The Transformation of the National History Museum in AlbaniaRecommendations and Proposed Next Steps by the Advisory Board
Table of ContentsBackground Information............................................................................................................................7 Establishment of International Scientific Advisory Board (AB) for NHM..............................8 Documentation and Reporting.....................................................................................................10Recommendations of the Advisory Board............................................................................................12 List of recommendations................................................................................................................12 Further discussion on the refurbishment of the entrance hall.................................................15 Further discussion on collections management........................................................................15 Refurbishment of exhibition.........................................................................................................16 Restructuring management and enhancing the capacities of human resources...................18 Starting a communication and fund-raising plan......................................................................21 Development of NHM policies.....................................................................................................22Annex: Approved minutes and recommendations of the Advisory Board meetings....................23 Minutes of the 1st Advisory Board session, 03 July 2009...........................................................24 Summary note by the chair of the first meeting of the Advisory Board, 03 July 2009.........33 Minutes of the 2nd Advisory Board session, 07-08 September 2009........................................36 Conclusions and Recommendations of the 2nd session of the Advisory Board, 07-08 September 2009.....................................................................................................................43 Minutes of the 3rd Advisory Board session, 24-25 November 2009.........................................45 Ad-hoc Conclusions and Recommendations based on the Asbestos and Seismic/Structural assessments, February 2010..........................................................................................................53
Back ground Inform ation 7 Background InformationA lbania has been described as the last secret of Europe. Almost unknown internationally, its richand diverse cultural heritage is undervalued within The Joint Programme “Culture and Heritage for Social and Economic Development” (CHSED) was primarily designed to achieve outcomes derived from thethe country, much of it having been suppressed or national priorities of Albania that are consistent withneglected during the long years of isolation. Today’s the Millennium Development Goals and the One UNreality is very different: two current, and three potential, programme, approved by the Albanian GovernmentUNESCO World Heritage Sites are complemented in October 2007. Sectoral priorities for culture andby extremely valuable intangible cultural heritage, culture-related issues in Albania focus predominantlywhich testify to the meeting of different peoples and on rehabilitating cultural monuments, with acivilizations, and a history of harmonious coexistence secondary priority for leveraging Albania’s culture asover nearly three millennia. a tourist attraction. Joint programme outcomes were designed to expand these two concerns to meet widerThis peaceful multicultural coexistence presents development objectives.Albania with a unique opportunity: to utilize its cultureas an instrument in shaping its new national identity, As the lead agency in charge of culture in Albania, theas its government, economy and people move away Ministry of Tourism, Culture, Youth and Sports is thefrom isolation to a greater participation on the world’s primary implementing partner for this joint programmestage. This identity is central to social and economic of activities between UNDP and UNESCO. Otherrenewal and growth, both at home and abroad. As the national government bodies, such as the Primeimage of Albania returns to a more stable and positive Minister’s Office, the Ministry of Foreign Affairs,one, Albania’s diverse heritage can be exploited for the Ministry of Education, the Institute of Culturalnot just social and economic development, but for Monuments and the National Tourism Organization,human development as well. However, fundamental are involved as implementing partners. Other actors,changes still need to occur at all levels of government such as civil society organizations, universities,and society for Albania’s new national identity to municipalities and the private sector, also contributebe recognized as interrelated with culture. Most towards the achievement of these joint programmeimportantly, there is a lack of awareness of how culture outcomes.can be used as a tool for sustainable development,and conversely, how such development can be used The Joint Programme was built upon five achievableas a catalyst for culture. results, and based on national, sub-national and sectoral priorities for culture and development: Achieve a transparent and accountable government, developing and implementing effective national policies 1. on culture and cultural-related issues Create an enabling environment to ensure people’s access to cultural heritage and participation in cultural 2. heritage decision-making at the local, regional and national levels Increase capacities to manage, preserve and present cultural heritage and cultural industries in an efficient, 3. transparent, accountable and equitable manner Assure an increased role of cultural heritage in social and economic opportunities and in engaging community 4. participation in regional and local development strategies Promote an increased awareness of Albania’s cultural heritage internationally as a means to promote cultural 5. understanding and religious tolerance
8The flagship activity for the CHSED Joint Programme the support of an international museum expert, whowill be the transformation of the National History would provide documentation and elaborate reportsMuseum in Tirana into a modern cultural institution. on the major issues surrounding the NHM to furtherOne key activity to this is to: the discussions and decisions of the Advisory Board. The Joint Programme Management Team has also“Establish a management and governance structure contributed its support to these vital processes. Thisfor a “world-class” National History Museum” (Activity final report, prepared by the museum expert, will2.1.1). summarize and elaborate on the major findings and recommendations of the Advisory Board, for use asIn order to accelerate progress on these two activities, a final decision-making tool by the Government ofthe Joint Programme has established an international Albania and the UN Agencies that are substantiallyAdvisory Board to lead the visioning and planning and financially accountable for the implementation ofprocesses on the National History Museum with the activities in the CHSED Joint Programme. Establishment of International Scientific Advisory Board (AB) for NHMW ithin the framework of the UN Joint Programme „Culture and Heritage for Social and EconomicDevelopment“, implemented by UNESCO and UNDP, initial period of 18 months starting from the date of its first meeting (03 July 2009). The rights and responsibilities of any other bodies or commissionsunder the authority of UNESCO, an International duly established under Albanian Law have remainedScientific Advisory Board of the National History unaffected.Museum of Tirana (NHM) was established for anThe tasks of the Scientific Advisory Board are: To develop a new concept for the National History Museum of Tirana, taking into consideration the wider 1. system of museums in Tirana and Albania; 2. To propose a comprehensive system of governance, management and financing for the NHM; 3. To propose a detailed room plan for the museum building, atrium and immediate vicinity; 4. To propose changes in the interior architecture and design of the NHM; To propose acquisitions of equipment to be made for conservation, presentation, management, safety and 5. security of the objects and exhibitions of the NHM; 6. To propose facilities, services, programmes , equipment and technology for visitor services in the NHM; To make any other recommendations or to provide advice related to the long-term development of the 7. NHM.The Advisory Board, while acting independently, National Commission for Museums. In its capacity,has completed its tasks in consultation with the the Advisory Board shall:Scientific Council of the NHM and the Albanian • Set up a time and work plan for the completion of its tasks • Define the criteria for any designs to be conducted • Approve the specifications with a view to calling for tenders • May be requested to take part in the evaluation of the submitted proposals and offers • Assist with the monitoring of the works • Approve of the works completed under its mandate.
Back ground Inform ation 9The Board is composed of 7 members serving in The term of office of the members is eighteen months,their personal capacity, five of them international and subject to extension or renewal. The membersexperts and two of them Albanian experts, one ex of the Board are chosen for their competence inofficio representative of UNESCO Office in Venice, the fields of museology, museum management,and one ex officio representative of the Ministry of history, archaeology, ethnography, museumTourism, Culture, Youth and Sports. The members of architecture, engineering, museum didactics orthe Board are appointed jointly by the United Nations heritage conservation management. The ChairmanResident Coordinator in Albania and the Director of of the Board, or a majority of its members, may inviteUNESCO Office in Venice, after consultation with the observers to attend a session of the Board, whenevernational authorities. he/they deem necessary.The members of the Advisory Board are: • Mr. Julien Anfruns, Director – General of ICOM, Paris, France • Mr. Fiorenzo Galli, Director – General, Museo Nazionale della Scienza e della Technologia, Milano, Italy • Mr. Ulrike Kretzschmar, Director of Exhibition Department, German Historical Museum (GHM), Berlin • Mr. Ilber Ortayli, President of the Topkapi Palace Museum, Istanbul, Turkey • Mr. Josef Ramoneda, Director of the Centre of Contemporary Culture, Barcelona, Spain • Mr. Luan Malltezi, Historian at the Centre of Albanology Studies, Tirana, Albania1 • Mr. Ilirian Gjipali, Head of ICOM, Tirana, Albania • Mr. Engelbert Ruoss, UNESCO representative (Ex officio) • Mr.Ols Lafe, MCTYS representative (Ex officio)Suggestions and recommendations of the Board on The Board adopts its Rules of Procedure by a majoritythe preparation of activities require a majority vote vote of at least five members, and any amendment orof present members. Decision and final approval will modification to these rules must be adopted under therequire the majority vote of all members of the Board. same conditions. The working language of the Advi-The required quorum for the holding of a session is 4 sory Board is English.voting members. Upon taking up their duties and for the duration of theirThe Board will convene in ordinary session every four term of office, the members of the Advisory Boardmonths. Extraordinary sessions will be organized if may not be personally involved in expert evaluationsrequired by the chairman or a majority of the members or the submission of tenders and applications relatedof the Board. The request for an extraordinary session to the projects for the reconfiguration of the Nationalhas to be made to the Secretariat, which has to History Museum. They may not issue any statementfollow the request. The Secretariat shall set dates of or press release without the prior authorization of thethe session in consultation with the members of the Chairman of the Board and shall be subject to theboard. Invitations to the sessions must be sent by the obligations of reserve incumbent on them by reasonSecretariat in writing (e-mail or regular mail) no less of their functions.than six weeks before the first day of the session.The Advisory Board may also convene and take Between sessions of the Advisory Board, ad-hocdecisions through telephone or video conferences. groups and individual missions of the Members ofRegulations concerning the dates and invitations are the Advisory Board can be established at the requestthe same as for physical meetings. The Secretariat of of the Chairman in order to respond to emergencythe Board is ensured by the UNESCO Office in Venice or specific needs of the project. These groups andin cooperation with the Coordinator of the UN Joint members on mission must submit written reports toProgramme. UNESCO, with a copy to the Chairman of the Board no later than two weeks before the regular sessions.1 As Mr. Luan Malltezi was appointed to be the new Director of the NHM in November 2009, Mrs. Valentina Duka, Historian,has replaced him in his capacities on the Advisory Board.
10During their terms of office, the members of the those coming outside of Tirana, UNESCO will coverAdvisory Board will not receive any fees or other the cost of DSA (Daily Subsistence Allowance) andfinancial benefit from the Programme. During pre-paid round plane tickets according to UNESCOordinary and extraordinary sessions of the board, rules and regulations for official travels on mission.or ad hoc missions of individual members, only for Documentation and Reporting rom June to December 2009, several reportsF on the reorganization of the National HistoryMuseum in Tirana, Albania were commissioned by The work undertaken so far for achieving the above- mentioned goal was related to acquiring a full picture of the existing situation, identifying the most importantUNESCO Venice Office in the context of the MDG-F needs and gaps, and providing concrete suggestionsUN Joint Programme “Culture and Heritage for Social for improvement. All of this information was thenand Economic Development”. These reports address presented to the Advisory Board for this activity, tothe Joint Programme’s flagship activity in Albania to further their discussions and recommendations totransform the National History Museum in Tirana into the Government of Albania.a modern cultural institution.Five reports have resulted from this endeavor: 1. Background Study on the National History Museum in Tirana, Albania 2. Needs Assessment on the National History Musem in Tirana, Albania 3. Suggestion on a New Governance and Management Structure for the National History Museum of Albania 4. Concept framework suggestion for the reorganization of the NHM The Transformation of the National History Museum: Recommendations and Proposed Next Steps of the 5. Advisory Board (this report)The Background Study was prepared by a locally- mid- and long-term goals, taking into considerationbased UNESCO Consultant, which presented the not only urgency, but also feasibility.legal and operational status of the museum, andenabled the identification and assessment of needs In relation to the lack of visitors surveys identifiedfor improvement. in the Needs Assessment, a questionnaire was prepared by UNESCO staff and was distributedThe Needs Assessment aimed in identifying the to NHM visitors. The aim of the survey was toparticular areas in which the activity of NHM should contribute to the identification of target groups amongbe redefined or expanded, according to international visitors, and opinion-polling for the NHM permanentmuseum standards and best practices. It was assessed exhibition, institutional image and activities. The datathat such areas of activity were museum management has not been statistically elaborated and interpreted(financial and human resources management, to date, but it is estimated that this will be a valuableincluding a redefinition of the museum’s mission), tool for audience development and for restructuringcollection management in a wide sense of the term the museum’s overall concept.(including security, conservation, documentation),the museum’s public-oriented activities (exhibitions, A prioritization of areas of action derived from theeducation, events), visitor services (café, shop). Needs Assessment, namely conservation, securitySome priorities were set for restructuring, as short-, and exhibition, and the outlines of three respective operational plans were submitted for future reference,
Back ground Inform ation 11in the development of full operational plans. materials must be avoided.The report on Governance and Management focused With regards to the seismic and structuralon suggestions for alteration of the Statutes of the investigations, the Contractor hired by UNDP hasNational History Museum, which would enable the preliminarily determined that it appears no evaluationmuseum to expand its vision, engage the public further of seismic forces was undertaken in the original designin its activities, enhance its public accountability of the building. It was discovered that the Museum wasand find a more functional and effective method actually built structurally as four separate blocks, andof managing its existing and potential human and that the existing space between blocks is insufficientfinancial resources. to compensate for seismic effects (it should be ≈ 40cm, not 5cm as built). The Contractor concludedIn addition to its recommendations on NHM that the existing structural system of the Museum isGovernance and Management, the Advisory very weak in both orthogonal directions and doesn’tBoard of the National History Museum submitted have the capacity to control the expected earthquakerecommendations to MoTCYS for adjusting the forces; the structural system is very vulnerablelegal provisions in ways which would enable the and, in case of a moderate earthquake, significantsuggestions on governance and management to be damage to all non-structural elements, facades andimplemented. some structural elements is expected. For a strong or expected design earthquake with a magnitudeSuggestions were also submitted as regards the greater than 5.5, partial or complete collapse of themuseum’s overall concept. The reorganization of structural elements, fragments or entire structural unitthe NHM institutional concept covers many functions may occur. It was therefore strongly recommendedand areas of activity which relate to the redefined that structural upgrades applying to Eurocode 8NHM mission statement: networking, categorization will lead to a safer building seismically in its futureof collections, education, entertainment, visitor serviceability.experience, communication, refurbishment of thepermanent exhibition, and fund-raising. Further, from the desktop exercise and the visual inspections it is clearly evident that a number ofIn parallel to re-conceptualizing the museum, minor damages exist in the building; however, thesespecialized companies were commissioned to are considered to be non-structural in nature and canexamine the adequacy of the NHM’s structure be repaired through relatively minor maintenanceand infrastructure, as regards the assessment interventions. The assessment also revealed thatand management of asbestos findings, and the the main building structure itself appears to be inassessment of the building’s statics and anti-seismic a sound condition and does not foresee any majorpotential. Representatives of the Company contracted interventions, other than those strengtheningby UNDP on the asbestos situation have confirmed measures required for compliance with Eurocodethe presence of asbestos in the NHM building, as in 8. However, some of the structural elements for themost of the buildings in the world. One of the most basic services of the building were not functioningimportant findings is that there is no asbestos in the (e.g. no fire alarm or fire-fighting system), whilstprimary structure of the building, but rather in its others were functional to a varying degree, butsecondary structures. This includes but is not limited considered as being not fit for purpose.to a storeroom, various parts of display cases, pipingin the basement, and sealant on boiler plates and lab The findings of these two sets of studies allow us toequipment. It is recommended by the Company that assume that the building’s condition may not severelythe material should either be removed professionally, delay or impede the implementation of the museum’sor closed off so as to remain undisturbed and re-conceptualization and refurbishment, if it is doneinaccessible. There was confirmed to be no asbestos in phases and with proper long-term planning. Soundpresence in either the entrance hall or the auditorium project planning for the Museum is particularlyof the Museum. Asbestos management should be important to ensure that duplication of effort andstructured in a phased approach and planned to go wastage of resources does not occur. It must alsoas far as reasonably practicable. Refurbishments to be considered that if works are to be implemented inthe building can progress as required but reference phases, that the first phase for each building serviceshould be made to the report as necessary. Any will necessarily have to include the central plantdisturbance of the identified asbestos containing
