will improve

with introduction of tourist and sport for all

programs and with cooperation with sport

industry.


and the management, should prepare a

long term strategy for the future

development of the shooting range

complex and investments

The sustainability of the complex will be

higher with introduction of the measures

for reducing consumption of natural

resources including land, water, energy

and biodiversity. This goal can be achieved

with state-of-the-art technologies and

innovative management.

Future program of The Sheikh Dabah Al-

Ahmed Olympic Shooting Complex should

have bigger impact on socio-economic

development of Kuwait (City), on the

growth of Kuwaiti sport industry and

creation of new jobs. The Public Authority

for Youth and Sports can achieve this goal

with research and development of new

innovative programs and services. The


provide conditions for implementation of

the programs.







should have permanent professional

training.



Photo 85: Alsurra Model Sport Center.


12.


12.1. Introduction

The Alsurra Model Sport Center is one of

twelve model sport centers in Kuwait. It is

located in the center of residential area.

The decission of the Minister for Youth

concerning establishment of the network

of public sport centers was very important

for implementation of the sport for all

development strategy in Kuwait. The

Public Authority for Youth and Sport

exceptionally efficient implemented this

strategy, invest financial sources and built

model sport centers.



International

sport associations

Local level

Full name

Alsurra Model Sport

Center

Location

The Alsurra area of

Kuwait City

Construction

-

Opening

-

Renovation

-

Ownership

The Ministry for

Youth

Operator



Facilities Outdoor pitches &

Playgrounds

Play house

Pitches

Playgrounds

Artificial turf

Synthetic floorings

Capacity

400 users and

visitors per day


Architects

-

12.2. Program

The Alsurra Model Sport Center is an open

local sport for all infrastructure. It was

built for local population in residential area

of Alsurra in Kuwait City. The programs of

such model sport centers are essential

element of sport for all implementation in

Kuwait.

The program of the center includes:

Sport schools

Sport for all outdoor activities

Sport for all indoor activities

Sport clubs and associations

Sport practice in football, basketball,

handball, tennis, table tennis, billiard

and other sports




Local sport competitions

Recreational sport

Recreational competitions

Youth entertainment programs

Education

Social and cultural events

The Public Authorities for Youth and Sports stongly support and fund the programs and activities of the Alsurra Model Sport Center. The Public Authority and the management should further develop new programs in the center and offer youth and elderly people exciting leisure time in local community. They should develop special programs for

women and disabled people.


Architecture

The architecture of the facilities is very

simple. In fact there is little »architecture«

at all. Outdoor pitches, playgrounds and

courts are standardized and ordinary sport

equipment was installed.

Construction

The construction of the model sport

center was easy, fast and not expensive.

Outdoor surfaces were levelled and

covered with artificial turf or synthetic

floorings. The Play house, entrance

building and management facility are the

only buildings in the center.

Photo 86: Small football pitch with

artificial turf. IASLIM photo archives.

The construction works with the

finalization of the pitches, playgrounds

and buildings were done in year. Total

area of the center is more than 15.000

m2.

Photo 87: The outdoor playgrounds with

artificial floorings. IASLIM photo archives.

Photo 88: Big football pitch with artificial

turf. IASLIM photo archives.


The Model Sport center is an open type of

sport and leisure infrastructure built for

and used by local community.

Capacity

The center has a capacity of 400 people,

sportsmen or visitors per day. It is

120.000 daily users and visitors per year.

Parking

The center has cca.50 parking places,

located near playgrounds and play house.



Photo 89: Playroom. IASLIM photo

archives.

Transport

The Alsurra Model Sport Center is located

in the middle of residential area. Users

and visitors came from that area. There is

no public traffic that would connect the

center with more distant parts of

residential area.

The facilities in the Alsurra Model Sport

Center are:

Entrance building

Play house with table tennis, billiards

and entertainment, sanitation and

dressing rooms

Management offices and guest area

Outdoor big football pitch with artificial

turf

Outdoor small football pitch with

artificial turf

Outdoor basketball playground with

synthetic floorings

Outdoor handball playground with

artificial floorings

Outdoor tennis courts with artificial

floorings

Parking.

