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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
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 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
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.
The Public Authority for Youth and Sports
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
Kuwait Report 2015 5
(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
Kuwait Report 2015 6
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
Kuwait Report 2015 7
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
Kuwait Report 2015 8
3.
Transfer of knowledge and consultancy
3.1. Visit
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, 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
Jaber Al-Ahmad International Stadium
37,05 %
Tadamon Club Aquatic Center
54,40 %
Kuwait City Bowling Complex
54,10 %
Sheikh Sabah Al-Ahmed Olympic Shooting Complex
55,15 %
Alsurra Model Sport Field
71,15 %
Kazma Sporting Club Center
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.
Transfer of knowledge and consultancy
Kuwait Report 2015 9
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
Kuwait Report 2015 10
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
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, 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
Association of Sport and Leisure
Infrastructure Management
3. Future cooperation in the Sport for all
development and Sport infrastructure
management
Content
Ad. 1
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, 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
Kuwait Report 2015 11
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
International Association of Sport and
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.
Transfer of knowledge and consultancy
support of the international experts and
consultants, will enable The Ministries and
The Public Authority for Youth and Sports
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
Kuwait Report 2015 12
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,
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, 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
International Association of Sport and
Leisure Infrastructure Management
(IASLIM), was held on June 8th, 2015, at
10. a.m. in the building of PAYS in Kuwait
City, Kuwait.
Present
Dr. Humoud F.M. Alshammari, Deputy
Director General of the Department for
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
Kuwait Report 2015 13
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
2. Presentation of The International
Association of Sport and Leisure
Infrastructure Management
3. Future cooperation in the youth
programs
Content
Ad. 1
Dr. Humoud F.M. Alshammari, Deputy
Director General of the Department for
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.
Jože Jenšterle, Secretary General of
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
The Public Authority for Youth and Sports
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
Kuwait Report 2015 14
Jože Jenšterle proposed that IASLIM would
prepare proposals for the future
cooperation and consultancy. The list will
include also the following of research &
development projects and consultancy
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
Kuwait Report 2015 15
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
2. Presentation of The International
Association of Sport and Leisure
Infrastructure Management
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
Jože Jenšterle, Secretary General of
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
Kuwait Report 2015 16
Jože Jenšterle proposed that IASLIM would
prepare proposals for the future
cooperation and consultancy. The list will
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,
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
Kuwait Report 2015 17
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
Jože Jenšterle, Secretary General of
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
Kuwait Report 2015 18
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
infrastructure investment and management
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
Kuwait Report 2015 19
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
infrastructure investment and
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
infrastructure investment and management
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
Kuwait Report 2015 20
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
Kuwait Report 2015 21
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.
Jaber Al-Ahmad International Stadium
Kuwait Report 2015 22
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.
Jaber Al-Ahmad International Stadium
Kuwait Report 2015 23
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.
IASLIM photo archives.
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.
Jaber Al-Ahmad International Stadium
Kuwait Report 2015 24
VIP reception halls
Photo 13: Stadium's VIP reception halls.
IASLIM photo archives.
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.
Jaber Al-Ahmad International Stadium
Kuwait Report 2015 25
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.
Jaber Al-Ahmad International Stadium
Kuwait Report 2015 26
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.
Jaber Al-Ahmad International Stadium
Kuwait Report 2015 27
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.
Jaber Al-Ahmad International Stadium
Kuwait Report 2015 28
Room for prayer
Photo 35: The room for prayer. IASLIM
photo archives.
8.4. Management
The Public Authority for Youth and Sports
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.
IASLIM photo archives.
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.
Jaber Al-Ahmad International Stadium
Kuwait Report 2015 29
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.
Jaber Al-Ahmad International Stadium
Kuwait Report 2015 30
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
infrastructure investment and
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
at 3,30 % out of possible standard
evaluation field value, which is 15 %.
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
Jaber Al-Ahmad International Stadium
Kuwait Report 2015 31
Scheme 7: MPSI Evaluation Standard
Indicators (black) in comparison with MPSI
Evaluation Indicators for Jaber Al-Ahmad
International Stadium (red)
1.0
Status of the owners and
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
sustainable development
3,00
1,00
2.5
Local community
sustainable development
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
Jaber Al-Ahmad International Stadium
Kuwait Report 2015 32
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
programs and services
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
Jaber Al-Ahmad International Stadium
Kuwait Report 2015 33
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
Effective operation and
maintenance of
technological systems
0,80
0,10
Jaber Al-Ahmad International Stadium
Kuwait Report 2015 34
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 Public Authority for Youth and Sports,
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.