12and equipment necessary even if the service ducts, was strongly recommended that priority be given topipelines etc, are renovated to match the programme essential safety measures related to the provision ofof structural improvement works. But irrespective fire detection, escape and protection facilities, whichof any phased programme of implementation, it are currently not in place at the museum. Recommendations of the Advisory BoardB ased upon the results of the above studies, the information contained within the four reports of the consultants, and their own observations during the meetings, the Advisory Board has recommendeda series of future steps of action for the National History Museum in order to transform it into a moderncultural institution operating at international museum standards. The following list of recommendations of theAdvisory Board is a summarized version of all recommendations from the meetings and can be found in theiroriginal format in the annex to this report. Some of the most important recommendations are then discussedin greater detail in the sections following this list.1. A new, long-term framework, strategy and vision for the Museum should be elaborated. This strategy should include a multi-year action plan for the transformation of the Museum that includes both the “hard” and “soft” actions to be undertaken. The focus of the reconceptualization of the Museum should be on visitors, rather than scientists, and a new flexible and modern museum building concept needs to be elaborated by architects taking into account the visitors flow. The results of the emergency investigations (asbestos, seismic, structural) need to be taken into account in this strategy and action plan. The planning of management and governance as well as infrastructural measures will have to run in parallel due to their interdependence on one another.2. A mission statement for the Museum should be formally elaborated and included in the long-term strategy that focuses on a broad understanding of history, an emphasis on the entertainment, educative and communicative roles of the museum, expresses itself in first-person “we”, and reflects the relationship of the NHM with other museums and archaeological parks in Albania. Adopt a new mission statement such as below will reduce the political and personal influences on the Museum. The endorsed suggestion by the Advisory Board for this mission statement is: “In the National History Museum, we aim to foster understanding and appreciation of the history of Albania diachronically, and of the role of Albania in world history, to local, national and international audiences. We encourage dialogue with and among all Albanian citizens on the past, present and future of the country. To this purpose, we acquire, conserve and research tangible and intangible evidence of the historical and cultural heritage of Albania, which we communicate and exhibit by stimulating education and entertainment. We take active part in national and international cultural networks and we organize activities which promote our vision and mission”.3. The roles and responsibilities of governance bodies need to be redefined. The governing bodies should assume more active and regular role in guiding, supervising and promoting the Museum, and their membership should be comprised of individuals with management expertise and international experience. The Scientific Advisory Board should be charged only with policy-related and strategic planning tasks, and the Executive Board with supporting the implementation of the Strategy through work plans. International members should be invited to join their meetings as external members and provide their international expertise and support to NHM; this is a crucial factor. The Ministry may also consider combining the two bodies into one.4. A new organizational chart should be elaborated for the Museum that is target-oriented and describes key staff competences (such as museologist, scientific coordinator, Deputy Director, IT, museums pedagogic,
Recom m en dat ion s of th e A d v is ory Bo ard 13 etc.). A human resources strategy should be then elaborated that is coherent with the mandate and goals/objectives of the Museum, is complete with staff planning and job descriptions, and corresponds to that of a modern museum, without being restricted to present legal or financial situations. More evidence should be given the new organizational chart to education, entertainment and international cooperation by adding supplemental competences. It is also advised to outsource activities which are not strategic and to merge safety and maintenance of premises into one position. The final proposal of the new management structure can be found in the document, “Suggestion on a New Governance and Management Structure for the National History Museum of Albania”.5. Establish a roadmap for the transformation of the existing organizational chart into the new chart. Efforts should be undertaken to help improve the capacity of staff to better fit to the suggested new NHM organizational structure. Needs mentioned in that context were English language abilities, fundraising and project proposal design/writing. Such activities could be supported under the communication plan and capacity building. Museum staff could be taken on field visits to see examples of best practice.6. A public relations process by the management and staff of the Museum should be pursued in order to build up a joint and coherent image for the Museum. Incentives should be made available to enhance the number and quality of initiatives taken by the Museum (e.g. funding mechanisms). To this same end partnerships should be established or improved on national and international levels.7. Relevant laws and regulations should be revised according to the new strategy approved for the Museum. This includes adjusting the legal framework to international conventions and new laws adopted by Albania (Chapter I-IV), increasing the flexibility of financing of Public Museums (Art. 19), and delegating the authority of reusing the revenues of the Museums (Art.20) for the latter to create incentives/means to enter into co-funding activities for public museums. Adjust the decision No. 775 to the new philosophy of museums and include experts in the field of museology to sit in the Scientific Committee of Museums.8. The museum staff should be permanently involved into all NHM activities implemented by the MDG-F project and be enabled and encouraged to contribute to the development of concepts and their subsequent implementation.9. Recommends that the concept framework should be established before deciding any measures and based on the information contained within the four reports produced by the UNESCO consultants and the two studies commissioned by UNDP. Priority could also be given to the courtyard with conceptualization of the restaurant and shop. Original architects and technicians of the Museum should be invited if possible to discussions on room allocation. Work plans related to the main fields identified in the concept framework should be elaborated. The following issues are to be included into the concept for the NHM: • National museum framework / network • Education of museums in Albania • Entertainment • Categorization of the collections • Communication • Exhibit topics to be presented • International cooperation with public • Research into history, ethnography, relations and institutional cooperation socio-economic development of Albania • Visitor experience • Financial and fund-raising concepts10. The collections that are currently located in the basement should be moved to the upper floors and objects should be cleaned and made ready for presentation. The NHM should also translate the list of collections and objects by category so that steps can be taken to assist in the proper inventorying and digitalization of the collection. A collections concept should be defined based on historic periods and material separated by categories: Prehistory, Middle-age, Ethnography and Modern.
1411. The electricity transformer station in the building must be relocated immediately. Such a station should not be located in a publicly accessible building.12. The air conditioning system is not functioning and should be based on the new concept for the Museum. Until the location of collections, exhibitions service rooms, lab etc. is planned and approved, the system should not be installed. Furthermore, the running costs and maintenance for the system have to be organized and guaranteed before the installation.13. The elevator is not functioning and needs to be reinstalled. This should be part of the new museum concept, allowing access to handicapped persons. According to the UNRC, there could be other funds available for this purpose, e.g. from UNDP’s social inclusion programme.14. The entrance hall should be visitor friendly and attract new visitors. It should link to other parts of the Museum, such as the gift shop, a restaurant, and exhibitions. It is considered an important part of the Museum and therefore gets high priority. An improved gift shop could bring further attraction and contribute to the Museums budget. The entrance hall combines content, architecture and communication and will give a high visibility to both the Museum and the JP.15. A security system does not exist in the Museum. The presence of a high number of staff in the badly visited exhibitions is costly and inefficient. The installation of a video surveillance system will reduce the number of security staff necessary, and create opportunities to use staff to reinforce other activities. The measure has therefore a high impact on the performance of the Museum. The activity is highly dependent on the planned exhibition concept. A first step could be the installation of a surveillance system and as a second step, the showcase “highlights” alarm system. This activity should also be combined with a training of responsible staff on security procedures and standards.16. A new lighting concept needs to be elaborated in connection with the new exhibitions concept.17. An emergency plan for the building itself should be focused on prior to issues relating to collections management. This recommendation is due in part to the fact that the collection cannot be moved anywhere for safekeeping during renovation. The emergency plan also needs to take into account the emergency exits and aesthetics of building.18. Interventions relating to the asbestos, seismic and statics issues need to be planned immediately before proceeding with visible works. Based on the recommendations of the statics assessment, the heavy objects on the second floor may need to be removed. The necessary steps to remove or contain the asbestos should be elaborated, bearing in mind the limited budget of this project activity; this can be done in phases, and physical works to the building may begin in areas where the asbestos is not present or will remain undisturbed. The extensive structural strengthening measures that are required to ensure the capacity of the building to withstand the effects of seismic action, and also to meet international norms and standards can be worked into a phased programme to offset the investment costs over a period of time. Final versions of the reports by the two companies should be translated into Albanian.19. The priority needs are to renovate the Museum entrance hall as well as other urgent measures, such as water supply, security and fire emergency systems. This will improve the visitor experience as well as enable the creation of new opportunities for revenue generation, allow for a flexible and dynamic use of the space during reconstruction efforts, and engage the general public more effectively than work in other areas of the museum. Work in the entrance hall could start immediately, as it is not directly affected by the necessary asbestos, seismic and statics interventions (which are very costly and need further fund-raising). Priority should also be given to essential safety measures related to the provision of fire detection and escape and protection facilities, which are currently not in place at the museum. The priorities on safety should be a cost-sharing activity with the Government of Albania.
Recom m en dat ion s of th e A d v is ory Bo ard 1520. An internal communication plan for staff training and capacity building for the work of the AB to be communicated to the public, Government, media, etc, should be developed.21. The question whether the NHM should remain a Historical Museum or change into a National Museum (including aspects like ethnography) requires a strategic decision by the government.22. At the start of 2010, a series of symposia on Albanian history should be organized with the participation of the well-known Albanian and international historians.23. As the final decision on how to proceed remains with the Government of Albania, it is recommended to move the decision processes forward quickly so as not to lose any funding currently available under the MDG-F Joint Programme. A clear commitment from the Government is needed for change to occur. Further discussion on the refurbishment of the entrance hallT he refurbishment of the entrance hall has been recommended by the Advisory Board as a short-term priority as it is a visible activity that would needed, and develop the content of the audio guide at a later stage.quickly have a clear impact on the overall image and When the refurbishment of the space is implemented,functionality of the museum. It has been assessed as the management of the café and shop could bean essential first step for improving the institutional externalized. It would be strongly recommended toimage of the museum in relation to its redefined, more avoid managing these two visitor services on ownpublic-oriented mission. Visitor services provided in staff resources at first and externalizing them at a laterthis space will be a café and shop, as well as the stage, in order to prevent confusion in the museum’sticket-issuing, audio guide and guard robe services. management structure at a time of overall restructuringAlthough the need for audio guides is rather long and re-conceptualization. As for the staff engaged interm, in relation to a future refurbished permanent visitor services directly managed by the museum,exhibition, it would be preferable to include this namely ticket-issuing, cloakroom and, eventually,service already in the design of the hall. In fact, it the rental of audio guides, some training should takewould be feasible to acquire the relevant necessary place as a final stage of this work package, in order toequipment at the same time with the other equipment enhance their ability of welcoming and serving visitors. Further discussion on collections managementC ollections management includes the re- arrangement of the categorization of NHMcollections, their full inventorying (including numbering report, and relevant recommendations of the Adviso- ry Board have been submitted. Moreover, outlines of operational plans on conservation and security for theon the items), documentation, storage, conservation NHM have provided concrete suggestions regarding(preventive and, when necessary, corrective), and the actions and equipment that would be necessarysecurity. for the conservation and security of the museum’s artifacts. The document on NHM governance andThe need for restructuring collections management management additionally includes suggestions onin the NHM has been identified in the needs assess- the staff necessary for collections management andment. Suggestions regarding the categorization of their respective responsibilities.collections have been provided in the NHM concept
16A study on the overall reallocation of space in the be included in the operational plan for conservationmuseum could be seen as part of this work package. (the respective outline includes mentions to theAccording to this study, suggestions would be provided equipment required for the preventive conservationon allocating space required for new functions of the of objects on storage). In parallel, adequate areasmuseum: a security cabin, a storage area, a room should be allocated for storage and security purposesfor educational programmes, a room for temporary in the building (storage rooms, security cabin), takingexhibitions, and space for events on rent. Obviously, into consideration some restrictions to which mentionreallocation of space is not only connected with the has already been made (adequacy of environmentalmanagement of the collections, but with most of the and security conditions of storage areas, location ofareas of activity of the museum. However, this study security cabin in proximity to the exhibition).could be done early enough in the year, as part ofthe work undertaken for refurbishing collections When the Advisory Board has submitted its relevantmanagement, provided that there is a general recommendations to the Ministry, and providedagreement on not allocating additional space to the that the Ministry has taken the relevant decisionspermanent exhibition (according to what has been and administrative actions for accepting thementioned in the Needs Assessment and suggested recommendations, the acquisition of the necessaryin the Concept report). If, on the contrary, it is equipment for security, preventive conservation andconsidered as preferable to expand the area covered storage can be tendered.by the permanent exhibition, the study on reallocationof space should be done at a later stage, in relation On the acquisition of the relevant equipment, someto the development of the refurbished permanent work should be required for refurbishing the spacesexhibition, with all delays that this postponement designated for security and storage purposes.may introduce to the refurbishment of collectionsmanagement. Last and not least, the staff engaged in security and preventive conservation should be trained on howIn order to proceed to the implementation of activities to use the new equipment. Further training relatedrelated to collection management, the operational to integrated security and conservation plans isplans on security and conservation should be mentioned in the chapter on the staff training anddeveloped, including the Terms of Reference for capacity-building. Additionally, staff engaged in thethe refurbishing work which will be required and the inventorying and documentation of the collectionsrelevant equipment that should be purchased. In should also be trained – again, the subject is moreparticular, the Terms of Reference on storage could thoroughly dealt with in the chapter on staff training. Further discussion on the organization of the permanent exhibitionT he report on the Concept framework suggestion for the reorganization of the National HistoricMuseum included suggestions on a new thematic of the exhibition in the NHM Overall Concept report. The focus of the NHM should be on history.concept for the permanent exhibition, with enhanced This idea was discussed further during the meetingcommunicative potential, and on a general framework of 9/ 12/ 2009 with the Director of NHM. It has beenfor topics to be exhibited. argued that historical exhibitions do not need to be object-oriented, and instead artifacts displayed couldA working group on issues relating to the NHM was highlight their historical context, with a selectiveconvened in late October 2009 by the Ministry of approach taken regarding artifacts to be included onCulture, Tourism, Youth and Sports with a group of display and the ones to remain on storage. It hasAlbanian historians. As shared by the NHM Director also suggested that exposure of stakeholderswith the AB, all of the historians/researchers present at to examples of other such exhibitions would bethis meeting seemed to be in agreement with the coreidea of the suggestions provided on the refurbishment helpful.
