TAKING STOCK & 

 MAKING CHANGE

Office of Minority 

and Women Inclusion

Departmental Offices

U.S. Department of 

the Treasury 

FY

&

Annual Report 

 to Congress

TABLE OF CONTENTS

Contents

MESSAGE FROM THE

CHIEF DIVERSITY & INCLUSION OFFICER................................................................................................1

EXECUTIVE SUMMARY..............................................................................................................................3

OVERVIEW................................................................................................................................................5

LEADERSHIP COMMITMENT & STRATEGIC PLAN ....................................................................................7

BUSINESS DIVERSITY & INCLUSION .....................................................................9

Minority Owned and Women Owned Business Utilization.....................................................................9

Trends in Minority Owned Business Utilization

Trends in Women Owned Business Utilization

Trends in MWOB Small Business Utilization

	 MWOB Participation in SpecificAcquisition Categories

Initiatives & Accomplishments ..................................................................................................................17

Outreach 

Accountability 

	 Good Faith Effort Mandate	

WORKFORCE DIVERSITY & INCLUSION .....................................................................21

Workforce Demography........................................................................................................................21

	 Racial/Ethnicand Gender Profiles

Benchmark Comparisons

	 Senior Management	

	 All Grade Groupings	

	 Hiringand Attrition

Mission Critical Occupations 

New IQ Inclusion Index

Initiatives & Accomplishments ..................................................................................................................31

Accountability

Quantitative and Qualitative Analysis

Outreach

	 Inclusive DiversityAwarenessand Training

Economic Empowerment

Challenges.............................................................................................................................................35

CONCLUSIONS AND FISCAL YEAR 2016 PLANS .........................................................36

Business Diversity and Inclusion ...............................................................................................................36

Workforce Diversity and Inclusion............................................................................................................37
& 
fy2016 Annual Report to Congress 1

The values of diversity and inclusion are fundamental priorities within the Treasury Departmental 

Officers (headquarters). Wetakeseriously our collectivecommitment to createa workpla

in which inclusive diversity becomesembedded within its cultural fabric.Everyemployeeis

encouraged to usethese basic values in their daily work to further build and sustain an inclusive

workplaceenvironment. Furthermore, it isexpected that thecharacteristicsembodied in the

values will bevisible, intentional,and continual in all that we do every day. Weknow that su

behaviors hold the promise of increased productivity, creativity,and innovation in our serviceto the

American people.

Taking Stock and Making Change FY16 is thesixth annual report to Congress that describes the ways we

have implemented the mandates of the Dodd-Frank Wall Street Reform and Consumer Protection 

Act (Dodd-FrankAct) § 342 (P.L. 111-203). Our commitment to diversity isapparent through t

various displays of demographic representation across our workforce. But, beyond demograph

this report describes ourefforts toward optimal interpersonal interactions between co-workers

to leveragethefull range of perspectives of our diverse workforce. For instance, we havetrain

managersand supervisors to be personallyaccountableto identifyand confront unintentional

bias.Employeesatall levelsareexpected to demonstratefairness, open mindedness, cooperation,

supportiveness,and empowerment. Wealso haveefforts to identifyand overcome barriers that m

inhibit full participation in our workplace.

This reportalso profiles our successes toward ensuring fair utilization of minority-owned and

women-owned businesses in our businessactivities to the maximum extent possible. FY 2016 wa

particularly strong year of contracting with minority-owned and women-owned businesses without

regard to size, but particularly with small disadvantaged businesses (which arelargely minority

owned)and small women-owned businesses.

Taking Stock and Making Change FY16 is our opportunity to tout the successes toward continuously 

improving diversityand inclusion throughout Treasury Departmental Offices. But, by thesametoken,

westill have much more work to do. 

 MESSAGE FROM THE 

CHIEF DIVERSITY &

 INCLUSION OFFICER 

Lorraine Cole, Ph.D. 

Chief Diversityand Inclusion Officer

Office of Minorityand Women Inclusion

Departmental Offices

U.S. Department of theTreasury

Lorraine Cole, Ph.D.

Chief Diversityand Inclusion Officer

Office of Minorityand Women

Inclusion

fy2016 Annual Report to Congress 3

 EXECUTIVE

SUMMARY

BUSINESS DIVERSITY: Despite reductions in the overall Treasury-wide procurement 

budget and the absence of mandated contracting goals for other than small businesses,

the commitment to disadvantaged business utilization within Treasury Departmental Offices

remained strong. In FY 2016, Treasury Departmental Offices’ total procurement contracts for

goods and services represented $332 million in obligations (with 1,973 contract obligations),

with nearly one-third (30.49 percent) of contract dollars totaling more than $60 million going

to either minority-owned or women-owned businesses. A total of $59 million, or 18 percent

of total contracts, was awarded to minority-owned businesses. Furthermore, $57 million

or 17 percent was awarded to women-owned businesses of all sizes. Among the small business categories, contract obligations to small

disadvantaged businesses represented 13 percent of all Departmental Offices contracts; and contract obligations to women-owned small

businesses represented 15 percent – both wellabovethe 5 percent statutory goal.

A challenge to implementing the contractor diversity provisions of Dodd-Frank Act § 342 is the outlook for opportunities in the foreseeable

future. Overall reduced budgets for discretionary spending are likely to have an impact on available contracting opportunities. Similarly,

strategic sourcing initiatives to increase efficiencies may further reduce spending and may reduce the number of vendors receiving awards.

In addition, as programs related to the recent financial crisis continue to wind down, such as the Troubled Asset Relief Program, there will

be a continued reduction in related contracts. As always, Treasury assures that all contracting is conducted in a manner consistent with the

Equal Protection Clause of the Constitution, which prohibits many forms ofaffirmativeaction and theestablishment of quotas based on race

and gender,among other things.

The Office of Minority and Women Inclusion (OMWI) in the Department of the Treasury Departmental Offices

was established by the Dodd-Frank Wall Street Reform and Consumer Protection Act (Dodd-FrankAct) § 342 (P.L. 111-203)

and is responsible for all matters relating to diversity in management, employment, and Treasury’s business activities in

Departmental Offices, excluding the enforcement of statutes, regulations, or executive orders pertaining to civil rights. This

sixth annual report is submitted to Congress pursuant to the Dodd-FrankAct regardingtheactions taken byTreasuryand the

OMWI during Fiscal Year (FY) 2016.
WORKFORCE DIVERSITY: In FY 2016, the Treasury Departmental Offices

permanent workforce of 1,894 represented about 2 percent of the total Treasurywide workforce. Approximately one-third (36%) of Treasury Departmental Offices

permanent employees across all grade levels are racial or ethnic minorities. Blacks

represent the largest of the minority groups at 21 percent. Asians and Hispanics

comprise 9 percent and 5 percent, respectively. Native Hawaiian or Other Pacific

Islanders,AmericanIndianorAlaskaNatives,andthosewho identifythemselvesasTwo

or More Races each represent less than 1 percent of the total Treasury Departmental 

Offices permanent workforce. Within senior management positions, minorities represent 17 percent of the permanent GS-15

level, and 17 percent of the permanent senior executive service (SES) positions. With regard to gender representation within

Treasury Departmental Offices, 45 percent are women and 55 percent are men. Within senior management positions, women

fill 39 percent of the permanent GS-15 leveland 35 percent of the permanentSES positions.

Treasury Departmental Offices has faced significant challenges to implementing the workforce diversity provisions of the DoddFrank Act § 342. The three most prominent challenges have been budgetary restraints, retention rates, and perceptions of the

existing workplaceculture. First, thetight budgetenvironment that Treasury has been operating in recent years has had a direct

impact on hiring. Therefore,although there will beacontinued need for proactivestrategies to ensure broad outreach to diverse

candidate pools, there will befeweravailable positions. In addition,Treasury mustensurethatall hiring practicesareconducted

in a manner consistent with federal law, which conflicts with some forms of affirmative action and prohibits the establishment

of quotas based on race/ethnicity and gender. Second, the respective attrition rates of Hispanics and women exceed their hire

rates in the Treasury Departmental Offices permanent workforce. Third, based on the New IQ Inclusion Index developed by the

Office of PersonnelManagement, it isevident that workplaceinclusion is challengingacross federalagencies. Therefore, building

a moreinclusive workplaceenvironment within Treasury Department Offices has been part of thecoordinated effort to transform

the workplacecultureacross thefederal government.
fy2016 Annual Report to Congress 5

U.S. Department of the Treasury 

Mission

Maintain astrongeconomyand createeconomicand job opportunities by promoting conditions thatenableeconomic growth and

stabilityat homeand abroad; strengthen national security by combating threatsand protecting theintegrity of the financial system;

and managethe U.S. government’s financesand resourceseffectively.

GOALS

Promote domesticeconomic growth and stability while

continuing reforms of the financial system

Fairlyand effectively reform and modernizefederal financial

management,accounting,and tax systems

Createa 21st centuryapproach to government by improving

efficiency,effectiveness,and customer interaction

Enhance U.S. competitivenessand job creation,and promote

international financial stabilityand more balanced global

growth

Safeguard the financial system and use financial measures to

counter national security threats

1

2

3

4

5

This sixth annual report is submitted to Congress pursuant to the Dodd-Frank WallStreet Reform and Consumer Protection Act

of 2010 (Dodd-FrankAct) § 342 (P.L. 111-203) regarding theactions taken by Treasuryand the Office of Minorityand Women

Inclusion, Departmental Offices (OMWI) during Fiscal Year (FY) 2016.1

1. For the purposes of this reportand consistent with Dodd FrankAct § 342 (g) (3), thestandardsemployed by the Office of Personnel Management (OPM),and theEqualEmployment Opportun

Commission (EEOC), the definition used for theterm “minority” is: Hispanic or Latino; Black orAfrican American;Asian; Native Hawaiian or Other Pacific Islander;and American Indian orAlaska Native.

OVERVIEW
U.S. Department of the Treasury

Throughout its rich history,Treasury’s core mission has not changed. With nearly 100,000 employees in its ranks,Treasury is still

thesteward of the U.S.economy – takingin revenue, paying bills,and, when appropriate, borrowingand investing public funds.

In morerecent years,Treasury’s role hasexpanded to beingaleader in safeguardingand growingthe nation’seconomy.

Treasury is organized into the Departmental Offices, seven operating bureaus, and three inspectors general.

