SPIC
Ad Hoc Level
Standard Level
Structured Level
Integrated Level
Leadership and Strategy
→
There is no explicit commitment or concern for integrity.
Commitment and concern for integrity are occasionally demonstrated.
Commitment and concern for integrity are clearly visible.
Commitment and concern for integrity are fully integrated.
The vision for integrity management is absent or unclear.
The vision for integrity management is vague and poorly communicated.
The vision for integrity management is clear.
The vision for integrity management is clear and deeply integrated into the organization.
Management is not trained in ethics and integrity.
Management has received basic training in ethics and integrity.
Management regularly receives training in ethics and integrity.
Training in ethics and integrity is an integral part of management development.
Management is not evaluated on ethical behavior and integrity.
Evaluation of ethical behavior and integrity in management occurs sporadically.
Management is systematically evaluated on ethical behavior and integrity.
Training in ethics and integrity is an integral part of management development.
Integrity is not considered in decision-making.
Integrity is sometimes considered in decision-making.
Integrity is a clear part of decision-making.
Integrity is fully integrated into decision-making.
Values and Principles
→
There is no formal code of conduct.
There is a basic code of conduct, but it is rarely used.
The code of conduct is well-documented and widely communicated.
The code of conduct is fully integrated into the organizational culture and consistently adhered to.
Employees are not involved in the development of the code of conduct.
Employees are minimally involved in the development of the code of conduct.
Employees are systematically involved in the development of the code of conduct.
Employees are fully and actively involved in the development of the code of conduct.
The code of conduct is hardly or not communicated.
The code of conduct is communicated once without follow-up.
The code of conduct is regularly communicated.
The code of conduct is continuously and deeply integrated into communication and culture.
The code of conduct is rarely or never updated.
The code of conduct is occasionally updated.
The code of conduct is regularly and systematically revised.
The code of conduct is continuously and proactively updated.
The code of conduct is hardly adhered to.
Adherence to the code of conduct is inconsistent.
The code of conduct is systematically followed.
Compliance with the code of conduct is fully integrated.
Structures and Procedures
→
Integrity standards are hardly followed.
Integrity standards are sometimes followed, but compliance is inconsistent.
Integrity standards are systematically followed.
Integrity standards are fully integrated and consistently adhered to.
No integrity risk analyses are conducted.
Integrity risk analyses are occasionally conducted.
Integrity risk analyses are systematically conducted and periodically reviewed.
Integrity risk analyses are fully integrated and continuously updated.
Internal control systems are absent or highly deficient.
Internal control systems are present but inconsistently applied.
Internal control systems are well-developed and systematically applied.
Internal control systems are fully integrated.
Integrity rules are hardly or not communicated.
Integrity rules are sporadically communicated without a clear strategy.
Integrity rules are systematically and effectively communicated.
Integrity rules are fully integrated into the organization's communication and culture processes.
Integrity rules are hardly enforced or complied with.
Integrity rules are irregularly complied with.
Integrity rules are systematically adhered to.
Compliance with integrity rules is fully integrated.
Employees and Culture
→
Screening of personnel does not or rarely occurs.
Personnel screening takes place but is not consistently applied.
Personnel screening is a standard part of the recruitment process.
Personnel screening is fully integrated.
New staff is not or hardly informed about the integrity policy.
New staff is informally and occasionally informed about the integrity policy.
New staff is systematically informed and trained on the integrity policy.
Raising awareness of new staff about the integrity policy is fully integrated.
No integrity training is offered to staff at all.
Integrity training is offered on a modest scale.
Integrity training is regularly offered.
Integrity training is fully integrated into the development program.
Employees are not specifically encouraged to address integrity issues.
Employees receive minimal encouragement and support to report integrity issues.
Employees are actively encouraged to report integrity issues.
Employees are proactively encouraged to report integrity issues.
The culture of integrity is inconsistent and not well-developed.
There is a basic culture of integrity, but it is not fully integrated.
There is a well-structured culture of integrity that is well adhered to by all employees.
Integrity is fully embedded in the organization's culture.
Reporting and Enforcement
→
There is no formal reporting procedure, and reports are made on an ad hoc basis.
There is a reporting procedure, but it is poorly known and seldom used.
The reporting procedure is well-developed and widely known within the organization.
The reporting procedure is fully integrated into the organization.
There is no confidant or designated point of contact for integrity issues.
There is a confidant, but the role is poorly known and underused.
The confidant is well-embedded and actively involved in the organization.
The confidant is fully integrated and plays a central role.
There is no clear communication about the reporting procedure.
The reporting procedure is sporadically communicated.
The reporting procedure is systematically and clearly communicated to all employees.
The reporting procedure is fully integrated and consistently visible in communication.
There are no formal procedures for integrity investigations.
There are basic procedures for integrity investigations, but they are not consistently applied.
There are well-developed procedures for integrity investigations.
The procedures for integrity investigations are fully integrated and proactively applied.
Integrity violations are rarely punished.
Integrity violations are occasionally punished.
Integrity violations are consistently punished.
Integrity violations are strictly punished, with an integrated learning culture.
Communication and Accountability
→
There is no systematic internal reporting on integrity.
There is annual reporting, but without in-depth analysis.
There is extensive annual internal reporting.
Internal reports on integrity are fully integrated into the management system.
There is no structural external reporting on integrity.
There is annual external reporting, but the information is limited.
There is detailed annual external reporting on integrity.
External reporting on integrity is fully integrated.
Integrity violations are hardly communicated.
Integrity violations are communicated, but usually reactively.
There is transparent communication about integrity violations.
There is proactive and fully transparent communication about integrity violations.
There is hardly any communication about the importance of integrity.
The importance of integrity is occasionally communicated.
The importance of integrity is regularly communicated.
The importance of integrity is systematically and transparently communicated.
There is no conscious policy to build/maintain an honest reputation.
The organization acknowledges the importance of an honest reputation but works on it sporadically.
The organization actively and systematically works on building and maintaining an honest reputation.
The organization has a deep commitment to cultivating and maintaining an honest reputation.
Planning and Coordination
→
There is no formal integrity policy plan.
There is a basic integrity policy plan, but it is limited.
There is a detailed and structured policy plan that is actively followed and evaluated.
The integrity policy plan is fully integrated into the organization's strategy and culture.
There is no designated integrity coordinator.
There is an integrity coordinator, but the role is limited in influence and resources.
The integrity coordinator has a clear role with sufficient resources and authority.
The integrity coordinator plays a central, strategic role.
Collaboration on integrity is sporadic.
The integrity coordinator collaborates with others, but collaboration is limited.
The integrity coordinator systematically collaborates with others.
The integrity coordinator is fully integrated into a network of collaboration.
There is no specific budget or time allocated for integrity initiatives.
There is a basic budget and limited time for integrity initiatives.
There is sufficient budget and time available for a wide range of integrity initiatives.
Integrity has a prominent place in the budget and time management.
There is no systematic monitoring or evaluation of the integrity policy.
Risks are identified and assessed at a basic level.
The integrity policy is regularly and systematically monitored, evaluated, and revised if necessary.
Monitoring, evaluation, and revision of the integrity policy are fully integrated.