Administrative Models

No singular administration model for makerspaces exists.  The most successful makerspaces use a model that best fits the the background of its founders and their goals for the space.   Specifically, do its founders have the knowledge to take care of day-to-day operations, set up and run equipment as well as a strong foundation in business strategies and management?  Goal – wise – is the goal to ensure collaboration, trust, and peer creation and administration, or is the goal to promote an environment of creation, collaboration with a certain element of control?

Commercial makerspaces typically fall into the second goal category.  Often commercial enterprises are accountable to external pressures which may include – having to show a return on investment to funders and board members, the need to become self-sustainable and profitable in a much shorter amount of time than non-profit ventures, liability and legal issues surrounding commercial ventures etc.  Founders typically have both business and technical experience, as well as a vision.

Two successful commercial makerspaces – TechShop and MakeIt Labs use a top-down administrative structure.  A third type of administrative structure, more suited to small businesses/community-based makerspaces is a flat structure.

MakeIt Labs

MakeIt-Labs is owned and operated by Joseph Schlesinger.  His background is ideally suited to this type of venture, given his  experience in both IT and business management.  He holds a degree in electrical and computer engineering.  In the past he has worked as an IT director/manager and owned/operated his own IT business.

The pros and cons of sole management of a makerspace include:

Pros

Cons

·      Uniform decision making and strategizing ·      Little debate ·      Little time required to make decisions

·      Business could end up in trouble if owner/operator unavailable ·      Lack of a wider perspective and alternate opinions in business management ·      Possible reduction of accountability/involvement of  memberships, which may negatively impact the collaboration goal of makerspaces ·      Requires owner to understand all aspects of day to day operations and business strategies, which can be a lot for one person to handle.

TechShop

TechShop uses a retailer style model of administration similar to fitness club chains.  The difference is that TechShop locations are company-owned, not franchises.  TechShop’s administrative model is that of a typical large retailer with an executive management team replete with a CEO, CFO, COO president, vice president etc.; hiring store (or makerspace) managers and necessary staff for each location.  Board members have a mix of experience related to their respective fields.   The president and vice president have extensive backgrounds in science,making, and hobbyist activities. For more information, click here.

The pros and cons of  this venture include:

Pros	Cons
·      Decision making and strategizing based on corporate goals ·      Business model and investors demand higher level of accountability ·      Able to capitalize on business approach and attract larger investors and corporate donors/partnerships	·      Need to pay salaries  commensurate with market and experience, can be high for Executive teams ·      Business/commercial interests may come to dominate over creative and collaborative goals ·      More of a commercial feel, than a creative, independent one experienced in non-profit, community driven ventures

Flat Structures

Another popular model, though mostly amoung non-profits, is a small, flat structure.  Flat structures are popular with ventures who have only a few founding members, each with a unique set of skills.  In a flat structure, day to day operations are divided between founders equally, while business development and “maker” tasks (i.e marketing, accounting, equipment purchasing, educating members) are divided according to founder skills and abilities. This type of administrative structure may appeal to commercial ventures started by 2-4 people.

Pros and Cons of this model include:

Pros	Cons
·      A variety of perspectives on business development ·      Split duties according to expertise, so no one person gets overwhelmed, or needs to “know-it-all” ·      If one owner/operator is unavailable, there is another person to turn to	·      May not have uniformity in decision making.  Differences in opinions may lead to delays in important decisions ·      Unclear structures may make it confusing for members to identify who to turn to for specific requests. ·      Profits have to be split

Discussion:  Above, we only briefly describe 3 basic types of administrative models. Each model is influenced by the expertise of the administration, business goals and their pros and cons.  How would you expand on the above analysis?  What other business models would you suggest for commercial makerspaces?  Should other factors, pros and cons be considered?

Discussion Summary: The ETEC522 2013 Winter Term 1 cohort discussion brought up another type of administrative model commonly found among non-profit makerspaces.  This model is similar to a co-op model where all members have a say in the administration and running of the makerspace.  In a commercial makerspace, this could pose some administrative problems, as profits would have to be shared with all members of the co-op and making key decisions would have to wait until co-op meetings.  However, non-profits have shown great success with this model, as members are more involved, and consequently more committed to the success of the makerspace.

Please view the cohort experience in the comments below. If you are accessing this OER after November 3, 2013, you are welcome to further contribute to the discussion.

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