The Public Authority for Youth and Sports
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.
The Public Authority for Youth and Sports
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.
Jaber Al-Ahmad International Stadium
Kuwait Report 2015 35
Photo 38: Tadamon Club Aquatic Center.
IASLIM photo archives.
9.
Tadamon Club Aquatic Center
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
Tadamon Club Aquatic Center
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
The Public Authority
for Youth and Sports
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.
Tadamon Club Aquatic Center
Kuwait Report 2015 36
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.
The Public Authority for Youth and Sports
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.
IASLIM photo archives.
The Small swimming pool was designed for
sport practice and various aquatic
programs for all people.
The Diving pool
Tadamon Club Aquatic Center
Kuwait Report 2015 37
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.
Tadamon Club Aquatic Center
Kuwait Report 2015 38
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.
Tadamon Club Aquatic Center
Kuwait Report 2015 39
9.7. MPSI Evaluation of the Tadamon
Club Aquatic Center
Scheme 9: MPSI Evaluation of the
Tadamon Club Aquatic Center
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
leisure infrastructure investment and
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 7,00 % out
of possible standard evaluation field value,
which is 20%.
Evaluation field »Socio - economic
development / Sport industry« is
estimated at 8,80 % out of possible
standard evaluation field value, which is
15 %.
Evaluation field »Program« is estimated at
9,55 % out of possible standard
evaluation field value, which is 15 %.
Evaluation field »Infrastructure« is
estimated at 9,15 % out of possible
standard evaluation field value, which is
15 %.
Evaluation field »Management« is
estimated at 3,90 % out of possible
standard evaluation field value, which 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
Tadamon Club Aquatic Center
Kuwait Report 2015 40
Scheme 10: MPSI Evaluation Standard
Indicators (black) in comparison with
MPSI Evaluation Indicators for Tadamon
Club Aquatic Center (red)
1.0
Status of the owners and
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 %
7 %
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
sustainable development
3,00
1,50
2.5
Local community
sustainable development
3,00
1,50
2.6
Programme sustainable
development
1,50
1,00
2.5
Infrastructure sustainable
development
1,50
0,50
3.0
Socio-economic
development / Sport
industry
15 %
8,30 %
3.1
Local community socio-
economic development
3,00
1,50
3.2
Regional community
socio-economic
development
1,00
0,50
3.3
National socio-economic
development
1,00
0,30
3.4 Innovations 0,60
0,40
3.5
Economic added value
0,60
0,40
3.6
Working places / jobs
0,60
0,40
3.7
Maximising efficiency of
investment in sport
infrastructure
0,60
0,40
3.8
Competitiveness of
sport related industries
0,60
0,20
3.9
Demand for sports and
recreational activities
and related goods
0,60
0,40
3.10
New markets
0,60
0,30
3.11
Construction of sport
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
3.15 Sport clubs and
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
Financial and insurance
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
Tadamon Club Aquatic Center
Kuwait Report 2015 41
4.3
Quality of programs
and services
0,80
0,50
4.4
Competitiveness of
programs and services
0,80
0,50
4.5
Accessibility of
programs and services
0,80
0,50
4.6
Safety of programs
and services
0,80
0,70
4.7
Pre-school programs 0,30
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
Programs for disabled
people
0,30
0,25
4.13
Programs for elderly
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
Education and training
programs, conferences
0,30
0,10
4.21
Tourist programs
0,30
0,05
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
0,20
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
Professional athletes 0,20
0,05
4.261
Visitors / spectators /
event participants /
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
Development of local
urban infrastructure
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
Tadamon Club Aquatic Center
Kuwait Report 2015 42
5.7 Location
0,60
0,40
5.8
Type of facility or areas
0,60
0,40
5.9 Architecture
0,60
0,40
5.10
Technical and
technological systems
0,60
0,30
5.11
Water supply system
0,60
0,50
5.12
Energy supply system
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
Natural air treatment
systems
0,20
0,00
5.24
Heating systems and
indoor air treatment
technologies
0,20
0,10
5.25
Water treatment
technologies
0,20
0,05
5.26
Hazardous substances
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
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
0,20
6.5
Purchasing
management
0,80
0,20
6.6
Marketing and sales
management
0,80
0,20
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
0,20
6.12
Costs of operations and
maintenance
0,80
0,20
6.13
Effective operation and
maintenance of
facilities
0,80
0,20
6.14
Effective operation and
maintenance of
technological systems
0,80
0,50
Tadamon Club Aquatic Center
Kuwait Report 2015 43
9.8. Recommendations
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.
