In the modern academic ecosystem, the role of external funding as the driving force behind research and innovation (R&I) is becoming increasingly evident. This funding not only shapes the growth and career trajectories of academics but also holds untapped potential for the evolution of research support offices (RSO).
Our case study introduces a novel model that goes beyond the traditional RSO focus on project overheads and selling project management services to R&I projects. Instead, it strategically harnesses targeted competitive R&I funds (participation in Horizon Europe projects) to sustain essential roles within research support offices, such as project management, Intellectual Property Rights (IPR) management, impact agents, and research development managers. This comprehensive funding approach covers not just staffing needs (salary) but also consumables, travel, and the infrastructure required for effective research support.
While the advantages of this model are compelling, including financial autonomy and enhanced institutional reputation, it's crucial to acknowledge the inherent challenges. Externally funded RSOs and the involved Research Managers and Administrators (RMAs) face dilemmas similar to those in academic / research settings: the constant need for new grants (pre-award), extensive networking efforts (pre-pre-award), and ongoing project management tasks (post-award).
Our case study offers a nuanced evaluation of these pros and cons, providing invaluable insights for RSO managers and RMAs considering a transition to an externally funded model. These examples and analysis aims to serve as a blueprint for redefining the financial and operational frameworks of research support offices, thereby paving the way for a more sustainable and impactful academic environment – but also the establishment of an independent, confident and recognized RSO. Financial independence seems to be related to acceptance of RMA’s in the academic ecosystem and also to self-confidence of the RMAs.
Case study: In 2020, we took a calculated and systematic approach to engage with the upcoming mission-based research within Horizon Europe. Recognizing that Coordination and Support Actions (CSAs) were integral in laying the groundwork for future Research and Innovation Actions (RIA) and Innovation Actions (IA), we aligned our objectives to meet the specific needs of these missions as delineated in the topic descriptions. These objectives included mapping existing projects in targeted mission areas, identifying future funding avenues for scaling mission solutions, and delineating the policy and governance frameworks. Additionally, our objectives encompassed the organization of networking events, increasing awareness among stakeholders and citizens, and defining pathways for financial instruments aimed at upscaling mission solutions—tasks that are traditionally within the skills of RMAs.
Capitalizing on our extensive networks, we achieved remarkable success in securing three Ocean Mission CSAs, one Ocean Mission IA, and another Climate Mission IA. This strategic engagement not only fulfilled the missions' objectives but also created employment opportunities, leading to the hiring of two new RMAs. In our presentation, we will outline how RMAs can not only advise and support but actively engage and participate as equal partners in European projects. Our experience serves as a compelling case study for RMAs looking to strategically position themselves in mission-based research programs. It underscores the value of a systematic approach and the importance of leveraging networks to achieve mission objectives. Moreover, it highlights how such strategic engagement can lead to tangible benefits, including employment opportunities and the expansion of RMA capabilities. This case study aims to serve as a blueprint for RMAs aiming to navigate the complex landscape of Horizon Europe Missions effectively.