Recom m en dat ion s of th e A d v is ory Bo ard 17In accordance with the conclusions of the meeting of ideally, this operational plan should be developed atthe Albanian historians and the recommendations of a stage when the development work and researchthe Advisory Board, an international debate is being of the interdisciplinary team has progressed enoughorganized by the Joint Programme to take place to provide adequate information and useful details,around May 2010regarding the role of the NHM and but not too far (before entering the stage of acquiringhow Albania’s history should be presented. This reproduction rights, for certain, so that time, effortshould be the first in a series of public consultations and money is not “wasted in the wrong direction”).in which Albanian history is publicly discussed anddebated, so that a consensus will eventually emerge The operational plan on the permanent exhibitionon what the official overall concept of NHM should look should be detailed enough to provide, or ideally evenlike. These debates can take place simultaneously include, the Terms of Reference for all the futureduring the implementation of physical works in non- steps regarding its implementation: therefore, it wouldexhibition areas, such as the entrance hall and the be feasible to directly enter, upon its endorsementcourtyard. by the AB and approval by the MoTCYS, into public procurement procedures (eg architecturalIn parallel, an interdisciplinary team should be company, acquisition of showcases, development offormed, to work on the exhibition development, audiovisuals’ software, acquisition of audiovisuals’ideally including both members of NHM staff and hardware etc). The operational plan on exhibitionsexternal experts. The Advisory Board could provide should be based on the Concept frameworkthe MoTCYS with recommendations on the key suggestion for the reorganization of the NHM. Thedisciplines that should be included in the team. operational plan would therefore create a consensusThe team should have a clear structure on who is around its main points and further detail concreteresponsible for what, facilitating the collaboration actions, timelines and costing of interventions.between different disciplines, and a team leader. It is estimated that the finalization of the NHM conceptMaking use of the practical experience in developing may take several months and the public discussionshistoric exhibitions, it is estimated that the research and consensus building might be very time consuming,on iconographic material and information to be finishing later than desired and not earlier than theincluded in the refurbished exhibition could be quite third/fourth quarters of 2010. This implies that the JPtime-consuming: in addition to the selection and CHSED could not be able to fully benefit from thepreparation of original artifacts to be included in the results of this discussion as its life span is limiteddisplay, initial stages of this preparation process to February 2011. This therefore is a risk of losinginclude research for identification of accompanying an opportunity to make use of available resources.visual and informative material (to be included in wall One possible way forward is for the MoTCYS, the JPpanels, audiovisual applications etc), selection of final and other stakeholders to set up an interdisciplinarymaterial to be included, request for reproduction rights team, institutionally tasked to take preliminary issueswhere applicable and digitization – not to mention the forward and work on NHM aspects delinked from thesteps for exhibition development which follow this ongoing discussions on the content of the exhibition.initial stage. Therefore, even if the discussion and This would ensure an optimal use of time and buildpublic debate on the exhibition’s content could be on- momentum for further activities in the NHM.going, the interdisciplinary team could start workingon these initial stages, perhaps on core subjects for Implementation of exhibition development couldwhich it is decided to include. then start in late 2010, and the new exhibition couldWhen the feedback is adequate and the reflection only be ready for inauguration in 2011. However, thestage more mature, an operational plan for the suggested plan for this work package includes all theexhibition should be developed, including a fully crucial decisions (including procurement procedures)detailed concept and the architectural design of in 2010.the envisaged exhibition. It should be noted that,
18 Further discussion on restructuring management and enhancing the capacities of human resourcesI n the light of the conclusions of the meeting of December 9, 2009 between the Director of NHMand UNESCO staff and consultants, future steps The implementation of the transitional chart could follow, according to which posts and roles would be attributed to existing and new staff members.on restructuring the management of the museumshould involve a gradual implementation of the Training of NHM staff has been identified in reportssuggested organization chart, to the extent that and recognized by the Advisory Board as an internalthis is administratively possible at the moment. part of the on-going efforts of the CHSED ProgrammeA transitional phase would preferably include a for capacity-building of the institution.“transitional” organization chart, in which no services It is not clear yet how many and which member of thewould be externalized, the attribution of posts to existing staff will form part of the envisaged improvedexisting staff, according to their qualifications, and management structure of the museum; it is not clearthe engagement of additional staff in specializations either how and when changes in personnel will occur,missing (such as museum education). according to the suggestions made, or which of thoseAdministrative obstacles implicating the implementa- suggestions could realistically be adopted in the shorttion of the suggestions provided on management in- term. A first step could be to train the existing staff,clude the fact that some of the functions suggested in and engage staff in some new functions, and at athe chart (such as education officers) do not exist in later stage the chart could be fully implemented.the provisions for specializations in the Albanian civil The “team” selected by the Director amongservice. Considerations have also been discussed existing staff, to work more closely regarding theabout how this chart could affect the management implementation of a new overall concept for thestructures of the other public museums in Albania. museum, could follow him in opportunities arisingAlthough the restructuring of NHM management to visit other museums in Europe, so that they getcould be an excellent opportunity for updating and acquainted with different museum management“modernizing” the relevant legal provisions for all practices, and updated on best practices and relevantmuseums, alternative ways can be explored in international standards.order to overcome administrative obstacles for It should also be mentioned that the conclusionsthe implementation of the chart individually for of the meeting undertaken with NHM staff indicateNHM: such alternatives could be to initially engage that they warmly welcome the opportunity to becontractual staff in the new functions for which there trained according to international standards andare no administrative provisions, or to employ them acquainted with practices applied in other museums,under a specialization already provisioned by law (eg also suggesting the idea of “museum twinning” forhired as archaeologists but working in educational coaching. They have expressed their wish to formprogrammes, hired as guards but working in visitor part of international museum networks, and theirservices). eagerness to enhance their skills and learn fromIn parallel to the identification of administrative the experience of other museums. They highlightedobstacles and, possibly, of ways to overcome on own initiative the fact that specialized additionalthem, including the creation of a transitional chart, staff may be needed, and indicated that the NHMthe meeting’s conclusions suggested for the NHM Statutes should be updated. They were indeed veryDirector to identify a team among existing staff for interested in a definition and overview of educationalcloser collaboration on the museum’s refurbishment. programmes in museums.At the same time, the Director of NHM, with the It looks like the NHM staff and Director wouldsupport of the MoTCYS and UNESCO, could identify welcome, as a start for staff training, the opportunitythe major gaps in missing specializations.
Recom m en dat ion s of th e A d v is ory Bo ard 19to attend training courses undertaken by UNESCO prioritization was made on the basis of which wouldstaff, making use of the ICOM museum training be the most urgent needs for the museum, and notmaterial. the fields where the staff would prefer to be trained on. The model is taken from an ICOM questionnaire,It has not been examined yet how the staff would from surveys conducted by UNESCO.self-prioritize their training needs. The followingThe degree of priority is specified from 1 to 12 (1 = most needed): Museology (12) Museum Management (6) Collection Management (3) Preventive Conservation (1) Education/Interpretation (5) Communication, including public relations and marketing (8) Documentation/Inventories (4) Exhibitions (7) Museum Security and Emergency Planning (2) Visitor Studies (10) Cultural Tourism (11) Fund raising (9)Additional training needs could be identified, such other skills would also be highly desirable, such asas more in-depth training on the management of the knowledge of foreign languages, and IT skills,financial and human resources, public relations and and it is not known yet which members of staff arecommunication. It should also be mentioned that, competent in these areas to some extent.according to the suggestions provided on management,Some considerations and suggestions are provided in relation to the training of staff: • It should be identified who would be trained on what: would all staff participate in all courses, or should specific groups be formed for the training on each subject? The Director, perhaps with the support of UNESCO staff and consultants, and after having checked the staff CVs, should “attribute” specializations to existing staff, identifying gaps as well (specializations totally missing). This would help to identify who would be trained on what. However, given their eagerness to be trained, and the great interest indicated on educational programmes, perhaps some or even all courses could be open to whomever staff member wants to attend, for the general information of all. • Assessment of the training needs and skills could take place before and after the training, including self-evaluation. • Following the assessment, and perhaps even in parallel to training, a “pilot” application of the new organization chart could be formulated and tried out, with any alterations that could be made to it for practical or other reasons. This could be made unofficially, before any changes to the Statutes take place. The point of the suggestion is to apply specializations and form small “groups” of existing staff according to the major functions indicated in the suggested chart, or any other chart that is decided upon. Some major gaps identified (eg on education) could perhaps be filled in, at this pilot stage, by contractual staff. • A plan should be formulated for “study trips” or even “museum coaching”, as has been suggested. It would be advisable that the museums – case studies are selected on the
20 basis of relevance of subject to the presentation of history, and/ or exhibition concepts which highlight the display of artifacts in a historical context, and/ or management methods applied which could act as an example of good practice. The potential of “museum coaching”, in particular, could be further explored in relation to available possibilities for coaching related to presentations, visits, peer education or short term internships. • Additionally, the potential could be explored for participation to other accredited museum training seminars, such as, to indicate one example which may not even be the most appropriate one, the International Baltic Museology School; this course operates under the auspices of ICOM-Europe and each year runs a week-long educational programme in English, focusing on one aspect of museum work. • Following what has been discussed in the meeting, it would be advisable to find ways in which members of staff could be encouraged to look for self-training opportunities through the internet. My own suggestion to them, to look at the ICOM, UNESCO, and museums websites for self-training, could take a more structured form - perhaps not so structured as to create “web-seminars”, but to give some more concrete directions on where to search for what, in a certain order. Of course, pre-requisites for this suggestion to materialize would be access to internet, and to read English or French. • In relation to the acquisition of equipment required for preventive conservation and security, specific training should take place, on the use of the equipment for routine and emergency procedures. • Some more specific training could perhaps help staff to reorganize the inventorying and documentation of artifacts. Following the general UNESCO training on the subject, it would perhaps make sense to focus on how inventorying and documentation could be re-organized in this specific museum.It would be preferable that all the opportunities for the training of the staff of other museums in Albania.training identified as viable to materialize should It is therefore suggested that NHM, as the head ofbe structured in a sequence that makes sense a future national museum network, could train thefor learning purposes, and not be based solely on staff of the other museums of the network, when theyopportunities which occur. This means that a certain are ready to do so, perhaps using the ICOM trainingsequence should be favored for training, perhaps material and course structure used by UNESCO incommencing with a theoretic introduction (UNESCO museum training. After all, in training museum staffcourse), then self-learning and experimentation (self- all over the world, the UNESCO Headquarters havelearning through the web), followed by more in-depth attempted to implement in the past this method oflearning (seminars on particular issues, visits to other training (the trained staff of one museum to train themuseums and museum coaching) and concluding other ones). This has not always been successful,with experimentation and practice (pilot application as the “trained museum” was sometimes reluctant toof chart in the museum). train the other ones; but in the case of NHM, there seems to be good potential for success due to theLast, it should be noted that the NHM Director and Director’s and staff’s declared eagerness to spreadstaff would wish that a training centre for museology the knowledge earned.would be established in the museum in due course, for
Recom m en dat ion s of th e A d v is ory Bo ard 21 Further discussion on how to start a communication and fund-raising planI n order to develop a plan on communication and fund-raising for 2010, it should be takeninto consideration that during that year the new by the NHM governance, could be implemented as an early step of the museum’s communication plan.“institutional image” of the museum will still be under Another early step for communication could bedevelopment: the museum would not be able to the creation of a website for the museum, in whichpromote yet a refurbished permanent exhibition and information should be provided in at least twothe accomplishment of its new mission statement languages (Albanian and English), and preferablythrough a range of public-oriented activities, but more (Italian as well, for instance). The website, in anrather the new mission statement itself and its will easy-to-navigate and visually appealing way, shouldand determination to reorganize its exhibition and all include as much information as possible on subjectsaspects of its institutional life. In other words, NHM such as the museum’s new mission statement andwould not be able to “sell” a “product” in 2010, but logo, collection highlights, procedures undertakenrather the “announcement of a forthcoming new for the exhibition’s refurbishment, a programmeproduct”. Of course, near the end of the year there of planned temporary exhibitions and events, asshould be, hopefully, some first tangible proofs of well as practical information for visitors. Visibilitythe museum’s new public-oriented mission, such of the fact that NHM is included in the activities ofas a renewed entrance hall including refurbished the CHSED Programme would be a positive factorvisitor services and, perhaps, some first educational for the museum’s institutional image at internationalprogrammes and/ or events related to audience level. The information available at the website shoulddevelopment. be regularly updated.In a symbolic declaration of its new institutional When it will have been decided which membersimage, NHM could create a new logo early in the year, of NHM staff would deal with the museum’sto accompany all communicative and fund-raising communication and fund-raising, a first importantactivities which would announce the museum’s task for these members of staff would be to createrefurbishment. a list or file of existing and potential contacts for communication and fund-raising. The list couldSome first visitor surveys have already taken place include contacts in the media, politicians, prominentin the museum, but the interpretation of the data figures of public life, companies potentially interestedin order to draw useful conclusions on audience for corporate donations or other collaboration,development and the refurbished exhibitions are experts, other museums, tour operators and more. Atexpected in early 2010. Throughout the year, the a future stage, in due course, it would be preferablesurvey could perhaps be repeated – with the same that there are two separate files for communicationquestionnaire or a different one, according to the and fund-raising (for example, contacts in the mediainitial survey’s assessment and whether the existing are purely for communication purposes, whereaspermanent exhibition is still accessible to visitors potential donors are a separate category of publicwhen the survey is repeated. relations). However, at this initial stage during which the museum only announces its new mission,Based on the feedback gathered from the initial vision and plans, the contact list could be common.visitor survey, the Advisory Board could provide Needless to say, the contact list should be updatedrecommendations related to communication and regularly, and enriched as much as possible withaudience development. It could also provide new contacts.recommendations to assist the museum’snetworking at national and international level. Such The contacts, at this initial stage, could be usedrecommendations on networking, upon acceptance as recipients of a monthly newsletter on NHM
22developments and events, inviting them to also visit of similar interests and professional capacity (e.g.the museum’s website. As the work of refurbishment separately for tour operators, media etc), when theprogresses, the contact list could also be used for entrance hall will have been refurbished and themore tangible actions. One such possibility is for the reorganization of the permanent exhibition will be inlast months of 2010 to organize “behind the scenes” the making.exclusive events for a limited number of persons Further discussion on the development of NHM policiesA s has been mentioned in the Needs Assessment and clearly suggested in the report on NHMGovernance and Management, it would be useful for Certainly, it would be most welcome if the legal framework, in which the museum operates, was amended in ways in which such policies would bethe museum to develop some institutional policies legally binding for all public museums in Albania; andon certain areas of activity. Some priority areas of it seems quite likely that the MoTCYS is willing toactivity for the development of institutional policies, develop legally-binding documents in these areas ofas defined in the aforementioned report, are the activity and more. However, it would be most helpfulacquisition and disposal of artifacts, the incoming if the NHM developed ethically-binding institutionaland outgoing short-term loans of artifacts. policies, as many museums tend to do.According to the area of museum activity they deal The Advisory Board can be consulted to providewith, some of these institutional policy documents recommendations to MoTCYS on the priority areaswould be more focused on ethical restrictions, such as of activity in which policy documents should bethe one on acquisition and disposal, and some other developed for NHM, and on their content, accordingones would be more practical, such as the one on to internationally accepted professional ethics forloans (which could include, for example, a condition museums and internationally applied professionalreport model and guidelines for the procedure practices.undertaken for incoming and outgoing loans). ConclusionI n sum, the members of the Advisory Board think that this project is an important opportunity forAlbania and the NHM to further advance the museum engaging historians and museum professionals in Albania for their contribution in such an important undertaking cannot be emphasized enough.as the chief cultural institution in the country. Theyacknowledge the hard work and dedication by all The members of the Advisory Board remainmembers of the Advisory Board, the museum, available for consultation and advice to the NHM,government bodies, CHSED Joint Programme team the Government of Albania, and to the CHSED Jointand consultants to see this project activity through Programme throughout the length of their mandate,to success. However, the importance of further currently scheduled through January 2011.
