Yet, an inadequate budget for staffing is among the most common oversights when planning or running a makerspace. I have served on countless makerspace committees that held an “if we build it (and stuff it full of tools), they will come” attitude that only allowed them to see as far as opening day.

Institutions must appropriately allocate enough money for both start-up and a multi-year runway for front-line staff if they wish to establish an inclusive makerspace and safe ecosystem that ensures a healthy creative culture.

Additionally, makerspace staff should be dedicated and not have dual roles. In educational settings, the makerspace is often run by a faculty member or librarian in addition to their primary duties, and this staffing attempt needs to be revised. The equipment may stay operational at best, but a vibrant culture never manifests.

While the rationale of being efficient and saving money is understandable, in most cases where someone adds the makerspace tech role to what is often a full plate, the makerspace never runs smoothly. Common problems in makerspaces without a dedicated shop tech are; the disorganization of tools and materials, broken, unsafe, and lost tools and consumables that run out and never reordered. A makerspace operated this way, especially a new makerspace that hopes to gain traction among its community of stakeholders, will constantly disappoint, leading to a high likelihood of failure.

Instead, if you can’t swing a full-time employee, I advise makerspaces to hire a part-time student or local community member. Someone with dedicated time or salary with set hours ensures your makerspace remains welcoming and in good working order, facilitating success for all stakeholders.

The vast majority (60-70%) of the operating costs of a makerspace should be in staff salaries. The short-sightedness of getting the makerspace built often removes the foresight necessary to design the organizational chart and long-term staffing operations that ensure success.

Of course, much depends on the; number of stakeholders, square footage, equipment, and strategic goals. The suggestions below are a foundation to consider when designing a makerspace organization staffing structure.

Let's start at the smallest makerspace and work towards the monumental.

If your new makerspace is below 2000 sq/ft, ideally, it will open its doors with two dedicated staff — a manager and a shop technician. The manager focuses on vision, budgets, staffing, outreach, etc. While the cornerstone of a safe and functioning prototyping facility, the shop tech’s job includes; equipment operations, tool safety, equipment training, maintenance, and fabrication assistance.

Makerspace committee members write those job positions down as a non-negotiable budget line!