The Public Authority for Youth and Sports,
the management, architects and civil
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
system, energy supply system, traffic
system and other technological systems
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.
The Public Authority for Youth and Sports
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.
The Public Authority for Youth and Sports
must introduce skilled managers and
professionals for effective management
and maintenance of infrastructure. They
will have to be involved in the permanent
professional training.
Tadamon Club Aquatic Center
Kuwait Report 2015 44
Photo 53: Kuwait City Bowling Center,
under construction. IASLIM photo archives.
10.
Kuwait City Bowling Complex
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
Kuwait City Bowling Complex
International
sport associations
-
Full name
The Kuwait Bowling
Sports Club
Location
Salmiya
Construction
2013 - 2015
Opening
2015
Renovation
-
Ownership
The Ministry for
Youth
Operator
The Public Authority
for Youth and Sports
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:
Kuwait City Bowling Complex
Kuwait Report 2015 45
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.
IASLIM photo archives.
Kuwait City Bowling Complex
Kuwait Report 2015 46
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.
IASLIM photo archives.
Kuwait City Bowling Complex
Kuwait Report 2015 47
Photo 66: Stairs from the lobby of the
building. IASLIM photo archives.
Parking House
Photo 67: Bowling Sports Club Car Parking.
IASLIM photo archives.
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.
The Public Authority for Youth and Sports
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.
Kuwait City Bowling Complex
Kuwait Report 2015 48
10.7. MPSI Evaluation of the Kuwait
City Bowling Complex
Scheme 12: MPSI Evaluation of the Kuwait
City Bowling Complex
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 54,10 %
out of possible standard MPSI Evaluation
value, which is 100,00 %. The overall
evaluation indicates »Average sufficient
fulfilment of standards of sport and
leisure infrastructure investment and
management«.
Evaluation field »Status of the ownership
and operators of programmes and
infrastructure« is evaluated with 14,50 %
out of possible standard evaluation field
value, which is 20,00 %.
Evaluation field »Sustainable
development« is estimated at 7,00 % out
of possible standard evaluation field value,
which is 20%.
Evaluation field »Socio - economic
development / Sport industry« is
estimated at 8,30 % out of possible
standard evaluation field value, which is
15 %.
Evaluation field »Programs« is estimated
at 9,55 % out of possible standard
evaluation field value, which is 15 %.
Evaluation field »Infrastructure« is
estimated at 8,65 % out of possible
standard evaluation field value, which is
15 %.
