> **INTERNATIONAL DEVELOPMENT INTERN (IDI) PROGRAM**
>
> **GUIDELINES FOR PERFORMANCE REVIEWS AND**
>
> **ADMINISTRATIVE PROMOTIONS**

**1. INTRODUCTION**

These guidelines provide an overview of the newly established promotion
consideration process for IDIs at grades 6 and 5. Because this promotion
review process occurs largely independent of and at different times than
the annual performance review for all Foreign Service Officers, careful
attention must be devoted to ensuring timely IDI promotion reviews. In
addition, because the Agency is in the process of reinstituting a Tenure
Board, it is important to recognize and appreciate the interplay between
this promotion review process, FS Performance Boards and the Tenure
Board.

The guidelines are divided into the following sections:

> Introduction,
>
> Training and Promotion Policy,

Overview of the IDI Performance Review Process, and

Administrative Promotion Actions and Procedures

**2. TRAINING AND PROMOTION POLICY**

Individuals entering the Foreign Service through the International
Development Intern program (IDI) are in training for a 3-year period. At
the end of the 3-year period and with AEF performance at the "B" level
or better, the IDI will graduate from the program.

During the 3-year period, IDIs will be considered for two promotions via
an administrative process linked to the IDI Program. Each IDI will have
an initial performance review after the first 11 months and a second
performance review 12 months after the initial review. Administrative
promotions will be recommended after each satisfactory review.

Timing of the first two IDI performance reviews is determined by the IDI
Entry on Duty (EOD) date and is therefore not consistent with the April
through March Foreign Service Annual Evaluation (AEF) cycle.

**3. OVERVIEW OF THE IDI PERFORMANCE REVIEW PROCESS**

These guidelines will alert Principal Officers of their off-cycle
evaluation program responsibilities and assist IDIs, their
supervisors/raters, and standing Appraisal Committees in understanding
the procedures for preparing and conducting the initial 11-month and
second 12-month performance reviews.

**3.1 Supervisors and Their Responsibilities**

Each IDI will have an initial supervisor of record who is responsible
for:

1.  Ensuring that the Individual Development Plan (IDP) is established
    and carried out (detailed IDP information is provided to each IDI;
    supervisors are advised to consult with Human Resources regarding
    IDP questions) ;

2.  Developing an Annual Evaluation Form (AEF) with at least one and not
    more than 2 AEF Work Objectives (WO) with one or two Performance
    Measures (PM) for each. (The WOs should be developed in
    collaboration with the IDI and his/her coach to cover the
    anticipated time period in USAID/W. The initial year's WOs are to be
    completed within 45 calendar days following the completion of
    orientation); and

3.  Evaluating and documenting the IDI's performance at both the formal
    mid-point progress review (or immediately prior to the IDI's
    departure for post, whichever is earlier) and the 11 month mark as
    required by these guidelines.

If the IDI is assigned to a Mission during the initial 11 months, then
the new post supervisor becomes the supervisor of record and is
responsible for:

1.  Supporting the IDI in fulfilling all IDP responsibilities;

2.  Developing/changing post-specific AEF WO(s) and PM(s) to cover the
    remainder of time in the initial 11 month period (to be completed
    within 45 calendar days following arrival at post);

3.  Evaluating and documenting the IDI's performance at the 11 month
    mark as required by these guidelines.

The supervisor at the end of the initial 11 month period is the Rater
and thus responsible for writing the AEF.

The second AEF (spanning 12 months of performance) will follow the same
process from the development of the work objectives and performance
measures at the beginning of the rating period through the formal
mid-cycle review to the end of the second year performance cycle. Apart
from these formal steps, supervisors and employees are expected to
frequently communicate throughout the rating period. Any adjustments to
work objectives and/or performance measures should, of course, be
appropriately documented on the AEF.

**3.2 Guidance on the Development of Work Objectives and Performance
Measures**

Work Objectives, Performance Measures and the Foreign Service Skills
Matrix (see [AID Form 461-4]{.underline}) serve as the bases for
evaluating all Foreign Service Officer (FSO) employees' performance.

Supervisors and IDIs must discuss, develop and document appropriate WOs
and PMs within 45 calendar days from the end of the orientation program.
IDIs should consider their Individual Development Plan part of their
**continuing responsibilities** and, as such, it should be included in
the "Role in the Organization" section of the AEF (see [Section 4 of AID
Form 461-1]{.underline}). While language acquisition is not an
acceptable WO, it is appropriate to include time spent at FSI for
language training in the "Role in the Organization" section.

IDIs in Administrative Backstops (Financial Management (04), Executive
(03) and Contracting (93) Officers) may focus on the successful
completion of the established, backstop-specific training requirements
for the target positions in place of the IDP.

