TAKING STOCK & 

MAKING CHANGE 

Annual Report to FY15 Congress 

Office of Minority and Women Inclusion

Departmental Offices

U.S. Department of the Treasury 

	 	 	

	 	 	

	 	 	

 

	 	 	

	 	 		

 

	 	 	 	 		

	 	 	 	

	 	 	

TABLE OF CONTENTS 

Contents 

MESSAGE FROM THE 

CHIEF DIVERSITY & INCLUSION OFFICER......................................................5 

EXECUTIVE SUMMARY.......................................................................................7 

OVERVIEW............................................................................................................9 

LEADERSHIP COMMITMENT & STRATEGIC PLAN .......................................12 

BUSINESS DIVERSITY & INCLUSION .........................................................15 

Minority Owned and Women Owned Business Utilization........................15 

Trends in Minority Owned Business Utilization 

Trends in Women Owned Business Utilization 

Trends in MWOB Small Business Utilization 

MWOB Participation in Specific Acquisition Categories

Initiatives & Accomplishments ........................................................................23 

Outreach 

Accountability 

Good Faith Effort Mandate	

WORKFORCE DIVERSITY & INCLUSION ......................................................27 

Workforce Demography.................................................................................27

Racial/Ethnic and Gender Profiles

Benchmark Comparisons 

Senior Management	

All Grade Groupings	

Hiring and Attrition

Mission Critical Occupations 

New IQ Inclusion Index 

Initiatives & Accomplishments ........................................................................39 

Accountability 

Quantitative and Qualitative Analysis 

Outreach 

Inclusive Diversity Awareness and Training

Economic Empowerment 

Challenges.........................................................................................................42

CONCLUSIONS AND FISCAL YEAR 2016 PLANS ....................................43 

Business Diversity and Inclusion ..................................................................43

Workforce Diversity and Inclusion..................................................................45
& 
 

 

L-R: President/CEO Liberty Bank & Trust Alden McDonald, 

Assistant Secretary for Management Brodi Fontenot, 

Secretary Jacob J. Lew, and 

Ambassador Andrew Young 

MESSAGE FROM THE 

CHIEF DIVERSITY &

 INCLUSION OFFICER 

Freedman’s Bank Commemoration 

The year 2015 marked the sesquicentennial anniversary of the establishment of the 

Freedman’s Savings and Trust Company, or the Freedman’s Bank, as it became known. 

Congress passed the bill to create the bank in February 1865 and President Abraham 

Lincoln signed it into law on the third of March of that year. 

The Freedman’s Bank was a bold and, perhaps, even radical idea for its time. It was established to help formerly enslaved African 

Americans build wealth by providing a safe place to bank and save their money. While it was originally created for African American Civil 

War soldiers, most of the account holders were low-wage earners, such as laborers, cooks, custodians, nurses, barbers, and blacksmiths 

– many of whom were earning wages for the first time. Accounts were also held by prominent African Americans who had been free long 

before emancipation, like Frederick Douglass (social reformer and statesman), Captain O.S.B. Wall (the first African American army captain), 

African American professors at Howard University, and African American physicians at Freedman’s Hospital (now Howard University 

Hospital). Additionally, accounts were held by African American churches, social organizations, and schools, including Howard University. 

37 branch offices in 17 states and the District of Columbia were opened. The Washington D.C. branch became the headquarters, located on 

the southeast corner of Lafayette Square – across the street from the White House and the Treasury Building. Unfortunately, after 9 years of 

operation, Freedman’s Bank failed and closed on June 29, 1874. The bank headquarters building was later sold and demolished and a new 

building was erected on the site in 1919 that became the annex to the Treasury. 

On January 7, 2016, Treasury Secretary Jacob J. Lew named the Treasury annex in commemoration of the 150th anniversary of the founding of 

the Freedman’s Savings and Trust Company. It is now known as the Freedman’s Bank Building. At the naming ceremony, Secretary Lew stated: 

As we honor the legacy of the Freedman’s Bank, it reminds us of the need for effective regulation and oversight, and symbolizes our 

commitment to ensuring more Americans have the financial tools and education they need to build a secure future. 

Freedman’s Bank symbolized the aspirations of all Americans to be fully integrated into our nation’s economic life. It also represented the 

federal government’s commitment to helping make financial inclusion a reality. The Offices of Minority and Women Inclusion carry forth an 

important part of that commitment within each of the federal financial services/regulatory agencies. 

This fifth annual report to Congress, detailing the diversity and inclusion efforts within the U.S. Department of the Treasury headquarters

(Departmental Offices), touts successes and describes challenges that still need to be addressed. It is our aim to ensure that those who work

at Treasury represent every face of America and that Treasury’s business activities reflect fair utilization of the American’s diverse business

community. 

Lorraine Cole, Ph.D. 

Chief Diversity and Inclusion Officer

Office of Minority and Women Inclusion

Departmental Offices

U.S. Department of the Treasury 
TAKING STOCK &

MAKING CHANGE

2015

28

45 34

 October 1 to September 30 

BY THE NUMBERS

PERCENTAGE OF WOMEN PERMANENT 

EMPLOYEES AT THE SENIOR EXECUTIVE 

SERVICE (SES) LEVEL

PERCENTAGE OF 

WOMEN PERMANENT 

EMPLOYEES

TOTAL AMOUNT OF CONTRACT 

DOLLARS OBLIGATED WITH 

MINORITY-OWNED BUSINESSES

PERCENTAGE OF 

RACIAL/ETHNIC MINORITY

 PERMANENT EMPLOYEES

12

PERCENTAGE OF CONTRACTS 

OBLIGATIONS WITH 

WOMEN-OWNED BUSINESSES

17

PERCENTAGE OF CONTRACTS 

OBLIGATIONS WITH 

MINORITY-OWNED BUSINESSES FEVS 

FAIRNESS 

SCORE

FEVS INCLUSION

QUOTIENT SCORE

PERCENTAGE OF MINORITY PERMANENT EMPLOYEES AT THE SENIOR EXECUTIVE SERVICE (SES) LEVEL

TOTAL AMOUNT OF CONTRACT DOLLARS OBLIGATED WITH WOMEN-OWNED BUSINESSES

1,732

61.9

49.9

$42,662,573

TOTAL NUMBER OF 

PERMANENT EMPLOYEES

FY

6
fy2015 Annual Report to Congress 7

 EXECUTIVE 

SUMMARY 

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-Frank Act) § 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 

fifth annual report is submitted to Congress pursuant to the Dodd-Frank Act regarding the actions taken by Treasury and the 

OMWI during Fiscal Year (FY) 2015. 

BUSINESS DIVERSITY: Despite the absence of mandated contracting goalsfor 

other than small businesses, the commitment to minority owned and women owned 

business utilization within Treasury Departmental Offices remained strong. In FY 2015, 

Treasury Departmental Offices’ total procurement contracts for goods and services 

represented $250 million in obligations (with 1,958 contract obligations), with nearly 

one-quarter (24.15 percent) of contract dollars totaling more than $60 million going 

to either minority-owned or women-owned businesses. A total of $43 million, or 17 

percent of total contracts, was awarded to minority-owned businesses. Furthermore, 

$31 million or 12 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 10 percent – both well above the 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 

of affirmative action and the establishment of quotas based on race and gender, among other things.
8 TAKING STOCK &

MAKING CHANGE

WORKFORCE DIVERSITY: In FY 2015, the Treasury Departmental Offices 

permanent workforce of 1,732 represented about 2 percent of the total Treasurywide workforce. Approximately one-third (34%) 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 4 percent, respectively. Native Hawaiian or Other Pacific 

Islanders, American Indian or Alaska Natives, and those who identify themselves as Two 

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

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

level, and 15 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 level and 28 percent of the permanent SES 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 workplace culture. First, the tight budget environment that Treasury has been operating in recent years has had a direct 

impact on hiring. Therefore, although there will be a continued need for proactive strategies to ensure broad outreach to diverse 

candidate pools, there will be fewer available positions. In addition, Treasury must ensure that all hiring practices are conducted 

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 Inclusive Environment Assessment Index 

developed by the Office of Personnel Management, it is evident that workplace inclusion is challenging across federal agencies. 