The Departmental Offices are primarily responsible for policy formulation, while the bureaus are primarily the

operating units of the organization. Internally, the Departmental Offices are responsible for overall management

of Treasury.

Treasury Departmental Offices 

The Office of Domestic Finance

The Office ofEconomic Policy

The Office of General Counsel

The Office of InternationalAffairs

The Office of LegislativeAffairs

The Office of theAssistantSecretary

for Management

The Office of PublicAffairs

The Office of Tax Policy

The Office of Terrorism and

Financial Intelligence

The Treasurer of the United States 

Treasury Departmental Offices (Headquarters)

Domestic Finance works to preserve confidence in the U.S. Treasury

market, effectively manage federal fiscal operations, strengthen financial

institutions and markets, promote access to credit, and improve financial

access and education in service of America’s long-term economic strength

and stability.

Economic Policy reports on current and prospective economic 

developments and assists in the determination of appropriate economic 

policies.

The Office of General Counsel provides legal and policy adviceto

theSecretaryand other senior Departmental officials.

International Affairs protectsand supports U.S.economic prosperity

and nationalsecurity by workingto help ensurethemost favorableexternal

environment for sustained jobsand economicgrowth in the United States.

Legislative Affairs developsstrategiesto implement legislativeinitiatives,

communicatesTreasury’s positionsto the Congress,and keepsthe Department

informed of Congressional objectives,concerns,activities,and interests.

The Office of Management and the Chief Financial Officer areresponsiblefor managing the Department’s

financial resources and overseeing Treasury-wide programs, including human capital, information technology, acquisition,

and diversity issues.

Public Affairs develops and implements communications strategy for the Department and advises officials within the

Departmentand its bureaus how best to communicateissuesand priorities of public interest.

Tax Policy developsand implements tax policiesand programs, reviews regulationsand rulings to administer theInternal

Revenue Code, negotiates tax treaties, and provides economic and legal policy analysis for domestic and international tax

policy decisions. Tax Policyalso provides revenueestimates for the President’s Budget.
Office of Minority & 

Women Inclusion

Primary Duties

The Office of Minority and Women Inclusion was 

established on January 21, 2011 in accordance with the DoddFrank Wall Street Reform and Consumer Protection Act of 2010

(Dodd-Frank Act) § 342 (P.L. 111-203). The express statutory

authority of OMWI covers Treasury Departmental Offices. For

TreasuryDepartmentalOffices,OMWIisresponsibleforallmatters

relating to diversity in management, employment, and business

activities, excluding the enforcement of statutes, regulations, or

executive orders pertaining to civil rights. OMWI is required to

develop standards for equal employment opportunity and the

racial,ethnic,and gender diversity of the workforce. OMWI isalso

required to take steps to seek diversity, in a manner consistent

with applicable law, in the workforce of Treasury Departmental

Offices at all levels of the organization, but particularly within

senior management. In addition to workforce diversity, OMWI is

charged with seeking increased participation of minority-owned

and women-owned businesses in the programs and contracts of

the agency. OMWI is responsible for establishing procedures to

determine if agency contractors and their subcontractors have

madegood faith efforts to include minoritiesand women in their

workforce.2

Terrorism and Financial Intelligence marshals the Department’s intelligenceand enforcement functions with the

twin aims of safeguardingthe financial system against illicit useand combatingrogue nations, terrorist facilitators, weapons

of mass destruction (WMD) proliferators, money launderers, drug kingpins, and other national security threats. The office

is responsiblefor thereview and analysis of domesticeconomic issuesand developments in the financial markets.

The Treasurer of the United States chairs the Advanced Counterfeit Deterrence Steering Committee and is a

key liaison with the Federal Reserve. In addition, the Treasurer serves as a senior advisor to the Secretary in the areas of

community developmentand publicengagement.

• Develop standards for diversity of the 

workforceand senior management

• Support recruitment/advancementefforts

toward workforce diversity at all levels 

• Develop standards for increased minorityowned and women-owned business contracts

• Develop standards for technical 

assistance to businesses 

• Develop procedures for contracting that

considers the diversity of the applicant 

• Develop standards to determine whether 

contractorsand subcontractorsare makinga

good-faith effort to include minoritiesand

women in their workforce

• Submitan annual report to Congress

• Conduct data analysis and produce 

internal reports

• Provide advice and advocacy

2. It should be noted that Treasury Departmental Offices is nota financial regulatoryagency. Thus, therequirement in the Dodd-FrankAct § 342 to assess the dive

policiesand practices ofentities regulated by theagency is notapplicableto theTreasury Departmental Offices OMWI.
the commitment 

to minority 

owned and 

women owned 

business 

utilization 

remained strong
fy2016 Annual Report to Congress 9

BUSINESS DIVERSITY 

& INCLUSION 

MINORITY OWNED AND WOMEN OWNED BUSINESS UTILIZATION

Of thetwentyagenciesand federal reserve banks with an OMWI, Treasury Departmental Offices is one of thefew required to

adhereto theFederalAcquisition Regulation (FAR) for the procurement of goodsand services. TheFAR requiresafulland op

competitive process for federal procurements, with someexceptions for small business setasides under specific circumstances.

Additionally, it is important to notethat, dueto legal restrictions pertaining to civil rights, no specific goals can beestablished for

contracting with minority-owned businesses regardless of size or women-owned businesses with theexception of certain small

business parameters.

Treasury-wide, thetotal (appropriated and non-appropriated) contract procurement was increased from $5.7 billion in FY 2015 to $6.2 billion in

FY 2016. Within Treasury Departmental Offices, procurement for productsand services was increased from atotal of $250 million in FY 2015 

$332 million in FY 2016 (with 1,973 contractactions). Despitetheabsence of mandated contracting goals, thecommitment to minority-own

and women-owned business utilization within Treasury Departmental Offices remained strong in FY 2016, with over 30 percent of contract

dollars totaling $100 million going to either minority-owned or women-owned businesses (MWOB). Specifically, $57 million (17 percent) 

contract obligated award dollars went to women-owned businessesand $59 million (18 percent) went to minority-owned businesses (dollar

amounts to minority women-owned businessesareincluded within each category). [Table 

Table 1

Departmental Offices FY 2016 Contract Obligations by Demographic Groups, TotalAwardsand Percentages ofAwards*

Category Total Awards in Dollars Percentage of Awards

All Departmental Offices Awards $332,909,235.14 100.0%

Minority-owned or women-owned3 $101,516,157.97 30.49%

 Woman-owned $56,624,561.58 17.01%

 Minority-owned4 $59,481,712.21 17.87%

Asian American $16,069,452.66 4.83%

Black American $13,637,392.61 4.10%

Hispanic American $10,123,031.13 3.04%

American Indian $2,516,840.33 0.81%

Other minority5 $113,269.30 0.03%

Neither Minority-owned nor Woman-owned $231,393,077.17 69.51%

* Contracting dollaramountsare based on Federal Procurement DataSystem (FPDS-ng) dataextracted September 5, 2017 for FY16; Dollarsand percentagesarerounded.

____________________

3. Thetotalamount ofawards to minority women-owned businesses was $14,590,115.82. However,awards to businesses thatare both minority-and women-owned arecounted within Fe

Procurement DataSystem (FPDS-ng) in allapplicableindividual minority-and women-owned individual categories. Therefore, to ensurethere was no duplicatecounting of overlapping categori

of race/ethnicityand gender, thetotal dollarsand percentages have been reduced to adjust for the $14,590,115.82

4. Thesum of theaward dollars to business within the minority-owned sub-categories does notequal thetotal minority-owned award amount becauseseveralawards under the minority categor

were not identified in thereporting system as minority-owned businesses.

5. “Other minority” means those businesses designating “minority-owned” in theSystem forAward Management, but not designatingAsian American, BlackAmerican, HispanicAmerican

American Indian.
10

TRENDS IN MINORITY OWNED 

BUSINESS UTILIZATION

Utilization of minority-owned businesses overall within 

Treasury Departmental Offices has largely remained the

same relative to total spending. In FY 2016, a total of

almost $59 million or 18 percent of the total in contract

obligations wereawarded tominority-owned businesses.

[Figure 1] Comparatively, in FY 2015,atotal of $43million

or 17 percent of total contract obligations wasawarded to

minority-owned businesses.

Contract obligations to minority-owned businesses by

specific racial and ethnic designation of the ownership

are delineated in Table 2.6 

Table 2

Departmental Offices FY 2012-2016

Overall Contract Obligations bySpecific Racial/Ethnic Minority Group*

FY 2016 FY 2015 FY 2014 FY 2013 FY 2012

Minority Owned 

Businesses $59 million (18%) $43 million (17%) $45 million (18%) $45 million (18%) $42 million (19%)

 Black-owned $14 million $14 million $16 million $15 million $23 million

 Hispanic-owned $10 million $5 million $5 million $12 million $4 million

 Asian-owned $24 million $22 million $18 million $14 million $9 million

 American Indian-owned $1 million $ 4 million $4 million $3 million $2 million

Non-Minority 

Businesses $274 million (82%) $ 205 million (83%) $203 million (82%) $ 210 million (82%) $223 million (81%)

* Contracting dollaramountsare based on Federal Procurement DataSystem (FPDS-ng) dataextracted September 5, 2017 for FY16; Dollarsand percentagesarerounded.

Minority 

Owned

Non-Minority 

Owned

82%

18%

Figure 1

Departmental Offices FY 2016

Overall Contract Obligations by MinorityStatus*

*Percentages have been

rounded to whole numbers

6.Some businesses haveself-identified in morethan onecategory; their contractamountsarereflected within all categories indicated.