The stands

There are no stands besides the pitches

and playgrounds. The pedestrian walkway

circles the pitches and playgrounds.

The pitch

The football pitches are well maintained.

The artificial turf is the right type and

good quality. There are simple wire fences

around the pitches and playgrounds.

Play house

The house has indoor sport spaces table

tennis, billiard and entertainment. It has

dressing rooms and sanitation premises.

In the house if refreshment drinks bar.

12.4. Management

Photo 90: The management and guests of

the Alsurra Model Sport Center. IASLIM

photo archives.

The management of the center is simple

structured and very engaged with

execution of every day program.




12.5. Maintenance

Maintenance of the facilities is simple, well

organized and effectively executed.

12.6. The future

The Alsurra Model Sport Center will

develop in the social, sport and

entertainment center of the residential

area. It will become more open with

inclusion of women and disabled people.



12.7. MPSI Evaluation of the Alsurra

Model Sport Center

Scheme 18: MPSI Evaluation of the


MPSI Evaluation of the Alsurra Model Sport

Center is preliminary and inconclusive

because of incomplete data, which the

IASLIM Delegation has collected during the


and Sports, the visit of the sport center,


coaches and review of the documents.




indicates »Highly sufficient fulfilment of



management«.









20%.











%.




%.

18.00

11.40 10.158.40

12.20 11.00

20.00 20.00

15.00 15.00 15.00 15.00

0.00

5.00

10.00

15.00

20.00

25.00

Stat

us

of

the

o

wn

ers

an

d

op

era

tors

of

pro

gram

s an

d …

Sust

ain

able

d

eve

lop

me

nt

Soci

o-e

con

om

ic

de

velo

pm

en

t /

Spo

rt in

du

stry

Pro

gram

s

Infr

ast

ruct

ure

Man

age

me

nt

1.0. 2.0. 3.0. 4.0. 5.0 6.0.PR

OC

ENTS

OF

MP

SI E

VA

LUA

TIO

N IN

DIC

ATO

RS


MPSI Evaluation

Alsurra Model Sport Center MPSI Standard Indicators





Evaluation Indicators for Alsurra Model

Sport Center (red)