Evaluation field »Management« is
estimated at 6,10 % out of possible
standard evaluation field value, which is
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
Standards of sport and leisure infrastructure investment and management
MPSI Evaluation
Kuwait City Bowling Complex MPSI Standard Indicators
Kuwait City Bowling Complex
Kuwait Report 2015 49
Scheme 13: MPSI Evaluation Standard
Indicators (black) in comparison with
MPSI Evaluation Indicators for the Kuwait
City Bowling Complex (red)
1.0
Status of the owners and
operators of programs
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
Technical documentation 4,00
1,00
2.0
Sustainable development 20 %
7 %
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
sustainable development
3,00
1,50
2.5
Local community
sustainable development
3,00
1,50
2.6
Programme sustainable
development
1,50
1,00
2.5
Infrastructure sustainable
development
1,50
0,50
3.0
Socio-economic
development / Sport
industry
15 %
8,30 %
3.1
Local community socio-
economic development
3,00
1,50
3.2
Regional community
socio-economic
development
1,00
0,50
3.3
National socio-economic
development
1,00
0,30
3.4
Innovations
0,60
0,40
3.5
Economic added value
0,60
0,40
3.6
Working places / jobs
0,60
0,40
3.7
Maximising efficiency of
investment in sport
infrastructure
0,60
0,40
3.8
Competitiveness of
sport related industries
0,60
0,20
3.9
Demand for sports and
recreational activities
and related goods
0,60
0,40
3.10
New markets
0,60
0,30
3.11
Construction of sport
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
3.15 Sport clubs and
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
Financial and insurance
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
Kuwait City Bowling Complex
Kuwait Report 2015 50
of programs and
services
4.3
Quality of programs
and services
0,80
0,50
4.4
Competitiveness of
programs and services
0,80
0,50
4.5
Accessibility of
programs and services
0,80
0,50
4.6
Safety of programs
and services
0,80
0,70
4.7
Pre-school programs 0,30
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
Programs for disabled
people
0,30
0,25
4.13
Programs for elderly
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
Education and training
programs, conferences
0,30
0,10
4.21
Tourist programs
0,30
0,05
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
0,20
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
Professional athletes 0,20
0,05
4.261
Visitors / spectators /
event participants /
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
Development of local
urban infrastructure
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
Kuwait City Bowling Complex
Kuwait Report 2015 51
5.6
Safety
of infrastructure
0,80
0,50
5.7 Location
0,60
0,40
5.8
Type of facility or areas
0,60
0,40
5.9 Architecture
0,60
0,40
5.10
Technical and
technological systems
0,60
0,30
5.11
Water supply system
0,60
0,50
5.12
Energy supply system
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
Natural air treatment
systems
0,20
0,00
5.24
Heating systems and
indoor air treatment
technologies
0,20
0,10
5.25
Water treatment
technologies
0,20
0,05
5.26
Hazardous substances
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
System of management
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,
business planning and
control
0,80
0,30
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
0,30
6.12
Costs of operations and
maintenance
0,80
0,40
6.13
Effective operation and
maintenance of
facilities
0,80
0,30
Kuwait City Bowling Complex
Kuwait Report 2015 52
6.14
Effective operation and
maintenance of
technological systems
0,80
0,40
10.8. Recommendations
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.
The Public Authority for Youth and Sports,
the management, architects and civil
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, energy supply system, traffic
system and others, more efficient and
more sustainable.
The Public Authority for Youth and Sports,
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
professional training.
Alsurra Model Sport Center
Kuwait Report 2015 53
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.
Sheikh Sabah Al-Ahmed Olympic Shooting Complex
Kuwait Report 2015 54
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
The Public Authority
for Youth and Sports
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
Construction costs -
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.
11.3. Infrastructure
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
Kuwait Report 2015 55
Type of sport infrastructure
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.
IASLIM photo archives.
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
Sheikh Sabah Al-Ahmed Olympic Shooting Complex
Kuwait Report 2015 56
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.
IASLIM photo archives.
Photo 74: Sport shooting. IASLIM photo
archives.
Photo 75: The combat shooting range.
IASLIM photo archives.
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.
Sheikh Sabah Al-Ahmed Olympic Shooting Complex
Kuwait Report 2015 57
Photo 76: The swimming pool in the
shooting center. IASLIM photo archives.
Fitness center
Photo 77: The fitness center in the
shooting center. IASLIM photo archives.
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
shooting center. IASLIM photo archives.
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 80: 25-m shooting range with special
natural air treatment architecture. IASLIM
photo archive.
Photo 81: 50-m shooting range with special
natural air treatment architecture. IASLIM
photo archives.
Indoor shooting ranges have innovative
natural air treatment systems, which were
recognised by the International Shooting
Federation.
Sheikh Sabah Al-Ahmed Olympic Shooting Complex
Kuwait Report 2015 58
Photo 84: 10-m air gun range. IASLIM
photo archives.
Communication equipment and score
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.
Sheikh Sabah Al-Ahmed Olympic Shooting Complex
Kuwait Report 2015 59
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.
The information about finances, costs of
purchases, operations, maintenance and
salaries, were not available.
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.
The Public Authority for Youth and Sports
and management of Kuwait Shooting Club
& Federation will develop tourist and
innovative sport for all programs.