TAKING STOCK &

MAKING CHANGE
fy2016 Annual Report to Congress 11

TRENDS IN WOMEN OWNED 

BUSINESS UTILIZATION

There has been a variable trend in the utilization 

of women-owned businesses within Treasury 

Departmental Offices. In FY 2016, a total of $57 million

or 17 percent of the total in contract obligations were

awarded to women-owned businesses (including

minority women). Comparatively, in FY 2015, a total of

$31million or 12 percent of thetotalcontract obligations

was awarded to women-owned businesses; and in FY

2014, a total of $51 million or 21 percent of the total

contract obligations was awarded to women-owned

businesses (including minority women). [Figure 2]

Table 3

Departmental Offices FY 2012-2016

Overall Contract Obligations by

Gender-specific Business*

FY 2016 FY 2015 FY 2014 FY 2013 FY 2012

Minority Owned 

Businesses $57 million (17%) $31 million (12%) $51 million (21%) $40 million (15%) $31 million (12%)

 Black-owned $15 million (4%) $13 million (5%) $11 million (5%) $15million (5.5%) $15 million (6%)

 Hispanic-owned $42 million (13%) $18 million (7%) $40 million (16%) $25 million (9.5%) $16 million (6%)

 Asian-owned $276 million (83%) $220 million (88%) $197 million (79%) $222 million (85%) $223 million (88%)

 American Indian-owned $1 million $ 4 million $4 million $3 million $2 million

Non-Minority 

Businesses $274 million (83%) $ 205 million (83%) $203 million (82%) $ 210 million (82%) $223 million (81%)

* Contracting dollaramountsare based on Federal Procurement DataSystem (FPDS-ng) dataextracted September 5, 2017 for FY16; Dollarsand percentagesarerounded.

83%

13% 4%

Non-Minority 

Women

Minority 

Women

Non-Women 

Owned

*Percentages have been

rounded to whole numbers

Figure 2

Departmental Offices FY 2016

Overall Contract Obligations by Gender Categories*
12

TRENDS IN MWOB SMALL BUSINESS 

UTILIZATION

The vast majority of minority-owned businesses and

women-owned businesses (MWOB) in the United States

are small businesses with 98 percent of all MWOB

earning revenue under $1 million, according to the most

recentlyavailablecensus data. Consistent with the DoddFrankAct § 342 mandateto focus on minority-owned and

women-owned businesses, there are statutory goals set

by the Small Business Administration (SBA) for small

disadvantaged businesses (which are largely minorityowned)and women-owned small businesses.

In FY 2016, contract obligations to small businesses

by Treasury Departmental Offices were 40 percent,

exceeding the 35 percent statutory goal. Contract

obligations to small disadvantaged businesses

represented 13 percent, almost triple the 5 percent goal;

similarly, contract obligations to women-owned small

businesses represented 15 percent, triple the 5 percent

goal.7[Figure

Table 4

Departmental Offices FY 2012-2016

Overall Contract Obligations to Small MWOB*

FY 2016 FY 2015 FY 2014 FY 2013 FY 2012

Total Contract Obligations

(regardless of size) $333 million $250 million $248 million $255 million $223 million

Overall Small Businesses Contract 

Obligations $134 million (40%) $135 million (54%) $125 million (51%) $119 million (47%) $95 million (42%)

Small Disadvantaged Businesses

(SDB) $42 million (13%) $32 million (13%) $25 million (14%) $37 million (14%) $40 million (18%)

Women-owned Small Businesses $51 million (15%) $25 million (10%) $44 million (18%) $32 million (13%) $20 million (9%)

*SDB is used in this contextasa proxy for minority-owned businesses; contracting includes overlap between categories. Contracting dollaramountsare based on Federal Procurement DataSystem

(FPDS-ng) dataextracted September 5, 2017 for FY16; Dollarsand percentagesarerounded.

72%

15%

13%

Small Disadvantaged Businesses

Women Owned 

Small Businesses

Other

*Percentages have been

rounded to whole numbers

Figure 3

Departmental Offices FY 2016

Small MWOB Contract Obligations *

7. Contracting dollaramountsare based on Federal Procurement DataSystem (FPDS-ng) dataextracted September 5, 2017 for FY16.

TAKING STOCK &

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fy2016 Annual Report to Congress 13

MWOB PARTICIPATION IN SPECIFIC ACQUISITION CATEGORIES

Each year, listsare posted online of thetop acquisition categories, by North American Industry Classification System (NAICS) codes, of

contractsawarded by the Department ofTreasury,Treasury Departmental Offices,and theindividualTreasury bureaus.Theaim is to

encourage firms that provide products or services within thosecategories to market their firms’ capabilities to Treasury bureaus.8 In 

FY 2015, 87 percent ofallTreasury Departmental Offices contracts werein thearea of services. 22 percent of Departmental Offices

servicecontracts wereawarded to minority-owned or women-owned businesses: 11 percent went to women-owned businessesand 16

percent went to minority-owned businesses. This resulted in $48.7 million in contracts to minority-owned or women-owned business

for services.

Within Treasury Departmental Offices,approximately 79 percent of contractawardsare madein only seven NAICScodecategoriesand

minority or women-owned business utilization is highestamongsix of thosecategories. The highest utilization of minority or womenowned businesses is in “Other Computer Related Services” (NAICS 541519) in theamount of $32 million and receiving 37 percent of t

awards. [Table 5

 

8. Refer to www.treasury.gov/about/organizational-structure/offices/Mgt/Pages/dcfo-osdbu-mp-top25.aspx.
14

Total Departmental OfficesAnnual Obligated

Dollars $250,382,037 and processed 1,958

actions

NAICS Codes and Descriptions

541519 541611 493110

Other Computer 

Related Services

Administrative 

Management and

 General Management 

Consulting Services

General Warehouse 

and Storage

Number of businesses with DO awards in 

NAICS

317 154 6

Category $ Awards % Awarded $ Awards % Awarded $ Awards % Awarded

Total DO Awards in NAICS 88,033,146 26.44% 53,862,880 16.18% 33,549,458 10.08%

Minority- or women-owned9 32,770,955 37.23% 517,830 1.33% 12,823,713 38.22%

·  Women-owned 17,439,482 19.81% 0 0.00% 3,284,169 9.79%

· Minority-owned 15,979,107 18.15% 517,830 1.33% 10,949,318 32.64%

Asian American 9,519,098 10.81% 0 0.00% 135,754 0.40%

Black American 310,891 0.35% 0 0.00% 1,958,647 5.84%

Hispanic American 884,520 1.00% 0 0.00% 3,239,255 9.66%

Native American 130,418 0.15% 0 0.00% 0 0.00%

Other minority 562,579 0.64% 0 0.00% 0 0.00%

Neither minority- nor woman-owned 55,262,191 62.77% 53,345,050 98.67% 20,725,745 61.78%

*Contracting dollaramountsare based on Federal Procurement DataSystem (FPDS-ng) dataextracted September 5, 2017 for FY16

Table 5:

Awards by Demographic Groups in the DO’s Top Seven NAICS Codes, Fiscal Year 2016

In Dollarsand Percentage of DollarAwards in Top Seven NAICS Codes*

9. Awards to businesses thatare both minority-and women-owned arecounted within Federal Procurement DataSystem (FPDS-ng) in allapplicableindividual minority-and women-own

individual categories. To ensurethere was no duplicatecounting of overlapping categories of race/ethnicityand gender, thetotal dollarsand percentages have been reduced.

TAKING STOCK &

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fy2016 Annual Report to Congress 15

541512 928120 541511 611420

Computer Systems

 Design Services International Affairs

Custom Computer 

 Programming 

Services

Computer Training

106 366 78 46

$ Awards % Awarded $ Awards % Awarded $ Awards % Awarded $ Awards % Awarded

31,679,920 9.52% 31,484,716 9.46% 14,957,059 4.49% 10,831,815 3.25%

21,074,869 66.52% 0 0.00% 3,085,861 20.63% 10,771,191 99.44%

8,607,553 27.17% 0 0.00% 2,781,125 18.59% 10,771,191 99.44%

16,688,555 52.68% 0 0.00% 403,926 0.00% 0 0.00%

4,031,098 12.72% 0 0.00% 99,189 0.66% 0 0.00%

995,943 3.14% 0 0.00% 0 0.00% 0 0.00%

1,337,428 4.22% 0 0.00% 337,175 2.25% 0 0.00%

0 0.00% 0 0.00% -32,438 -0.22% 0 0.00%

198,353 0.63% 0 0.00% 0 0.00% 0 0.00%

10,605,051 33.48% 31,484,716 100.00% 11,871,198 79.37% 60,624 0.56%

Table 5 continued

 NAICS Codes and Descriptions
Treasury’s 

Mentor-Protégé 

program is 

designed to 

motivate and 

encourage large 

firms to assist 

small businesses
fy2016 Annual Report to Congress 17

Initiatives & 

Accomplishments

OUTREACH 

Federal Acquisition Regulation (FAR) Contracting: Treasury has achieved 

its mosteffectiveengagement with minority-owned and women-owned businesses

through substantialefforts to reach out to small businesses. Treasuryemploys multip

strategiesand communication channels to reach candidatevendors, including:

• Postingrequests for proposals on theFederal Business Opportunities websiteat www.fbo.g

• Conducting multiplevendor outreach sessions throughout theyear

• Providing resources on theTreasury Office ofSmalland Disadvantaged Business Utilization

websiteat www.treasury.gov/osdbu and on the OMWI homepage of www.treasury.gov

• Extending thetechniquesand toolseffectively used to engagethesmall business community

to the broader industryaudience, including minority-owned and women-owned firms

• Reviewing vendorengagement strategyas part ofacquisition planning for high-impact

acquisitions

• Conducting strategic reviews of targeted acquisitions to ensurethatacquisition planning

includesadequateand appropriateindustry outreach and communications consistent with

law, regulation,and Treasury policy

 
18

Throughout FY 2016, OMWI sponsored eight vendor outreach sessions that provided individual counseling to approximately 400

small business concerns, including onethat provided counseling by Treasury primecontractorsand Treasury program managers.

Approximately one-third of the participating small businesses were minority-owned and/or women-owned. Treasuryal

participated in morethan 30 small business outreach eventsevents sponsored bySBA, other federalagencies, local government,

members of Congress,and external organizations that representSMWOB, servingas panelists, speakers, facilitators, planning

committee members,and exhibitors. Asampling of thoseevents is listed belo

• NMSDC – San Diego, CA

• 8(a) National Winter Conference – Orlando, FL

• NationalSmall Business Federal ContractingSummit, Washington, DC

• Veterans in Business,Arlington,VA

• 26th Annual Procurement Conference, Washington, DC

• EPA’s HUBZoneSmall BusinessSummit, Chicago, IL

• USHHC LegislativeSummit, Washington DC

• HHS/Getting Back to Business, Boston, MA

• HHS Getting Back to Business, Fairfax,VA

• MCCC GovConNet Procurement Conference – Rockville, MD

• Women’s Power Conference, Washington DC

Mentor-Protégé Program: Treasury’s Mentor-Protégé program is designed to motivateand encouragelarge firms to assi

small businesses, including small disadvantaged businesses (which arelargely minority-owned businesses)and women-owned

small businesses. The program isalso designed to improvethe performance of Treasury contractsand subcontracts, foster t

establishment of long-term business relationships between theseentitiesand Treasury primecontractors,and increasethe overall

number of small businesses that receiveTreasury contractand subcontractawards. In FY 2016, there were 2 Treasury mentorprotégéagreements in place. Among the protégés, one wasaService Disabled Veteran Owned Business (SDVOB)and one wa

Hispanic owned business.