Therefore, building a more inclusive workplace environment within Treasury Department Offices has been part of the coordinated 

effort to transform the workplace culture across the federal government.
fy2015 Annual Report to Congress 9

OVERVIEW 

This fifth annual report is submitted to Congress pursuant to the Dodd-Frank Wall Street Reform and Consumer Protection Act 

of 2010 (Dodd-Frank Act) § 342 (P.L. 111-203) regarding the actions taken by Treasury and the Office of Minority and Women 

Inclusion, Departmental Offices (OMWI) during Fiscal Year (FY) 2015.1 

U.S. Department of the Treasury 

Mission

Maintain a strong economy and create economic and job opportunities by promoting conditions that enable economic growth and 

stability at home and abroad; strengthen national security by combating threats and protecting the integrity of the financial system; 

and manage the U.S. government’s finances and resources effectively.

GOALS 

Promote domestic economic growth and stability while 

continuing reforms of the financial system

Fairly and effectively reform and modernize federal financial 

management, accounting, and tax systems 

Create a 21st century approach to government by improving 

efficiency, effectiveness, and customer interaction

Enhance U.S. competitiveness and job creation, and promote 

international financial stability and more balanced global 

growth 

Safeguard the financial system and use financial measures to 

counter national security threats 

1 

2 

3 

4 

5 

1. For the purposes of this report and consistent with Dodd Frank Act § 342 (g) (3), the standards employed by the Office of Personnel Management (OPM), and the Equal Employment 

Opportunity Commission (EEOC), the definition used for the term “minority” is: Hispanic or Latino; Black or African American; Asian; Native Hawaiian or Other Pacific Islander; and 

American Indian or Alaska Native. 
 

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 

the steward of the U.S. economy – taking in revenue, paying bills, and, when appropriate, borrowing and investing public funds. 

In more recent years, Treasury’s role has expanded to being a leader in safeguarding and growing the nation’s economy. 

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 Treasury Departmental Offices (Headquarters)

The Office of Domestic Finance

Domestic Finance works to preserve confidence in the U.S. Treasury The Office of Economic Policy market, effectively manage federal fiscal operations, strengthen financial 

The Office of General Counsel institutions and markets, promote access to credit, and improve financial 

access and education in service of America’s long-term economic strength The Office of International Affairs 

and stability. The Office of Legislative Affairs 

The Office of the Assistant Secretary Economic Policy reports on current and prospective economic developments 

for Management and assists in the determination of appropriate economic policies. 

The Office of Public Affairs The Office of General Counsel provides legal and policy advice to the 

The Office of Tax Policy Secretary and other senior Departmental officials. 

The Office of Terrorism and 

Financial Intelligence International Affairs protects and supports U.S. economic prosperity and 

national security by working to help ensure the most favorable external The Treasurer of the United States 

environment for sustained jobs and economic growth in the United States. 

Legislative Affairs develops strategies to implement legislative initiatives, communicates Treasury’s positions to the 

Congress, and keeps the Department informed of Congressional objectives, concerns, activities, and interests. 

The Office of Management and the Chief Financial Officer are responsible for 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 

Department and its bureaus how best to communicate issues and priorities of public interest. 

Tax Policy develops and implements tax policies and programs, reviews regulations and rulings to administer the Internal 

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

tax policy decisions. Tax Policy also provides revenue estimates for the President’s Budget. 
  

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

aims of safeguarding the financial system against illicit use and combating rogue nations, terrorist facilitators, weapons of 

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

responsible for the review and analysis of domestic economic issues and 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 

development and public engagement. 

• Develop standards for diversity of the 

workforce and senior management 

• Support recruitment/advancement efforts 

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 

contractors and subcontractors are making a

 good-faith effort to include minorities and 

women in their workforce 

• Submit an annual report to Congress 

• Conduct data analysis and produce 

internal reports 

• Provide advice and advocacy 

Ofce of Minority & 

Women Inclusion 

Primary Duties 

The Office of Minority and Women Inclusion was established on 

January 21, 2011 in accordance with the Dodd-Frank 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 Treasury Departmental 

Offices, OMWI is responsible for all matters 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 is also 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 made good faith efforts 

to include minorities and women in their workforce.2 

2. It should be noted that Treasury Departmental Offices is not a financial regulatory agency. Thus, the requirement in the Dodd-Frank Act § 342 to assess the diversity 

policies and practices of entities regulated by the agency is not applicable to the Treasury Departmental Offices OMWI.
12 TAKING STOCK &

MAKING CHANGE

	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 		 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 		 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	

		 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 		 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 		 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 		 	 	 	 	

	 	 	 	 	 	 	 	 	 	

		 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 		 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 		 	 	 	 	 	 	

	 	 	 	 	 		 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 		

	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 		 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	

____________________ 

LEADERSHIP COMMITMENT 

& STRATEGIC PLAN 

Early approaches to diversity in the American workforce centered on affirmative action,

emphasizing racial and gender parity. The aim of this social justice approach was to promote

the tolerance of differences and increasing the numeric representation of these and other social

groups within the workforce. More recently, public and private organizations have shifted their

approach to diversity away from the social justice approach toward the practice of strategic

diversity management. Such leading diversity and inclusion practices were articulated in the 2005

U.S. Government Accountability Office (GAO) report on diversity management.3 These practices 

include: (1) commitment to diversity as demonstrated and communicated by an organization’s top

leadership, (2) the inclusion of diversity management in an organization’s strategic plan,

(3) diversity linked to performance, making the case that a more diverse and inclusive work

environment could help improve productivity and individual and organizational performance,

(4) measurement of the impact of various aspects of a diversity program, (5) management

accountability for the progress of diversity initiatives, (6) succession planning, (7) recruitment,

(8) employee involvement in an organization’s diversity management, and (9) training for

management and staff about diversity management. OMWI has made efforts to move beyond a

social justice model and incorporate strategic diversity management practices in its planning and

implementation under the Dodd-Frank Act § 342.

DEMONSTRATED COMMITMENT FROM TREASURY LEADERSHIP

Secretary of the Treasury, Jacob J. Lew, affirmed his commitment to the principles of diversity and

inclusion by issuing a Diversity and Inclusion Call to Action Statement. The date of his issuance of

this statement, August 28, 2013, held symbolic significance because it was the 50th anniversary of

the historic March on Washington for Jobs and Freedom. Secretary Lew emphasized the importance

of a work environment that fosters fairness, open mindedness, cooperation, supportiveness, and

empowerment. He called on employees to participate in educational activities and introspective

discussions to further advance a workplace culture of inclusion. He stressed the need to work to help

address vestiges of unintentional bias and other obstacles to inclusion. He also called for support of

the established socio-economic programs that improve business diversity. This statement was made

separate from the mandatory annual equal employment opportunity (EEO) policy statements issued,

thus making a clear distinction between strategic diversity management and EEO.

In support of Executive Order 13583, “Establishing a Coordinated Government-wide Initiative to

Promote Diversity and Inclusion in the Federal Workforce” (E.O. 13583), Treasury established a

Diversity Council comprised of senior staff from each Treasury bureau. The purpose of the Diversity

Council is to consider policies, strategies, and initiatives to strengthen a coordinated Department-wide

diversity and inclusion program and identify resources that can be leveraged to support such efforts.

3 GAO, Diversity Management: Expert-Identified Leading Practices and Agency Examples, GAO-05-90 (Washington, DC: January 14, 2004).
	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 		 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 		 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 		

	 	 	 	 	 	 	 	 	 	 	 	

	 	 		 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 		

Business Diversity and Outreach: Ensure small business access and fair inclusion in the business opportunities of 

Departmental Offices, particularly with minority-owned and women-owned businesses (MWOB).

Workplace Inclusion: Further cultivate a culture of inclusion and strengthen collaboration efforts, flexibility, and fairness by 

enabling employees to contribute to their full potential.