1.0



and infrastructure

20 %

18 %

1.1

Ownership

8,00

8,00

1.2

Legal status

4,00

4,00

1.3

Legal documentation

4,00

3,00

1.4


3,00

2.0


11,4 %


4,00

2,00

2.2

Natural sources

consumption

4,00

2,00

2.3

Natural environment


3,00

1,00

2.4



3,00

2,00

2.5

Local community


3,00

2,00

2.6


development

1,50

1,20

2.5


development

1,50

1,20

3.0

Socio-economic

development / Sport

industry

15 %

10,15%

3.1



3,00

2,50

3.2

Regional community

socio-economic

development

1,00

0,50

3.3


development

1,00

0,80

3.4

Innovations

0,60

0,40

3.5


0,60

0,50

3.6


0,60

0,30

3.7


investment in sport

infrastructure

0,60

0,50

3.8

Competitiveness of


0,60

0,50

3.9



and related goods

0,60

0,50

3.10

New markets

0,60

0,10

3.11


and leisure

infrastructure

1,00

0,90

3.12

Sport and leisure

tourism

0,60

0,10

3.13

Manufacturing sport

goods

0,60

0,40

3.14

Event industry

0,60

0,10


associations

0,50

0,40

3.16

Media

0,50

0,10

3.17

Education

0,50

0,45

3.18

Health 0,50

0,45

3.19


services

0,50

0,45

3.20


0,20

4.0

Program 15 %

8,40 %

4.1

Development of

movement / physical

culture

3,00

2,50

4.2

Innovativeness 1,00

0,20



of programs and

services

4.3

Quality of programs

and services

0,80

0,40

4.4

Competitiveness of


0,80

0,70

4.5

Accessibility of


0,80

0,70

4.6

Safety of programs

and services

0,80

0,70

4.7


0,25

4.8

School programs

0,30

0,10

4.9

School competitions

0,30

0,10

4.10

Youth programs

0,30

0,30

4.11

Programmes for

women

0,30

0,00

4.12


people

0,30

0,05

4.13


people

0,30

0,20

4.14

Recreational sport

0,30

0,30

4.15

Recreational

competitions

0,30

0,30

4.16

Sport practice

0,30

0,20

4.17

Professional sport

practice

0,30

0,00

4.18

Professional sport

competitions

0,30

0,00

4.19

Events

0,30

0,10

4.20



0,30

0,15

4.21

Tourist programs

0,30

0,05

4.22


catering

0,30

0,05

4.23

Shops and services

0,30

0,05

4.24

Other programs

0,30

0,05

4.25

Users and customers

-

4.251

Children

0,20

0,20

4.252

Pupils

0,20

0,10

4.253

Students

0,20

0,10

4.254

Youth

0,20

0,15

4.255

Women

0,20

0,00

4.256

Disabled people

0,20

0,05

4.257

Elderly people

0,20

0,15

4.258

Recreational

sports(wo)men

0,20

0,05

4.259

Sports(wo)men

0,20

0,00

4.260


0,00

4.261



customers

0,20

0,05

4.262

Participants of

educational and

training programmes

0,20

0,10

5.0

Infrastructure 15 %

12,20 %

5.1



3,00

2,50

5.2

Innovations

0,80

0,40

5.3

Quality

of infrastructure

0,80

0,70

5.4

Competitiveness

of infrastructure

0, 80

0,70

5.5

Accessibility

of infrastructure

0,80

0,70



5.6

Safety

of infrastructure

0,80

0,70

5.7 Location

0,60

0,50

5.8


0,60

0,50

5.9 Architecture

0,60

0,50

5.10

Technical and


0,60

0,55

5.11

Water supply system

0,60

0,50

5.12


0,60

0,50

5.13

Communal systems

0,60

0,50

5.14

Traffic systems

0,60

0,50

5.15

Parking

0,20

0,15

5.16

Communication

systems

0,20

0,15

5.17

Safety systems

0,20

0,15

5.18

Stands

0,20

0,15

5.19

Auxiliary premises

0,20

0,15

5.20

VIP areas

0,20

0,15

5.21

Media areas

0,20

0,15

5.22

Event and sport

equipment

0,20

0,15

5.23


systems

0,20

0,15

5.24

Heating systems and


technologies

0,20

0,15

5.25

Water treatment

technologies

0,20

0,15

5.26


and material

management

0,20

0,20

5.27

Waste management

0,20

0,15

5.28

Cleaning services

0,20

0,15

5.29

Lighting 0,20

0,15

5.30

Acoustic and

loudspeakers

technologies

0,20

0,15

6.0

Management 15 %

11 %

6.1


3,00

2,50

6.2

Human resource

management and team

building

2,00

1,50

6.3

Innovation

management

1,00

0,50

6.4

Business plan

0,80

0,50

6.5

Purchasing

management

0,80

0,50

6.6

Marketing and sales

management

0,80

0,30

6.7

Risk management,


control

0,80

0,30

6.8

Health and safety

management

1,00

0,80



0,80

0,60

6.10

Quality and costs


0,80

0,70

6.11


financial sources /

incomes

0,80

0,70

6.12


maintenance

0,80

0,70

6.13


maintenance of

facilities

0,80

0,70



6.14


maintenance of


0,80

0,70


The Alsurra Model Sport Center is essential

part of implementation of Sport for All

Strategy in Kuwait. It represents good

practice in satisfying general public needs

and expectations, in the first place children,

youth and recreational sportsmen and

reasonable spending of public money.

If the Public Authority for Youth and Sports

and the management of the center, would

develop and introduce programs, which

would include women and disabled people,

the overall MPSI Evaluation would probably

be »Exceptionally sufficient fulfilment of

standards of sport and leisure infrastructure

investment and management«.


and the management, should find the

solution with the planners and architects for

the future development of the infrastructure

introducing new »green« low energy

technologies. For more sustainable

infrastructure, the management will have to

prepare measures for reducing consuption




more efficient.


and the management will continue to

develop new innovative programs and

services in cooperation with experts and

consultants. These programs will have


the City, the growth of Kuwaiti sport

industry and creation of new jobs.

