Approach to Mediala-Prado: Clayton Shaw

1- Description and evaluation of your experience in Medialab-Prado

As part of my masters studies in European Cultural Policy and Management from the University of Warwick, I undertook a six week work placement at Medialab Prado where I supported the Interactivos? 2008 workshop.  I carried out an evaluation of the project looking at the strengths and opportunities for development, as well as carrying out an observational report about the organisation in general.

Working at Medialab Prado, and supporting the Interactivos? project opened my eyes to how cultural policy works in Spain, and how an organisation like  Medialab Prado can contribute to the city’s cultural portfolio through innovative practices, particularly through inter-disciplinary collaborative working.  Plainly, where an organisation can make a unique impact on supporting cultural growth, development, and innovation, it is clear to see why the local authority and the city’s citizens would want to embrace the activities of Medialab Prado.

On a more personal level, I thoroughly enjoyed the energy and enthusiasm of the staff and practitioners, and feel that the staff team go far beyond the call of duty to ensure that they deliver the very best service to practitioners, and in making visitors feel welcome and at home.

Overall my experience of Medialab Prado was incredibly positive, and has since resulted in continuing the relationship through new partnership project activity.

2- How do you value Medialab-Prado? What do you think could be changed or improved?

I find the work of Medialab Prado to be inspiring in terms of pushing boundaries and encouraging innovation.  I also respect the knowledge and experience of the staff team, a team which is increasing its connections, knowledge and experience for the benefit of Medialab Prado users.  Furthermore I consider the research and development model of programmes such as Interactivos? to be good models of practice that contribute to supporting and profiling individual talent, usually on relatively small budgets.

In terms of changes and improvements, I would like to throw out the question of what could be achieved with bigger, more ambitious budgets.  When the time is right, possibly following the embedding process within the new building, will there opportunities for Medialab Prado to lead on key strategic, and high profile events of international significance?

Personally I feel that Medialab Prado is well positioned in terms of development, but it could also serve to further inspire its network of practitioners that it has engaged with over the years, particularly emerging practitioners, to witness excellence in terms of the work of artists and practitioners at the leading edge.

3- How do you think it should evolve, considering its future location at the new building (theOld Belgium Sawmill)?

Leadership and growth: Areas of network growth and collaborative practice have been explored, led, and delivered by MEDIALAB PRADO on a national and international level through the export of models such as Interactivos? and other lines of work.  The organisation has already demonstrated its strong leadership possibilities across a wide international network, as is made evident through by this year’s special mention at the prestigious Ars Electronica festival in Linz, Austria and the many artists and practitioners that have gone on to showcase their work in this small, though non insignificant small corner of Europe.

With enhanced resources, Medialab Prado will be better positioned than ever before to exploit the potential of increasing its leadership position.  As previously mentioned this could be achieved through programming significant and important work from around the world to inspire others to work in visionary ways, developing new strategic partnerships to export learning to encourage innovation within the cultural and other sectors, and securing other sources of funding for internationally significant project activities.  This way, Medialab Prado could extend significant cultural assets of the future through leading in sector development and the development of new talent.

Engagement: In a time of economic pressures, public spending will increasingly need to be justified.  Audiences and participants are the currency with which Medialab Prado will need to demonstrate its value to the citizens and politicians of Madrid.  So far the limited spaces at Medialab Prado have restricted the organisation’s ability to prioritise public engagement, however this should now change.  Strategies of audience development that enable new audiences to see or participate with Medialab Prado’s work, and public engagement activity that meets the needs of the city’s local priorities, as well as Spain’s national and international priorities, could contribute to securing a strong and sustainable future.

To conclude I would reiterate that Medialab Prado should consider increasing its already strong leadership position for the benefit of its international community of practitioners, and consider how it can make a more considered connection between the practitioners and the public.