Sheikh Sabah Al-Ahmed Olympic Shooting Complex
Kuwait Report 2015 60
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
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, using shooting ranges,
presentation from the management and
review of the documents.
The overall MPSI Evaluation is 55,15 % out
of possible standard MPSI Evaluation
value, which is 100,00 %. The overall
evaluation indicate »Average sufficient
fulfilment of standards of sport and
leisure infrastructure investment and
management«.
Evaluation field »Status of the ownership
and operators of programmes and
infrastructure« is evaluated with 19,00 %
out of possible standard evaluation field
value, which is 20,00 %.
Evaluation field »Sustainable
development« is estimated at 6,30 % out
of possible standard evaluation field value,
which is 20%.
Evaluation field »Socio - economic
development / Sport industry« is
estimated at 6,45 % out of possible
standard evaluation field value, which is 15
%.
Evaluation field »Programs« is estimated at
4,80 % out of possible standard evaluation
field value, which is 15 %.
Evaluation field »Infrastructure« is
estimated at 10,20 % out of possible
standard evaluation field value, which is 15
%.
Evaluation field »Management« is
estimated at 8,40 % out of possible
standard evaluation field value, which is 15
%.
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
Standards of sport and leisure infrastructure investment and management
MPSI Evaluation
Olympic Shooting Complex MPSI Standard Indicators
Sheikh Sabah Al-Ahmed Olympic Shooting Complex
Kuwait Report 2015 61
Scheme 16: MPSI Evaluation Standard
Indicators (black) in comparison with MPSI
Evaluation Indicators for the Sheikh Sabah
Al-Ahmed Olympic Shooting Complex (red)
1.0
Status of the owners and
operators of programs
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
Technical documentation 4,00
3,00
2.0
Sustainable development 20 %
6,30 %
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
0,80
2.4
Built/urban environment
sustainable development
3,00
1,00
2.5
Local community
sustainable development
3,00
0,50
2.6
Programme sustainable
development
1,50
1,00
2.5
Infrastructure sustainable
development
1,50
1,00
3.0
Socio-economic
development / Sport
industry
15 %
6,45 %
3.1
Local community socio-
economic development
3,00
0,50
3.2
Regional community
socio-economic
development
1,00
0,50
3.3
National socio-economic
development
1,00
0,50
3.4
Innovations
0,60
0,40
3.5
Economic added value
0,60
0,25
3.6
Working places / jobs
0,60
0,30
3.7
Maximising efficiency of
investment in sport
infrastructure
0,60
0,20
3.8
Competitiveness of
sport related industries
0,60
0,50
3.9
Demand for sports and
recreational activities
and related goods
0,60
0,40
3.10
New markets
0,60
0,20
3.11
Construction of sport
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
3.15 Sport clubs and
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
Financial and insurance
services
0,50
0,10
3.20
Other economic sectors 0,50
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
Sheikh Sabah Al-Ahmed Olympic Shooting Complex
Kuwait Report 2015 62
of programs and
services
4.3
Quality of programs
and services
0,80
0,70
4.4
Competitiveness of
programs and services
0,80
0,70
4.5
Accessibility of
programs and services
0,80
0,10
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
0,10
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
Education and training
programs, conferences
0,30
0,10
4.21
Tourist programs
0,30
0,05
4.22
Bars and restaurants /
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
Professional athletes 0,20
0,10
4.261
Visitors / spectators /
event participants /
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
Development of local
urban infrastructure
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
Sheikh Sabah Al-Ahmed Olympic Shooting Complex
Kuwait Report 2015 63
of infrastructure 0,20
5.6
Safety
of infrastructure
0,80
0,60
5.7 Location
0,60
0,50
5.8
Type of facility or areas
0,60
0,50
5.9 Architecture
0,60
0,50
5.10
Technical and
technological systems
0,60
0,55
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
0,20
5.23
Natural air treatment
systems
0,20
0,20
5.24
Heating systems and
indoor air treatment
technologies
0,20
0,20
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 %
8,40 %
6.1
System of management
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,
business planning and
control
0,80
0,20
6.8
Health and safety
management
1,00
0,50
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
0,40
6.12
Costs of operations and
maintenance
0,80
0,10
6.13
Effective operation and
maintenance of
facilities
0,80
0,50
Sheikh Sabah Al-Ahmed Olympic Shooting Complex
Kuwait Report 2015 64
6.14
Effective operation and
maintenance of
technological systems
0,80
0,50
11.8. Recommendations
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.