Annex: Approved minutes andrecommendations of the Advisory Board meetings 23 Annex: Approved minutes and recommendations of the Advisory Board meetings • Minutes of the 1st Advisory Board session, 03 July 2009 • Summary note by the chair of the first meeting of the Advisory Board, 03 July 2009 • Minutes of the 2nd Advisory Board session, 07-08 September 2009 • Conclusions and Recommendations of the 2nd session of the Advisory Board, 07-08 September 2009 • Minutes of the 3rd Advisory Board session, 24-25 November 2009 • Ad-hoc Conclusions and Recommendations based on the Asbestos and Seismic/Structural assessments, February 2010
24 Minutes of the 1st Advisory Board session, 03 July 2009 “CULTURE AND HERITAGE FOR SOCIAL AND ECONOMIC DEVELOPMENT” NATIONAL HISTORY MUSEUM Advisory Board Meeting Venue: UNDP Office Street “Papa Gjon Pali” ABA Business Center, 6th Floor Tirana, on 03.07.2009Mr. Taher Ghalia Member of the executive council, ICOM Director, National Museum of Tunisia (Bardo Museum)Mr. Ilirian Gjipali Archaeologist, Institute of Archaeology, Centre of Albanology, Tirana, AlbaniaMs. Ulrike Kretzschmar Director of Exhibition Department, German Historical Museum, Berlin, GermanyMr. Luan Malltezi Historian, Institute of History, Centre of Albanology, Tirana, AlbaniaMr. Ilber Ortayli President of the Topkapi Palace Museum, Istanbul, Turkey (via teleconference)Ex Officio Members:1. Mr. Ols Lafe Director, Culture Heritage Department, MoTCYS, Albania2. Mr. Engelbert Ruoss Director, UNESCO Office in Venice, ItalyNHM Consultants:1. Ms. Katerina Nikolaidou NHM UNESCO International consultant2. Ms. Iris Pojani NHM UNESCO Local consultantSecretariat / CHSED Programme Implementation Unit:1. Mr. Stephan Doempke Joint Programme International Coordinator2. Ms. Zhulieta Harasani UNESCO National Professional Officer3. Ms. Dasara Dizdari UNDP Project Manager4. Ms. Valbona Kaso UNDP Project AssistantParticipants / Invitees:1. Ms. Gülden Türköz-Cosslett UN Resident Coordinator2. Mr. Ardian Turku Minister of Culture, Tourism, Youth and Sports3. H. E. Manuel Montobbio Ambassador of the Kingdom of Spain in Albania4. Ms. Suela Kusi CHSED Focal Point, MCTYS5. Ms. Elida Petoshati Out-going General Secretary of UNESCO National Commission, CHSED Focal Point, Ministry of Foreign Affairs6. Mr. Kasem Bicoku Director, National History Museum7. Ms. Entela Lako UNDP Cluster Program Manager
Annex: Approved minutes andrecommendations of the Advisory Board meetings 25 advisory board meetingMs. Gülden Türköz-Cosslett, UN Resident a spirit of incorporating all different voices, as theyCoordinator, welcomed the members of the Advisory come from different countries and will each bring theirBoard and expressed her pleasure of the presence own experience. The reconstruction of this museumof the Minister and the Ambassador of Spain in this is not just a question of modernization because it isvery important meeting. She recalled the general symbolic of the country, and its re-conceptualizationgoals and objectives of the CHSED Programme as is a historic opportunity to reconcile themselves withbeing unique in the world and to be appreciated as their past.such, and outlined the work to be done in the NationalHistory Museum and the special importance of the Ms. Gülden Türköz-Cosslett then asked Mr. Engelbertvision of the experts. Ruoss, Director of the UNESCO Office in Venice, Italy, to facilitate the meeting.Mr. Ardian Turku, Minister of Culture, Tourism, Youthand Sports, thanked for the invitation to the meeting Mr. Ruoss apologized for the two weeks short noticeand expressed its importance in pursuing the re- for the organization of the meeting and explained theconceptualization of the museum as the chief cultural work done so far had been to compile a statute as ainstitution in the country not only for what it represents formal but very flexible and target-oriented instrumentbut also for its great significance for the coming in order to reach tangible results.Albanian generations. The re-conceptualization Mr. Ruoss pointed out that the idea of the Programmeof this museum coincides with the goals and the was not just to re-build the museum, but also to linkobjectives of the Albanian government, a goal not it to other museums in the world, thereby also toyet achieved because of the lack of financial support the marketing of other museums. He felt that it wasand technical expertise. For this reason the Minister important to develop the NHM within the context of aappreciated the support of Spain and the UN, and regional approach, and that ICOM (the Internationalabove all he called this meeting the start of the first Council for Museums) can help to develop regionalreal work for the museum, wishing the best of luck to strategies for museums, i.e. the Mediterranean. Heeveryone and to the Advisory Board in particular. informed the participants that his office, together withH. E. Manuel Montobbio, Ambassador of the Kingdom UNESCO Headquarters in Paris, would serve as anof Spain in Albania, affirmed that the museum is the interface between the Programme, the Museum andmain component of the CHSED Programme and also ICOM in order to make their resources available.the main cultural institution of the country – a kind Each member of the advisory board gave a shortof soul of the Albanian people. Because of that, the introduction of themselves and their work, andproject should be seen as a national project which the other participants also briefly introducedalso has an effect on the image of Albania abroad. He themselves.explained shortly the situation of the museum underthe communist and democratic systems, and that is A resume was given to the other members of thegood for Albania to promote itself through culture, Advisory Board not present in this first meeting.history and this museum. Finally a moment had toarrive when a new Albanian generation could have Mr. Ilber Ortayli, Director of the Topkapi Palacean unbiased view of their past, and therefore a great Museum, Istanbul, Turkey, who spoke through achallenge is on the content of the museum. In order conference telephone connection, extended histo be legitimate in the view of Albanian public opinion, greetings and expressed his honor for being invitedthere needed to be a flexible process in which different, to serve on the Advisory Board. He emphasized themaybe complementary aspects will be heard. long common history of the Albanian and Turkish peoples, and that this project was a great opportunityThe Ambassador emphasized the advisory nature to raise history-writing to a new level between the twoof the board, encouraging the members to work in nations. Furthermore, he invited the Advisory Board to have one of its meetings in Istanbul.
26Ms. Ulrike Kretzschmar, Director of Exhibition education, visitor facilities etc. He also noted that theDepartment, German Historical Museum, Berlin, Advisory Board does not have any decision-makingGermany, said that she had started working with her functions and must be in line with UN and especiallymuseum from developing a concept for the West with UNESCO rules and regulations. While sayingGerman History Museum in 1987, had to merge this that the strategy for the museum must be developedconcept with the existing East German Historical from both the conceptual and the construction side,Museum, then take over and renovate a historical he highlighted the importance of setting prioritiesbuilding and establish its permanent exhibition there, and expressed his wish to identify by the end of theand also oversee the construction of the annex meeting some urgent and immediate interventions.building for changing exhibitions (by architect I.M.Pei). With all this experience, she felt very comfortable Ms. Gülden Türköz-Cosslett thanked the Advisorywith the work on the Advisory Board. She organizes Board members, considering them to be a great7-8 exhibitions per year. asset for our common work. Underlining the advisory nature of their work, she was convinced that theMr. Ilirian Gjipali, Archaeologist at the Institute for Board will not have any differences, and since thereArchaeology, Center for Albanology, Tirana, pointed was no legal obligation to adopt majority decisions,out that the problems around the NHM are less their recommendations should be based on dialoguepolitical than scientific. He also confirmed that the and consensus.NHM meets the preconditions to present Albaniawithin a regional context. Ms. Iris Pojani, NHM UNESCO Local Consultant, made a presentation on the history of museum andMr. Luan Malltezi, Historian at the Institute of History, its needs (see attachment).Center for Albanology, Tirana, emphasized the .importance of undertaking this initiative while the Mr. Ilber Ortayli (via teleconference) mentioned thatAlbanian society is now ready for that. He brought to museums in Turkey face the same problems and manyattention the construction of the museum of Kruja and of the museums are not functioning. For this reasonTirana in their beginnings in 1981. Unfortunately this he congratulated everyone for their work and saiddmuseum represents great problems. It had been in that he was very impressed by the presentation.line with the prevailing political line which, however,does not stand anymore. The task is not only a Mr. Kasem Bicoku, Director of the National Historypolitical (changes happened during the system) but a Museum, Tirana, expressed his conviction that thetask of the Albanian society to reconsider its history restructuring of the museum, which essentially has notwith good will. This will be an institution where the been modernized since its establishment in 1981, willAlbanian conscious will rest peacefully after it will be be a great help. Responding to questions concerningconstructed. continuing changes in the permanent exhibition, he explained that the section of communism hadMr. Malltezi expressed his gratitude that Albanian been removed after the fall of the system in 1990.specialists are members of this Advisory Board as an Since then, the museum has made some improvisedessential and important part, and they will contribute interventions, but all of them with unsatisfactorywith all their efforts to promote the Albanian culture results.and history abroad. Mr. Bicoku has been the director of the NHM for oneMr. Engelbert Ruoss then set the discussion on the year, and after a series of consultations with expertsframework of the NHM by explaining the contribution in their fields, a project for re-conceptualization ofwhich the two UN agencies, UNESCO and UNDP, will the entire museum has been adopted and approvedmake to the project, where (symbolically) UNESCO by the MTCYS. Presently the newly-establishedwill be in charge of the “software” (the concepts and ethnographic pavilion, which will take 25% of thecontents) and UNDP for the “hardware” (the physical museum space, is under final stages of constructionimprovements). First we need to hear what is needed with the funds of the Albanian government, and it isand provide assistance and advice in developing hoped that with the CHSED funds this section canshort term and long term goals as well as proposals be finished.for changes, measures for conservation, acquisition,
Annex: Approved minutes andrecommendations of the Advisory Board meetings 27One of the greatest assets of the museum is its Mr. Stephan Doempke, Joint Programme Internationalcollection of icons. The museum possesses 700 icons Coordinator, made a remark concerning the numberthat are different from the other Balkan countries of visitors of the NHM given in the presentation,because they show an impact of Italian renaissance. explaining that the biggest numbers of foreignThere are only 50 icons exhibited in the museum in visitors are ethnic Albanians from Kosova for whomthe worst possible location in the museum, when this this museum is a point of national reference and whopavilion was set up in 1999 with the imposed decision will continue to be an important group of visitors withof the Minister of Culture of that period. The storage their own expectations.room for the remaining icons is in bad condition. Theother objects not on display are in stored in the 2nd Ms. Katerina Nikolaidou, NHM UNESCO Internationalfloor in inappropriate conditions. consultant, made a presentation of her preliminary findings and recommendations (see attachment).The second goal of the museum is to acquirefunds in order to remove the electrical substation Ambassador Montobbio appreciated the workwhich is placed in the basement of the museum of consultants, seeing in the first presentation aand is considered an enormous hazard. Mr. Bicoku report on the existing situation and in the secondmentioned the lack of a laboratory for icons and presentation recommendations what to do. Thetextiles which would be very significant for the ambassador remarked that ever since his first visitmuseum. to the museum he has witnessed ongoing changes, such as the dismantling of the permanent exhibitionsAnother concern was the possibility of building a tower on the Ottoman and post-war period. However, thein the atrium of the building which will be devastating Advisory Board member should have an opportunityfor NHM, but was approved by the mayor of Tirana. to see the museum in its previous condition in orderThe director has protested against this plan with to propose appropriate changes.both the Mayor of Tirana and the Prime Minister. Heprefers to turn this yard into an attractive part of the In a more general reflection, the ambassador pointedmuseum with exposing big art works of ethnography out that the purpose of the CHSED Programme isand the construction of a bar/café for the visitors as not to supplement Albanian budgets but to contributethe all international museums have. to capacity-building. The re-conceptualization would have to include a dialogue with Albanian institutionsMr. Engelbert Ruoss wanted to discuss perceived and an exercise of free thinking. As an example,inconsistencies in the management of the museum, the ambassador noted that the present historicaland asked what the relationship was between the exhibition in the museum is all about wars, but itScientific Council for the NHM and the National was a question whether Albanians would want to beCommittee for Museums since both of them were taught only about wars, and it was up to the Advisoryheaded by the minister. Board to decide, making use of different experiences from different countries.Mr. Ols Lafe, Director, Culture Heritage Department,MoTCYS, explained the competencies and the work Mr. Kasem Bicoku thanked the ambassador for hisdone by the National Committee and the Scientific remarks, saying that they were very much in line withCouncil. The National Committee for Museums is their own thinking since they had taken out a lot ofheaded by the minister whereas the Scientific Council war-related exhibitions and replaced it with culture.for the NHM is headed by the director of the museum.While the National Committee approves strategic Mr. Engelbert Ruoss concluded that in the nextchanges upon advice from the Scientific Council, it meeting we should have a concept (first concept)never goes in details of every day and every month for the museum, so the Advisory Board should bework. In contrast, the Scientific Council works on every focused on:detail of the NHM’s issues. Concerning personnel, - Institutional issuesMr. Lafe mentioned that it would be extremely difficult - Managerial issues.to have additional personnel for the NHM approvedby the Council of Ministers, and suggested to workon the basis of the present number of 39 staff andrestructure the organigram rather than expand it.