Financial Agent Authority (Non-FAR): In addition to the procurement ofgoodsand services through processesgoverned by the

FederalAcquisition Regulation (FAR),Treasuryalso has financialagentauthority (FAA). Uniqueto theTreasuryand granted 150 yea

ago by the National BankActs of 1863 and 1864, theFAAallowsTreasury to designate financial institutions to providecertain services on

thegovernment’s behalf. These firmsact on behalf of thegovernment duringthe performance of their duties underan agent-princip

relationship with Treasury. Financialagentsalso havethe fiduciary obligation to protect theinterests of the United States. Duringt

height of therecent financial crisis,Treasury madegreater use of itsFAAauthority in the management of theTroubled Asset Recovery

Program (TARP),engagingexternal broker dealersand asset managers, including minority owned and women owned financial services

firms. However,as theTARP program has wound down, such FAA opportunities have been very limite

ACCOUNTABILITY 

Leadership Monitoring: OMWI develops detailed weekly reports ofSMWOB contractingfor the DeputySecretary,Assista

Secretary forManagement,Senior ProcurementExecutive, Bureau Chief Procurement Officers,and Bureau Small BusinessSpecialists.

Each bureau’s small businessandMWOB contracting performancealso is reported to the DeputySecretary in quarterly performance

review sessions with Bureau Heads. TheSenior ProcurementExecutive holds quarterly “ProcureSTAT” performancereview sessions wi

individual Bureau Chief Procurement Officers to assesseach bureau’s small business contracting performanceand to trackMWOB

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fy2016 Annual Report to Congress 19

contracting. Additionally, theSenior ProcurementExecutive utilizes monthlyTreasuryAcquisition Council meetings with Bureau Chi

Procurement Officers to address thestatus ofTreasury’s overall small businessgoalsandMWOB contracting.

SES Performance Plans: To establish accountability relativeto business diversityand inclusion, the performanceelement on

which allSESlevelacquisition staff areevaluated includes thefollowing criteria:

Actively supportefforts to ensurefair inclusion and utilization of minority-owned and women-owned businesses, without regard

to size, in contracting opportunities to the maximum extent possible, through earlyacquisition planning, regular procurement

forecasting, strategic market research and outreach,and other strategies for diversification of thevendor base.

Recognition: OMWI conducted an annualawards recognition program for outstanding performancein small busine

contracting, which has provided an additionalachievement incentiveto theacquisition community. Awards includerecognition 

bureaus thatachieved the highest percentages of contract obligations with minority-owned and women-owned businesses. For 

2016, thetwo leading bureaus with total procurement spending in excess of $100 million expended 29 percent of their contracting

dollars with minority-owned businesses (Bureau of FiscalServices)and 23.8 percent with women-owned businesses (Departmental

Offices). It is worthy to notethat two Treasury organizations with total procurement spending under $100 million expended 69

percent of their contracting dollars with minority-owned businesses (Community Development Financial Institutions Fund)and 36.2

percent with women-owned businesses (Financial CrimesEnforcement Network).

Good Faith Effort Mandate

In accordance with thecontractor workforce diversity mandatein the Dodd-FrankAct § 342, theTreasury Departmental Offices

OMWI, in collaboration with other OMWIagencies, developed proposed languagethat would beincluded in all Departmental

Offices servicecontracts in excess of theSimplified Acquisition Threshold ($150,000). The final rule was published in theFeder

Register on March 20, 201410 and, subsequently, this provision has been included in allapplicablecontracts.

The Department of Labor (DOL), Office of Federal Contract Compliance Programs (OFCCP) conducts diversity-related reviews on

contractorsacross theFederal government, including good faith effortassessments of contractor workforce diversity. Treasu

determined that reliance on OFCCP’sefforts would reduce overlapping reviews,and help avoid the need to duplicate OFCCP’s

expertise within OMWI. Utilizing OFCCP evaluation and investigation data, OMWI has developed and implemented a procedure

makea determination whetherapplicable Departmental Offices contractors havefailed to makeagood faith effort (GFE) to include

minoritiesand women in their workforce.

Treasury Departmental Offices had 192 contracts in FY 2016 that met therequirements for GFEreview. Of thosecontract

there were 118 unique Departmental Offices contractors. 21 percent (25) of thesecontractors had undergoneeither OFC

comprehensivecomplianceevaluations or OFCCP investigations for discrimination.

19.5 percent (23) of the 118 contractors ($55 million out of $124 million in contracts) had undergonean OFCCP complianceevaluation.

Of the OFCCP evaluations for violations in recruitment, hiring,and/or systemic discrimination, which OMWI uses to establish good

faith efforts, it was determined that 65 percent (15 contractors) received a Notice of Compliance.Alleight contractors ($7 million out

of $124 million in contracts) that did not receivea“Notice of Compliance” werecited for recruitment violations. 30 percent (7) of those

contractors remedied theviolation byenteringa Conciliation Agreement with OFCCP to correct theviolation within aset period of time. 1

percent (1) of thosecontractorsentered into a financialarrangement with OFCCP to rectify theviolation.

2 percent (2) of the 118 contractors ($7.4 million in contracts) underwent OFCCP investigations. For both contractors, no findings

wereidentified pertaining to race/ethnicity or gender in thecontractor workforce.

10. Refer to http://www.gpo.gov/fdsys/pkg/FR-2014-03-20/html/2014-05846.ht
20

Challenges 

Continued budget reductions for discretionary spending havean impact on availablecontracting opportunities. In addition, strategic

sourcingand shared services initiatives to increaseefficiencies further reducespendingand may reducethe number of vendors

receivingawards.

Furthermore, Treasury must becareful thatall contracting is conducted in a manner consistent with theEqual Protection Clause of the

Constitution, which effectively prohibits many forms ofaffirmativeaction, including theestablishment of quotas based on raceand gender.

Therefore, OMWI must maintain afocus on strategic outreach to help ensurethat minority-owned and women-owned businessesareaware of

opportunities and track trends in outcomes

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WORKFORCE DIVERSITY 

& INCLUSION 

WORKFORCE DEMOGRAPHY 

All Treasury Departmental Officesemployees play important roles in thefulfillment of the overall Treasury mission. Each employ

brings perspectives to his or her work thatareinfluenced by his or her background, culture,and experience. Analyzing theracia

ethnic,and gender representational diversity of Treasury Departmental Offices, weexamine workforce profiles, trends, benchmarks,

hiringand attrition rates, pipeline programs,and demographic differentiation at upperand senior levelsand in mission-critical

occupations in FY 2016.11 However, justas importantly, we haveexamined employee perceptions of theTreasury Departmen

Offices workplaceenvironment relativeto inclusion. This comprehensiveexamination informs therecommendations for the work 

OMWI going forward.

RACIAL/ETHNIC AND GENDER PROFILES

The total Treasury-wide workforce across all 

bureaus and the Departmental Offices in FY 2016

was 96,892 permanent employees (99,251 in

FY 2015). The Treasury Departmental Offices

permanent workforcerepresentsabout 2 percent of

thetotalTreasury-wide workforce. As of theclose of

FY 2016, Treasury Departmental Offices had 1,894

permanent employees, an increase of 88 (close

to 5 percent net change) from FY 2015 (1,732).

Permanent employees comprised approximately 

85 percent of the total DO workforce. Temporary

employees (including non-career employees)

comprised approximately 15 percent of the total 

DO workforce.

Approximately one-third (36 percent) of Treasury

Departmental Offices permanentemployeesacross

all grade levels are racial or ethnic minorities.

The percentage of minorities increased slightly (1

percent) fromtheFY 2015 percentage of 34 percent.

Hispanic representation increased by 1 percent in FY 2016 and represent 5 percent. Black representation remained unchanged at

21 percent in FY 2016 and FY 2015. Asian representation also remained unchanged at 9 percent in FY 2015 and FY 2016. [Figure

64%

21%

9%

5%

1%

Other

White

Black

Asian

Hispanic

Figure 4

FY 2016 Treasury Departmental Offices

Total Permanent Workforce by Race/Ethnicity

*Percentages have been rounded to whole numbers

11. Does not includetheracialethnic categories, Native Hawaiian or Other Pacific Islanders,American Indian orAlaskan Natives, or Two or More Races becausetherepresentation ofeach of th

groups is zero to less than one percent of thetotal Departmental Offices permanent workforce.
22

55% 45%

The percentages ofemployees by gender in Treasury

Departmental Offices in FY 2016 remained unchanged from

FY 2015. [Figure 

BENCHMARK COMPARISONS

To assess the relative status of the diversity profile

of Treasury Departmental Offices, the Treasury

Departmental Offices workforce was compared with the

federal government-wide workforce (FWF), Treasurywide workforce, Civilian Labor Force (CLF), and the

Relevant Civilian LaborForce(RCLF) by race/ethnicityand

gender participation.12 Table 6 depicts the comparison 

of the Treasury Departmental Offices total permanent

workforce for FY 2016 with the demography of these

benchmarks.

Table 6

Permanent FY 2016 Treasury Departmental Offices

Workforce Demography

Compared to Federal Government,Treasury-wide, Civilian

LaborForce Demography,and the Relevant

Civilian LaborForce Demography*

Demographic 

Groups

Treasury

Departmental 

Offices

Federal

Government

Workforce**

Treasury-wide

Workforce

Civilian 

Labor 

Force (CLF)

Relevant 

Civilian Labor 

Force (RCLF)

Men 55% 57% 38% 52% 52%

Women 45% 43% 62% 48% 48%

Hispanic Men 2% 5% 4% 5% 3%

Hispanic Women 2% 4% 7% 4% 4%

White Men 39% 39% 25% 38% 42%

White Women 25% 25% 31% 34% 35%

Black Men 7% 8% 6% 6% 4%

Black Women 14% 10% 20% 7% 6%

Asian Men 6% 3% 3% 2% 3%

Asian Women 3% 3% 3% 2% 3%

Men

Women

*Percentages have been rounded to whole numbers

Figure 5

FY 2016 Treasury Departmental Offices

Total Permanent Workforce by Gender

12. For the purpose of thisanalysis, Relevant Civilian Labor Force(RCLF) refers to the Civilian Labor Force(CLF) datathatare directly comparable only to prevalent occupations in Treas

Departmental Offices.