Business Inclusion and Utilization: Strengthen agency accountability to small business and MWOB contracting, with an 

important focus on small disadvantaged businesses, women-owned small businesses, Historically Underutilized Business 

Zones (HUBZone) businesses, and service disabled veteran-owned small businesses.

Sustainability: Develop structures and strategies to equip leaders with the ability to manage diversity, be accountable, 

measure results, refine approaches on the basis of such data, and foster a culture of inclusion. 

Workforce Diversity: Recruit from a diverse and well-qualified group of potential applicants to secure a high performing 

workforce drawn from all segments of society, including targeted sourcing at minority- and women-serving institutions, career 

fairs and expos, online and printed advertisement materials, and community outreach activities to fully attract minorities and 

women candidates to our applicant pool.

STRATEGIC PLAN

The values, principles, and practices of diversity and inclusion have been institutionalized into

Treasury’s strategic planning at multiple levels, including the Strategic Plan of the Office of the

Secretary, the priorities of the Office of the Assistant Secretary for Management, the Department’s

Diversity and Inclusion Strategic Plan developed by the Treasury Office of Civil Rights and Diversity,

as well as the Diversity and Inclusion Implementation Plans of Treasury Departmental Offices and

each of Treasury’s bureaus.

OMWI developed strategies and an action plan that encompass the requirements of both the

Dodd-Frank Act § 342 and E.O. 13583. The aim is to strengthen Treasury’s activities, policies,

and processes to address lower-than-expected participation rates of minorities and women.

Plans also include monitoring fair inclusion and strengthening outreach opportunities for small,

minority-owned, and women-owned businesses. Key areas that were addressed by the Treasury

Departmental Offices Diversity and Inclusion Implementation Plan were:
the commitment 

to minority 

owned and 

women owned 

business 

utilization 

remained strong 
fy2015 Annual Report to Congress 15

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 		 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 		 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 		 	

	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 		 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 		 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 		 	 		

 

 

____________________ 

BUSINESS DIVERSITY 

& INCLUSION 

MINORITY OWNED AND WOMEN OWNED BUSINESS UTILIZATION

Of the twenty agencies and federal reserve banks with an OMWI, Treasury Departmental Offices is

one of the few required to adhere to the Federal Acquisition Regulation (FAR) for the procurement of

goods and services. The FAR requires a full and open competitive process for federal procurements,

with some exceptions for small business set asides under specific circumstances. Additionally, it

is important to note that, due to legal restrictions pertaining to civil rights, no specific goals can be

established for contracting with minority-owned businesses regardless of size or women-owned

businesses with the exception of certain small business parameters.

Treasury-wide, the total (appropriated and non-appropriated) contract procurement was $5.7 billion

in FY 2015, which represents less than 1 percent of total federal government procurement. Within

Treasury Departmental Offices, procurement for products and services was increased slightly from

a total of $248 million in FY 2014 to $250 million in FY 2015 (with 1,958 contract actions). Despite

the absence of mandated contracting goals, the commitment to minority owned and women owned

business utilization within Treasury Departmental Offices remained strong in FY 2015, with 24

percent of contract dollars totaling $60 million going to either minority-owned or women-owned

businesses (MWOB). Additionally, $31 million (12 percent) of contract obligated award dollars went

to women-owned businesses and $43 million (17 percent) went to minority-owned businesses (dollar

amounts to minority women-owned businesses are included within each category). [Table 1]

Table 1 

Departmental Offices FY 2015 Contract Obligations by Demographic Groups, Total Awards and Percentages of Awards* 

Category Total Awards in Dollars Percentage of Awards

All Departmental Offices Awards $ 250,382,086.70 100.0%

Minority-owned or women-owned4 $ 60,478,987.09 24.15%

 Woman-owned $ 30,774,979.85 12.29%

 Minority-owned5 $42,662,573.38 17.04%

Asian American $22,022,879.82 8.80%

Black American $13,929,944.93 5.56%

Hispanic American $5,241,737.75 2.09%

American Indian $3,532,294.14 1.41%

Other minority6 $983,012.86 0.39%

Neither Minority-owned nor Woman-owned $189,903,099.70 75.85%

*Contracting dollar amounts are based on Federal Procurement Data System (FPDS-ng) data extracted October 30, 2015 for FY15

4 The total amount of awards to minority women-owned businesses was $12,958,566.14. However, awards to businesses that are both minority- and women-owned are 

counted within Federal Procurement Data System (FPDS-ng) in all applicable individual minority- and women-owned individual categories. Therefore, to ensure there was no 

duplicate counting of overlapping categories of race/ethnicity and gender, the total dollars and percentages have been reduced to adjust for the $12,958,566.14.

5 The sum of the award dollars to business within the minority-owned sub-categories ($45,709,869.50) does not equal the total minority-owned award amount 

($42,662,573.38) because several awards under the minority categories were not identified in the reporting system as minority-owned businesses.

6 “Other minority” means those businesses designating “minority-owned” in the System for Award Management, but not designating Asian American, Black American, Hispanic 

American, or American Indian. 
16 TAKING STOCK &

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TRENDS IN MINORITY OWNED 

BUSINESS UTILIZATION

Utilization of minority owned businesses 

overall within Treasury Departmental 

Offices has decreased slightly. In FY 2015,

a total of almost $43 million or 17 percent

of the total in contract obligations were

awarded to minority-owned businesses.

[Figure 1] Comparatively, in FY 2014, a

total of $45 million or 18 percent of total

contract obligations was awarded to

minority-owned businesses.

Contract obligations to minority-owned

businesses by specific racial and ethnic

designation of the ownership are

delineated in Table 2.

Table 2 

Departmental Offices FY 2012-2015

Figure 1 

Departmental Offices FY 2015

Overall Contract Obligations by Minority Status*

Minority

Owned 

Non-Minority

Owned 

 *Percentages have been 

82% 

18% 

rounded to whole numbers 

Overall Contract Obligations by Specific Racial/Ethnic Minority Group*

FY 2015 FY 2014 FY 2013 FY 2012

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

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

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

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

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

Non-Minority Businesses $ 205 million (82%) $203 million (82%) $ 210 million (82%) $223 million (81%) 

* Contracting dollar amounts are based on Federal Procurement Data System (FPDS-ng) data extracted October 30, 2015 for FY15; Dollars and percentages are rounded.
fy2015 Annual Report to Congress 17

	 	 	 	

	 	 	 	 	 	 	 	 	

	 	 	 	

	 	 	

	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	

	 	 	 	 	

	 	 	 	 	 	 	 	 	

	 	 	 	 	 	

	 	 		 	 	

	 	

	 	 	 	

	 	 	 	

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 2015, a total of $31 million or

12 percent of the total in contract 

obligations were awarded to womenowned businesses (including minority

women). Comparatively, in FY 2014, a

total of $51 million or 21 percent of the

total contract obligations was awarded

to women-owned businesses; and in FY 

2013, a total of $40 million or 15 percent

of the total contract obligations was

awarded to women-owned businesses 

(including minority women) [Figure 2]

Contract obligations to women-owned

businesses, including minority status,

are delineated in Table 3.

Table 3 

Departmental Offices FY 2012-2015

Overall Contract Obligations by Gender-specific Business*

Figure 2 

Departmental Offices FY 2015

 Overall Contract Obligations by Gender Categories*

Non-Women 

rounded to whole numbers 

88% 

7% 5% 

Non-Minority

Women 

Minority

Women 

Owned

 *Percentages have been 

FY 2015 FY 2014 FY 2013 FY 2012

Women-owned Businesses $31 million (12%) $51 million (21%) $40 million (15%) $31 million (12%) 

minority women $13 million (5%) $11 million (5%) $15 million (5.5%) $15 million (6%)

non-minority women $18 million (7%) $40 million (16%) $25 million (9.5%) $16 million (6%)

Non-Women-owned Businesses $220 million (88%) $197 million (79%) $222 million (85%) $223 million (88%) 

* Contracting dollar amounts are based on Federal Procurement Data System (FPDS-ng) data extracted October 30, 2016 for FY15; Dollars and percentages are rounded.
18 TAKING STOCK &

MAKING CHANGE

	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 		 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 		

	 	 	 	 	 	 	

	 	 	 	 	 	

	 	 	 	 	

	 	 	 	 	

	 	 	 	

	 	 	 	 	 	 	 	

	 	

	 	 	 	 	 	

	 	 	

	 	 	 	 	

	 	 	 	 	 	 	

	 	 	 	

	 	

	 	 	 	 	

	 	 	 	 	 	

	 	 	 	

	 	 	

	 	 	 	 			 	

	 	 	

	 	 	 	 	

	 	 	

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 recently available census data. Consistent with the Dodd-Frank Act § 342

mandate to 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

minority-owned) and women-owned small businesses.