28 MEETING WITH THE SCIENTIFIC COUNCIL FOR THE NHM AND THE NATIONAL COMMITTEE FOR MUSEUMSMr. Engelbert Ruoss opened the meeting, explaining process, whether their expectations have beenthat the Advisory Board had requested the meeting studied and on what basis the decisions concerningin order to hear how the two bodies work and how the museum were made.often they meet. Mr. Kasem Bicoku responded that the museum wasThe various members of the two bodies introduced an open institution and is in contact with its visitors.themselves. Mr. Kasem Bicoku explained that the He had been a guide and knows that the visitors wishNational Committee convenes only upon request, to have more profound information. The museumand in order to open new museums, approve new tries to reflect this. Lately a kindergarten group wasparts or grant a license. organized, and there have always been art students visiting. He is following the role of the museum in theMr. Neritan Ceka, a member of the National Committee city.and Deputy Speaker of the outgoing Parliament, wasthen given the floor for a presentation. He introduced Upon the question by Ms. Ulrike Kretzschmar whathimself as the chairman of the team of archaeologists advices of foreign experts they had picked up, awho re-conceptualized the permanent archaeology member of the Scientific Council responded thatexhibition of the NHM, which he said will be realized Albania had gone through a difficult period, and theafter the ethnographic exhibition will have been NHM had been a victim of things not being donefinalized. Mr. Ceka reported that there had been a properly. It was very important that what they werevery wide discussion around the NHM, and that the doing now was based on trainings, bringing theimprovements will not follow a socialist approach, but, visitors into the center of efforts. Statistics played anbased on a decision by the MoTCYS, will focus on increasing role in this. They had meetings to hearcertain cultural aspects: archaeology, ethnography the expectations of disabled citizens. The idea of theand icon paintings. Scientific Council was to develop the museum as a meeting point.Mr. Ceka stated that the re-conceptualization of When Mr. Engelbert Ruoss asked whether thethe NHM started with the idea of Spanish funding, Scientific Council was satisfied with its integration intobut that now funding came from the Albanian the decision-making process, Ms. Suela Kusi, focalgovernment. The Albanian experts have their own point of the MTCYS for the UN Joint Programme,means and knew what to do, but they were ready explained that the Scientific Council had an advisoryto cooperate. He went on to say that his idea was role and includes the perspective of the visitors in itsthat if the money is here everything can be done recommendations. In 2008 it submitted a big projectby Albanian experts. Having heard the same for 20 to the Council of Ministers for the re-conceptualizationyears, the only investment made was by Albania. The of the NHM. 15 years ago, there were only weaponsmuseums in Durres in Butrint were also modernized and arms in the museum, in line with the saying:by local experts with foreign funding, and he himself “Albanians have gone through history with weaponshad worked without any funding. Whatever money in their hands.” Five years from now, a lot of changeswill be available, he wanted it to go into something will be visible.tangible (rather than foreign advice). Mr. Engelbert Ruoss asked whether the ministryMr. Engelbert Ruoss remarked that a lot of work had included the views of the Scientific Council inand planning had been done, and asked whether its decisions. Mr. Kasem Bicoku responded thatvisitors and young people had been involved in the proposals of the Scientific Council had alwaysthese activities, who represents them in the planning been endorsed by the ministry, adding that the sector concepts had been developed by experts in
Annex: Approved minutes andrecommendations of the Advisory Board meetings 29their fields, and that there would also be a special for showcases, in particular in the numismatic, iconsnumismatic section. and ethnographic (textiles) sections. These costs had not been included in the plans because it wasAn elderly member of the Scientific Council recalled not realistic to request the amounts required fromthe Italian and US projects which dealt with the the government. I.e., the annual cost for the airmuseum and said that he would appreciate if this conditioner is USD 300,000.time there would be results. Mr. Taher Ghalia, director of the Bardo Museum,Mr. Engelbert Ruoss then asked the members what Tunis, asked whether there was a project to renewthey would do if they had 100,000 USD to spend on the lighting system, and Mr. Bicoku responded thatthe infrastructure of the museum. The elderly member the lighting system was a part of each section plananswered that the elevators and the air condition and funded through it.system were big problems. Upon Mr. Ghalia’s question whether there wasMs. Spreta Gjongecaj, Director of the Institute of a scientific catalogue of the objects, Mr. BicokuArchaeology (of the Center for Albanology), Tirana, explained that the whole collection was cataloguedagreed with these priorities and adde d that the and each of the items had a passport.museum is losing objects which have been collectedwith great effort, especially coins, but also ceramics. Ms. Ulrike Kretzschmar asked the director for whichThere were so many problems that the question was field of work the museum staff spends most of theirhow much had been achieved. time. Mr. Bicoku responded that this was to protect the museum. In a situation where there is no funding, theThe archaeological section had not been refurbished focus is more on the content of the exhibitions and thesince 1985, and the Durres museum was not finished need of visitors. For example, a new small section oneither. However, there were many new objects, and King Zog has recently been put on display.presently there were about 20 expeditions underwaywhich would add more. Ms. Gjongecaj thanked the A young member of the Scientific Council reported thatAdvisory Board for their interest and expressed her they often discussed the problems of the museum andfull support. thought about an action plan. But because there are so many problems, only ad-hoc practical measures canMs. Katerina Nikolaidou, international consultant be taken. An action plan should include emergency,for the JP, asked whether the plans mentioned short-term and long-term measures. The most urgentexisted on paper. Mr. Kasem Bicoku responded that was the air condition in order to stop the degradation ofthere was a written draft, endorsed by the Scientific the objects. The second priority was to protect specificCouncil and submitted to the ministry for funding. The individual objects, and thirdly, specialists should beethnographic section, although almost completed, trained. Then, the collection of the NHM needed to becould not be completed with the money provided so enriched.far. General agreement was expressed that the air condition is the single most urgent problem in theMr. Kasem Bicoku expressed his wish to have financial museum. Upon Mr. Engelbert Ruoss’s questionsupport for the completion of the ethnographic section. if there was anything the members could changeThe air condition system (UK 1981) was functional, without money, and what that would be, there was nobut the costs for maintenance cannot be covered from conclusive answer.the budget. Other needs were microclimate systems
30 WRAP-UP MEETINGMr. Engelbert Ruoss opened the meeting with a She further explained that two painters and twofeedback discussion and asked about the impressions curators are working in a specialized laboratory in theand opinions of the advisory board after the meeting museum according to international standards. Mr. Olsin the ministry and the visit in the museum. He Lafe expressed the idea to start thinking of improvingspecifically requested the advisory board to identify this laboratory and to develop some proposals.immediate measures and missing data, and askedfor comments on Iris Pojani’s study. Mr. Ilirian Gjipali mentioned that the mission of the Advisory Board was to put the museum on the rightMr. Taher Ghalia said that it was very important to track. Because it had suffered from political influence, ithave partnerships with other museums, such as the is today the contrary of what it should be. He suggestedBardo Museum has with the Louvre, with the support that there should first be an overall concept, a teamof ICOM, because there are a lot of problems with of architects should design the interior, and specialthe conservation. working groups should develop the different sections.He also noted that the NHM does not have anarchitect among its staff, and that it seems to have a All that needed to be translated in economic terms, soproblem with lighting. Having an architect among the at the end we would have a comprehensive overviewadvisory board was very necessary for the work on of what we want to change. As the funds are notthe interior spaces of the museum. enough to finish all the works in the museum, he suggested beginning the work partially and step byMs. Iris Pojani explained that the NHM uses a step, implementing in phases. Mr. Gjipali mentionedminimum of lighting in order to protect the objects. the modernization of the museum in Belgrade which had cost 17 mio. USD, and suggested that a similarMs. Ulrike Kretzschmar observed that the museum amount could be needed for the NHM as well.had huge rooms and a lot of space, which is, however, Mr. Gjipali said that the Scientific Council, whenused only for rather few objects, and that there were making air condition the first priority, discussed thisbig gaps between the different exhibitions. She made without knowing about the specific needs and did notthe following suggestions for immediate action: ask specialists. The Museum of Archeology was a - Protect the objects in the basement (personal better example where work had been done in phases effects of Enver Hoxha). and sometimes with lowest costs. - Clean up the museum and remove things which are old or not needed anymore. Mr. Luan Malltezi said that the situation of the museum - Make the main entrance hall more attractive is grave, and was created especially after the 1990s. and stop the practice of having temporary When he had been participating in the establishment exhibitions there. of the museum in 1981, he had worked with the bestMs. Kretzschmar also asked about the number and Albanian specialists and with the commitment of thekind of objects that the museum actually has. It would Albanian government in that period. The museumbe really helpful if a catalogue of all the objects was had been politicized under the socialist system, withavailable. the socialist pavilion dominating all other historical periods. After the 1990s, the need to intervene grew,Ms. Iris Pojani explained that although the museum and it is difficult to get used to what we see now, alists about 5,200 objects in its inventory, only about materialization of the changes in Albania.1,159 were cultural objects while the rest was technicalequipment, showcases, furniture etc. without cultural Mr. Malltezi said that the temporary exhibitionsvalue. The National Center for Inventory is obliged organized today in the entrance hall were not foreseento have the passports for all objects in the museum in the original concept of the museum, but were a(and they actually do have) including also the state of solution under the present circumstances, very muchpreservation for all objects. She assured to provide as the requests expressed by the museum staff wereall data and other information. a response to the problems in their daily work.
Annex: Approved minutes andrecommendations of the Advisory Board meetings 31Although we witnessed the nervousness by some updated, and in September a strategy for the(referring to Mr. Ceka), Mr. Malltezi reaffirmed governance will be prepared. In mid-Septemberthat there was a need for foreign expertise. This work will start for the preparation of an exhibitiongentleman was looking for short-term support, but it concept, which however may follow the requirementswould be worthless to make investments without a of the building rather than the sequence of historicalvision and a comprehensive and full project. periods.Mr. Malltezi suggested that the Advisory board Ms. Gülden Türköz-Cosslett expressed the idea ofshould prepare such a project in collaboration with moving in a comprehensive way, looking carefully atthe Ministry of Culture, Tourism, Youth and Sports, in the electrical station in the basement of the museum.order to bring the museum to a contemporary level. As this project is unique in the world, there must beThe Albanian society will need a national museum a good collaboration between two UN agencies andon European standards. This would be a heavy the government (the ministries).workload for the Advisory Board, and would requiregood understanding by the MTCYS, but the safest Ambassador Montobbio said that it was very interestingway to hope for international support. As a start, to hear from the Albanian members of the Advisoryspecial working groups should be set up. Now the Board. With the budget of the project being limited,political situation allowed doing that without political he requested them to ask themselves what could beinterference, and the Albanians understood that the brought from the world with the help of the projectNHM is for all Albanians. that otherwise could not be done. He underlined the fact that it’s not the purpose of the project spendingMr. Engelbert Ruoss summarized the situation as money on air condition since Albania did not needfollows: While the premises existed and the building foreign assistance to do that. The Albanians had anneeded no change, the “software” was totally opportunity to create something with all internationalmissing and there were too many staff. No strategy support, quite similar to Spain where the first booksexisted for the museum, and individual experts made on the Spanish Civil War were written by foreigners.their exhibitions. There was no human resourcesmanagement, no annual planning and unsatisfactory Ambassador Montobbio challenged the Advisorygovernance. The council should meet more often. The board members to freely propose their own ideasorganigram was not logic, and work was organized and give their own experience on this work. It wasaround people, not job descriptions. Visitor orientation important to develop concepts and strategies.does not exist. The museum was one of experts forexperts, and there was no legislative framework. Mr. Engelbert Ruoss requested the Advisory Board to come up with proposals concerning the analysisConcerning the “hardware”, Mr. Ruoss noted that of the museum and the concept for governancewhile the need to make the air condition system and and management until the next meeting. As athe elevators functional was expressed, no priorities basis for discussion, Katerina Nikolaidou willwere mentioned which could be implemented without send her assessments to all members, includingmoney. However, the Advisory Board could do that draft concepts on visitor orientation, governmentwithin 2-3 months. Hardware problems were 1) the structure, information and experience, making use ofelectric substation, 2) the lack of an architect for the extensive materials available for this at the ICOMinterior design, the entrance hall and the collection library in Paris. Furthermore, he asked the MTCYS tospace. A laboratory was not needed because a top- kindly make available the documents concerning thelevel restoration laboratory existed in the Institute new permanent exhibitions.for Cultural Monuments. There was an excessof personnel for security, whereas this could be Mr. Ols Lafe said that it’s important to come upguaranteed by a video camera system. The JP could with resourceful suggestions until the next meeting,make the air condition system functional, but only because the ministry is seen as a stepping stone inif the running costs were guaranteed. A shop and all that. Actually there is no plan in the ministry how torestaurant could be built in the entrance hall. change any section of the museum, and there are no actions taken by the Ministry without due process. AllAs next steps, Mr. Ruoss announced that a strategy documents prepared or on the way will be provided topaper will be developed, the analysis of the NHM Advisory Board to give their suggestions and opinions.
32As long as the Advisory Board will be working, there action necessary, and not limiting itself by budgetwill be no investments in the exhibitions, but possibly considerations.in the infrastructure. Mr. Engelbert Ruoss concluded the meeting hopingMr. Ols Lafe requested the Advisory Board to that in two months some concrete and tangible resultssubmit a concept of how the NHM will look inside could already be seen.from the entrance to the exit. This concept shouldbe subdivided to different projects, describing all the Tirana, 18 July 2009 Stephan Doempke, Valbona Kaso
Annex: Approved minutes andrecommendations of the Advisory Board meetings 33 Summary note by the chair of the first meeting of the Advisory Board, 03 July 2009Summary Note of the first meeting of the Advisory Board to the National History Museum in Tirana, Albania Drafted by Engelbert Ruoss Director, UNESCO Venice Office 13th July 2009, revised 30th July 2009 1. Final discussion of the Advisory BoardAt its first official meeting, the Advisory Board has discussed some key points which should be taken intoconsideration in the context of the re-conceptualization of the National History Museum in Tirana:Management and Governance: 1. Long-term framework, strategy and vision for the museum needs to be elaborated 2. A description of competences for the Museum staff is needed 3. The roles and responsibilities of governance bodies and management need to be defined (ToR for members of the Scientific Council and for the positions of Director and Deputy Director of the Museum). The governing bodies should assume more active and regular role in guiding, supervising and promoting the Museum, and their membership should be comprised of individuals with management expertise and international experience. 4. A human resources strategy needs to be elaborated that is coherent with the mandate and goals/ objectives of the Museum, complete with staff planning and job descriptions 5. The organizational chart should be target-oriented and key staff competences be introduced (such as museologist, scientific coordinator, Deputy Director, IT, museums pedagogic, etc.) 6. The Museum’s re-conceptualization should focus on visitors (rather than scientists). 7. The management and staff of the Museum should be involved in a coherent and ongoing communication and public relations process, in order to build up a joint and coherent image for the Museum. 8. Relevant laws and regulations should be revised according to the new strategy approved. 9. Incentives should be made available to enhance the number and quality of initiatives taken by the Museum (e.g. funding mechanisms) 10. Partnerships to be established or improved on national and international levels 11. The collections that are currently located in the basement should be moved to the upper floors and objects should be cleaned and made ready for presentation.Infrastructural measures: 12. The electricity transformer station in the building must be relocated immediately. Such a station should not be located in a publicly accessible building (urgent) 13. A new flexible and modern museum building concept needs to be elaborated by architects taking into account the visitors flow (first priority) 14. According to the Albanian Scientific Council, the air conditioning system is not functioning and
34 should be considered a first priority for investments. The air conditioning system has to be based on the new concept for the Museum. Until the location of collections, exhibitions service rooms, lab etc. is planned and approved, the system should not be installed. Furthermore, the running costs and maintenance for the system have to be organized and guaranteed before the installation (second priority) 15. The elevator is not functioning and needs to be reinstalled. This should be part of the new museum concept, allowing access to handicapped persons (second priority). According to the UNRC, there could be other funds available for this purpose, e.g. from UNDP’s social inclusion programme. 16. The entrance hall should be visitor friendly and attract new visitors. It should link to other parts of the Museum, such as the gift shop, a restaurant, and exhibitions. It is considered an important part of the Museum and therefore gets high priority. An improved gift shop could bring further attraction and contribute to the Museums budget. The entrance hall combines content, architecture and communication and will give a high visibility to both the Museum and the JP (highest priority). 17. A security system does not exist in the Museum. The presence of a high number of staff in the badly visited exhibitions is costly and inefficient. The installation of a video surveillance system will reduce the number of security staff necessary, and create opportunities to use staff to reinforce other activities. The measure has therefore a high impact on the performance of the Museum. The activity is highly dependent on the planned exhibition concept. A first step could be the installation of a surveillance system and as a second step, the showcase “highlights” alarm system. This activity should also be combined with a training of responsible staff on security procedures and standards (first priority). 18. A new lighting concept needs to be elaborated in connection with the new exhibitions concept (first priority).A clear commitment from the Ministry is needed to change the above key factors related to management andgovernance. With harmonized procedures the activities could start immediately. The planning of “Managementand Governance” as well as “Infrastructural measures” will have to run in parallel due to their interdependenceon one another.The Museum staff should be permanently involved into all NHM activities implemented by the MDG-Fproject and be enabled and encouraged to contribute to the development of concepts and their subsequentimplementation.The Consultants are requested to concentrate in their conceptualization on the key points mentioned above.The strategy focusing on management and governance and the museums concept as UNESCO activitiesand the security system and the entrance hall as UNDP activities could start immediately.
Annex: Approved minutes andrecommendations of the Advisory Board meetings 35 2. Action planJuly/AugustWhat When Who1. Feedback to “Background Study” on the National History Museum to Iris 20th July ABPojani2. Revision of the “Background Study” and the study on the “Needs Assessment” 24th July KNof the NHM3. Comments to study on the “Needs Assessment” to Katerina Nikolaidou 31st July AB4. Drafting of the strategy for “Management and Governance” based on material 14th August KNexisting in ICOM and UNESCO for consultation for AB members5. Inputs to strategy for “Management and Governance” 28th August AB th6. Preparation of existing and approved plans for the exhibitions 28 August MTCYS7. Preparation of the second AB Meeting 21st August PMT8. Draft framework and table of content for new museum concept 4th September KN Weeks of9. Second advisory meeting (date to be confirmed) 7th and 14th PMT September
36 Minutes of the 2nd Advisory Board session, 07-08 September 2009 Minutes of the 2nd NHM Advisory Board Working Session Rogner Hotel, Tirana, Albania 07 – 08 September 2009Participants:AB Members: Mr. Ilber Ortayli Mr. Fiorenzo Galli (joined the second session through videoconference) Mr. Ilir Gjipali Ms. Ulrike Kretzschmar (from the 2nd session) Mr. Luan Malltezi Mr. Engelbert Ruoss (ex officio and secretariat) Mr. Ols Lafe (ex officio)Invited specialists: Mr. Christian Axt (museum architect, Berlin) Ms. Maria Xanthoudaki (Education Director, Da Vinci Museum, Milan (joined for second session through videoconference) Mr. Kasem Biçoku (Director NHM) Ms. Katerina Nikolaidou (International Consultant for CHSED JP)Special invitees: Ms. Gülden Türköz-Cosslett, UN Resident Coordinator H.E Mr. Manuel Montobbio, Ambassador of Spain to Albania Mr. Norimasa Shimomura, UNDP Country DirectorOthers: Mr. Stephan Doempke, JP Coordinator Ms. Entela Lako, UNDP Cluster Manager Ms. Lauren Bohatka, UNESCO MDG-F Projects Assistant Ms. Zhulieta Harasani, UNESCO National Project Officer for CHSED JP1. Background and Needs Assessment StudiesWith the one correction concerning the number of staff available.staff, the NHM Background Study was recommendedfor endorsement. It was also reemphasized and The Needs Assessment Study was also endorsedagreed by the AB that they should not recommend by the AB. The work by the consultant was praisedto increase the number of staff at the Museum for her thorough detailing on how to bring the NHM(which is regulated by law), but to instead make in Tirana up to international museum standards andrecommendations that reshuffle or reuse the existing comparison to best practices.