The management must constantly improve

their professional skils and have permanent




Photo 91: Kazma Sporting Club Center.


13.


13.1. Introduction

The Kazma Sporting Club is a Kuwaiti

football club founded in 1964. Kazma play

in Al-Sadaqua Walsalam Stadium in

Adiliya, Al Asimah Governorate (Kuwait),

Kuwait City and is the 3rd largest stadium

in Kuwait. They have won the Kuwaiti

Premier League 4 times.

The Kazma Sporting Club encompasses

various sport teams for football,

basketball, handball, swimming, tennis,

gymnastics and other sports. It is one of

the most important sport associations in

Kuwait. Sport programs and infrastructure

of Kazma Sporting Club are exceptionally

important for development of Sport for All

Strategy in Kuwait.



International

sport associations

National level

Full name

Kazma Sporting Club

Center

Location

Kuwait City

Construction

-

Opening

-

Renovation

-

Ownership

The Ministry for

Youth

Operator

Kazma Sporting Club

Facilities Athletic and football

stadium

Sport Arena

Various sport halls

Gymnastic hall

Swimming pools

Diving facilities

Tennis courts

Other facilities

Total surface

Over 200.000 m2


https://en.wikipedia.org/wiki/Kuwait

https://en.wikipedia.org/wiki/Al-Sadaqua_Walsalam_Stadium

https://en.wikipedia.org/wiki/Adiliya

https://en.wikipedia.org/wiki/Al_Asimah_Governorate_(Kuwait)


https://en.wikipedia.org/wiki/Kuwaiti_Premier_League

https://en.wikipedia.org/wiki/Kuwaiti_Premier_League


https://www.google.si/imgres?imgurl=https://upload.wikimedia.org/wikipedia/en/4/49/KazmaSC.png&imgrefurl=https://en.wikipedia.org/wiki/Kazma_SC&docid=UTGr01sC0fBxEM&tbnid=tlj7II-CT_WMDM:&w=364&h=453&ei=dJuNVeCZHYrX7QbHxaXQBg&ved=0CAIQxiAwAA&iact=c


Capacity

Over 1 million users

and visitors per year


Architects

-

13.2. Program

The Kazma Sporting Club exercise

different sport and other activities. It is

multi-sport association.

The program of the Club includes:

Sport schools

Sport practice in football, swimming,

gymnastics, basketball, handball, tennis

and other sports

National sport competitions

International sport competitions

Recreational sport

Recreational competitions

Youth entertainment programs

Training programs

Social events

The Public Authority for Youth and Sports support and fund the programs and

activities of the Kazma Sporting Club.

The Public Authority and the management of the Club should further develop new programs and offer them to the children, youth, women, disabled and elderly people, recreational sport(wo)men and to the athletes, also as Sport for All and

leisure activities in local community.


and the management of the Club will have

to perform international sport and tourist

market’s research and develop long term

marketing strategy and event program.


The facilities of the Kazma Sporting Club

are:

Office building

Parking

Catering facilities

Athletic and football stadium

Sport Arena

Various sport halls

Gymnastic hall

Swimming pools

Diving facilities

Tennis courts

Outdoor pitches with artificial turf

Outdoor playground for ball games with

synthetic floorings

Other facilities

Capacity

The total capacity of all the facilities is

over 1 million sportsmen, users and

visitors of sport centers per year.

Transport

The sport centers have no direct public

transport connections with residential

districts of Kuwait City and major

shopping malls. Sport centers are

accessible mainly by cars.

Parking

The sport centers have parking places,

which are located near the sporting

facilities.

System command center

The major facilities (stadium, arena,

swimming pool) have System command

centers with technological systems,

communication devices and equipment for

the public announcement system, sound

systems, lighting systems, digitally

triggered turnstiles and score boards.

Security

Only main sporting centers have special

general security system with centrally

guided remote cameras and other devices.

They have modern warning system for

employees and visitors. Other facilities

have no special security systems.



