Abstract

As Research Managers, Policy Advisors, Grant Consultants we play a pivotal role in shaping the research agenda of our institutions and ensuring its alignment with the needs and aspirations of the communities we serve. The `Region as Campus` paradigm underscores the importance of this alignment by encouraging Higher Education Institutes (HEI) to become active participants in the socio-economic development of their regions and labor markets. The required mindset can have far-reaching implications for research, education, institutional strategies, and community relations.

Research Managers (RMs) are tasked in the `Region as Campus` concept with identifying strategic partners and facilitating collaborative projects that address regional and societal challenges, and need to take up other roles, such as facilitator of interdisciplinary collaboration, organizer of community engagement, and strategic developer towards new ways of organizing research, partnerships, and financial stability. RMs must foster an multi-disciplinary environment where researchers come together to tackle complex issues, to develop holistic solutions to regional problems.
It is imperative for RMs to facilitate cross-disciplinary dialogues and create incentives for collaborative research projects. Research Managers must act as intermediaries between the university and the local community, ensuring that research activities are responsive to community needs.
This involves conducting needs assessments, organizing outreach programs, and involving community members in the research process. Effective community engagement not only strengthens the university's ties to its region but also ensures that research outcomes have a meaningful and positive impact on the lives of local residents.

The 'Region as Campus' model presents opportunities for RMs to diversify funding sources.
By forging partnerships with regional businesses and securing research contracts, UASs can reduce their reliance on traditional funding models. These opportunities will need to be actively sought and strategies developed to leverage the region's resources for research initiatives.

The 'Region as Campus' approach necessitates a shift in how universities measure success.
Besides metrics such as academic publications and citation counts, RMs should also focus on indicators of regional impact, such as monitoring the university's contributions to local economic growth, community well-being, and innovation ecosystems.

Research support at large is being reevaluated and adapted, to allow for strategic project development, financial stimulation of interdisciplinary cooperation and diverse funding opportunities; all matching the regional alignment.

In conclusion, the 'Region as Campus' paradigm presents an exciting opportunity for RMs at UASs.
Embracing this approach requires a shift in mindset, emphasizing innovation, collaboration, and community engagement. By embracing the 'Region as Campus,' universities can position themselves as catalysts for regional development and make meaningful contributions to the societies they serve.
Let RMs take up their roles to make this happen.