In FY 2015, Treasury almost met the Figure 3

35% goal, reaching 34.62% and for Departmental Offices FY 2015 the fourth consecutive year, Treasury Small MWOB Contract Obligations * Departmental Offices met or exceeded

the overall small business contracting Women statutory goal, as well as goals for small Owned Small disadvantaged businesses and women- Business 

owned small businesses. In FY 2015,

contract obligations to small businesses

by Treasury Departmental Offices were

54 percent,far 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 10 percent,

double the 5 percent goal. [Figure 3]

Contract obligations to small minority77%

13%

10% 

Small 

Disadvantaged

Business 

 *Percentages have been 

Other owned and women-owned businesses 

(MWOB), including minority status, are

delineated in Table 4. rounded to whole numbers 

Table 4 

Departmental Offices FY 2012-2015

Overall Contract Obligations to Small MWOB*

FY 2015 FY 2014 FY 2013 FY 2012

Total Contract Obligations (regardless of size $250 million $248 million $255 million $223 million 

Overall Small Businesses Contract Obligations $135 million (54%) $125 million (51%) $119 million (47%) $95 million (42%) 

Small Disadvantaged Businesses (SDB) $32 million (13%) $25 million (14%) $37 million (14%) $40 million (18%) 

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

*SDB is used in this context as a proxy for minority-owned businesses; contracting includes overlap between categories. Contracting dollar amounts are based on Federal 

Procurement Data System (FPDS-ng) data extracted October 30, 2015 for FY15; Dollars and percentages are rounded.$
fy2015 Annual Report to Congress 19

	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 				 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	

		 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	

		 	 	 	 	 	 	 	 	 	 	

	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 		 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 		 	 			

MWOB PARTICIPATION IN SPECIFIC ACQUISITION CATEGORIES

Each year, lists are posted online of the top acquisition categories, by North American Industry

Classification System (NAICS) codes, of contracts awarded by the Department of Treasury, Treasury

Departmental Offices, and the individual Treasury bureaus. The aim is to encourage firms that

provide products or services within those categories to market their firms’ capabilities to Treasury

bureaus. In FY 2015, 87 percent of all Treasury Departmental Offices contracts were in the area of

services. 22 percent of Departmental Offices service contracts were awarded to minority-owned

or women-owned businesses: 11 percent went to women-owned businesses and 16 percent went

to minority-owned businesses. This resulted in $48.7 million in contracts to minority-owned or

women-owned businesses for services.

Within Treasury Departmental Offices, approximately 79 percent of contract awards are made in

only seven NAICS code categories and minority or women-owned business utilization is highest

among six of those categories. The highest utilization of minority or women-owned businesses is

in “Other Computer Related Services” (NAICS 541519) in the amount of $17 million and receiving 27

percent of the awards. [Table 5]
20 TAKING STOCK &

MAKING CHANGE

Table 5: 

Awards by Demographic Groups in the DO’s Top Seven NAICS Codes, Fiscal Year 2015

In Dollars and Percentage of Dollar Awards in Top Seven NAICS Codes*

Total Departmental Offices Annual 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 67,890,122 27.11% 38,797,763 15.50% 31,474,836 12.57% 

Minority- or women-owned7 16,548,034 24.37% 6,665,395 17.18% 0 0.00% 

·  Women-owned 5,973,115 8.80% 2,840,339 7.32% 0 0.00% 

· Minority-owned 12,220,299 18.00% 5,578,818 14.38% 0 0.00% 

Asian American 11,162,270 16.44% 2,253,865 5.81% 0 0.00% 

Black American 2,331,875 3.43% 973,312 0.025% 0 0.00% 

Hispanic American 563,701 0.83% 1,833,811 4.73% 0 0.00% 

Native American 293,187 0.43% 0 0.00% 0 0.00% 

Other minority 402,057 0.59% 517,830 1.33% 0 0.00% 

Neither minority- nor woman-owned 51,342,087 75.63% 32,132,368 82.82% 31,474,836 100.00%

*Contracting dollar amounts are based on Federal Procurement Data System (FPDS-ng) data extracted October 30, 2015 for FY15

7 Awards to businesses that are both minority- and women-owned are counted within Federal Procurement Data System (FPDS-ng) in all applicable individual 

minority- and women-owned individual categories. To ensure there was no duplicate counting of overlapping categories of race/ethnicity and gender, the total 

dollars and percentages have been reduced. 
fy2015 Annual Report to Congress 21

Table 5 continued

 NAICS Codes and Descriptions

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 

24,707,172 9.87% 15,248,735 6.09% 10,147,391 4.05% 8,310,368 3.32% 

11,131,355 45.05% 1,222,558 8.02% 1,563,322 15.41% 0 0.00% 

6,803,975 27.54% 1,201,992 7.88% 593,839 5.85% 0 0.00% 

5,323,184 21.55% 20,566 0.13% 1,513,438 14.91% 0 0.00% 

5,353,172 21.67% 0 0.00% 799,156.45 7.88% 0 0.00% 

-9,633 -0.04% 0 0.00% 298,966.26 2.95% 0 0.00% 

-20,356 -0.08% 25,849 0.17% 415,315.50 4.09% 0 0.00% 

0 0.00% -5,284 -0.03% 0 0.00% 0 0.00% 

0 0.00% 0 0.00% 0 0.00% 0 0.00% 

13,575,817 54.95% 14,026,177 91.98% 8,584,069 84.59% 8,310,368 100.00%
Treasury’s 

Mentor-Protégé 

program is 

designed to 

motivate and 

encourage large 

firms to assist 

small businesses 
fy2015 Annual Report to Congress 23

	 	 	 		 	 	

	 	 	 	 	 	 	 	

	 	 	 	 	 	

	 	 	 		 	 	 	 	

	 	 	 	 	 	

	 	 	 	 	 		 	 	 	

	 	 	

	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	

	 	 	 	 	

	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	

	 	 	 	

	 	 	 	 	 	 	 	

	 	

	 	 	 	 	 	 	 	

	 	 	 	 	

	 	 	 	 	 	 	

	 	 	 		

 

Initiatives & 

Accomplishments 

OUTREACH 

Federal Acquisition Regulation (FAR) Contracting: Treasury has

achieved its most effective engagement with minority-owned and

women-owned businesses through substantial efforts to reach

out to small businesses. Treasury employs multiple strategies

and communication channels to reach candidate vendors,

including:

• Posting requests for proposals on the Federal Business

Opportunities website at www.fbo.gov

• Conducting multiple vendor outreach sessions throughout the

year 

• Providing resources on the Treasury Office of Small and

Disadvantaged Business Utilization website at www.treasury.