The Public Authority for Youth and Sports
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
management must improve efficiency and
provide conditions for implementation of
the programs.
The Public Authority for Youth and Sports
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
should have permanent professional
training.
Sheikh Sabah Al-Ahmed Olympic Shooting Complex
Kuwait Report 2015 65
Photo 85: Alsurra Model Sport Center.
IASLIM photo archives.
12.
Alsurra Model Sport Center
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.
Scheme 17: Basic information about
Alsurra Model Sport Center
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
The Public Authority
for Youth and Sports
Facilities Outdoor pitches &
Playgrounds
Play house
Pitches
Playgrounds
Artificial turf
Synthetic floorings
Capacity
400 users and
visitors per day
Construction costs -
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
Alsurra Model Sport Center
Kuwait Report 2015 66
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.
12.3. Infrastructure
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.
Type of sport infrastructure
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.
Alsurra Model Sport Center
Kuwait Report 2015 67
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.
The information about finances, costs of
purchases, operations, maintenance and
salaries, were not available.
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.
Alsurra Model Sport Center
Kuwait Report 2015 68
12.7. MPSI Evaluation of the Alsurra
Model Sport Center
Scheme 18: MPSI Evaluation of the
Alsurra Model Sport Center
MPSI Evaluation of the Alsurra Model Sport
Center 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 sport center,
presentation from the management and
coaches and review of the documents.
The overall MPSI Evaluation is 71,15 % out
of possible standard MPSI Evaluation value,
which is 100,00 %. The overall evaluation
indicates »Highly sufficient fulfilment of
standards of sport and leisure
infrastructure investment and
management«.
Evaluation field »Status of the ownership
and operators of programmes and
infrastructure« is evaluated with 18,00 %
out of possible standard evaluation field
value, which is 20,00 %.
Evaluation field »Sustainable development«
is estimated at 11,40 % out of possible
standard evaluation field value, which is
20%.
Evaluation field »Socio - economic
development / Sport industry« is estimated
at 10,15 % out of possible standard
evaluation field value, which is 15 %.
Evaluation field »Programs« is estimated at
8,40 % out of possible standard evaluation
field value, which is 15 %.
Evaluation field »Infrastructure« is
estimated at 12,20 % out of possible
standard evaluation field value, which is 15
%.
Evaluation field »Management« is
estimated at 11,00 % out of possible
standard evaluation field value, which is 15
%.
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
Standards of sport and leisure infrastructure investment and management
MPSI Evaluation
Alsurra Model Sport Center MPSI Standard Indicators
Alsurra Model Sport Center
Kuwait Report 2015 69
Scheme 19: MPSI Evaluation Standard
Indicators (black) in comparison with MPSI
Evaluation Indicators for Alsurra Model
Sport Center (red)
1.0
Status of the owners and
operators of programs
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
Technical documentation 4,00
3,00
2.0
Sustainable development 20 %
11,4 %
2.1 Environmental impact
4,00
2,00
2.2
Natural sources
consumption
4,00
2,00
2.3
Natural environment
sustainable development
3,00
1,00
2.4
Built/urban environment
sustainable development
3,00
2,00
2.5
Local community
sustainable development
3,00
2,00
2.6
Programme sustainable
development
1,50
1,20
2.5
Infrastructure sustainable
development
1,50
1,20
3.0
Socio-economic
development / Sport
industry
15 %
10,15%
3.1
Local community socio-
economic development
3,00
2,50
3.2
Regional community
socio-economic
development
1,00
0,50
3.3
National socio-economic
development
1,00
0,80
3.4
Innovations
0,60
0,40
3.5
Economic added value
0,60
0,50
3.6
Working places / jobs
0,60
0,30
3.7
Maximising efficiency of
investment in sport
infrastructure
0,60
0,50
3.8
Competitiveness of
sport related industries
0,60
0,50
3.9
Demand for sports and
recreational activities
and related goods
0,60
0,50
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
0,40
3.14
Event industry
0,60
0,10
3.15 Sport clubs and
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
Financial and insurance
services
0,50
0,45
3.20
Other economic sectors 0,50
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
Alsurra Model Sport Center
Kuwait Report 2015 70
of programs and
services
4.3
Quality of programs
and services
0,80
0,40
4.4
Competitiveness of
programs and services
0,80
0,70
4.5
Accessibility of
programs and services
0,80
0,70
4.6
Safety of programs
