Abstract

Internationalisation and finance of Research and Innovation (R&I) is one of the main goals of research managers and organisations. In many countries, obtaining funds from European and international R&I funding programs is also a political goal that leads to specific policies and initiatives.

This is the case of Spain and the Euroingenio program, launched in 2007 by the government to increase participation and success in the European Union’s Framework Programme (FP) for Research and Innovation.

The four main areas Euroingenio concentrated on were strategic alignment, straining and capacity building, networking, and institutional assistance.

- Institutional Support: The program established research management offices within institutions, embedding these roles as essential functions for sustained impact.

- Training and Capacity Building: Euroingenio developed the skills of research managers, enabling them to handle complex EU proposals and projects effectively.

- Strategic Alignment: By aligning Spanish research agendas with EU priorities, Euroingenio increased the relevance and competitiveness of proposals.

- Networking and Collaboration: The program facilitated strategic partnerships, enhancing Spain's visibility and success in European research networks.

As a result, professional research management teams were established and strengthened in Spanish universities, public research organisations, research centres, and technological platforms.

Over the years other programs have supported the evolution of a strategy that began with Euroingenio. As a result of the specific actions put in place through it and the successive programs, the professionalisation of research management has become deeply ingrained in Spanish institutions, ensuring its sustainability while improving regularly Spain’s success rates in the FPs and increasing significantly the quality of proposals and strategic collaborations.

During the presentation, we will explain the goals of Euroingenio, how results are measured, lessons learnt, and the evolution of measures put in place regarding RMA services at the national level.

Spain’s strategy through Euroingenio and successive initiatives can serve as a model for all types of entities for how targeted interventions in research management can lead to substantial improvements in international research participation.

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Takeaway messages: RMA support policies and strategies based on KPI and clear strategical objectives can lead to an increase in the internationalization of research systems and the more professional RMA services. The Spanish case is a good example that can be replicated in another countries, or even at entity-level.