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

• Extending the techniques and tools effectively used to engage

the small business community to the broader industry 

audience, including minority-owned and women-owned firms

• Reviewing vendor engagement strategy as part of acquisition

planning for high-impact acquisitions

• Conducting strategic reviews of targeted acquisitions to ensure

that acquisition planning includes adequate and appropriate

industry outreach and communications consistent with law,

regulation, and Treasury policy
24 TAKING STOCK &

MAKING CHANGE

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 		 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 		

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 		 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	

	 	 	 	 	

	 	

	 	 	 	 	 	

	 	 	 	 	

	 	 	 	 	

	 	 	

	 	 		

	 	 	 	 		 	 	

	 	 	 	

	 	 	 	 	

	 	 	 	 		

	 	 	 		

	 	 	

	 	 	 		 	

	 	 		 	

	 	 	 	 	

	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 		 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 			 	 	 	

	 	 	 	 	 	 		 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 					

	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 		 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 		 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 		 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

Throughout FY 2015, Treasury sponsored eight vendor outreach sessions that provided individual

counseling to approximately 357 small business concerns, including one that provided counseling

by Treasury prime contractors and Treasury program managers. Approximately 28 percent of the

participating small businesses were minority-owned (99) and 17 percent were women-owned (62).

Treasury also conducted and participated in small business match-making events sponsored by SBA,

other federal agencies, local government, members of Congress, and external organizations that

represent SMWOB. In FY 2015, Treasury staff served as panelists, speakers, facilitators, planning

committee members, and exhibitors at the following 16 external events:

• SBA/American Express Open (ChallengHER), Norfolk VA

• GovConectx, Arlington VA

• Baltimore Washington Corridor Chamber of Commerce (BWCC)

• 23rd Annual Government Procurement Fair, Greenbelt MD

• Vets Small Business Engagement Conference, Atlanta GA

• Alliance Mid-Atlantic SB Fair, Wilmington DE

• 25th Annual Procurement Conference, Washington DC

• EPA’s HUBZone Small Business Conference, San Francisco CA

• BA’s Small Business Week, Washington DC

• 2015 GovConNet Procurement Conference, Matchmaking, and EXPO, Shady Grove, MD

• HHS Getting Back to Basics, Washington DC

• FRB Vendor Outreach Fair, Washington DC

• American Express Open, Washington DC

• Destination HUB – SBA, Detroit MI

• Women’s Power Conference, Bethesda MD

• OMWI Interagency Technical Assistance Conference, Arlington VA

Mentor-Protégé Program: Treasury’s Mentor-Protégé program is designed to motivate and

encourage large firms to assist small businesses, including small disadvantaged businesses (which are

largely minority-owned businesses) and women-owned small businesses. The program is also designed

to improve the performance of Treasury contracts and subcontracts, foster the establishment of longterm business relationships between these entities and Treasury prime contractors, and increase the

overall number of small businesses that receive Treasury contract and subcontract awards. In FY 2015,

there were 2 Treasury mentor-protégé agreements in place. Among the protégés, one was a Service

Disabled Veteran Owned Business (SDVOB) and one was a Hispanic-owned business.

Financial Agent Authority (Non-FAR): In addition to the procurement of goods and services

through processes governed by the Federal Acquisition Regulation (FAR), Treasury also has financial

agent authority (FAA). Unique to the Treasury and granted 150 years ago by the National Bank Acts of

1863 and 1864, the FAA allows Treasury to designate financial institutions to provide certain services

on the government’s behalf. These firms act on behalf of the government during the performance

of their duties under an agent-principal relationship with Treasury. Financial agents also have the

fiduciary obligation to protect the interests of the United States. In FY 2015, two smaller brokerdealers, including minority-owned and women-owned firms, were engaged by Treasury’s broker in

efforts to wind down remaining investments from the Troubled Asset Recovery Program (TARP).
fy2015 Annual Report to Congress 25

	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 		

	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 		

	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 		 	 	 	

	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 		

		 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	

	 	 	 		 	 	 	 	 	

	 	 	 	 	 	 	

		 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 		 	 	 	 	

	 	 	 	 	 	 	 	 	 	

	 	 		 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 		 	 	 	 	

	 	 	 	 	 	 	 	 		 	 	 	 	 	

	 	 	 	 	 	

ACCOUNTABILITY 

Leadership Monitoring: OMWI develops detailed weekly reports of SMWOB contracting

for the Deputy Secretary, Assistant Secretary for Management, Senior Procurement

Executive, Bureau Chief Procurement Officers, and Bureau Small Business Specialists.

Each bureau’s small business and MWOB contracting performance also is reported to

the Deputy Secretary in quarterly performance review sessions with Bureau Heads.

The Senior Procurement Executive holds quarterly “ProcureSTAT” performance review

sessions with individual Bureau Chief Procurement Officers to assess each bureau’s small

business contracting performance and to track MWOB contracting. Additionally, the Senior

Procurement Executive utilizes monthly Treasury Acquisition Council meetings with Bureau

Chief Procurement Officers to address the status of Treasury’s overall small business goals

and MWOB contracting.

Performance Plans: To supplement senior management’s review and oversight

of the achievement of small business goals and MWOB contracting, the Department

inserted a small business performance element into individual performance plans to 

hold management and staff accountable. Such goals include categories that encompass

small disadvantaged businesses, which are largely minority-owned and small womenowned businesses. Treasury included the performance element in plans for Bureau Chief

Procurement Officers.

Recognition: OMWI conducted an annual awards recognition program for outstanding

performance in small business and MWOB contracting, which has provided an additional

achievement incentive to the acquisition community. Awards include recognition to

bureaus that achieved the highest percentages of contract obligations with minorityowned and women-owned businesses. For FY 2015, the two leading bureaus expended 33

percent of their contracting dollars with minority-owned businesses and 32 percent with

women-owned businesses.

GOOD FAITH EFFORT MANDATE

In accordance with the contractor workforce diversity mandate in the Dodd-Frank Act § 

342, the Treasury Departmental Offices OMWI, in collaboration with other OMWI agencies,

developed proposed language that would be included in all Departmental Offices service

contracts in excess of the Simplified Acquisition Threshold ($150,000). The final rule was

published in the Federal Register on March 20, 2014 and, subsequently, this provision has

been included in all applicable contracts.
26 TAKING STOCK &

MAKING CHANGE

	 	 	 	 	 	 	 	 	 	 	

		 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 		 	 	 	 	 	 	 	 	 	 	 	 	

	 	 		

CHALLENGES 

Continued budget reductions for discretionary spending have an impact on available

contracting opportunities. In addition, strategic sourcing and shared services initiatives

to increase efficiencies further reduce spending and may reduce the number of vendors

receiving awards.

Furthermore, Treasury must be careful that all contracting is conducted in a manner

consistent with the Equal Protection Clause of the Constitution, which effectively prohibits

many forms of affirmative action, including the establishment of quotas based on race

and gender. Therefore, OMWI must maintain a focus on strategic outreach to help ensure

that minority-owned and women-owned businesses are aware of opportunities and track 

trends in outcomes.
fy2015 Annual Report to Congress 27

	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 		 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 		 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 		 	 	 	

	 	 	 	 	 	 	 	 	 	 	

	 	 	

	 	 	 	 	 	 	 	

	 	 	 	 	 	

	 	 	 	

	 	 	 	

	 	 	 	 	 	 	 	 	

	 	 	 	

	 	 	 	

	 	 	 	 	 	 	 	

	 	 	 	 	 	 	

	 	 	

	 	 	

		 	 	 	

	 	 	

	 	 	 	 	 	

	 	 	 	

	 	 	 	 	 		

WORKFORCE DIVERSITY 

& INCLUSION 

WORKFORCE DEMOGRAPHY 

All Treasury Departmental Offices employees play important roles in the fulfillment of the overall

Treasury mission. Each employee brings perspectives to his or her work that are influenced

by his or her background, culture, and experience. Analyzing the racial, ethnic, and gender

representational diversity of Treasury Departmental Offices, we examine workforce profiles,

trends, benchmarks, hiring and attrition rates, pipeline programs, and demographic differentiation

at upper and senior levels and in mission-critical occupations in FY 2015.8 However, just as

importantly, we have examined employee perceptions of the Treasury Departmental Offices

workplace environment relative to inclusion. This comprehensive examination informs the 

recommendations for the work of OMWI going forward.

RACIAL/ETHNIC AND GENDER PROFILES

The total Treasury-wide workforce Figure 4 across all bureaus and the Departmental FY 2015 Treasury Departmental Offices Offices in FY 2015 was 99,251 permanent Total Permanent Workforce by Race/Ethnicity employees (103,821 in FY 2014).