The grandstands

The main sporting centers have

grandstands, which are divided into

sections. Different centers have different

types of VIP seating areas and luxury

directors' skyboxes. Pedestrian walkways

circle these centers.

Some stand's sections have special seats

for disabled people. The stands are well

connected with easy access to catering

and sanitation areas.

Behind the stands there are wide

corridors, which enable movement of a

huge crowd of visitors.

Accessibility

The sport centers have different

accessibility, which depends on the

program and physical structure and

functionality of the buildings. Program

accessibility depends on the programs for

children, youth, women, disabled people,

elderly people and recreational

sports(wo)man, which are available in

various sport centers. Physical accessibility

depends on type of the obstacles for

children, women, disabled and elderly

people at the stands, sanitation, dressing

rooms, parking and other areas.


boards

The main sport centers have state-of-the-

art communication systems and electronic

score boards.

Fitness gym

Some facilities have fitness centers, which

are well equipped with the machines and

devices for the fitness and other

programs.

The Fitness gym enables physical practice

for athletes and other sportsmen.

Dressing rooms

All the facilities in sport centers have

dressing rooms or lockers, which provides

all needed services for officials, coaches

and athletes.

Athletic and football Stadium

Kazma's stadium, Al-Sadaqua Walsalam

Stadium, is a multi-purpose stadium

located in Kuwait City, Kuwait. It is

currently used mostly for football

matches. The capacity of the stadium is

21.500 seats. It is the 2nd largest stadium

in Kuwait and is the home ground for

Kazma.

The stadium hosted 2 Gulf Cup of Nations

tournaments, the first being in 1990,

which Kuwait won for the seventh time. It

has also hosted many finals of the Kuwait

Emir Cup and Kuwait Crown Cup.

Photo 94: The Stadium and the outdoor

football pitch. Photo Wikipedia.

Photo 98: The Kazma athletic and football

stadium. IASLIM photo archives.




https://en.wikipedia.org/wiki/Gulf_Cup_of_Nations

https://en.wikipedia.org/wiki/1990_Gulf_Cup_of_Nations


https://en.wikipedia.org/wiki/Kuwait_Emir_Cup

https://en.wikipedia.org/wiki/Kuwait_Emir_Cup

https://en.wikipedia.org/wiki/Kuwait_Crown_Cup


Photo 97: The Kazma stadium stands.


Arena

Photo 92: Entrance to the Arena. IASLIM

photo archives.

Sport Arena is multi-purpose sport

facilities for various ball games.

Basketball, volleyball, handball, futsal and

other indoor sports. The Arena has all

needed auxiliary premises, technological

systems and sport equipment.

Outdoor tennis courts

Photo 93: Outdoor tennis courts. IASLIM

photo archives.

Various sport centers have several

outdoor tennis courts, which are well

maintain.

Swimming pool

Photo 95: The outdoor Olympic size

swimming pool. IASLIM photo archives.

The Olympic size swimming pool fulfils the

FINA standards for organization of

international sport competitions in

swimming and waterpolo. The swimming

pool has standard measures 50 m x 25 m.

The depth of the pool is 2,20 m. There are

several hundred seats on the stands. The

temperature of water is 26 degrees

centigrade. The aquatic complex has also

diving facilities, which includ all diving

platforms (1m, 3m, 5m, 7m and 10m).

Photo 96: The diving facilities. IASLIM

photo archives.



Sport halls

Photo 99: The indoor sport hall. IASLIM

photo archives.

Photo 102: Small indoor sport hall. IASLIM

photo archive.

Photo 101: The Gymnastic hall. IASLIM

photo archives.

Photo 100: The indoor tennis court.


Sport centers have sport halls for various indoor ball games: basketball, handball, volleyball, gymnastics, futsal, tennis and

other sports and programs.

13.4. Management


and the Kazma Sporting Club employ

several hundred managers and

professionals to operate sport centers.

The managers should be more oriented

towards development and marketing of

the new innovative programs and

services, efficiency of the operations and

maintenance.




13.5. Maintenance

Maintenance of the buildings and

technological systems in sport centers is

organized efficiently.

13.6. The future

The Kazma Sporting Club has the

programs and infrastructure that are very

important for development of Sport for All

Strategy in Kuwait.