Annex: Approved minutes andrecommendations of the Advisory Board meetings 372. Governance and Management Study2.1. Mission StatementA draft new mission statement was proposed:“The National History Museum aims to foster It was recommended that the suggestions onunderstanding and appreciation of the history of Albania’s role in the history of civilizations and theAlbania to local, national and international audiences “we” approach in wording, along with the links to otherand to encourage dialogue with and among citizens museums and archaeological parks be reflected inon the Albanian past, present and future. To this the mission statement for the latter to provide quite apurpose, it acquires, conserves and researches good picture of what NHM should be. Ms. Nikolaidoutangible and intangible evidence of the historical and was asked to reformulate the mission statementcultural heritage of Albania, which it communicates taking into consideration the AB’s recommendations.and exhibits in an environment that stimulates The revised mission statement will be available in theeducation and entertainment. It also organizes and forthcoming revised Governance and Managementfacilitates activities which promote its vision and Study by the consultant.mission.” 2.2 Governance structure andThe following conclusions were drawn from the organizational chartdiscussion on the mission statement: Senior Management • It was felt that exhibiting and explaining the A new governance structure was suggested and Albanian contribution to world civilization discussed which foresees a Board of Trustees with should also be part of its mission. strategic decision-making powers and a director • The use of “it” should be replaced by “we” with executive authority and operational decision- to indicate that this mission statement making powers. A scientific council (advisory board comes from the Museum itself. under the director) should provide advice in expert • It was agreed that education should be matters. Two deputy directors were suggested – one emphasized in the mission statement for content-related issues and one for administration. as a necessary function of the museum. The overall number of staff should not be increased, Museums are no longer conservation but a wide-ranging re-organization is foreseen. systems, but communication systems, and education is the most important Mr. Lafe remarked that traditionally the management component for countries to exchange their responsibilities were shared between director and experience and for the internationalization deputy director, and it could be difficult to have the of the museum. parliament agree to two deputy directors. He also • A focus on entertainment is just as suggested minimizing the number of departments important as history, for the modern to only 6-7. He brought up the suggestion of only museum, in order to evoke interest in the one, not two, assistants to the director and deputy latter. This should also be emphasized director(s) and that the chief of visitor facilities can be in the mission statement. in charge of finance, as well. • The mission statement should reflect the relationship with the other museums and Departments archaeological parks in the country. Three main departments should be established • No extra mention needs to be made of under the Deputy Director of Programs for collection, minorities since the statement is written exhibition and education. in an inclusive manner. However, the Roma and other minorities should be Security and Maintenance should be combined in explicitly mentioned in the documents one person’s TOR, adding “safety” to the security concerning the content development of responsibilities. the museum.
38An additional department should be established for since it does not regulate the operation of museums.“Communication and Development” with both an The National Council for Museums consists of peopleinternal and external function and directly under the who are not necessarily museum experts. This issue hasdirector. Among the units of this department should been brought up to Parliament but has not been on thebe: agenda. a) An in-house unit that will organize events, concerts, etc. with one programmer/organizer Mr. Lafe requested Ms. Nikolaidou to work closely and 2-3 tech staff to prepare the stage, sound together with the MoTCYS’s lawyers when working and light equipment. This tech staff needs to be out the recommended new statutes of the Museum. additional because it will have to work mostly in the He also requested recommendations from the AB on evenings; how to change the law on museums so that their other b) A unit in charge of international cooperation and recommendations on governance, management, etc, exchange, fundraising and partnerships. can be adopted by the National Council for Museums and the MoTCYS without delay. The new organigramThe human capital inside the museum should suggested for the museum could face difficultiesbe enhanced through the position of a Human in its implementation if the law on museums is notResources Officer for capacity-development and accordingly changed as well.career promotion. This position could be combinedor overlap with that of the Deputy Director of 4. Museum Building and ExhibitionsAdministration.CuratorsMr. Ortayli, supported by Ms. Kretzschmar, suggested 4.1. Priorities and Plans of the NHMthat the curators should not be responsible for Mr. Kasem Biçoku explained that the NHM needscollections organized by time periods but instead substantial improvement of its technical infrastructurerelated to materials (expert on ceramics, wood, etc). (thermo-isolation, air condition, safety and security,Mr. Biçoku voiced that the breakdown of curators electricity supply). In the basement, there are threeshould be reflective of what is existing in the museum, electrical substations which also emit electro-such as the extensive collection of 16-19th c. wooden magnetic radiation. Asbestos is used for the thermo-icons. It was suggested to see the inventory list of isolation of the air conditioning equipment, thethe museum, which the director was requested to surface and the ceilings of the halls, and probably thesubmit to the international consultant. Overall, it pillars from the ground to the 3rd floor. The entrancewas agreed that curators should be organized by hall, the exhibition halls and the atrium need urgentsubstance/materials, not time periods, and reflective interventions to become more functional.of what currently exists in the museum collections. It was agreed that more concrete information isOutsourcing needed on the asbestos situation in the NHM.There was general consensus that for compellingreasons the gift shop and café/restaurant should be Mr. Biçoku explained that he has stopped furtheroutsourced. works on the ethnographic pavilion, which he never favored, after hearing the advice of Mr. Axt. The newConclusions archaeology pavilion is in draft stage, and the workMr. Ruoss reinforced that we need to focus what won’t start without AB recommendation. The NHMchanges are needed, be more strategic than has submitted projects to the Government only tooperational. We need to look at the big picture and prove that more funds are needed to properly displayidentify the changes in the law that would affect the Albania’s history, i.e. 100,000 artifacts presentlyentire structure and allow our recommended structure locked up in the Institute of Archaeology.to be put in place. Mr. Doempke added that there are also 33,0003. Albanian Law on Museums undisplayed objects under the Institute of Anthropology and Art. He suggested that the NHM AB at its next meeting have a look at this collection,Mr. Gjipali explained that the Albanian Law on Museums as well as the National Archives, in order to have andoes not cover many of the suggestions of the report idea of what this museum could be.
Annex: Approved minutes andrecommendations of the Advisory Board meetings 39Mr. Ols Lafe promised an inventory of the NHM in There was agreement that this is sufficient if theEnglish divided into categories. He recommended to heavy objects were put on wider pedestals in order tostart with the room allocation very soon and also with distribute the load, and that the NHM can accomplishplanning so that the activities that cannot be covered this with local expertise. It was also expressed thatby the JP be duly planned by the state budget. the cracks may not be due to an overload but to a sinking of the soil.It was agreed that as the collections cannot be movedanywhere, the AB should focus first on developing an Mobility for Handicappedemergency plan for the building before starting with The ground and third floors have many steps that requireissues of collections management. visitors to go up and down a number of times, which limits access for the handicapped. Only the 2nd floor is on one4.2. Summary of observations by level. There is no ready explanation for this.Christian Axt, Museum Architect ElevatorsEarthquake Protection There are three elevators that run from the groundThe NHM is composed of four separate buildings – floor to the 3rd floor, one of which also goes to theprobably to protect it from earthquakes: Two side basement. It should be easy to repair or replacewings, the front side and the ‘bridge’ in the north. Mr. them, according to Mr. Axt.Biçoku reported that the tremors (5 Richter) of the Room allocationrecent earthquake were not really felt and that the Exhibition areas are located in the western wing ofNHM is seismic protected. the ground floor, and in three wings on the otherStaircases / Safety floors. The North wing houses the administration onThere is only one staircase that runs from ground to all floors.the 3rd floor and it is for administration-use only. The Because water and sewage pipes are availabledistance between the various staircases is too long in only in the west wing – the only one which has acase of a fire, and there exists a dead-end hall of 45m. basement underneath - the preferable option for aAll staircases are open to the exhibition halls, but they café/restaurant would be in the west wing and in thatmust be separated from them in case of emergency corner of the yard, which could be divided betweenor to be able to isolate fires, should they occur, with exhibition and recreation activities.each staircase having its own window to bring smokeoutside. Possibly one or more new staircases could Mr. Biçoku shared his idea to remove the heavybe built outside the present walls in the atrium. The objects to the courtyard which in turn needs to besame problem in the German Historical Museum in partially covered with a transparent roof or glassBerlin was solved with a small budget. roof to protect them and create the necessary microclimate to exhibit the stone objects. CombinedMr. Biçoku added that there is also a staircase in with the mosaic and the gate in the courtyard, theythe East wing which runs from the 1st to the 3rd floor could create a mini archaeological park.which is presently closed. SecurityFloors / Heavy Objects There are many entrances to the museum, also 1-2The floors are in a good general condition. In the West direct entrances to rooms where objects are situated.wing of the ground floor, where the archaeological Some doors are open day and night. Fire protectionpavilion is now situated, the floor is not grounded and alarm system are installed but not running. Therebut elevated, with the air condition and transformers are cameras and detectors, but probably not runningunder them. The floor is not very stable because it is so need to be renewed.built upon the ceiling of the basement rooms. Technical equipmentThere are 4 very heavy objects in the 1st floor, where The pipes inside the pillars which drain the water froma crack can be seen, and about 6-7 objects on the the roof may have to be replaced. It is unclear whereground floor, and more heavy objects may be brought the huge vertical pipes in the building go. Maybe theyfrom the archaeological museum in the future. continue horizontally underneath the floors, elevatingThe average admissible load on the floors is 400- them, thus giving reason for the steps.500kg/m2, and in concentrated form 1,500kg/m2.
40Asbestos its most important parts. Another suggestion wasMr. Axt assumed that asbestos has been used in the to send such an exhibition on a tour through majorbasement only, since the pillars are too thin to be towns in Europe and America in order to improvecovered with asbestos. During the meeting, however, Albania’s image abroad and also earn some moneythe director of the NHM received further information for the museum.that asbestos was to be found throughout thebuilding. Quick Visibility While the desirability of starting some activities thatClosing the museum, temporary or travelling would give visibility to the project was emphasized,exhibition the NHM situation was considered to be too complexIt was discussed whether the NHM should be closed to consider immediate activities right away, and ain part or in total during the modernization works. comprehensive concept for the museum neededWhile a total closure would allow faster work and to be developed before starting works for a fasterbetter protection of the objects, it would leave Tirana visibility and delivery.without a museum. In order to remedy that situation, itwas suggested to create a temporary exhibition from Summary and Recommendations Mr. Axt proposed to:1. Renew the elevators2. Build a small shop in the entrance hall and the café in the yard.3. Use the entrance hall as an area to provide orientation in the museum. Replace all doors and windows, including frames, in the ground floor because they are single glass which is4. insufficient in terms of thermo-insulation and security. Keep the layout of the exhibitions as it is. On the 2nd and 3rd floors, reduce the exhibition space by a 2m strip5. between the façade and the columns and use it as a working area for acclimatization etc. The façade will look the same from outside, and inside it will be organized differently with all the windows closed.6. Build another staircase to meet standards for emergency escape.7. Install a new security system. The height of the floors (about 6.30 m) may be used to accommodate new lighting and air condition systems.8. This would lower the ceiling by only 80-100cm. The roof was repaired 5 years ago and needs to be checked whether there is enough insulation otherwise it9. will let the heat through to the 3rd floor. Putting solar energy panels there would make the NHM independent from energy crisis.Mr. Ruoss then summarized the priority next steps:1. Conduct of the analysis on asbestos and its potential risks;2. Elaboration of an emergency plan taking into account the emergency exits and aesthetics of building3. Elaboration of a room concept on the basis of these reports4. Taking concrete measures or decisions, accordingly.