The Treasury Departmental Offices

permanent workforce represents about 

2 percent of the total Treasury-wide 

workforce. As of the close of FY 2015,

Treasury Departmental Offices had 1,732

permanent employees, an increase of

40 (2 percent net change) from FY 2014. Asian 

This net change includes 346 new hires

(254 permanent and 92 temporary

employees) in Treasury Departmental Other 

Offices. Moreover,permanentemployees

comprised approximately 85 percent Hispanic of the total DO workforce. Temporary

employees (including non-career

employees) comprised approximately 15

percent of the total DO workforce.

White 

Black 

 *Percentages have been rounded to whole numbers

8. Does not include the racial ethnic categories, Native Hawaiian or Other Pacific Islanders, American Indian or Alaskan Natives, or Two or More Races 

because the representation of each of these groups is zero to less than one percent of the total Departmental Offices permanent workforce.
28 TAKING STOCK &

MAKING CHANGE

	 	 	 	 	

	 	

	 	 	 	 	 	 	

	 	 	 	 	 	

	 	 	 	 	

	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	

	 	 	 		 	 	

	 	 	 	 	 	 	 	 	

		 	 	 	 	 	 	

	 	 	 	 	 	 	 		 	

 

	 	 	 	 	

	 	 	 	 	 	

	 	 	 	 	 	 	

	 	 	 	

	 	 	 	 	 	

	 	 	 	 	 	 		 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 			 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

Approximately one-third (34 percent) of Figure 5 

Treasury Departmental Offices permanent FY 2015 Treasury Departmental Offices

employees across all grade levels are racial Total Permanent Workforce by Gender

or ethnic minorities. The percentage of

minorities increased slightly (1 percent)

from the FY 2014 percentage of 33 percent.

Hispanics increased by 1 percent in FY 2015

and represent 4 percent. Blacks remained

unchanged at 21 percent in FY 2015 and FY

2014. Asians increased from 8 percent in

FY 2014 to 9 percent in FY 2015. [Figure 4]

The percentages of employees by gender

in Treasury Departmental Offices are 55

percent men and 45 percent women. The

percentage of women in Departmental

Offices decreased from 46 percent in FY

2014 to 45 percent in FY 2015. [Figure 5]

 *Percentages have been rounded to whole numbers

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),

Treasury-wide workforce, Civilian Labor Force (CLF), and the Relevant Civilian Labor Force (RCLF) by

race/ethnicity and gender participation. Table 6 depicts the comparison of the Treasury Departmental

Offices total permanent workforce for FY 2015 with the demography of these benchmarks.

Table 6 

Permanent FY 2015 Treasury Departmental Offices Workforce Demography

Compared to Federal Government, Treasury-wide, Civilian Labor Force Demography,

and the Relevant Civilian Labor Force Demography*

Men 

Women

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% 48% 

Women 45% 43% 62% 48% 52% 

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

Hispanic Women 2% 3% 7% 5% 4% 

White Men 40% 40% 25% 38% 39% 

White Women 25% 25% 31% 34% 38% 

Black Men 7% 8% 6% 6% 3% 

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

Asian Men 5% 3% 3% 2% 3% 

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

* Percentages have been rounded to whole numbers

**Federal Workforce data is derived from OPM Federal Employment Reports, September 2006 - September 2015.
fy2015 Annual Report to Congress 29

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 		 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

		 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 		 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 		 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

		 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 		 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 		 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 		 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 		 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 		 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 		 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 		 	

• Gender: In comparison to the permanent workforce participation rates of the FWF and the CLF,

the representation of men (55 percent) in Treasury Departmental Offices workforce is almost

equal to the FWF (56 percent) and CLF (52 percent), but greater than that of the Treasury-wide

workforce (38 percent) and RCLF (48 percent). The representation of women (45 percent) in the

Treasury Departmental Offices workforce is almost equal to the FWF (44 percent) and CLF (48

percent) but less than Treasury-wide workforce (62 percent), and RCLF (52 percent).

• Men by Race/Ethnicity: Among the men within Treasury Departmental Offices, the representation

of Hispanic men (2 percent) is less than that of the FWF (5 percent), Treasury-wide workforce (4

percent), CLF(5 percent), and RCLF (3 percent). The representation of White men (41 percent) is

greater than that of the FWF (39 percent), Treasury-wide workforce (25 percent), CLF (38 percent),

and RCLF (39 percent). The representation of Black men (7 percent) is close to the Treasury-wide

workforce (6 percent), CLF (6 percent),and FWF (8 percent), but greater than that of the RCLF (3

percent). The representation of Asian men (5 percent) is greater than that of the FWF (3 percent),

Treasury-wide workforce (3 percent), CLF (2 percent), and RCLF (3 percent).

• Women by Race/Ethnicity: Among the women within Treasury Departmental Offices, the

representation of Hispanic women (2 percent) is less than that of the FWF (3 percent), Treasurywide workforce (7 percent), CLF (5 percent), and RCLF (4 percent). The representation of White

women (26 percent) is less than that of the Treasury-wide workforce (31 percent), CLF (34

percent), and RCLF (38 percent), and equal to the FWF (26 percent). The representation of Black

women (14 percent) is less than that of the Treasury-wide workforce (20 percent), but greater

than that of the FWF (10 percent), CLF (7 percent), and RCLF (6 percent). The representation of

Asian women (3 percent) is equal to that of the FWF (3 percent) and Treasury-wide workforce (3

percent), but greater than that of the CLF (2 percent) and RCLF (3 percent).

SENIOR MANAGEMENT

Consistent with the EEOC definition of senior management as Federal General Schedule (GS) 15 and

above, the Treasury Departmental Offices focus has been oversight and monitoring of recruitment/

outreach, hiring, professional development, and attrition in GS-15 and SES positions. Treasury

Departmental Offices also tracked and monitored the racial/ethnic and gender representation of the

GS-13-14 grade level workforce, which can serve as the pipeline for senior management. 33 percent

of the Treasury Departmental Offices permanent employees are at the senior management levels

(i.e., GS-15 and Senior Executive Service (SES)). 48 percent are at the GS-13-14 levels which are upper

management levels. Although there are no specific goals for demographic representation by race/

ethnicity and gender, comparison to the total Treasury Departmental Offices permanent workforce

representation provide a general benchmark for the relative inclusion by group at upper and senior

management levels. [Table 7]
30 TAKING STOCK &

MAKING CHANGE

	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 		 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 		 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 		 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 		 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 		

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 		

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 		

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 		 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	

		 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 		 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 		

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 		 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 		

Table 7 

Permanent FY 2015 Treasury Departmental Offices (DO)

Workforce by Upper Management Grade Groupings 

Compared to the Total 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% 72% 61% 55% 39%

Women 45% 28% 39% 45% 61%

Hispanic 4% 4% 3% 4% 6%

White 66% 85% 85% 61% 46%

Black 21% 5% 6% 23% 42%

Asian 9% 7% 6% 11% 6%

*Percentages have been rounded to whole numbers

Permanent Positions: For FY 2015, the representation of minorities and women in permanent GS13-14, GS-15, and SES level positions are described below compared to the representation within

the total Treasury Departmental Offices permanent workforce. It should be noted that there are

no civilian labor force data comparable to SES level positions or the combined pipeline GS-13-14

category. Within senior management positions, women comprise 39 percent of the permanent GS15 level positions and 28 percent of the permanent SES positions. This represents an increase of 1

percent at the GS-15 level compared to FY 2014 (38 percent); and a decrease of 4 percent at the SES

level compared to FY 2014. Minorities represent 15 percent of the permanent workforce at the GS15 level and 15 percent of the permanent workforce at the SES level position. This representation

of 16 percent at the GS-15 level is an increase of 1 percent compared to the representation in FY

2014 and an increase of 6 percent at the SES level compared to FY 2014.

