Diagnostic Tool

Internationalisation Evaluation — Data Preparation

This short questionnaire helps us prepare for an internationalisation evaluation by identifying which information your institution can readily provide. It is not a test, and there are no right or wrong answers. Your responses simply help us understand how your international operations are organised, so that any assessment begins from an accurate and efficient starting point. It takes about ten to fifteen minutes and is best completed by someone with a cross-institutional view of international activity. Your responses are treated as confidential.

Contact Details

Institution *

Name *

Role *

Email *

Your international strategy

Which best describes how your institution documents its internationalisation strategy?

Select one *

We have a dedicated, current international strategy or plan, with measurable goalsInternationalisation is embedded within our overall institutional/strategic planWe have an older or informal plan, not currently maintainedWe do not currently have a documented internationalisation strategy

Do your major partnerships have a documented rationale (what the institution expects from each, and conditions for ending them)?

Select one *

Yes, documented for most major partnershipsPartially — some are documented, many are notRationale is understood by staff but rarely written downNo, partnerships are generally formed without a documented rationale

How you track international activity

Does your institution keep a central inventory or register of its international activities and agreements?

Select one *

Yes, a maintained central register/databaseYes, but it is partial or not consistently updatedActivities are tracked separately by different offices/facultiesNo central tracking

How does your annual reporting present international activity?

Select one *

We report different types of activity (e.g. recruitment, partnerships, research) separately, each with its own metricsWe report international activity as one combined sectionReporting is mostly narrative, with limited metricsWe do not produce regular internationalisation reporting

International students & recruitment

Which of the following can you report on for your international student recruitment? (select all that apply)

Select all that apply

Fee income by programme and source countryEnrolment volumes and trendsGraduate employment / post-study outcomesA breakdown by recruitment type (e.g. onshore master's, transnational/branch, pathway)None of these are readily available

Student experience & learning

Does your institution measure intercultural or global learning outcomes (not just participation counts)?

Select one *

Yes, using a validated assessment instrumentWe track participation, and assess learning informallyWe track participation onlyWe do not currently measure this

How is international/intercultural content built into the curriculum and the wider student experience? (select all that apply)

Select all that apply

International perspectives are integrated into core curriculum across disciplinesWe run internationalisation-at-home / virtual exchange / COIL initiativesWe can report what proportion of students these reachWe deliberately structure interaction between domestic and international studentsThese are mostly ad hoc or extra-curricular

Research partnerships & compliance

Before signing an international research partnership, which checks does your institution carry out? (select all that apply)

Select all that apply

Screening partners against sanctions / restricted-entity listsReviewing the partner country's own regulations (not only the funder's)A formal risk assessment (reputational, legal, ethical, geopolitical)Mapping funder compliance requirementsThese checks happen informally or case-by-case, not as a documented processWe do not have a formal pre-signature process

Does your institution have a formal research-security function or programme?

Select one *

Yes, a dedicated function with defined staff and remitResponsibilities are assigned to existing staff (e.g. research office, legal)It is handled informally when issues ariseWe do not have this

How are research data residency and intellectual-property terms handled in cross-border partnerships?

Select one *

Both are explicitly negotiated and documented at the design stageIP terms are documented; data residency is handled case-by-caseWe generally follow the partner's or funder's standard termsThese are not formally addressed

Has your institution classified its research portfolio by sensitivity (e.g. dual-use / critical-technology areas)?

Select one *

Yes, we maintain a sensitivity classificationPartially, for some areas or fundersNo, but we could identify sensitive areas if askedNo

Research capacity & partnerships

In multilateral or consortium research grants, what role does your institution typically hold?

Select one *

We have led or coordinated multilateral consortiaWe participate as a partner / work package leadWe participate only as a sub-recipientWe have limited or no multilateral grant experience

Which of the following does your institution actively do? (select all that apply)

Select all that apply

Formal engagement with diaspora / expatriate scholarsMembership in regional university consortia or peer networksPublishing in regional or diamond open-access channels (and recognising it in promotion)Use of regional / national (non-commercial) research infrastructure or computingNone of these in a formal way

Monitoring & resilience

How does your institution stay ahead of regulatory or geopolitical changes affecting international work?

Select one *

We actively monitor and route alerts to affected researchers/deansWe respond when changes are brought to our attentionWe have documented crisis protocols (e.g. for visa shocks, entity-list changes)This is handled reactively, without a defined process

Thinking of a recent external disruption (e.g. a visa policy change, funding shift, or partnership ending) — could your institution describe how it responded?

Select one *

Yes, with documented decisions and timelineYes, staff could describe it, though it is not fully documentedWe have not faced a significant disruption recentlyThis would be difficult to reconstruct

Governance & leadership

How is internationalisation positioned in your governance? (select all that apply)

Select all that apply

The senior international officer reports to the president/provost (or one level below)International matters are a standing item in senior/board-level committeesThe president/provost is personally and visibly engaged in international strategyPartnership approvals move through a defined, reasonably quick processNone of these clearly apply

Resourcing the international function

How is your international office funded, and what expertise does it hold? (select all that apply)

Select all that apply

Funded mainly by a stable institutional allocationFunded substantially by international fees / overhead it must generateWe can report the split between permanent and external/volatile fundingThe office includes compliance / legal / regulatory specialistsInternational revenue is shared back to the faculties/units that earn it

People & culture

Which of the following are formally in place at your institution? (select all that apply)

Select all that apply

International engagement is recognised in tenure/promotion criteriaAdministrative staff (HR, finance, registry) receive international-operations trainingInternational initiatives are institutionalised, not dependent on a few individualsSenior leaders communicate openly about partnership changes or closuresNone of these are formally in place

Additional Context

If there is anything else we should know about your institution's setup or priorities, please note it here.