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fy2016 Annual Report to Congress 23

* Percentages have been rounded to whole numbers **Federal Workforce datais derived from OPM FederalEmployment Reports,September 2006 -September 2015.

SENIOR MANAGEMENT

Consistent with theEEOC definition of senior managementas Federal GeneralSchedule(GS) 15 and above, theTreasury

Departmental Offices focus has been oversightand monitoring of recruitment/outreach, hiring, professional development,and

attrition in GS-15 and SES positions. Treasury Departmental Officesalso tracked and monitored theracial/ethnicand gend

representation of the GS-13-14 gradelevel workforce, which can serveas the pipelinefor senior management. Although the

are no specific goals for demographic representation by race/ethnicityand gender, comparison to thetotal Treasury Departmental

Offices permanent workforcerepresentation provideageneral benchmark for therelativeinclusion by group at upperand senior

management levels. [Table 

Table 7

Permanent FY 2016 Treasury Departmental Offices (DO)

Workforce by Upper Management Grade Groupings

Compared to theTotal Treasury DO Workforce*

Demographic 

Groups

Total 

Treasury DO 

Workforce

Treasury DO 

SES

Treasury DO 

GS-15

Treasury 

DO 

GS-13-14

Treasury DO 

GS-12- 

below

Men 55% 65% 61% 56% 38%

Women 45% 35% 39% 44% 62%

Hispanic 5% 5% 3% 4% 7%

White 64% 83% 83% 60% 41%

Black 21% 5% 7% 23% 43%

Asian 9% 7% 6% 11% 8%

*Percentages have been rounded to whole numbers

Permanent Positions: For FY 2016, therepresentation of minoritiesand women in permanent GS-13-14, GS-15,and SESlevel

positionsare described below compared to therepresentation within thetotal Treasury Departmental Offices permanent workforce.

It should be noted that thereare no civilian labor force datacomparableto SESlevel positions or thecombined pipeline GS-13-14

category. Within senior management positions, women fill 39 percent of the permanent GS-15 level positionsand 35% percent of

the permanentSES positions. This unchanged at the GS-15 level compared to FY 2015 (39 percent);and an increase of 7 percent

theSESlevel compared to FY 2015 (28 percent). Minorities represent 17 percent of the permanent workforceat the GS-15 levela

17 percent of the permanent workforceat theSESlevel position. This representation of 17 percentat the GS-15 level isan increa

of 2 percent compared to therepresentation in FY 2015 (15 percent)and an increase of 2 percentat theSESlevel compared to FY

2015 (15 percent).

Presidential Appointed and Senate Confirmed Positions: In FY 2016, there wereseven women among the highest

ranking Presidentialappointed and Senateconfirmed positions in Treasury Departmental Offices. TheTreasury DeputySecreta

wasa woman (the first women to hold this position in Treasury’s history)and there weresix women AssistantSecretaries,

which includes theTreasurer of the United States. Appointed positionsare not included by theEqualEmployment Opportuni

Commission in calculations of the permanent workforcecensus.
24

All Grade Groupings

Acomparison of therepresentation by genderand minority group statusacrossall gradegroups within theTreasury Departmental

Offices Permanent Workforceshows thegreatest concentration of women and minorityemployeesarein GS-12 and lower positions.

[Figures 6 and 7]

Figure 6

FY 2016 Treasury Departmental Offices

Permanent Workforce Grade Comparison by Gender

Figure 7

FY 2016 Treasury Departmental Offices

Permanent Workforce Grade Comparison by Minority Status

HIRING AND ATTRITION 

Hiring: In this section, the hiring rates for thevarious groups werecompared overa fiveyear period

(FY 2012 through FY 2016). Thisanalysis includes hiring ratetrends of only the permanent workforce. [Tabl

80%

62%

38%

GS 12 & below GS-13 - 15

Men Women

SES

42%

58%

35%

65%

60%

40%

20%

0%

80%

100%

59%

41%

GS 12 & below GS-13 - 15

White Non White

SES

31%

69%

17%

83%

60%

40%

20%

0%

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Table 8

New Hire Trends of Permanent Workforce 

by Percentage ofEmployees Hired (FY 2012-FY 2016)

Fiscal year Men Women H W B A

2012 60% 40% 2% 76% 10% 11%

2013 52% 48% 2% 75% 11% 10%

2014 59% 41% 6% 70% 11% 12%

2015 56% 44% 6% 63% 16% 15%

2016 53% 47% 7% 58% 20% 12%

[Key: H-Hispanic, W-White, B-Black,A-Asian]

Attrition: In this section, comparisonsare made between theattrition rates for thevarious groups overa fiveyear period (FY 2012

through FY 2016). This trend analysis of theattrition rates includes only the permanent workforce. [Tabl

Table 9

Attrition Rates by Race/Ethnicityand Gender (FY 2012-FY 2016)

Fiscal year Men Women H W B A

2012 52% 48% 4% 67% 25% 6%

2013 53% 47% 3% 68% 22% 7%

2014 47% 53% 4% 69% 15% 11%

2015 49% 51% 3% 70% 16% 10%

2016 56% 44% 2% 68% 18% 12%

[Key: H-Hispanic, W-White, B-Black,A-Asian]

Attrition by Type: In FY 2016, there wasan attrition of 192 employees. Areview of DO voluntary separations by typerevea

that resignations, retirements,and transfersarethetop threereasonsemployees separatefrom the workforce. [Table 1

Table 10

Attrition by Typeand Demographic Group (FY 2016)

Demographic group Resignation Retirements Transfers Death Total

Men 44 21 39 3 107

Women 31 15 37 2 85

Hispanics 1 0 3 0 4

Whites 58 22 46 4 130

Blacks 7 12 15 1 35

Asians 9 2 12 0 23

Total Attrition 75 36 76 5 192

Percentages 39% 19% 40% 3% 100%

*Percentages have been rounded to whole numbers
26

Of thefour categories ofattrition, minorityemployees were morelikely to transfer to another position within government (48

percent ofall minorityattrition). Whiteemployees were morelikely to resign (45 percent ofall whiteattrition). Overall,attritio

race/ethnicityand gender was generally proportional to their overall respectiverepresentation within theTreasury Departmental

Offices workforce. Whitesaccounted for 68 percent (130) of thetotalattrition. Blacksaccounted for 18 percent (35) of thet

attrition. Asiansaccounted for 12 percent (23) of thetotalattrition. And, Hispanicsaccounted for 2 percent (4) of thetotalattrit

Women accounted for 44 percent (85) of thetotalattrition.

Net Attrition of Minority Employees: This section shows the net changein minority representation dueto thecombinati

of hiresand separation rates in comparison to the past five fiscal years (FY 2012 through 2016). The past years resulted in a n

attrition rate of, -12 percent, -9 percent. , -3 percent, 7 percent,and 10 percent, respectively. [Table

Table 11

Net Changein Minority Representation (FY 2016)

Workforce Demographics 2012 2013 2014 2015 2016

Minority Rate of Hire 23% 23% 28% 37% 42%

Minority Rate of Attrition 35% 32% 31% 30% 32%

Net -12% -9% -3% 7% 10%

*Percentages have been rounded to whole numbers

Net Attrition Women Employees: This section shows the net changein therepresentation among women employees dueto

thecombination of hiresand separation rates, comparing the past five fiscal years (FY 2012 through FY 2016). This resulted in a n

attrition rate of -8 percent, 1 percent, -9, -7 percentand 3 percent, respectively. [Table

Table 12

Net Changein the Representation of Women (FY 2016)

Workforce Demographics 2012 2013 2014 2015 2016

Minority Rate of Hire 40% 48% 45% 44% 47%

Minority Rate of Attrition 48% 47% 54% 51% 44%

Net -8% 1% -9% -7% 3%

*Percentages have been rounded to whole numbers

MISSION CRITICAL OCCUPATIONS TRENDS BY RACE/ETHNICITY AND GENDER

Within Treasury Departmental Offices (DO), thereare five occupational series thatareregarded as “critical” to supporting the mission and

vision of Treasury. Theyarecomprised of thefollowing:Economist, GeneralAttorney, FinancialAnalyst, Information TechnologySpecialist,a

IntelligenceAnalysts. In this section, comparisonsare made between the participation rates of thevarious racial/ethnic gender representatio

within each of these occupations in Treasury Departmental Offices permanent workforcefrom FY 2012 through FY 2016 compared to their

respective Occupational Civilian Labor Force(OCLF) data.

 a. Economist: Trends within theEconomist (GS-0110) occupational series revealaconsistently lower than expected participation

ratefor Hispanics, Blacks,andWhitefemales when compared to their OCLF duringa fiveyear period from FY 2012 through FY 2016.

(SeeTable 13)

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Table 13

EconomistSeries Trends by Race/Ethnicityand Gender Percentages

Fiscal Year HM HW WM WW BM BW AM AW

FY 2012 0.49% 0.00% 56.59% 33.66% 1.46% 0.00% 3.41% 3.90%

FY 2013 0.48% 0.48% 56.04% 31.88% 0.97% 0.00% 5.80% 4.35%

FY 2014 1.06% 0.00% 57.98% 31.38% 0.53% 0.00% 5.32% 3.72%

FY 2015 2.02% 0.00% 56.06% 29.29% 1.01% 0.51% 7.58% 3.54%

FY 2016 2.46% 0.00% 58.62% 25.12% 0.99% 0.49% 8.89% 3.45%

OCLF 3.30% 1.80% 55.80% 25.20% 2.80% 2.70% 4.50% 3.10%

[Key: Purplecolor denotes that the percentageis below the OCLF; HM–Hispanic Men; HW–Hispanic Women;

WM–White Men; WW–White Women; BM–Black Men; BW–Black Women;AM–Asian Men;AW–Asian Women]

 b. General Attorney: In the GeneralAttorney(GS-0905) occupationalseries, trendsreveal thatmalescontinueto havea participation

rate below their respective OCLFrates duringa fiveyear period fromFY 2012 through FY 2016 with theexception ofAsianmales.