and services
0,80
0,70
4.7
Pre-school programs 0,30
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
Programs for disabled
people
0,30
0,05
4.13
Programs for elderly
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
Education and training
programs, conferences
0,30
0,15
4.21
Tourist programs
0,30
0,05
4.22
Bars and restaurants /
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
Professional athletes 0,20
0,00
4.261
Visitors / spectators /
event participants /
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
Development of local
urban infrastructure
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
Alsurra Model Sport Center
Kuwait Report 2015 71
5.6
Safety
of infrastructure
0,80
0,70
5.7 Location
0,60
0,50
5.8
Type of facility or areas
0,60
0,50
5.9 Architecture
0,60
0,50
5.10
Technical and
technological systems
0,60
0,55
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
0,15
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
Natural air treatment
systems
0,20
0,15
5.24
Heating systems and
indoor air treatment
technologies
0,20
0,15
5.25
Water treatment
technologies
0,20
0,15
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 %
11 %
6.1
System of management
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,
business planning and
control
0,80
0,30
6.8
Health and safety
management
1,00
0,80
6.9 Quality and costs
efficient operations
0,80
0,60
6.10
Quality and costs
efficient maintenance
0,80
0,70
6.11
Sustainable funding /
financial sources /
incomes
0,80
0,70
6.12
Costs of operations and
maintenance
0,80
0,70
6.13
Effective operation and
maintenance of
facilities
0,80
0,70
Alsurra Model Sport Center
Kuwait Report 2015 72
6.14
Effective operation and
maintenance of
technological systems
0,80
0,70
12.8. Recommendations
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«.
The Public Authority for Youth and Sports
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
of natural resources and make water supply
system, energy supply system, traffic
system and other technological systems
more efficient.
The Public Authority for Youth and Sports
and the management will continue to
develop new innovative programs and
services in cooperation with experts and
consultants. These programs will have
impact on socio-economic development of
the City, the growth of Kuwaiti sport
industry and creation of new jobs.
The management must constantly improve
their professional skils and have permanent
professional training.
Alsurra Model Sport Center
Kuwait Report 2015 73
Photo 91: Kazma Sporting Club Center.
IASLIM photo archives.
13.
Kazma Sporting Club Center
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.
Scheme 20: Basic information about
Kazma Sporting Club Center
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
Kazma Sporting Club Center
Kuwait Report 2015 74
Capacity
Over 1 million users
and visitors per year
Construction costs -
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.
The Public Authority for Youth and Sports
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.
13.3. Infrastructure
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.
Kazma Sporting Club Center
Kuwait Report 2015 75
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.
Communication equipment and score
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.
Kazma Sporting Club Center
Kuwait Report 2015 76
Photo 97: The Kazma stadium stands.
IASLIM photo archives.
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.
Kazma Sporting Club Center
Kuwait Report 2015 77
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.
IASLIM photo archives.
Sport centers have sport halls for various indoor ball games: basketball, handball, volleyball, gymnastics, futsal, tennis and
other sports and programs.
13.4. Management
The Public Authority for Youth and Sports
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.
The information about finances, costs of
purchases, operations, maintenance and
salaries, were not available.
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.
Kazma Sporting Club Center
Kuwait Report 2015 78
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
meetings at The Public Authority for Youth
and Sports, the visit of the center,
presentation from the management and
review of the documents.
The overall MPSI Evaluation is 61,15 % out
of possible standard MPSI Evaluation value,
which is 100,00 %. The overall evaluation
indicate »Highly sufficient fulfilment of
standards of sport and leisure
infrastructure investment and
management«.
Evaluation field »Status of the ownership
and operators of programmes and
infrastructure« is evaluated with 18,00 %
out of possible standard evaluation field
value, which is 20,00 %.
Evaluation field »Sustainable development«
is estimated at 8,50 % out of possible
standard evaluation field value, which is
20%.