Annex: Approved minutes andrecommendations of the Advisory Board meetings 41Mr. Ruoss wrapped up the sessions with the last was emphasized that this question is linked to tourismrecommendation would be to have a work plan with development in Albania and in Tirana, in particular, andcost estimates attached to it, taking into account the requires a strategic decision by the government.new findings on the NHM. The project team shouldelaborate the NHM AB annual work plan with fixed While on the one hand, considering the rich materialsmeeting dates so that the members can book those stored in the museums, National Archive and thedates and plan in advance. Archaeological Institute at a time when the number of tourists is increasing, there was clearly room for several museums, it was also expressed that i.e. there5. New Museum and Exhibition could be other archaeological museums in addition toConcept the pavilion of the NHM, but another opinion was that it was not realistic to assume that other museums could be built in addition to the NHM.5.1. General approach 5.3. Training NeedsMrs. Nikolaidou explained that the aim of her conceptfor the NHM exhibitions is to enhance the image of It was suggested that parallel to the modernizationthe NHM as history museum, yet different from the of the NHM building, the staff knowledge and skillsarchaeological museum. There will be no scholarly needed to be upgraded to better fit to the new NHMclassification of artifacts, but artifacts and other structure. Needs mentioned in that context weredisplays should be only the means to illustrate history. English language abilities, fundraising and projectThe information material available will be optimized proposal design/writing. Such activities could befor visitor presentation through maps, illustrations supported under the communication plan andetc. The main principle is not to separate history from capacity building. Museum staff could be taken onarchaeology, but using the latter to present history. field visits to see examples of best practice.The time span of the NHM should include moderntimes and the post-communist era. In order to 6. Conclusionsrealize this, research into other kinds of sourceslike audiovisual and international archives, as wellas interdisciplinary cooperation between architects, 6.1. Management and Governancemuseologists and experts (archaeologist, history, Elements that were recommended to be reflected inetc) are needed. the Mission Statement:Responding to an argument that a concept for the the role of Albanian history in the internationalexhibitions should be based upon a full inventory 1. context,of the available objects, Ms. Nikolaidou added thatwhere history is not fully represented through artifacts, 2. educational and entertainment dimension,it is feasible to document the missing periods through the change of “it” to “we” to reflect museum staffaudiovisual materials, and that the NHM is about 3. contribution.presenting history, not artifacts. The organizational chart will reconsider:5.2. The NHM and other museums the number of unit directly under the director (7) 1.Although a decision had been taken concerning the with no deputy directors,future scope of the NHM, it was expressed that the 2. specialization of the curators,question whether the NHM should remain a Historical 3. outsourcing the security, café and gift shop,Museum or change into a National Museum (including keeping the total number of staff at 39 whileaspects like ethnography) should be subject of a wide 4. redefining their tasks,and institutionalized public debate. 5. redefining the level of junior and senior staff,It was also discussed whether there should be one very creating a Communications and Developmentbig museum where all important objects of the country Department directly under the Director and 6. including units for events and internationalare concentrated, at the expense of the other museums cooperation.which will not be interesting enough for visitors, orthree museums of national importance in Tirana. It
426.2. Concept and assured that they will prepare the necessary tenders immediately. UNESCO offered support inThe concept should deal with drafting the TORs for tasks a) and b). It was agreedExhibitions – What part of the history of Albania do that the next AB Meeting should be postponed towe want to present and how? mid-November, when at least preliminary results ofResearch – What are the insufficiently documented these studies will be available, in order to be able tohistorical periods in Albania, where do we have to decide on next steps and a time line.foster research with the existing institutes?Education and entertainment – How do we organize Mr. Doempke added that the Board should considerthe museum to make it interactive, welcoming to the best suitable temporary storage of objects whilescholars and visitors, to help them understand improvements are underway. He suggested thatAlbanian history? UNESCO can provide technical assistance to trainCommunication and development – How to people how to do that and bring expertise.communicate what and to who, organize events,develop the NHM’s visitor concept, develop 7. Next Stepsinternational cooperation, financing and fundraisingetc.? Mr. Ruoss, revisiting the issue of the NHM ABCapacity-building – How do we manage change in communication plan, said that the Board needs tothe NHM and train staff to be able to cope with the have some PR planning: meetings with ministries infuture tasks? near future and present to the public the JP activitiesVisitor services – How do we guide the visitor through and results.the museum, cater for their needs, and offer goods He proposed that:to buy? 1. The next AB Meeting be held on 16-17 November.6.3. Museum Building We may plan for another meeting in December to 2. go over the structure and reports so that by theThere was common agreement that there is a need end of year we can start the work.for a comprehensive technical investigation of a) In spring we may plan one visit to Milano orthe asbestos problem, b) the building (including Istanbul; February- March 2010. Some keythe condition of its construction materials, statics 3. persons from Albania who will support the development of the museum should attend,and seismic stability) and c) the entire technical besides the AB members.infrastructure (including the air condition system, There is a need to start planning our activities ofelectricity supply, water pipes, security of artifacts 4. the AB for the whole year in advance.and visitors), each with a cost estimate. Only on thatbasis the scope of the necessary interventions can be It was envisaged that the AB members visit otherdetermined and then an architectural and technical museums (Kruja, Durres) during their next mission.plan can be developed which will include at the same Mrs. Gülden Türköz-Cosslett asked that thetime the technical interventions, the room allocation management structure of the Museum and proposalsand the design of the new permanent exhibition. for outsourcing of the facilities should be put together in a proposal to be provided to the Minister.UNDP informed that technical documentation of theentire building can be collected at the Ministry of Stephan Doempke, Tirana, 27 October 2009Construction and Institute of Monuments of Culture,
Annex: Approved minutes andrecommendations of the Advisory Board meetings 43 Conclusions and Recommendations of the 2nd session of the Advisory Board, 07-08 September 2009 Conclusions and Recommendations Advisory Board working session 7 – 8 September 2009 Rogner HotelAt this working session of the advisory board to the National History Museum has: • Taken note of the changes and additional • Takes note that the Ministry representative has information due to proposals made by AB responded positively to the AB recommendations members, which were included in the reports on management and governance and accepts discussed during the 1st AB meeting (needs the task to make suggestions within the existing assessment, background study); laws and statues based on the results achieved • Endorsed the two reports and acknowledged during the discussions of the AB; the excellent work performed by the national • Acknowledged the material presented by the and international consultants, Iris Pojani and NHM (session 3): Katerina Nikolaidou; • Archaeological exhibition, • Discussed the report “Suggestions for • Ethnographic exhibition, and Governance and Management” and focused on • Plans of the museum; the main points of the mission statement and • Requested the NHM to translate the list of organizational chart. The report prepared by collections and objects by category; Ms. Nikolaidou is considered an excellent basis • Has taken note of the situation of the building for further discussions (session 2); (asbestos, transformation station, etc) • Supported the strong focus on a broad • Has taken note of the situation of the building understanding of history within the mission and exhibitions as presented by guest expert statement and linguistic changes made by its Mr. Christian Axt; members; • Considers the investigations related to materials • Endorsed requested changes in the chart (asbestos, amia) and risks (transformation proposed by Ms. Nikolaidou and has agreed to station) as priorities; give: • Agrees that an emergency investigation with • More evidence to education and seismic assessment, statics assessment needs entertainment and international to be undertaken immediately before proceeding cooperation by adding supplemental with visible works; competences; • Recommends that the room concept should be • Outsource activities which are not established before deciding any measures, as strategic and to merge safety and well; maintenance of premises; • Agrees that on the basis of the results of • To rethink the governance structure the emergency investigations and the room and to revisit the legal status of its concept, an action plan has to be defined; bodies; • Considers that priority could be given to • Recommends to include proposals which are the courtyard with conceptualization of the ideal but also realistic and to focus on a chart restaurant and shop; and functions which correspond to a modern • Recommends to remove the heavy objects museum (such as museologist) without being on the 2nd floor, based on the measurement of restricted to present legal situation; statics;
44 • Requests the MDG-F project team to elaborate • Research into history, ethnography, a work plan for the next 3-4 months, based socio-economic development of upon these recommendations; Albania • Agrees to determine our own work plan and • Education meeting schedule for future AB meetings in • Entertainment 2009 and 2010; • Communication • Agrees that in connection to the conceptualiza- • International cooperation with public tion to invite involved persons for background relations and institutional cooperation information (such as original architects, techni- • Visitor experience cians) to the next meeting; • Financial and fund-raising concepts • Considered the following issues to be included • Agrees to develop an internal communication into the concept for the NHM: plan for staff training and capacity building for • National museum framework concept the work of the AB to be communicated to the and network of museums in Albania public, Government, media, etc; • Categorization of the collections • Agrees to hold the next working session • Exhibit topics to be presented around the 16-17th of November 2009.
Annex: Approved minutes andrecommendations of the Advisory Board meetings 45 Minutes of the 3rd Advisory Board session, 24-25 November 2009 “culture and heritage for social and economic development” NATIONAL HISTORY MUSEUM ADVISORY BOARD MEETING Rogner Hotel Europapark, 24-25 November 2009NHM AB members: 1. Mrs. ULRIKE KRETZSCHMAR, Director of Exhibition Department, German Historical Museum (GHM), Berlin,Germany; 2. Mr. ILIR GJIPALI, Head of ICOM, Tirana, Albania; 3. Mrs. MARIA XANTHOUDAKI, Delegate of the National Museum of Science and Technology, Milano, Italy; 4. Mrs. CLIO KARAGEORGHIS, Delegate of ICOM International, Paris, France; 5. Mrs. VANESSA KREDLER, UNESCO Culture Sector, Paris , France; 6. Mrs. VALENTINA DUKA, Vice Dean of Faculty of History and Philology, Tirana University.Ex-officio member: 7. Mr. ENGELBERT RUOSS, Director UNESCO-BRESCEImplementing UN partners and donor: 8. Mrs. GULDEN TURKOZ – COSSLETT, UN Resident Coordinator 9. H.E. MANUEL MONTOBBIO, Ambassador of the Kingdom of Spain 10. Mr. NORIMASA SHIMOMURA, UNDP Country DirectorMinistry of Culture, Tourism, Youth and Sports: 11. Mr. FERDINAND XHAFERRI, Minister 12. Mrs. SUZANA TURKU, Deputy Minister 13. Mrs. SUELA KUSI, CHSED focal point 14. Mrs. ARLINDA KONDI TOCI, Head of Museums, National Heritage Department 15. Mr. LUAN MALLTEZI , NHM DirectorNHM AB UNESCO local consultant: 16. Mrs. IRIS POJANIMDG-F UN JP Team: 17. Mr. STEPHAN DOEMPKE, JP coordinator 18. Mrs. ENTELA LAKO, UNDP Program Analyst 19. Mrs. ZHULIETA HARASANI, UNESCO National Professional Officer 20. Mrs. DASARA DIZDARI, UNDP Project Manager 21. Mrs. VALBONA KASO, UNDP Project Assistant
46I. WELCOME ADDRESSESMrs. Gulden Turkoz-Cosslet, United Nations Kredler, UNESCO Culture Sector, Paris, France; andResident Coordinator, opened the third NHM Advisory explained the role and the functions of the NHM ABBoard meeting by welcoming all the participants and as advisor to MoTCYS, hence the need to be conciseespecially the new members of the NHM Advisory and concrete in the recommendations. He also notedBoard. She emphasized the importance of having the excellent work that has been made by the twosome very concrete recommendations at the end of museum consultants, Ms. Katerina Nikolaidou andthe 3rd NHM AB meeting to be handed over to the Mrs. Iris Pojani, for the work they have done on theMinistry of Culture, Tourism, Youth and Sports for four documents presented to the advisory board infinal decisions. She congratulated Mr. Malltezi on his 2009. Other members of the board seconded thisnew assignment as the NHM Director. opinion throughout the meeting.Mrs. Suzana Turku, Deputy Minister of Culture,Tourism, Youth and Sports, thanked the Spanish II. BRIEFING ON THE NHM ABGovernment and the UN implementing Agencies for WORKING SESSION (7-8 Sept. 2009)the great support rendered to the Albanian culture Mr. Ruoss briefed the members on the last NHM ABin general and the National History Museum in meeting in 7-8 Sept.09 by going over the preliminaryparticular. She expressed the gratitude and the strong findings, discussions and recommendationsbelief that the international and national experts of already contained and shared in the minutes: NHMthe NHM Advisory Board will provide the best advice Governance and Management Structure Studyas to the interventions to be carried out to the NHM - Mission Statement; Governance structure andin order for the latter to be converted into a modern organizational chart; the new Museum and Exhibitioninstitution. Concept; the need to conduct the NHM structure,H.E. Manuel Montobbio, Ambassador of the seismic and asbestos analysis; Elaboration of anKingdom of Spain, thanked the NHM AB members NHM emergency plan and a room concept on theand the other participants, for volunteering their time basis of these reports.and providing their expertise on the best practices Mr. Ruoss informed on the studies on asbestos,in museology. He reiterated the advisory nature of seismic and NHM structure commissioned by UNDPthe NHM Board recommendations to the Ministry of and the cooperation between the MoTCYS and theCulture, Tourism, Youth and Sports which will have the UNESCO consultant on the potential legal changes.final say as to the ultimate decisions on the activitiesto be implemented in the NHM. The preliminaryrecommendations have to get the blessing from the III. CRITICAL ISSUES IN THE NHMNational Steering Committee. Given the unexpected LEGAL FRAMEWORKresults of the NHM structural, seismic and asbestosstudies, he underscored the need for the Government Mrs. Arlinda Kondi, Head of Museums, Nationalof Albania to allocate funding from the state budget Heritage Dept. MoTCYS briefed the NHM ABfor the implementation of NHM activities. members about the Law on Museum passed by the Parliament in 2005 and the need to upgrade it to:Mr. Engelbert Ruoss, Director of UNESCOOffice in Venice, thanked the honorable NHM AB 1. Better reflect the obligations deriving from themembers and participants and introduced the new Convention of Illicit Traffic of Cultural PropertiesNHM AB national member, Mrs. Valentina Duka, (define categories of tradable objects, licensing;recommended by the Ministry of Culture, Tourism, impose strong penal, administrative or civil sanctions;Youth and Sports to replace Mr. Malltezi, the new regulate the regime of excavation, storage, registering,NHM Director. He introduced the delegates of the conservation and display of the new archaeologicalNHM AB members: Mrs. Maria Xanthoudaki, National objects etc. )Museum of Science and Technology, Milano, Italy; 2. Clearly state the:Mrs. Clio Karageorghis, Louvre Museum- Delegate a. Scope and activity of the museums (preservation,of ICOM International, Paris, France; Mrs. Vanessa restoration, promotion, publications, educational
Annex: Approved minutes andrecommendations of the Advisory Board meetings 47 work, temporary and permanent exhibitions, • The educative and entertaining role of scientific work, security issues etc.) the museumb. Nomination procedure for the museum directors, • Its mission towards presenting Albanian managers, curators. history to the rest of the world and inc. Upgrade of the public and scholars access to contributing to shaping the future of the these museums. countryd. Use of the NHM revenues. • The engagement of museum staff in thee. Role of the State Commission of Museums mission accomplishment (monitoring and giving general guidance as to • The museum’s connection with other their work standard) and the role of Scientific institutions, in the context of networking Councils of each national museum (setting standards, and methods of work for each NHM AB suggestions reflected into the NHM museum) Governance structure are related to:f. Introduction of financial incentives (tax deduction • The role of the Director in decision- to encourage donations) making • Reporting line of the Director and how toMr. Ruoss and Mr. Gjipali clarified on the change ensure for his/her accountability.regarding the reporting line of the NHM and Museums • The bodies that have a role in policy-in general following the endorsement of the new making: NHM Scientific Board andlaw on the Academy of Science and the reform in Executive Advisory Board.the science system. Certain museums like the • The role of the internal stakeholdersarchaeological one are actually under the Institute of (staff, Ministry) in policy-making.Albanology which reports to the Ministry of Education • The role of the external stakeholdersand Science. Certain speakers emphasized the (e.g. local authorities, donors etc) in theflexible and open character of the Law on Museums governance structure.and the need to introduce some recent best practiceslike outsourcing certain activities, delegating certain NHM AB suggestions reflected into the NHMauthorities to the commissions and to the NHM Management structure are related to:director; the composition of the State Commission on • Outsourcing services like security, caféMuseums giving priority to the members- experts in and shop, cleaning/ gardening.the field. • An enhanced monitoring system for public procurement, directly supervisedRecommendation: by the Deputy Director (responsible for HR and administration)Bearing that the Law on Museums is open and • A reduced number of staff (28 employees)flexible enough to allow for most of the interventions to make up for the cost of outsourcing ofand the legal procedures to enact certain changes, certain servicesthe NHM AB in collaboration with the Ministry of • Enhanced role of the EducationCulture, Tourism, Youth, and Sports will elaborate a Department, restructured in units onnew statute for the NHM and will provide inputs on Collections, Exhibitions, Educationthe changes related to the Law on Museums. • Communication managed by the DirectorIV. NHM GOVERNANCE AND The discussions of several NHM AB members wereMANAGEMENT STRUCTURE focused mainly on the NHM Board: - its composition in terms of the expertiseMrs. Iris Pojani, UNESCO NHM local consultant made of its membersa presentation on the Governance and management - National vs. international andStructure study prepared by the NHM UNESCO - The NHM organigramInternational consultant, Mrs. Katerina Nikolaidoufocusing on the NHM AB recommendations during the There was a general consensus that there shouldworking session in September 2009. They consisted be one National Advisory Board with ONLY expertsmainly on enhancing: of the priority fields for the NHM sitting on it. NHM