Overall,all femalegroupsand Asianmalesareshowing participation ratesat orabovetheir respective RCLFrates. (SeeTable 14)

Table 14

GeneralAttorneySeries Trends by Race/Ethnicityand Gender Percentages

Fiscal Year HM HW WM WW BM BW AM AW

FY 2012 0.96% 2.88% 53.86% 32.69% 0.00% 2.88% 1.92% 3.85%

FY 2013 0.90% 2.70% 52.25% 32.43% 0.90% 2.70% 0.90% 5.41%

FY 2014 0.97% 1.94% 53.40% 32.04% 0.97% 2.91% 0.97% 5.83%

FY 2015 0.93% 1.85% 52.78% 32.41% 0.93% 2.78% 1.85% 5.56%

FY 2016 0.87% 2.61% 50.43% 33.91% 1.74% 2.61% 1.74% 4.36%

OCLF 2.50% 1.80% 59.70% 26.70% 2.10% 2.60% 1.80% 1.80%

[Key: Purplecolor denotes that the percentageis below the OCLF; HM–Hispanic Men; HW–Hispanic Women;

WM–White Men; WW–White Women; BM–Black Men; BW–Black Women;AM–Asian Men;AW–Asian Women]

 c. Information Technology (IT) Specialist: In theITSpecialist (GS-2210) occupational series, trends reveal that Hispanics

and Whites have participated substantially below the OCLF rateacrossa fiveyear period from FY 2012 through FY 2016, while

Blacksand Asians haveconsistently participated wellabovethe OCLF ratein that sametime period. (SeeTable 15)

Table 15

Information TechnologySpecialistSeries Trends by Race/Ethnicityand Gender Percentages

Fiscal Year HM HW WM WW BM BW AM AW

FY 2012 1.31% 0.00% 44.44% 13.73% 14.38% 8.50% 11.76% 3.92%

FY 2013 1.60% 0.00% 44.68% 14.36% 14.89% 7.45% 10.64% 4.79%

FY 2014 1.46% 0.49% 44.39% 12.20% 14.15% 7.80% 12.68% 4.88%

FY 2015 2.17% 0.87% 43.04% 11.74% 14.78% 6.96% 13.91% 4.78%

FY 2016 3.32% 1.87% 36.90% 12.55% 13.28% 7.01% 16.97% 5.54%

OCLF 5.40% 2.20% 52.20% 20.90% 6.60% 4.50% 5.10% 1.50%

[Key: Purplecolor denotes that the percentageis below the OCLF; HM–Hispanic Men; HW–Hispanic Women;

WM–White Men; WW–White Women; BM–Black Men; BW–Black Women;AM–Asian Men;AW–Asian Women]

 d. Financial Analyst: Trends within the Financial Analyst (GS-1160) occupational series across a five year period from FY 2012

through FY 2016 reveal a consistently lower than expected participation rate for Hispanics females, White males, and Asians

malesand females when compared to their OCLF participation rate. (SeeTable 16)
28

Table 16

FinancialAnalystSeries Trends by Race/Ethnicityand Gender Percentages

Fiscal Year HM HW WM WW BM BW AM AW

FY 2012 2.13% 0.00% 44.68% 23.40% 8.51% 10.64% 8.51% 2.13%

FY 2013 4.26% 0.00% 40.43% 27.66% 8.51% 10.64% 6.38% 2.13%

FY 2014 4.26% 0.00% 48.94% 25.53% 2.13% 10.64% 4.26% 4.26%

FY 2015 3.70% 0.00% 48.15% 25.93% 3.70% 9.26% 1.85% 5.56%

FY 2016 3.39% 0.00% 40.68% 27.12% 6.78% 15.25% 1.69% 3.39%

OCLF 3.10% 2.00% 54.00% 22.00% 3.50% 4.00% 6.10% 4.40%

[Key: Purplecolor denotes that the percentageis below the OCLF; HM–Hispanic Men; HW–Hispanic Women;

WM–White Men; WW–White Women; BM–Black Men; BW–Black Women;AM–Asian Men;AW–Asian Women]

 e. Intelligence Analyst: Trends within the Intelligence Analyst (GS-0132) occupational series across a five year period from

FY 2012 through FY 2016 reveal a consistently lower than expected participation rate for Hispanics, White females, and Blacks

compared to their respective OCLF participation rates. However, in FY 2016, participation rates of Asian men and women were

abovetheir respective OCLF participation rates. (SeeTable 1

Table 17

IntelligenceAnalystSeries Trends by Race/Ethnicityand Gender Percentages

Fiscal Year HM HW WM WW BM BW AM AW

FY 2011 1.83% 0.00% 62.39% 32.11% 0.00% 0.92% 1.83% 0.92%

FY 2012 2.86% 0.00% 62.86% 31.43% 0.00% 0.95% 0.95% 0.95%

FY 2013 2.68% 0.00% 61.61% 31.25% 0.00% 2.68% 0.89% 0.89%

FY 2014 0.93% 0.93% 63.89% 25.93% 0.00% 2.78% 2.78% 2.78%

FY 2015 2.43% 2.22% 39.23% 24.82% 7.44% 13.89% 5.70% 3.22%

OCLF 2.80% 3.40% 38.80% 40.70% 4.20% 4.60% 1.50% 2.30%

[Key: Purplecolor denotes that the percentageis below the OCLF; HM–Hispanic Men; HW–Hispanic Women;

WM–White Men; WW–White Women; BM–Black Men; BW–Black Women;AM–Asian Men;AW–Asian Women]

STUDENT EMPLOYMENT 

Internships: Internshipsand fellowship programs offeran excellent opportunityforTreasury Departmental Offices hiring officials

to assessthe qualificationsand performance of promisingstudents whomay proveto becandidatesfor future positions. Treasu

Departmental Offices offersthree opportunitiesforstudent internships:an unpaid studentvolunteer internship program, the Pathways

Programthat provides paid internships,and along-standing outreach effort to recruit diversegroups ofstudentsfor paid internships

through partnerships withminority-serving organizationsand academicinstitutions. Thislattereffort isknown astheTreasurySchola

Program,aimingto furtherexpand the diversity of highly qualified candidatesinterested in internshipsin theTreasury Departmental Offices.

In FY 2016, there were 275 student interns who served in Treasury Departmental Offices: 17 percentAsian (47), 13 percent Black(35), 6

percent Hispanic(18),and 64 percentWhite(175).Thegreatest proportion ofall of the 275 totalstudent internsin Treasury Departmental

Officescamethrough theVolunteer program. 33 percent (80) of the 245 Volunteer programstudents wereracial orethnicminority

students: 18 percent (45)Asian, 9 percent Black(22), 5 percent (13) Hispanic; 67 percent wereWhite(165).TheTreasuryScholars program

accounted for 17 percent (17 of 100) of the placements ofminorityinterns(theadditional 1 TreasuryScholarsstudent wasWhite). T

Pathways programincluded 12 interns of which 25 percent (3 of 12) wereminoritystudents. [Table 1

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fy2016 Annual Report to Congress 29

Table 18

FY 2016 Treasury Departmental OfficesStudentEmployment

Student programs Asian % Black % Hispanic % White % Total

Volunteer 45 18% 22 9% 13 5% 165 67% 245

Treasury Scholars 1 6% 11 61% 5 27% 1 6% 18

Pathways 1 8% 2 17% 0 0 9 75% 12

Total 47 17% 35 13% 18 6% 175 64% 275

NEW IQ INCLUSION QUOTIENT

TheFederalEmployeeViewpointSurvey (FEVS) isagovernment-widetool that measuresemployees’ perceptions of whether,

and to whatextent, conditions characterizing successful organizationsare present in theiragencies. Survey results provi

valuableinsight into thechallengesagency leaders facein ensuring thefederal government hasan effectivecivilian workforceand

employees’ perception about their workplaceexperience. The Office of Personnel Management (OPM) recently developed t

InclusiveEnvironmentAssessment, consisting ofasubset of 20 questions derived from arigorous statistical factoranalysis. These 20

questions clustered around fivefactors, regarded as behavioral habits: fairness, open mindedness, cooperation, supportivenes

and empowerment. Scores can be derived foreach of thesefactors to comprisethe New IQ Inclusion Quotien

The most recent survey was administered by the OPM from 

April through June 2016. Overall scores below 65 percent

on the New IQ Index are regarded as areas of challenge.

Treasury Departmental Offices has an overall Diversity and

Inclusion Index score of 64.03 percent in FY 2016, a 2.13

percent increase from the score of 61.9 percent in FY2015.

By comparison, the overall New IQ Index scores Treasurywide and government-wide are 57.74 percent and 60.02,

respectively.

For the specific factors associated with inclusion, Treasury

Departmental Offices scores were: 54.28 percent - fairness,

63.08 percent - open mindedness, 60.40 percent –

cooperation 79.74 percent -supportiveness,and 62.63 percent

-empowerment. Treasury Departmental Offices’ scores on all

fivefactorsare higher than thosein FY 2015. [Table 1

Table 19 

FY 2016 Comparison to Government-wide, Treasury-widea

Departmental OfficesScores on theInclusiveEnvironment Index

Behaviors Gov Treasury DO

Fairness 44.90 49.14 54.28

Open-mindedness 57.00 58.10 63.08

Cooperativeness 53.85 57.10 60.40

Supportiveness 75.16 79.98 79.74

Empowerment 57.78 55.78 62.63

Average 57.74 60.02 64.03
recruits, retains, 

and develops the 

talent needed to 

achieve a high 

quality, diverse 

workforce that 

reflects the 

nation
fy2016 Annual Report to Congress 31

Initiatives & 

Accomplishments

ACCOUNTABILITY

Leadership Monitoring: Racial/ethnicand gender representation and employee perceptionsabo

inclusion within theTreasury Departmental Officesare monitored by the DeputySecretaryand Assistant

Secretary for Management in quarterly performancereviews ofeach of the program and policy offices.

OMWI participates in each of the quarterly performancereviews to provideinsight into the workforce

diversityand workplace perception datafor therespective offices. 

SES Performance Plans: To establish accountability relativeto workforce diversityand inclusion, the

Leading People performanceelement on which allSESlevel Treasuryemployeesareevaluated includes the

following criteria:

Recruits, retains,and develops thetalent needed to achievea high quality, diverse

workforcethat reflects the nation, with theskills needed to accomplish organizational

performance objectives whilesupporting workforce diversity, workplaceinclusion, and

equalemployment policiesand programs. 

