Making the Museum is a newsletter and podcast on exhibition planning for museum leaders, exhibition teams and visitor experience professionals.
MtM is a project of C&G Partners | Design for Culture
Cost of Owning
Smart car shoppers consider both the cost of buying and the cost of maintaining. Why isn’t that a more standard step for our exhibitions?The average monthly payment on a new car is about $700 / month. Yow. But don’t forget gas, repairs, maintenance, tires, registration, fees, taxes, insurance, and depreciation.
Podcast: Six Secrets, Fabricator Questions & Before the Project
In the three inaugural episodes of Making the Museum (the Podcast) I have some great guests to start things off.
Subscribe wherever you get your podcasts!
Strategic Misrepresentation
Caution: potential light-bulb moment below. Which method is more common for representing costs for major projects like museums?
A. Accurate representation. B. Strategic mis-representation. C. A mix of A and B.
Do Nonprofits Need Profits … the Most?
What if I told you ... that "nonprofit" actually means a business that makes profits, but never gives them to individuals, and instead reinvests them in crucial services for public benefit?
Why Do We Call It Nonprofit?
A nonprofit is a business — including nonprofits that make exhibitions. It must make more than it spends or it won’t survive. That leftover money is called profit. Then why do we call it nonprofit?
Do Nonprofits Make No Profits?
Nonprofits — like Harvard, the Smithsonian, or the Metropolitan Museum of Art — all have employees, bring in money, pay their bills, and provide things that people value (for example: exhibitions). So yes, a nonprofit is a business.
Is a Nonprofit a Business?
If you develop exhibitions, you probably work at, or for, a nonprofit. So it’s important to know what a nonprofit is. Quick: define nonprofit in words, quietly to yourself. What did you come up with?
Fast, Cheap or Good: Pick Two
Time, money and quality are the three basic factors in exhibition project delivery. Given standard time and standard money, we can deliver standard quality. What if we’re asked to deliver faster, or cheaper, or better than standard? When do we say no?