WOs and PMs should be results or outcomes-focused and reflect the major
individual competency requirements identified in the IDP. Work
Objectives will specify Agency work that will provide IDIs with an
opportunity to learn, develop, and demonstrate the skill levels required
of an FS 06 and above in line with the IDP.

[It is recommended that IDIs have only one WO while in USAID/W and a
second WO at post.]{.underline} Under each work objective are set PMs
that are objective measurable statements of standards that an employee
is expected to meet. These are normally written in terms of quality,
quantity, timeliness and cost-effectiveness. [IDIs must have no more
than two corresponding PMs for each WO.]{.underline} The development,
maintenance and accomplishment of the overall IDP are considered
continuing responsibilities of each IDI and [should not be included as a
WO]{.underline} (e.g. do not list "Implement IDI Plan" or "Implement
IDP" as WOs or PMs). WOs and PMs should be directly tied to rotations
carried out in both USAID/W and in field missions.

IDIs and supervisors are to consider the Foreign Service Skills Matrix
when developing WOs and PMs. The FS Skills Matrix establishes skill
standards by grade that employees are expected to demonstrate they meet
as they develop skills for higher grades. Work Objectives complement the
IDP by identifying relevant and meaningful work within the Agency that
will allow the IDI to demonstrate and/or develop the required
competencies and skills.

IDI work assignments within the IDI's home office are an integral part
of his/her overall training. The achievement of a broad competency-based
workload through a series of rotations is the premise upon which IDPs
and resultant WOs are established and evaluated during the rating cycle.
The workload of the Supervisor's operating unit is a secondary concern
in establishing Work Objectives.

**3.3 When and How are IDIs Evaluated?**

Each IDI's supervisor of record at the end of the 11^th^ month in the
Foreign Service is responsible for evaluating performance under the AEF
covering the initial 11 months from Entry on Duty (EOD) date. The
supervisor of record at an IDI's 22^nd^ month in the Foreign Service is
responsible for preparation of the second evaluation, which will cover a
12-month period beginning at the end of the first evaluation cycle.

For example, an EOD date of March 1, 2004 would result in an initial
evaluation period of March 2004 through January 2005 (11 months). The
second evaluation will cover a period from February 2005 to January 2006
(12 months). The next regular FS evaluation cycle will end on March 31,
2006, and no additional AEF is required to cover the February/March 2006
period, since it is less than 120 days. Performance in this period is
reflected in the next AEF/Appraisal Input Form (AIF). The chart below
further illustrates the timing of IDI evaluations:

[IDI EOD Date]{.underline} [1^st^ and 2^nd^ Year IDI Review AEF Due
Dates]{.underline}

January November 30^th^

March January 31^st^

May March 31^st^

September July 31^st^

Each rotation and interim supervisor is responsible for completing an
AIF prior to the IDI leaving an assignment (see ADS 461.3.1.2). For a
period of less than 30 days, a Rotation Memorandum is acceptable in lieu
of the AIF. It is the responsibility of each supervisor to submit the
AIF or Rotation Memorandum directly to the IDI's supervisor of record
prior to the beginning of the 11^th^ month of service, to allow timely
and accurate preparation of the AEF.

It is the IDI's responsibility to provide the Rating Official with a
written self-assessment of performance. IDIs are strongly encouraged to
complete the Employee Statement in the AEF (see [AID Form
461-2]{.underline}).

**3.4 Evaluating the IDI at Mid-Point and End of the Rating Period**

In addition to the ongoing feedback expected from supervisors, there are
two points at which the supervisor and IDI must discuss progress: at the
Mid-Point Formal Progress Review and during the completion of the AEF
just prior to the end of the rating period.

The AEF Mid-Point Formal Progress Review (see [Section 6 of AID Form
461-1]{.underline}) is mandatory. The absence of this important and
documented event reflects negatively on the employee, the rater, and the
Appraisal Committee. Since most IDIs will remain in Washington for at
least six months, the Mid-Point review is the responsibility of the
initial Washington-based supervisor. Supervisors at post must always
confirm with incoming IDIs that a Mid-Point Progress Review was
conducted and documented in USAID/W.

**3.5 What Will Be Evaluated?**

IDIs will be evaluated on performance and achievement with respect to
meeting the established standards of their class (after the initial
orientation) on all rotations within USAID/W, on overseas assignments,
Temporary Duty (TDY) assignments to overseas missions, and on language
training progress/results, as documented in their official Evaluation
Files.

For both the initial and second annual performance review, the IDI's
supervisor will solicit 360 input from rotational supervisors and
others, but must **not** include the IDI's coach as part of the AEF
process. Using 360 input, the IDI's self-assessment of performance, and
his/her own independent assessment, the supervisor will prepare a
written appraisal of the IDI's performance against WOs and PMs for the
rating period.