Throughout Treasury, theLeading People performanceelement, which is one of thefourExecutive

Core Qualifications for seniorexecutives in thefederal government, is weighted twiceas high as the

other threeelements rated, i.e., Leading Change, BusinessAcumen,and Building Coalitions. Th

higher valueaccounts for the diversity component of Leading Peopleelement in addition to other

leadership characteristics.

All Employee Performance Plans: In FY 2015, OMWI participated in the drafting of diversityand

inclusion elements thateventually will beincluded in the performance plans ofemployeesatall levels.

Specific language has been developed for managers/supervisors,as wellasemployees who are not in a

managerial or supervisory role. Becausethis widespread changein performancestandards will include

employees who are part of the bargaining unit,adoption requires union review and approval which has

delayed implementation of the new languagethis year.

QUANTITATIVE AND QUALITATIVE ANALYSIS

Diversity in the Hiring Process: Applicant flow analysis was reviewed to determinet

percentage of minorityand women candidates participatingat various stages of the hiring

process. Through thisanalysis, OMWI provideseach major office with avisual representation

showing theaggregated flow ofallapplicants, qualified applicants, best qualified applicants

and selections, comparing men versus women and minority versus non-minorityapplicants. The

purpose of this monitoring is to identify disparitiesateach hiring stage.
32

Representational Diversity: OMWI conducts quantitative“deep dive”analysis of the workforce demography foreach of the

major policyand program offices that includes:

1. Overall representation by race, gender, disability and veteran status 

2. Representation in the major occupations

3. Demography of direct hires

4. Demography of applicants

5. Perceptions of the workplace environment

6. Exit surveys and the reasons for leaving

7. Performance ratings by race and gender

In follow-up to briefings with the offices on theseanalyses, OMWI works with each of the program and policy offices to review any

disparities in representation and areas of concern pertaining to workplacecultureto determinethe potential sources of problem

areasand strategies to address them.

Inclusion Index: The Office of Personnel Management developed theInclusiveEnvironmentAssessment (New IQ) index to

for use by federalagencies to assess factors within the workplacethatarecloselyassociated an inclusiveenvironment. Using t

New IQ inclusion index tool, OMWI began providing individual policyand program offices within Treasury Department Offices with

a qualitative measure ofemployee perceptions of their workplaceenvironment. So, beyond the datarepresentative of workfor

diversity by raceand gender, this measure, derived from a qualitativesurvey, provides theextent to which the workplacecultureis

perceived as inclusive.

OUTREACH

Social Media Employment Outreach: Through applicant flow analysis, it was determined that moretargeted recruitment could be

beneficial to increasing the numbers of highly qualified minorityand women applicants for upperand senior levelemployment opportunities.

Toward thatend, OMWI initiated the use of social mediato push job announcements to specific multicultural groups. In prior years, OMWI

effectively used theLinkedIn onlinecommunity to post selected positions to the most relevant groups.

In FY 2015, OMWI launched athree-year contractualarrangement with the Professional Diversity Network (PDN), the nation’s leading

relationship recruitment network for diversetalent with over five million registered users. Thisarrangementextended throughout FY2016.

With the Professional Diversity Network, OMWI hasa moreexpansivesocial mediareach to relevant network groups. All Treasury Department

Offices position vacancyannouncements thatare posted on USAjobs.govaresent to multiple networks of potential job seekers from diverse

backgrounds. The objective of this serviceis to promote diversity of theapplicant pools for Treasury Departmental Offices positions. Th

views for Treasury Departmental Offices havecomethrough thefollowing PDN networks: Women’s Career Channel (women professionals),

Black Career Network (African American professionals), Military 2 Career (veterans),Asian Career Channel (Asian professionals), iHispano

(Hispanic professionals), ProAble(persons with disabilities),and OutPro (LGBTQ professionals).

Internship Outreach: Treasury Departmental Offices has had long standing partnerships with existingexternal internship programs th

attract diverseand highly qualified students. OMWIestablished theTreasuryScholars Program in 2012,asa paid internship program 

collaboration with minority student serving organizations, such as the NationalAssociation forEqual Opportunity in HigherEducation, Hispanic

Association of Collegesand Universities National Internship Program, the Washington Center, theInternational Leadership Foundation,and the

Congressional Hispanic Caucus Institute,and others. However, because of the proliferation in recent years of several other organizations wi

similar capabilities, it becameimpossibleto justify continued solesourcecontracting with specific organizations.

In FY 2015, OMWI issued acompetitivesolicitation for such organizations to become part ofa five-year Blanket PurchaseAgreement for the

TreasuryScholars Program. Three organizations responded to thesolicitation to support theTreasuryScholars Program: INROADS, the Hispan

Association of Collegesand Universities National Internship Program,and the Washington Center. In FY 2016, OMWI offered paid internships

TAKING STOCK &

MAKING CHANGE
fy2016 Annual Report to Congress 33

to 18 students viatheTreasuryScholars Program. Thesestudents were placed in 11 different policyand program offices throughout Treasu

Departmental Offices.Students camefrom avariety of collegesand universities, including Historically Black Collegesand Universities (e.g.,

Howard, Morehouse,Spelman, FloridaA & M)and HispanicServing Institutions (.e.g., University of Puerto Rico, New Mexico State). This was the

largest cohort of TreasuryScholars, the broadestarray of office placements,and thegreatest diversity of student internsever hosted in Treasury

Departmental Offices.

INCLUSIVE DIVERSITY AWARENESS AND TRAINING

Multi-tiered Diversity and Inclusion Training: SinceFY2013,aseries of multi-level training in diversityand inclusion, with

afocus on unconscious bias, has been offered for senior leaders, managersand supervisors,as wellasall otheremployees.  The

aim of this training is cultural transformation of the workplace by creatingacadre of like-minded diversityand inclusion champions

who can serveas catalysts to changing management behaviorsand a moreinclusive workplaceenvironment. 

In FY2016, specialemphasis was placed on training seniorexecutives in unconscious bias. Aseniorexecutivesummit was

conducted during which two presentations wereconducted on diversity, inclusion,and unconscious bias.  Thespeakers were: Leslie

Traub,a principalat Cook Ross, which specialized in unconscious bias trainingand organizational culture;and Michael Fosberg, who

facilitates group discussion aboutattitudes toward race usinga dramatic production.

Further, Treasury’sExecutiveInstitute(TEI)established acurriculum and hosted diversityand inclusion training sessions for

Departmental Officesemployeesand managersat the GS14 through SESlevels. Thesesessions included thefollowing seminars:

Suspending Judgement:A Key to Being Culturally Competent

Women Can Break the Glass Ceilingand BeThemselves

Building Your Generational Competency

Seven Leadership Principles from Women in National Security

Skills, Techniques,and Strategies forEffective Negotiations

Gen Y Decoded: Insightsand Tactics for Leaders

Crucial Conversations

Crucial Accountability

Connection Culture: The CompetitiveAdvantage ofShared Identify,Empathyand Understandingat Work

Emotional Intelligencefor Leadership

The Neuroscience ofEmployeeEngagement

The Next GEN Leaders

Neuro Diversity

Your Guideto Livingand Working in a Multicultural World

Breaking Bias Workshop

Coaching in the Work Place:Supportive Conversations

The Next Gen You:SixStrategies for Meeting FutureLeadership Demands

NeverSplit the Difference: Negotiatingas if Your Life Depended on It

The RespectEffect:  The Neuroscience ofEmployeeEngagement

Trustworthy Leader

Emotional Intelligencefor Leadership
In addition to live presentations, Treasuryalso offers training “on demand” viaits onlinelearning system that isaccessibleto all

employees.  Thereis currentlya one-hour interactivevideo presentation on unconscious bias by Howard Ross, of the Cook Ross

firm. Additional videos will beadded to the onlinelearning system in 2017 entitled, Defeating Unconscious Bias and Anyone Can Be An 

Ally which addresses bias pertaining to theLGBT community.

Leadership Commitment: TreasurySecretary Jacob Lew issued a Diversityand Inclusion Call to Action Statement in 2013

that was disseminated to all Treasuryemployees, which remainsakey policy document representing theagency’s basic principles

pertaining to diversityand inclusion. In his statement heindicates that “allemployees must demonstratethecharacteristics of

fairness, open mindedness, cooperation, supportiveness,and empowerment throughout Treasury. This involvement must be

visible, intentional,and continuous.”  The DeputySecretary,Sarah Bloom Raskin, has reinforced this call to action byensuring that

diversityand inclusion remainsafocus in the quarterly performancereviews ofeach Treasury Bureau and major office with the

Treasury Departmental Offices. 

ECONOMIC EMPOWERMENT

The Office of Consumer Policy, within the Domestic Finance Office has the primary responsibility for programming pertaining

to financial inclusion, literacy,and policies thataddress theeconomic realities ofeverydayAmericans. In FY 2016, the Office 

Consumer Policy coordinated two landmarkevents on thesetopics.

Financial Inclusion Forum: Atwo-day Financial Inclusion Forum (FIF) was held to increase understanding of financial inclusio

the financial lives of globaland domestic consumers,and the multipleroles that the U.S. Government serves in addressing financial

inclusion. Speakersand working group sessions wereled by keyeconomic thought leaders within Treasury Departmental Office

other federalagencies,and the privatesector, including global organizations. One of thefeatured speakers was Bill Gates, Co-Chair,

Bill & Melinda Gates Foundation and both the Treasury Secretary and the Treasury Deputy Secretary participated prominently in this 

important program.

