Internal Control

Our Erasmus+ operations are embedded within the university’s broader internal control and quality assurance system, ensuring that all processes are conducted correctly, efficiently, and in compliance with relevant regulations. Internal control in this context refers to the mechanisms and procedures that safeguard the integrity of our administrative and financial activities, reduce risks, and uphold the principles of good governance (such as transparency, accountability, and effectiveness).

A foundational element of our internal control is having well-defined procedures and workflow documentation for every major process in the Erasmus+ Programme. We have developed clear guidelines and manuals that cover, for example, the steps for student selection and nomination, staff mobility selection, grant management and financial disbursement, partnership agreement approval, and recognition of study abroad credits. Each guideline specifies roles and responsibilities: who initiates the process, who reviews or approves at different stages, and what documentation is required. By mapping out these processes, we ensure that staff members know exactly how to perform their duties and decisions are made following a consistent protocol.

We adhere to the principle of segregation of duties to prevent conflicts of interest and errors: critical tasks and decisions are not handled by a single person from start to finish. For example, Erasmus+ student selection follows these steps: (1) the Erasmus+ Office checks applications for eligibility; (2) the language exam is prepared, administered and assessed by the School of Foreign Languages, with no involvement of Office staff; (3) the Erasmus Selection Committee, appointed by the Rector, scores and ranks the candidates; (4) results are published as main and reserve lists after the appeal period. Grant payments are made through the Department of Strategy Development in line with public financial regulations.

Erasmus+ processes are monitored and checked at two levels. (1) The Turkish National Agency reviews interim and final reports and Beneficiary Module records under the grant agreement and may carry out desk or on-the-spot checks. (2) Within the University, the Office reviews its risks and control activities once a year; monitoring results are discussed at the meetings of the Office Management Board and recorded in minutes, and any shortcomings are entered into the Improvement Action Plan and followed up through the “Check” and “Act” steps of the PDCA cycle.

Risk management is integrated into our internal control approach. We proactively identify potential risks that could affect our Erasmus+ operations and put in place measures to mitigate them. For example, we recognize risks such as fluctuations in interest or exchange rates affecting grant budgets, the possibility of partner universities not honoring agreements, visa or travel difficulties for participants, or even internal risks like staff turnover in the International Office. For each identified risk, we have considered contingency plans or preventive actions. This might involve maintaining a reserve fund to cushion financial uncertainties, diversifying our partner portfolio to avoid over-reliance on a single exchange destination, providing early visa guidance to participants, or cross-training staff to ensure operational continuity. By addressing risks in advance, we aim to prevent disruptions and ensure the programme runs smoothly.

We also maintain an Internal Control Standards Checklist tailored to Erasmus+ activities. This checklist, aligned with national public internal control standards, includes items such as: “All Erasmus+ documents are archived properly and securely,” “Data on mobilities is recorded accurately in the Mobility Tool and internal databases,” “Grant agreements are signed by both parties before the mobility start,” “Participant insurance and safety measures are verified,” and “Confidential information (like personal data of participants) is protected in accordance with data protection laws.” Periodically, we review compliance with each item on this checklist. This self-assessment helps catch any oversight early and reinforces a discipline of following established protocols.

Lastly, we ensure stakeholder involvement in oversight. Our university’s Quality Commission and the Erasmus+ Programme Commission include representation from different faculties and departments, and in some cases student or alumni representatives. These bodies convene to discuss the progress of internationalization and exchange programmes. They review reports, offer recommendations, and sometimes perform their own evaluations (for example, analyzing feedback from departments about incoming exchange students). By involving a broad range of stakeholders in governance and control, we gain diverse perspectives and increase the credibility of our oversight processes.

In essence, the internal control measures in place for Erasmus+ at Kilis 7 Aralık University guarantee that our programme is managed with a high level of professionalism and integrity. Participants and partners can trust that behind the scenes, there is a robust system monitoring and guiding every process – from application to recognition – to minimize errors and uphold fairness. This strong internal control environment not only helps in complying with external audits and standards but, more importantly, contributes to the overall quality and reliability of the international experience we provide to our students and staff.

Last updated: 25.10.2026