Rating Officials must use the Skills Matrix to prepare the AEF. ADS
461.3.6.1 provides guidance for Rating Officials on the Skills Matrix.
The Matrix consists of four skill areas with four to five sub-skills.
The four skill areas are

\- Resource Management,

\- Leadership,

\- Technical and Analytical, and

\- Teamwork and Professionalism.

Each skill area defines what is expected of the employee according to
his or her personal grade level.

When Rating Officials prepare the AEF, they must not make
recommendations for promotion or tenure. Instead, they should discuss
all four skill areas in relation to rank/grade along with 360 degree
quotes, and show how the employee made an impact on the overall mission
or sector. They should also discuss the employee's willingness to be
innovative, take on non-traditional or hardship assignments, or take
calculated risks.

Rating Officials must highlight at least one sub-skill area from the
next higher level for the employee to develop further. This will include
areas of excellence or potential for developing specific FS competencies
that might positively affect career development. Rating Officials are
also encouraged to consult ADS 461.3.6.2 regarding the mandatory Skills
Feedback Worksheet (see [AID Form 461-3]{.underline}) and ADS 461.3.7
Employee Feedback Sessions.

**4. ADMINISTRATIVE PROMOTION ACTIONS AND PROCEDURES**

**4.1 IDI Review Panel and Process**

In order to be promoted administratively, IDIs must demonstrate
satisfactory performance, i.e., they must meet the standards of their
class**. Meeting work objectives and demonstrating requisite skills
proficiency meets class standards.**

To expedite administrative promotional decisions, each IDI's first two
AEF's will be evaluated by an IDI Review Panel. Established by M/HR/POD
at appropriate intervals for each IDI class, prior to the first and
second anniversaries of entry into the Foreign Service, the IDI panel
will consist of four members. Chaired by the Chief of the Personnel
Operations Division (M/HR/POD) or designee, the Panel will also include
an Assignment and Performance Counselor, the M/HR/POD Special Projects
Team Leader and one senior FSO from outside HR with expertise in the IDI
backstops under review. The Panel's review may include periods of
language training and/or time on overseas assignments as an IDI in a
field mission.

The IDI Review Panel will determine which IDIs meet or fail to achieve
the standards of their class. Individuals who meet (or exceed) the
standards of their current class will be recommended for administrative
promotion to the next Foreign Service class.

Those who are determined by an IDI Review Panel not to meet class
standards will not be recommended for promotion and will be issued a
Counseling Letter from the IDI Review Panel outlining corrective actions
to improve their performance. This letter will not be included in the
IDI's Performance File.

2.  **Additional Review**

IDIs who have been determined by the Review Panel not to be meeting the
standards of their class will have their evaluation files referred to
the next regularly scheduled Foreign Service Performance Boards. Those
who were not recommended for promotion by the Panel may be so
recommended by the Board. IDIs who appear to the Performance Board to be
failing to meet the standards of their class will be referred to the
Tenure Board rather than the Performance Standards Board. The Tenure
Board may recommend one of two actions for pre-tenure eligible career
candidates:

1.  Return the recommendation to the Performance Board noting non-
    concurrence with recommendation (the determination giving specifics
    regarding the Board's decision).

2.  Terminate the IDI from service.

**4.3 Effective Dates of Administrative Promotions**

Where an administrative promotion is recommended from FS 06 to FS 05,
upon approval by the Director of Human Resources, the effective date
will be the anniversary of the IDI's Entry on Duty (EOD) date. Second
administrative promotions from FS 05 to FS 04 will, upon approval, be
effective on the second anniversary of the IDI's Entry on Duty (EOD)
date.

**REFERENCES**

> a\. [ADS 461, Employee Evaluation Program, Foreign Service and Senior
> Foreign Service]{.underline}
>
> b\. [Employee Evaluation Program Guidebook, Part 1 (Foreign
> Service)]{.underline}
>
> c\. [USAID General Notice 0877 dated 8/22/05, Foreign Service
> Performance Evaluations -- Board Observations and
> Comments]{.underline}

**MANDATORY FORMS**

> a\. [AID Form 400-1B, Appraisal Input Form]{.underline}
>
> b\. [AID Form 461-1, AEF Foreign Service Form]{.underline}
>
> c\. [AID Form 461-2, AEF Foreign Service Employee
> Statement]{.underline}
>
> d\. [AID Form 461-3, AEF Foreign Service Skills Feedback
> Worksheet]{.underline}
>
> e\. [AID Form 461-4, Foreign Service Skills
> Matri]{.underline}[x]{.underline}