• Women: The representation of women within permanent positions in Treasury Departmental 

Offices at the senior management levels (39 percent for GS-15 and 28 percent for SES) is

lower than their overall representation in the total permanent DO workforce (45 percent).

Their representation within the GS-13-14 level pipeline (45 percent) is equal to their overall

representation in the total permanent DO workforce.

• Hispanic: The representation of Hispanics within permanent positions in Treasury Departmental 

Offices at the GS-13-14 pipeline level (4 percent) is equal to their overall representation in the total

permanent DO workforce. However, the representation of Hispanics at the GS-15 level (3 percent)

is slightly lower than their overall representation in the total permanent DO workforce (4 percent).

• Black: The representation of Blacks within permanent positions in Treasury Departmental Offices

at the senior management levels (6 percent for GS-15 and 5 percent for SES) is higher than their

overall representation in the total permanent DO workforce (21 percent). Their representation

within the GS-13-14 pipeline level (23 percent) is slightly higher than their overall representation

in the total permanent DO workforce (21 percent).

• Asian: The representation of Asians within permanent positions in Treasury Departmental 

Offices at the senior management levels (6 percent for GS-15 and 7 percent for SES) is slightly

lower than their overall representation in the total permanent DO workforce (9 percent). Their

representation within the GS-13-14 pipeline level (11 percent) is slightly higher than their overall

representation in the total permanent DO workforce (9 percent).
fy2015 Annual Report to Congress 31

	 	 	 	 	 		 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 		 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 		 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 		

	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	

Presidential Appointed and Senate Confirmed Positions: In FY 2015, there were seven women

among the highest ranking Presidential appointed and Senate confirmed positions in Treasury

Departmental Offices. The Treasury Deputy Secretary was a woman (the first women to hold this

position in Treasury’s history) and there were six women Assistant Secretaries, which includes the

Treasurer of the United States. Appointed positions are not included by the Equal Employment

Opportunity Commission in calculations of the permanent workforce census.

ALL GRADE GROUPINGS

A comparison of the representation by gender and minority group status across all grade groups

within the Treasury Departmental Offices Permanent Workforce shows the greatest concentration

of women and minority employees are in GS-12 and lower positions. [Figures 6 and 7]

Figure 6 

FY 2015 Treasury Departmental Offices 

Permanent Workforce Grade Comparison by Gender

80% 

60% 

40% 

20% 

0% 

GS 12 & below GS-13 - 15 SES 

61% 

39% 

57% 

43% 

72% 

28% 

Men Women 

Figure 7 

FY 2015 Treasury Departmental Offices

Permanent Workforce Grade Comparison by Minority Status

100% 

80% 

60% 

40% 

20% 

0% 

54% 

46% 

70% 

30% 

85% 

15% 

GS 12 & below GS-13 - 15 SES 

White Non White 
32 TAKING STOCK &

MAKING CHANGE

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 		

	 	 	 	 	 	 	 	 	 	 	 	 	 	 		 	 	

	 	 	 	 	 	 	 	 		 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 		 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 		 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 		

	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 		 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 		 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 		 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	

		 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 		 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 		

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 		 	 	 	 	 	 	

	 	 	 	 	 		 	

HIRING AND ATTRITION 

Hiring: In this section, the hiring rates for the various groups and the CLF and RCLF were compared

over a five year period (beginning with the FY 2011 baseline year through FY 2015). This analysis

includes hiring rate trends of only the permanent workforce. [Table 8]

Table 8 

New Hire Trends of Permanent Workforce 

by Percentage of Employees Hired (FY 2011-FY 2015)

Fiscal year Men Women H W B A

2011 49% 51% 1% 88% 6% 3% 

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% 

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

• Gender: The hiring rate for men increased from FY 2011 (49 percent) to FY 2015 (56 percent)

and is higher than the CLF availability rate (52 percent). Currently, men represent 55 percent of

the permanent workforce which is close to their CLF participation rate (52 percent) but above

their RCLF participation rate (33 percent). The hiring rate for women decreased from FY 2011

(51 percent) to FY 2015 (44 percent) and is lower than their CLF availability rate (48 percent).

Currently, women represent 45 percent of the permanent workforce, which is almost equal to

their CLF participation rate (48 percent) but below their RCLF participation rate (67 percent).

• Hispanic: The hiring rate for Hispanics has increased from FY 2011 (1 percent) to FY 2015 (6

percent) and still remains significantly below their CLF availability rate (10 percent). Currently,

Hispanics represent 4 percent of the permanent workforce, which is below their CLF participation

rate (10 percent) and their RCLF participation rate (9 percent).

• White: The hiring rate for Whites has decreased from FY 2011 (88 percent) to FY 2015 (63

percent) and is below their CLF availability rate (72 percent). Currently, Whites represent 66

percent of the permanent workforce, which is below both their CLF participation rate (72 percent)

and RCLF participation rate (74 percent).

• Black: The hiring rate for Blacks increased from FY 2011 (6 percent) to FY 2015 (16 percent) and

remains above their CLF availability rate (11 percent). Currently, Blacks represent 21 percent

of the permanent workforce, which is above their CLF participation rate (13 percent) and RCLF

participation rate (11 percent).

• Asian: The hiring rate for Asians increased significantly from FY 2011 (3 percent) to FY 2015

(15 percent) and remains well above their CLF availability rate (4 percent). Currently, Asians

represent 9 percent of the permanent workforce, which is above their CLF participation rate (4

percent) and RCLF participation rate (4 percent).

Attrition: In this section, comparisons are made between the attrition rates for the various groups

(beginning with the FY 2011 baseline year through FY 2015). This trend analysis of the attrition

rates includes only the permanent workforce. [Table 9]
fy2015 Annual Report to Congress 33

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 		 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 		 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

		 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 		

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 		

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 		 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 		 	

Table 9 

Attrition Rates by Race/Ethnicity and Gender (FY 2011-FY 2015)

Fiscal year Men Women H W B A

2011 49% 51% 3% 77% 14% 4% 

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% 

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

• Gender: The attrition rate for men remained the same from FY 2011 (49 percent) to FY 2015 (49

percent) and for women from FY 2011 (51 percent) to FY 2015 (51 percent) which is lower than

their FY 2014 attrition rate of 53 percent for women. Men separated at a rate of 49 percent and

were hired at a rate of 56 percent in the permanent workforce. Women separated at a rate of 51

percent and were hired at a rate of 44 percent in the permanent workforce for FY 2015.

• Hispanic: The attrition rate for Hispanics has stayed the same from FY 2011 (3 percent) to

FY 2015 (3 percent). Despite the low participation of Hispanics in the permanent workforce (4

percent), Hispanics separated at a rate of 3 percent and were hired at a rate of 6 percent for the

permanent workforce.

• White: The attrition rate for Whites has decreased from FY 2011 (77 percent) to FY 2015 (70

percent). Whites separated at a rate of 70 percent, above their hiring rate of 63 percent in the

permanent workforce.

• Black: The attrition rate for Blacks increased slightly from FY 2011 (14 percent) to FY 2015 (16

percent. Blacks separated at a rate of 16 percent, equal to their hiring rate in the permanent

workforce at 16 percent.

• Asian: The attrition rate for Asians increased from FY 2011 (4 percent) to FY 2015 (10 percent).

Asians separated at a rate of 10 percent and were hired at a rate of 15 percent.