Freedman’s Bank Forum: Thesecond event coordinated by the Office of Consumer Policy was theFreedman’s Bank Foru

scheduled to coincide with the opening of the new National Museum of African American History and Culture. This For

brought together public, private, and nonprofit leaders to discuss strategies to improve jobs, economic opportunity, financial

inclusion, and shared prosperity for all communities.  This Forum’s name is a tribute to the Freedman’s Savings and Trust

Company, which was created to provide economic opportunity for newly emancipated people more than 150 years earlier, and

which was commemorated by the Treasury Department earlier in the year. Speakers and panelists discussed recent progress

and new opportunities for the Administration and private, non-profit and local government sectors in fostering broad-based

economic growth.
fy2016 Annual Report to Congress 35

Freedman’s Bank Commemoration: TheFreedman’sSavingsand Trust Bank was chartered by Congressand signed into law

by President Lincoln in 1865 to help formerlyenslaved Americans to become part of theeconomic mainstream. TheFreedman’s

Bank was located on thesitethat later becamethelocation of theTreasuryAnnex. In January 2016, theTreasuryAnnex was nam

theFreedman’s Bank Building in commemoration of thesesquicentennialanniversary of theestablishment of the bank to honor its

historyand legacy of financial inclusion. In collaboration with theTreasury Office of the Curatorand theFederal Reserve Bank

Cleveland, OMWI placed an educationalexhibit on theground floor of theFreedman’s Bank Building that chronicled the history of

the bank. OMWIalso developed a mini-documentary video to promoteawarenessamong thegeneral public of the history of t

Freedman’s Bank.

myRA: In FY 2015, Treasury launched myRA (my RetirementAccount),aretirement savingsaccount with a new type of Roth IRA

investment designed to encouragesaving for retirement. OMWI, in collaboration with the Office ofSmall Disadvantaged Busine

Utilization, promoted this program to small businessesat Treasury’s vendor outreach sessions throughout theyear.

CHALLENGES

Treasury Departmental Offices is committed to adopting leadingedgestrategies to securea high performing workforce drawn from

a diverse pool of candidates. Thethreemost pressingchallenges to implementing the workforce diversity provisions of Dodd-Fra

Act § 342 have been budgetary restraints, retention rates,and perceptions of theexisting government-wide workplaceculture.

First, Treasury Departmental Offices continues to operate within atight budgetaryenvironment, which hasa direct impact on hiring.

Therefore,although there will beacontinued need for support from OMWI in formulating proactivestrategies to ensure broad

outreach to diversecandidate pools, there will befeweravailable positions. OMWI must focus on strategic outreach, recruitmen

internal succession planning,and awareness of implicit biases in selection to help ensurethat minoritiesand women areaware of

opportunitiesatall levelsand objectivity in theselection process.

Second, in prior years, the hiring rates for women and across minority groups have been negated by higherattrition rates in the

Treasury Departmental Offices permanent workforce. In particular, theattrition rate of Blackemployees has consistentlyexceeded

therate of hires. However, in FY2015 and FY 2016, this negativetrend has been reversing. In FY 2016, Blackemployees were hir

atarate(20 percent) higher than their separation rate(18 percent), resulting in a positive netattrition. The overall rate of hiring

of minorities (42 percent)exceeded minorityattrition (32 percent), resulting in a positive netattrition of 10 percent.Similarly,

in FY 2016, the netattrition ratefor women wasa positive 3 percent, contrary to the prior two years in which the net hireto

separation rates were negative. For both race/ethnicityand gender, the new challenge must beto continueto sustain these positi

trajectories.

Third, it isevident from thegovernment-widescores derived from the OPM New IQ inclusion quotient tool that workplaceinclusion

is challengingacross federalagencies. However, there wasa notableincreasein theTreasury Departmental Offices overall inclusion

scorefrom 61.9 percent in FY 2015 to 64.3 percent in FY 2016. This scoreis higher than theTreasury-wide(60 percent)a

government-wide(57.74 percent) scores. Therefore, the new challengeis to continuethe momentum of creatinga workpla

environment that is perceived byemployeesas being inclusive.
36

CONCLUSIONS AND FISCAL YEAR 2017 PLANS 

BUSINESS DIVERSITY AND INCLUSION 

Despite reductions in the overall Treasury-wide procurement budget in recent years and without mandated contracting goals,

the commitment to minority-owned or women-owned business (MWOB) utilization within Treasury Departmental Offices

remained strong. In FY 2016, nearly one-third (30.49 percent) of contract dollars totaling more than $100 million went to eith

minority-owned or women-owned businesses (MWOB). This represented an increase compared to the prior year (24.15%.

FY 2015). Although there are no goals for MWOB contracting, the congressionally mandated small business goals can serve 

useful benchmarks to gauge performance. The Treasury Departmental Offices MWOB contracting performance is on par with the

congressionally mandated small business goal established for Treasury, which was 35 percent in FY 2016. Similarly, contracting

with minority-owned businesses was at 18 percent in FY 2016, which is well above the congressionally mandated goal of 5

percent for contracting with small disadvantaged businesses (and are largely minority-owned). Further, contracting with

women-owned businesses was at 17 percent in FY 2016, which also is well above the congressionally mandated goal of

5 percent for contracting with small women-owned businesses. It is also important to note that MWOB contracting is n

limited to less prominent business categories. There is strong MWOB representation among contracts in six of the Treasu

Departmental Offices top seven industry codes.

OMWI will striveto supportefforts that will not only maintain, but improve upon, this performance.Specificefforts that will be

undertaken in FY 2017 includethefollowing:

Accountability: OMWI will continueto monitorand develop regular reports on the utilization of minorityand women owned

businesses byeach of the Bureaus. Such reports will provide ongoing tracking of progress for use by theacquisition communi

and leadership, including the quarterly performancereviews conducted by the DeputySecretary. Additionally, OMWI will contin

to explorethe use of new metricsand benchmarks to increase understanding of possible barriersand aspirational standards for

business diversityand inclusion.

MWOB Utilization: For six consecutiveyears, Treasury Departmental Offices has farexceeded statutory goals in contracti

with small disadvantaged businessesand women owned small businesses. In addition, contracting with minority owned a

women owned businesses ofall sizes have been wellabovegovernment benchmarks. In FY 2017, Treasury will continueto stri

for small business goalattainment by continuing to employ thestrategies that have proven successful for Treasury sinceFY 201

including targeted outreach,enhanced leadership accountability, new policies, new toolsand resources,and increased intra-agency

communication.

OMWI will befurther building thecapacity within Treasury Departmental Offices to reach out to minority-owned businesses by

leveraging resources such as the Minority Business DevelopmentAgency (MBDA) in the Department of Commerce.

Financial Agent Authority (Non-FAR): Treasury will maintain activeengagementand relationship building with industry

stakeholder groups that represent minority-owned and women-owned financial services firmsand minorityand women

professionals. This open dialogueand engagement will support diverse participation in future program opportunities that mayari

under theTreasury financialagentauthority. Treasury will continueto ensurethat requests for proposals (RFP) or other solicitati

processesarefairand willencourage meaningful participation of minority-owned and woman-owned businesseseitheras financial

agents or contractors to financialagents.

TAKING STOCK &

MAKING CHANGE
fy2016 Annual Report to Congress 37

Outreach: OMWI is committed to conducting robustand effective outreach to minority-owned and women-owned sma

businesses. In addition to public posting on theFederal Business Opportunities web-site, Treasury will continueto conduct regul

vendor outreach sessionsand presentationsat conferencesand events conducted by industry organizationsand federalagencies,

such as:

• U.S. Women Chamber of Commerce(USWCC)

• U.S. Hispanic Chamber of Commerce(USHCC)

• U.S. Black Chambers (USBC)

• National MinoritySupplier Development Council (NMSDC)

• Minority Business DevelopmentAgency (MBDA)

• The Women’s BusinessEnterprise National Council (WBENC)

• NationalAssociation ofSecurities Professionals (NASP)

WORKFORCE DIVERSITY AND INCLUSION

Overall, the workforce demography within Treasury Departmental Offices is diverse, but can be described by thefollowing

characteristics:

• Therepresentation of women and minority groups isat orabovethat in thecivilian labor force, with theexception of Hispanic

employees. However, for Hispanicemployees, the number hired exceeded the number who separated in FY 2016, resulting in a

positiveattrition rate.

• Women and racial/ethnic minority groupsare disproportionately represented in lower gradelevel positions.

• Genderand racial/ethnic disparitiesexistat the GS13-15 and SES positionsand in specific mission critical occupations, i.e.,

economists, generalattorneys,and intelligenceanalysts.

• Women apply for GS-15 and SES positionsat much lower percentages than men.

• Racial/ethnic minoritiesapply for positionsatall levelsat percentages rates thataresimilar to Whiteapplicants, butareselected

less often.

• Employee perceptions of inclusion within theTreasury Departmental Offices workplaceenvironment haveincreased compared to

prior years, butarestill below thescore of 65 that the Office of Personnel Management regardsas good. However, percept

among Treasury Departmental Officesemployees regarding workplaceinclusion are higher than those of thefederal governmentwide workforce.

OMWI will continueto lead efforts to increase workplace diversityat the higher levels, i.e., GS-13-15 and SES,and in mission critical

occupations. Programs will becontinued to train acritical mass ofemployees who can bringabout social transformation toward

greater culture of inclusion within the workplace.Specific programsand activities that will be undertaken in thearea of workforce

diversityand inclusion in FY 2017 includethefollowing:

Accountability: OMWI, in collaboration with the Office of Civil Rightsand Diversity, will continueto monitorand develop regular

reports on theracial/ethnicand gender demography of the workforceacrossTreasury Departmental Officesand within the major policy

and program offices to identifyareas of disparity.Such reports will provide ongoingtrackingfor use by the policyand program offices

and leadership, includingthe quarterly performancereviews conducted by the DeputySecretary.Additionally, OMWI will continueto

explorethe use of new metricsand benchmarks to increase understanding of possible barriersand establish aspirational standards for

workplace diversityand inclusion.
In collaboration with theTreasury Human Capital Officeand the Office of Civil Rightsand Diversity, OMWI will supportefforts to

implement thespecific performanceelements for diversityand inclusion for supervisors, managers,and all otheremployees. 

Workplace Culture: OMWI will continue to conduct multi-tiered training to promoteagreater culture of inclusion within Treasury

Departmental Offices for thesenior leadership, managersand supervisors,and all otheremployees through various methods. Theaim is 

producean overall cultural transformation within Treasury Departmental Officesand to increasethe number ofemployees throughout the

various policyand program offices who havecommon coreknowledgeregarding workplaceinclusion.

Recruitment/Hiring/Outreach: OMWI will continueto usesocial media outreach efforts to increasethe number of minority professionals

who are madeaware ofall position announcements, particularly upper management, seniorexecutive,and mission-critical occupation positions

in Treasury Departmental Offices. The hiring rates of women and Blackemployees will continueto betracked to determinestrategies to

maintain the positivetrajectory.

OMWI will continueto utilizeits blanket purchaseagreement contract vehicleto access recruitment services from organizationsand institutions

that serve minority students for internships to increasethe diversity of interns within Treasury Departmental Offices.