Evaluation field »Socio - economic
development / Sport industry« is estimated
at 8,20 % out of possible standard
evaluation field value, which is 15 %.
Evaluation field »Programs« is estimated at
7,20 % out of possible standard evaluation
field value, which is 15 %.
Evaluation field »Infrastructure« is
estimated at 10,65 % out of possible
standard evaluation field value, which is 15
%.
Evaluation field »Management« is
estimated at 8,60 % out of possible
standard evaluation field value, which is 15
%.
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
Standards of sport and leisure infrastructure investment and management
MPSI Evaluation
Kazma Club Sport Center MPSI Standard Indicators
Kazma Sporting Club Center
Kuwait Report 2015 79
Scheme 22: MPSI Evaluation Standard
Indicators (black) in comparison with MPSI
Evaluation Indicators for the Kazma Club
Sport Center (red)
1.0
Status of the owners and
operators of programs
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
Technical documentation 4,00
3,00
2.0
Sustainable development 20 %
8,50 %
2.1 Environmental impact
4,00
1,50
2.2
Natural sources
consumption
4,00
1,50
2.3
Natural environment
sustainable development
3,00
1,00
2.4
Built/urban environment
sustainable development
3,00
1,50
2.5
Local community
sustainable development
3,00
1,00
2.6
Programme sustainable
development
1,50
1,00
2.5
Infrastructure sustainable
development
1,50
1,00
3.0
Socio-economic
development / Sport
industry
15 %
8,20 %
3.1
Local community socio-
economic development
3,00
1,50
3.2
Regional community
socio-economic
development
1,00
1,00
3.3
National socio-economic
development
1,00
0,80
3.4
Innovations
0,60
0,20
3.5
Economic added value
0,60
0,30
3.6
Working places / jobs
0,60
0,30
3.7
Maximising efficiency of
investment in sport
infrastructure
0,60
0,30
3.8
Competitiveness of
sport related industries
0,60
0,40
3.9
Demand for sports and
recreational activities
and related goods
0,60
0,40
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
0,40
3.14
Event industry
0,60
0,10
3.15 Sport clubs and
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
Financial and insurance
services
0,50
0,25
3.20
Other economic sectors 0,50
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
Kazma Sporting Club Center
Kuwait Report 2015 80
of programs and
services
4.3
Quality of programs
and services
0,80
0,40
4.4
Competitiveness of
programs and services
0,80
0,60
4.5
Accessibility of
programs and services
0,80
0,60
4.6
Safety of programs
and services
0,80
0,70
4.7
Pre-school programs 0,30
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
Programs for disabled
people
0,30
0,05
4.13
Programs for elderly
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
Education and training
programs, conferences
0,30
0,10
4.21
Tourist programs
0,30
0,05
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
0,10
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
Professional athletes 0,20
0,05
4.261
Visitors / spectators /
event participants /
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
Development of local
urban infrastructure
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
Kazma Sporting Club Center
Kuwait Report 2015 81
5.6
Safety
of infrastructure
0,80
0,70
5.7 Location
0,60
0,50
5.8
Type of facility or areas
0,60
0,50
5.9 Architecture
0,60
0,50
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
0,15
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
Natural air treatment
systems
0,20
0,10
5.24
Heating systems and
indoor air treatment
technologies
0,20
0,15
5.25
Water treatment
technologies
0,20
0,10
5.26
Hazardous substances
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
System of management
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,
business planning and
control
0,80
0,20
6.8
Health and safety
management
1,00
0,60
6.9 Quality and costs
efficient operations
0,80
0,60
6.10
Quality and costs
efficient maintenance
0,80
0,60
6.11
Sustainable funding /
financial sources /
incomes
0,80
0,60
6.12
Costs of operations and
maintenance
0,80
0,60
6.13
Effective operation and
maintenance of
facilities
0,80
0,60
Kazma Sporting Club Center
Kuwait Report 2015 82
6.14
Effective operation and
maintenance of
technological systems
0,80
0,60
13.8. Recommendations
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«.
The Public Authority for Youth and Sports,
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 consuption
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.
The Public Authority for Youth and Sports
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.
The Public Authority for Youth and Sports
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.
Kazma Sporting Club Center