The value of the Saffron Museum lies in its exceptional archaeological collections that express the development of ancient Egyptian art throughout the ages. Its collections include some artifacts found in the excavations of Ain Shams University in Arab Al-Hesn area, as well as some pieces that were borrowed from the Egyptian Museum in Cairo and Kafr El-Sheikh Museum of Antiquities, represented by groups of stone and wooden coffins, as well as pieces of Islamic arts, such as Warnok vessels and decorative ornaments. The museum is full of rare collections of manuscripts dating back to different time periods, from the Greek and Roman periods until the Islamic era.
The museum also gains its value from its presence in the ancient Saffron Palace, whose establishment dates back to 1901, and the historical events it went through that reflect pages of Egypt’s modern history, such as the 1936 treaty, the 1945 Arab League Charter, the negotiations of the Egyptian Evacuation Agreement in 1946, and the palace’s role as the headquarters of the presidency of the Egyptian League. In 1925, then Ain Shams University a year ago. 1952
According to the institutional value model of “Value, Rareness, Imitability, (VRIO) Organization,” we find that the museum includes cultural, cultural, and educational value as a university museum that expresses the history of ancient Egyptian art. It is also unique in its collections with an archaeological context. It is unified, and is not similar to other university museums that contain only educational collections for students. The museum also manages its information resources through a specific database, its physical resources through technological techniques, its human resources through the museum’s curators, researchers, and curators, and its financial resources in accordance with the regulations of Ain Shams University.
In cultural and museum institutions, these are referred to as Key Performance Indicators (KPI). Performance measures must be established to ensure improved performance, effectiveness, efficiency and appropriate levels of internal controls.
The individual and institutional performance of the Saffron Museum will be evaluated in four main areas: the condition of the archaeological collections, the museum’s ability to communicate and cooperate internationally, operating management, and museum services.
The evaluation will be done monthly and annually according to the American system “Balanced Scorecard”, which includes setting the museum’s objectives, monitoring the condition of the archaeological collections, and linking them to the museum’s international communication and cooperation activities and the development of visitor services that the museum will achieve.