In the future, with innovative programs

and services, new marketing activities,

inclusion of women, disabled and elderly

people and excellent infrastructure, we

should expect development of Sport for

All, over 1,5 million people in sport

centers per year and higher impact on the

growth of Kuwaiti sport industry and

creation of new jobs.



13.7. MPSI Evaluation of the Kazma

Sporting Club Center

Scheme 21: MPSI Evaluation of the Kazma

Sporting Club Center

IASLIM prepared MPSI Evaluation of the

Kazma Club Sport Center. The evaluation is

preliminary and inconclusive because of

incomplete data, which the IASLIM

Delegation has collected during the


and Sports, the visit of the center,






indicate »Highly sufficient fulfilment of



management«.









20%.











%.




%.

18.00

8.50 8.20 7.2010.65

8.60

20.00 20.00

15.00 15.00 15.00 15.00

0.00

5.00

10.00

15.00

20.00

25.00

Stat

us

of

the

o

wn

ers

an

d

op

era

tors

of

pro

gram

s an

d …

Sust

ain

able

d

eve

lop

me

nt

Soci

o-e

con

om

ic

de

velo

pm

en

t /

Spo

rt in

du

stry

Pro

gram

s

Infr

astr

uct

ure

Man

age

me

nt

1.0. 2.0. 3.0. 4.0. 5.0 6.0.PR

OC

ENTS

OF

MP

SI E

VA

LUAT

ION

IND

ICAT

OR

S


MPSI Evaluation

Kazma Club Sport Center MPSI Standard Indicators





Evaluation Indicators for the Kazma Club

Sport Center (red)