48will invite the international members to join the NHM Asbestos Assessment:AB meetings as external members and provide Representatives of “Arundelle”, a British companytheir international expertise and support to NHM. contracted by UNDP on the asbestos situation,This was considered as crucial for the NHM. The confirmed the presence of asbestos in the NHMorganigram should be further worked graphically building, like in most of the buildings in the world.to better reveal the reporting line of the several The extent of the problem is not clear yet. Surveys/functions i.e. Departments of exhibitions, education analysis of samples is currently being undertaken.and collections directly under the NHM director and They assured that there is nothing to panic about, ifto best support the decisions on the NHM content. managed correctly. One of the most important findingsSupport staff should also be included. Outsourcing so far is that there is no asbestos in the primarywas considered as the contemporary international structure of the building, but rather in its secondarytrend with the museums: All what is not core to the structure. It may also be decided, depending on finalmuseum activity should be outsourced. It is important findings, that the material should stay in the buildingto look at it in the long-term perspective. Even if if it is not going to be disturbed or if it is inaccessible.the financial situation is not favorable yet for that, Anyway, the present information is not conclusive.“outsourcing” should still remain in the document for There is asbestos in the second floor installations:a near future reconsideration. mechanical, electric, fire and acoustic installations. There is proof of airborne asbestos in the storeroomRecommendation: which is already a contaminated area. The Arundelle representatives made it clear that the problem isWith the alterations in the organigram, the governance not with the presence of the asbestos in the NHM,and management structure was endorsed by the it is rather the awareness of the people workingNHM AB, with the recommended new NHM Mission there. Asbestos management should be structuredStatement being:” In the National History Museum, in a phased approach and planned to go as far aswe aim to foster understanding and appreciation reasonably practicable.of the history of Albania diachronically, and of the Shortly, Arundelle will provide UNDP with a detailedrole of Albania in world history, to local, national and survey that identifies asbestos in the NHM building, ainternational audiences. We encourage dialogue set of optional solutions for the removal/encapsulationwith and among all Albanian citizens on the past, of the asbestos-containing material, their respectivepresent and future of the country. To this purpose, financial costs, and a set of priority recommendationswe acquire, conserve and research tangible and on the overall asbestos management at the NHM.intangible evidence of the historical and culturalheritage of Albania, which we communicate and Seismic Assessment:exhibit by stimulating education and entertainment. DIWI Consult International, the company contractedWe take active part in national and international by UNDP on the NHM building seismic assessmentcultural networks and we organize activities which is conducting the following tasks:promote our vision and mission”. • Evaluation of structural capacity of the existing museum to sustain loads inV. UPDATE ON THE NHM accordance with current norms andSTRUCTURAL/TECHNICAL standards; • Evaluation of structural capacity ofASSESSMENTS the existing museum to resist seismicMr. Norimasa Shimomura, briefed on the work loading;started off by UNDP in line with the NHM AB • Design of necessary strengtheningrecommendations during its working session in measures to fulfil requirementsSept.2009, namely the asbestos assessment and the of the previous evaluations andseismic/structural evaluation of the NHM building. recommendations for improvementsThese two assessments are currently on-going; along with detailed Bills of Quantities.however, some preliminary findings could be made The preliminary investigations show that:available to the AB as follows. • No evaluation of seismic forces was undertaken in the original design • For compliance with Euro code
Annex: Approved minutes andrecommendations of the Advisory Board meetings 49 requirements it is highly likely that He confirmed the support of the MoTCYS and the structural improvements to the community of historians to NHM and its staff and foundations will be required concluded that the recommendations of the NHM AB • The existing space between blocks is will be the basis of the work of NHM in the future. insufficient for seismic effects (should be ≈ 40cm not 5cm as built) Recommendation: • Euro code 8 does not allow the use of plain steel reinforcing bars, which is all that At the start of 2010, a (series of) symposium/ was available at time of construction. forum on Albanian history should be organized with • All cracks do not seem to be structural. the participation of the well-known Albanian and international historians.DIWI will shortly provide UNDP with recommendationsfor improvements to the existing building services. DAY IIThe results of these evaluations with allow UNDP to VII. RECOMMENDATIONS ON THEprogress on the development of a design concept.This approach creates the necessary condition for a REVISED OVERALL CONCEPT FORthorough cost estimate that would take into account NHMthe asbestos/seismic/structural evaluations and otherrelated costs. The UNESCO local consultant made a presentation of the revised overall concept for NHM prepared by the UNESCO international consultant, Mrs. KaterinaVI. BRIEFING ON THE MEETING OF Nikolaidou following the NHM AB recommendationsTHE ALBANIAN HISTORIANS during its working session in Sept. 2009. The recommendations were as follows:Mr. Malltezi informed the members of the NHM • Establish museum networks at nationalAdvisory Board on the meeting organized by the and international level (local, regional,Ministry of Culture, Tourism, Youth and Sports with a national & international; administrative,group of Albanian historians. vertical and horizontal linkages)The concept of all the historians/researchers was • Categorization of the collections (by theirthat NHM was originally conceived to be a national dating and /or material)history museum and should remain like that. This was • Education, entertainment and visitorthe first time that the opinion of the history experts experience: targeting the adult andis being taken into account. All the experts should young visitors providing them withprovide their opinions on the future of the museum entertainment facilities in the museumand how we want to display our history. History is (café, shops) and educative programssuch a sensitive issue to Albanians unlike many other and workshops, educative material /nations. Making history an issue of the historians and “museum kits” traveling from one schoolkeeping the politicians away from history is a great to the other etc.service rendered to the Albanian history. Open forum • Communication with the public: viaof historians would also be a good basis for the NHM the museum’s efforts to enhance itsexhibition concept. institutional public outreach by applying methods such as public relationsSince there are a number of interventions already and marketing and via the museum’smade in NHM, there was a general agreement on exhibitions, where messages arethe three NHM pavilions: ethnography, archaeology, conveyed, through the particular signicons and history. systems it includes, from the exhibition’sThe head of ethnography claims that the ethnography creators towards the visitors.pavilion is built not within the standards they • A new thematic concept for the exhibition,requested while a big budget has already been spent its communicative potential and futureon it. There is a great need for expertise in the field steps required: The interpretation ofof presentation. history and archaeology should not be separated; balance the space attributed
50 to the interpretation of each historical the new NHM concept. Upon the invitation of Mr. period, avoiding to over-emphasize Ruoss, the NHM AB members shared their opinions archaeology/ the ancient period; the on various NHM issues raised and discussed. All the existing artifacts of the NHM collections NHM AB members expressed the need to move on are sufficient for restructuring the quickly to keep up with the pace of the developments permanent exhibition; The plans for in the country. Starting with the reorganization of the refurbishment should include the whole entrance hall where several visitors’ facilities can permanent exhibition; The use of new be housed was a common agreement among the technologies could greatly enhance members. Putting together a comprehensive plan the interpretative, educational and of the overall activities and costs (split up in several recreational potential of the exhibition; implementation phases) was considered as urgent Interdisciplinary collaboration (curators, and important. The identification of the expertise in historians, exhibition concept/design various specific areas is also an imperative for the specialists) in establishing the permanent implementation phase. exhibition concept and developing final plans; public feedback as to what would Several stakeholders raised the concern that the the public like to see in the refurbished establishment of the new proposed structures in NHM exhibition. Governance and Management should go in parallel • Suggestion on exhibit topics to be with the works in the NHM infrastructure and content. presented: a. Introduction (timeline, To this end, identification of the specific needs within geography, history of building, exhibition the internal staff for the everyday running of the NHM plan); b. History before history and the detailed approaches/means to build and (prehistory: Stone, Bronze, Iron Ages); c. upgrade the required capacities and skills should be Illyrian kingdoms and cities in Classical, integrated into a Capacity Development Plan. The Hellenistic and Roman times; d. Albania plan should consider that the NHM staff be provided in the Middle Ages (ecclesiastic power with the opportunities of being exposed to both struggles of historical importance/ national and international best practices in the area effect/ the castle cities/ the Albanian museum running and management. principalities); e. Ottoman Albania; f. A A communication plan with the public and with the national state emerging in times of war visitors is deemed essential. Further to the proposals (League of Prizren- World War II); g. Terror of the NHM international consultant, an objects’ and isolation (aspects of communist rule interpretation plan should be elaborated (exhibition and leadership, communist propaganda, plan). The NHM AB members visited the NHM negative impact of international isolation premises/pavilions and witnessed that there are to the economic and social life); I. Albania some very interesting objects in the NHM, but there today (democratic reform, international is a lack of story–telling. Very interesting educational integration etc.) projects can be developed with the existing fund in • Financial and fund-raising concepts: the NHM. Develop, maintain and regularly update a database of contacts for the Mr. Ruoss read through the below recommendations current and potential donors; Identify drafted at the end of the third NHM AB meeting. He opportunities for sponsorship; Prepare also reiterated the appreciation and praise of the AB “sponsor dossiers”; follow-up activities; members to the consultants for all of their good work Organise fund-raising events; Promote on the various documents they have prepared and and facilitate the organization of other presented to the board. corporate and institutional events in the premises designated for rental etc. The Advisory Board in its session of 24/25 NovemberMr. Ruoss pointed out to such important issues as 2009 recommends to:the educational dimension of NHM, Communication 1. Adjust the legal framework to internationalwith the public; the joint forum to be organized next conventions and new laws adopted byyear to discuss on the content and recommended Albania (Chapter I-IV)that quality assessment should be integrated into 2. Increase the flexibility of financing of
Annex: Approved minutes andrecommendations of the Advisory Board meetings 51 Public Museums (Art 19) and delegate 11. Establish advisory boards to support the authority of reusing the revenues the Director in accomplishing his tasks. of the Museums (Art.20) for the latter The Scientific Advisory Board with policy to create incentives/means to enter related and strategic planning tasks, into co-funding activities for the public and the Executive Board supporting Museums. NHM AB will elaborate a list the implementation of the Strategy of detailed proposals in cooperation with through work plans. ToR for the board the MoTCYS. are elaborated in the Governance & 3. Adjust the decision No 775 to the new Management Report. The Ministry may philosophy of museums and include also consider combining the two bodies experts in the field of museum to sit in into one. the Scientific Committee of Museums. 12. Focus the staff chart to core functions of 4. Elaborate a new statute for the the Museum and identify the services to NHM based on the Governance and be outsourced (security, café, souvenirs Management report. shop cleaning, gardening). 5. Adopt a new strategy for the National 13. Elaborate a roadmap in order to adjust Museum focused on visitors’ interest the infrastructure based on the risk and promoting the history by enhancing assessment elaborated by the experts the staff competences in the field of invited by UNDP (water supply, fire communication and Development, emergency etc.) Collections, Exhibitions and Education 14. Elaborate an action plan with the aim of as well as establishing a modern best managing the asbestos present in administration (HR, Finance, and the NHM building. Maintenance) and visitors’ facilities 15. Elaborate a roadmap in order to adjust as indicated in the Governance and the infrastructure based on the risk Management Report. assessment elaborated by the experts 6. Adopt the Mission Statement endorsed by invited by UNDP, taking into account the the AB (reduce the political and personal priority needs to renovate the Museum influences on the Museum Strategy. entrance hall as well as other urgent 7. Redefine the role of the Director measures such as water supply and fire and delegate the authority related to emergency systems. strategic planning, setting goals and 16. Elaborate an action plan with the aim of define activities to fulfill the museums’ best managing the asbestos present in mission, managing and monitoring the the NHM building. implementation of the activities. 17. Further elaborate work plans related to 8. Create new posts of Deputy Director, the main fields identified in the concept Head of Collections, Head of Exhibitions, framework such as Museums networks, and Head of Education which support the Collections, Education, Communication, fulfillment of the mission. exhibition concept, financing and 9. Adopt an organizational chart as fundraising (to be included in the work elaborated in the report on Governance plans). and Management in a mid-term 18. Establish local and regional networks for perspective. cooperation, public promotion as well as 10. Establish a roadmap for the transformation exchange of expertise and exhibitions. of the existing organizational chart 19. Define a collection concept based on into the new chart as described in the dating (historic periods) and material Governance & Management report. AB separated by categories: Prehistory, will support the change (management) Middle-age, Ethnography and Modern. process. Elaborate a capacity Building 20. Elaborate a concept for education and concept in order to train staff with a focus entertainment to assure for a high quality on the future tasks. AB and the JP Team visitor’s experience. will adjust the work plans.
52 21. Elaborate a communication concept stakeholders that the community of historians within the museum as well as a public and professionals will be mobilized to render their relation strategy. Establish an annual contribution in such an important undertaking. communication plan. 22. Establish a financial and fundraising H.E. Manuel Montobbio, Ambassador of Kingdom of concept including sponsoring events for Spain, was appreciative of the project implementation museum (donations, contributions etc.) so far, considering it as a good starting point. He 23. Establish quality assessment plan in the cautioned the stakeholders to be watchful on the NHM concept. steps forward. He also asked for the government to allocate the necessary funding from the state budget to enable the continuation of the activities in the NHMVIII. CLOSING REMARKS beyond the MDG-F UN JP life.H.E. Ferdinand Xhaferri, Minister of Culture, Tourism, Mrs. Gulden Turkoz-Cosslett, UNRC, extended herYouth and Sports thanked the NHM AB members and appreciation for the fruitful contributions renderedthe other participants for the contribution rendered by the honorable members of the NHM AB, to theduring the two days meeting. He expressed his Minister of Culture, Tourism and Sports for hisgratitude to the Kingdom of Spain and the United institutional support and commitment and to all theNations Implementing Agencies: UNESCO and NHM stakeholders for the serious efforts dedicatedUNDP for the professional implementation of the to converting NHM into a world-class museum. Sheactivities and the close collaboration with the national asked the MDG-F UN JP Team to put together theauthorities. Aware of the vast range of the interventions 3rd NHM AB meeting recommendations and minutesneeded in the NHM to bring it up to the international and circulate them among the stakeholders.standards and the MDG-F UN JP financial and timeconstraints, he reiterated the commitment of the The upcoming NHM AB meeting was tentativelyMinistry of Culture, Tourism, Youth and Sports in the planned to convene in late January – early Februarycarrying through of the implementation processes. 2010.He assured the NHM AB members and the other
Annex: Approved minutes andrecommendations of the Advisory Board meetings 53 Ad-hoc Conclusions and Recommendations based on the Asbestos and Seismic/Structural assessments, February 2010 Ad-hoc Conclusions and Recommendations based on the Asbestos and Seismic/Structural assessments Via Email, February 2010After reviewing the information presented to it from the Asbestos and Seismic/Structural assessments, theAdvisory Board to the National History Museum has: • Taken note of the previous meetings Albania sh.p.k. on the structural and minutes and action points with regards to seismic situation in the NHM; moving the decision processes forward • Noted that the company DIWI Consult quickly; International Albania sh.p.k has • Noted that in its third working session concluded that extensive structural on 24-25 November 2009, the Advisory strengthening measures are required Board has discussed the desktop study to ensure the capacity of the building to on asbestos in the museum by the withstand the effects of seismic action, consulting firm “Arundelle” and focused and also that the current NHM building on the main issues of how to obtain a requires considerable investment and clear picture of the extent of the asbestos rehabilitation works to be renovated to situation and the necessary steps to meet international norms and standards; remove it, bearing in mind the limited • Noted that the company DIWI Consult budget of this project activity; International Albania sh.p.k has concluded • Taken note of the recommendations and that the necessary interventions can comments made by the professional be worked into a phased programme to company Arundelle on the asbestos offset the investment costs over a period situation in the NHM; of time; • Noted that the company Arundelle has • Further noted that the company DIWI recommended nine areas for intervention Consult International Albania sh.p.k to remove asbestos in the NHM, of which has strongly recommended that priority six of these areas are noted as priority be given to essential safety measures to ensure that staff and visitors are not related to the provision of fire detection affected after any potential disturbance and escape and protection facilities, of these areas; which are currently not in place at the • Also noted that the company Arundelle museum; has concluded that interventions to these • Recommended that the final versions of nine areas can be done in phases; these reports are translated into Albanian • Further noted that the company Arundelle for complete transparency and sharing has recommended that as long as the with the Government of Albania and other areas noted to have asbestos remain interested stakeholders; undisturbed, that physical works to the • Recommended that bearing in mind building may commence in these other the conclusions and recommendations areas; of the two companies specified above, • Taken note of the recommendations and the Government of Albania should give comments made by the professional highest priority to the removal of asbestos company DIWI Consult International in the six priority areas and to the fire
54 detection and escape and protection • Recommended that as it remains facilities in the museum; unaffected by either the asbestos, • Recommended that while the CHSED structural or seismic situations, the Joint Programme was designed to improve entrance hall still remain a priority of the visitor experience, some finances should CHSED Joint Programme for physical be devoted to assisting the Government works; of Albania with the above priorities; • Recognizes that the final decision on • Stressed the importance of the above how to proceed with the physical works priorities being a cost-sharing activity under this programme remains with the with the Government of Albania; Government of Albania; • Recommended that as most of the • Requested the CHSED Joint Programme activities recommended by the two to develop a work plan summarizing all companies can be done in phases, that of the works and activities they intend to the CHSED Joint Programme work with undertake in the Museum for the Advisory the Government of Albania to develop a Board’s endorsement; work plan that reflects this; • Recommended that this work plan • Noted that in its meeting of 24-25 be shared with the Advisory Board November 2009, it had recommended members; that the Entrance Hall be prioritized for • Acknowledged the hard work and physical works that improve the visitor dedication by all members of the Advisory experience as this will create new Board, the museum, government bodies, opportunities for revenue generation, MDG-F project team and consultants allow for a flexible and dynamic use of to see this project activity through to the space during reconstruction efforts, success; and engage the general public more • Remains available for consultation on all effectively than work in other areas of the matters related to the NHM throughout the museum; end of its 18-month term (ending January 2011), as indicated in its statutes