1.0



and infrastructure

20 %

18 %

1.1

Ownership

8,00

8,00

1.2

Legal status

4,00

4,00

1.3

Legal documentation

4,00

3,00

1.4


3,00

2.0


8,50 %


4,00

1,50

2.2

Natural sources

consumption

4,00

1,50

2.3

Natural environment


3,00

1,00

2.4



3,00

1,50

2.5

Local community


3,00

1,00

2.6


development

1,50

1,00

2.5


development

1,50

1,00

3.0

Socio-economic

development / Sport

industry

15 %

8,20 %

3.1



3,00

1,50

3.2

Regional community

socio-economic

development

1,00

1,00

3.3


development

1,00

0,80

3.4

Innovations

0,60

0,20

3.5


0,60

0,30

3.6


0,60

0,30

3.7


investment in sport

infrastructure

0,60

0,30

3.8

Competitiveness of


0,60

0,40

3.9



and related goods

0,60

0,40

3.10

New markets

0,60

0,10

3.11


and leisure

infrastructure

1,00

0,90

3.12

Sport and leisure

tourism

0,60

0,10

3.13

Manufacturing sport

goods

0,60

0,40

3.14

Event industry

0,60

0,10


associations

0,50

0,40

3.16

Media

0,50

0,10

3.17

Education

0,50

0,20

3.18

Health 0,50

0,25

3.19


services

0,50

0,25

3.20


0,20

4.0

Program 15 %

7,20 %

4.1

Development of

movement / physical

culture

3,00

2,00

4.2

Innovativeness 1,00

0,20



of programs and

services

4.3

Quality of programs

and services

0,80

0,40

4.4

Competitiveness of


0,80

0,60

4.5

Accessibility of


0,80

0,60

4.6

Safety of programs

and services

0,80

0,70

4.7


0,10

4.8

School programs

0,30

0,10

4.9

School competitions

0,30

0,10

4.10

Youth programs

0,30

0,05

4.11

Programmes for

women

0,30

0,05

4.12


people

0,30

0,05

4.13


people

0,30

0,05

4.14

Recreational sport

0,30

0,10

4.15

Recreational

competitions

0,30

0,10

4.16

Sport practice

0,30

0,25

4.17

Professional sport

practice

0,30

0,20

4.18

Professional sport

competitions

0,30

0,20

4.19

Events

0,30

0,20

4.20



0,30

0,10

4.21

Tourist programs

0,30

0,05

4.22


catering

0,30

0,00

4.23

Shops and services

0,30

0,00

4.24

Other programs

0,30

0,05

4.25

Users and customers

-

4.251

Children

0,20

0,10

4.252

Pupils

0,20

0,10

4.253

Students

0,20

0,10

4.254

Youth

0,20

0,10

4.255

Women

0,20

0,05

4.256

Disabled people

0,20

0,05

4.257

Elderly people

0,20

0,10

4.258

Recreational

sports(wo)men

0,20

0,10

4.259

Sports(wo)men

0,20

0,10

4.260


0,05

4.261



customers

0,20

0,05

4.262

Participants of

educational and

training programmes

0,20

0,05

5.0

Infrastructure 15 %

10,65%

5.1



3,00

2,00

5.2

Innovations

0,80

0,20

5.3

Quality

of infrastructure

0,80

0,70

5.4

Competitiveness

of infrastructure

0,80

0,40

5.5

Accessibility

of infrastructure

0,80

0,40



5.6

Safety

of infrastructure

0,80

0,70

5.7 Location

0,60

0,50

5.8


0,60

0,50

5.9 Architecture

0,60

0,50

5.10

Technical and


0,60

0,50

5.11

Water supply system

0,60

0,50

5.12


0,60

0,50

5.13

Communal systems

0,60

0,50

5.14

Traffic systems

0,60

0,50

5.15

Parking

0,20

0,15

5.16

Communication

systems

0,20

0,15

5.17

Safety systems

0,20

0,15

5.18

Stands

0,20

0,15

5.19

Auxiliary premises

0,20

0,15

5.20

VIP areas

0,20

0,15

5.21

Media areas

0,20

0,10

5.22

Event and sport

equipment

0,20

0,15

5.23


systems

0,20

0,10

5.24

Heating systems and


technologies

0,20

0,15

5.25

Water treatment

technologies

0,20

0,10

5.26


and material

management

0,20

0,15

5.27

Waste management

0,20

0,15

5.28

Cleaning services

0,20

0,15

5.29

Lighting 0,20

0,15

5.30

Acoustic and

loudspeakers

technologies

0,20

0,15

6.0

Management 15 %

8,60 %

6.1


3,00

2,00

6.2

Human resource

management and team

building

2,00

1,00

6.3

Innovation

management

1,00

0,20

6.4

Business plan

0,80

0,40

6.5

Purchasing

management

0,80

0,40

6.6

Marketing and sales

management

0,80

0,20

6.7

Risk management,


control

0,80

0,20

6.8

Health and safety

management

1,00

0,60



0,80

0,60

6.10

Quality and costs


0,80

0,60

6.11


financial sources /

incomes

0,80

0,60

6.12


maintenance

0,80

0,60

6.13


maintenance of

facilities

0,80

0,60



6.14


maintenance of


0,80

0,60


The Kazma Club Sport Center

is National event infrastructure. In the

future it will have to perform in line with its

status. The overall MPSI Evaluation will

have to improve and be better than

»Average sufficient fulfilment of standards

of sport and leisure infrastructure

investment and management«.



engineering agencies and firms, will have to

find efficient solutions for repair of the failed

structural-integrity of the building and finish

construction of the facilities.

For improvement of the sustainability of the

facility the management will have to

prepare measures for reducing consuption




more efficient.

Present program of The Jabar Al-Ahmad

International Stadium has no (to small)


Kuwait (City) and on the growth of Kuwaiti

sport industry and creation of new jobs.


must invest financial sources in research

and development of new innovative

programs and services of the Stadium. The


provide conditions for implementation of the

programs.







must have permanent professional training.


We are the World experts

in the sport, leisure and infrastructure

investment and management.


I 15 50 08 Kuwait Report 2015 - 150630

International association

of sport and leisure infrastructure management

MovePlaySportIndustry ©

Publication / 2015 / 11

Kranj, 30.6.2015

MovePlaySportIndustry - iaslim.org · Project Management Sport for All National Policy MPSI...

Documents

Transcript of MovePlaySportIndustry - iaslim.org · Project Management Sport for All National Policy MPSI...