Attrition by Type: In FY 2015, 204 employees separated. A review of DO voluntary separations by

type reveals that resignations, retirements, and transfers are the top three reasons employees separate

from the workforce. [Table 10]

Table 10 

Attrition by Type and Demographic Group (FY 2015)

Demographic group Resignation Retirements Transfers Total

Men 43 14 42 99 

Women 40 20 38 98 

Hispanics 3 0 3 6 

Whites 65 21 53 139 

Blacks 6 12 13 31 

Asians 8 1 10 19 

Total Attrition 82 34 79 195 

Percentages 42% 17% 41% 100% 

*Percentages have been rounded to whole numbers 
34 TAKING STOCK &

MAKING CHANGE

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 		 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 		 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 		 	

	 	 	 	 	 	 	 	 		 	 	 	 	 	 	 	 	

	 		 	 	 	 	 	 	 	 	 	 		 	 	 	 	

	 	 	 	 	

	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 		 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 		 	 		 	 		 		 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 		 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 		 	 	 		 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 		 	 	 	 	 	 	

	 	 	 	 	 	 	 	

		 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

Of the attrition by resignations, 21 percent (17) were minorities and 79 percent (65) were White. Of

the attrition by retirement, 38 percent were minorities (13) and 62 percent (21) were White. Of the

attrition by transfers, 33 percent (26) were minorities and 67 percent (53) were White. Hispanics

accounted for 3 percent (6) of the total attrition. Whites accounted for 71 percent (139) of the

total attrition. Blacks accounted for 16 percent (31) of the total attrition. Asians accounted for 10

percent (19) of the total attrition.

Net Change in Minority Representation: This section shows the net change in minority

representation due to the combination of hires and attrition rates in comparison to the past five

fiscal years (from the FY 2011 baseline year). The past years resulted in a net attrition rate of -11

percent, -12 percent, -9 percent. , -3 percent. and 7 percent, respectively. [Table 11]

Table 11 

Net Change in Minority Representation (FY 2015)

Workforce Demographics 2011 2012 2013 2014 2015 

Minority Rate of Hire 10% 23% 23% 28% 37% 

Minority Rate of Attrition 21% 35% 32% 31% 30% 

Net -11% -12% -9% -3% 7%

*Percentages have been rounded to whole numbers 

Net Change in the Representation of Women: This section shows the net change in the

representation among women employees due to the combination of hires and attrition rates,

comparing the past five fiscal years (from the FY 2011 baseline year through FY 2015). This resulted

in a net attrition rate of 0 percent, -8 percent, 1 percent, -9, and -7 percent, respectively. [Table 12]

Table 12 

Net Change in the Representation of Women (FY 2015)

Workforce Demographics 2011 2012 2013 2014 2015 

Minority Rate of Hire 51% 40% 48% 45% 44% 

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

Net 0% -8% 1% -9% -7%

*Percentages have been rounded to whole numbers

MISSION CRITICAL OCCUPATIONS TRENDS BY RACE/ETHNICITY AND GENDER

Within Treasury Departmental Offices (DO), there are five occupational series that are regarded

as “critical” to supporting the mission and vision of Treasury. They are comprised of the following:

Economist, General Attorney, Financial Analyst, Information Technology Specialist, and Intelligence

Analysts. In this section, comparisons are made between the participation rates of the various

racial/ethnic gender representations within each of these occupations to their respective

Occupational Civilian Labor Force (OCLF) data from FY 2011 through FY 2015.

 a. Economist: Trends within the Economist (GS-0110) occupational series reveal a consistently

lower than expected participation rate for Hispanics and Blacks when compared to their OCLF 

during a five year period from FY 2011 through FY 2015. (See Table 13)
fy2015 Annual Report to Congress 35

	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	

Table 13 

Economist Series Trends by Race/Ethnicity and Gender Percentages

Fiscal Year HM HW WM WW BM BW AM AW

FY 2011 0.00% 0.00% 56.87% 35.07% 1.42% 0.00% 2.84% 3.32% 

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% 

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

[Key: Blue color denotes that the percentage is below the RCLF; 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 General Attorney (GS-0905) occupational series, trends reveal that males

continue to have a participation rate below their respective OCLF rates during a five year period

from FY 2011 through FY 2015 with the exception of Asian males. Overall, all female groups and

Asian males are showing participation rates at or above their respective OCLF rates. (See Table 14)

Table 14 

General Attorney Series Trends by Race/Ethnicity and Gender Percentages

Fiscal Year HM HW WM WW BM BW AM AW

FY 2011 0.00% 1.87% 56.07% 31.78% 0.93% 3.74% 0.93% 4.67% 

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% 

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

[Key: Blue color denotes that the percentage is 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 the IT Specialist (GS-2210) occupational series,

trends reveal that Hispanics and Whites have participated substantially below the OCLF 

rate across a five year period from FY 2011 through FY 2015, while Blacks and Asians have

consistently participated well above the OCLF rate in that same time period. (See Table 15)

Table 15 

Information Technology Specialist Series Trends by Race/Ethnicity and Gender Percentages

Fiscal Year HM HW WM WW BM BW AM AW

FY 2011 1.60% 0.00% 45.60% 14.40% 15.20% 9.60% 8.80% 2.40% 

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% 

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

[Key: Blue color denotes that the percentage is 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 2011 through FY 2015 reveal a consistently lower than expected

participation rate for Hispanics females, White males, and Asians males when compared

to their OCLF participation rate. (See Table 16)
36 TAKING STOCK &

MAKING CHANGE

	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	

	 	 	 		 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 		 	 	

	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

Table 16 

Financial Analyst Series Trends by Race/Ethnicity and Gender Percentages

Fiscal Year HM HW WM WW BM BW AM AW

FY 2011 0.00% 0.00% 56.60% 18.87% 3.77% 7.55% 9.43% 1.89% 

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% 

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

[Key: Blue color denotes that the percentage is 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 2011 through FY 2015 reveal a consistently lower than

expected participation rate for Hispanics, White females, and Blacks compared to their

respective OCLF participation rates. However, in FY 2015, participation rates of Asian men and

women were above their respective OCLF participation rates. (See Table 17)

Table 17 

Intelligence Analyst Series Trends by Race/Ethnicity and Gender Percentages

Fiscal Year HM HW WM WW BM BW AM AW

FY 2011 0.88% 0.00% 61.06% 31.86% 0.88% 1.77% 1.77% 1.77% 

FY 2012 1.83% 0.00% 62.39% 32.11% 0.00% 0.92% 1.83% 0.92% 

FY 2013 2.86% 0.00% 62.86% 31.43% 0.00% 0.95% 0.95% 0.95% 

FY 2014 2.68% 0.00% 61.61% 31.25% 0.00% 2.68% 0.89% 0.89% 

FY 2015 0.93% 0.93% 63.89% 25.93% 0.00% 2.78% 2.78% 2.78% 

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

[Key: Blue color denotes that the percentage is 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

Internships: Internships and fellowship programs offer an excellent opportunity for Treasury

Departmental Offices hiring officials to assess the qualifications and performance of promising

students who may prove to be candidates for future positions. Treasury Departmental Offices

has had a long-standing outreach effort to recruit diverse groups of students for internships by

partnering with minority-serving organizations and academic institutions. During FY 2015, Treasury

Departmental Offices placed 315 students. 26 percent (79) of the 302 volunteers placed within

Treasury Departmental Offices were racial or ethnic minority students representing 96% of the

total minority students. The Pathways program placed 13 interns representing 4 percent (3 of 82) of

the minority students. 26 percent of the interns placed within Treasury Departmental Offices were

minority students, of which 16% (49) Asian, 8% Black (26), and 2% Hispanic (7). ([Table 18]

Table 18 

FY 2015 Treasury Departmental Offices Student Employment

Student programs Asian % Black % Hispanic % White % Total

Pathways 2 15% 1 8% 0 0% 10 77% 13 

Volunteer 47 16% 25 8% 7 2% 233 74% 302 

TOTAL 49 16% 26 8% 7 2% 233 74% 315 
fy2015 Annual Report to Congress 37

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 		 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 		 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 		 	 	 	

	 	 	 	 	 	 	 	 		 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

		 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 		

	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 		 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 		

	 	 	 	 	 	 	 	 	 	 	 		

	 	 	 	

	 	 	 	

	 	 	

	 	 	 		

	 	 	 	 	 	

	 	 	 	 	 	 	 		 	

NEW IQ INCLUSION INDEX

The Federal Employee Viewpoint Survey (FEVS) is a government-wide tool that measures employees’

perceptions of whether, and to what extent, conditions characterizing successful organizations

are present in their agencies. Survey results provide valuable insight into the challenges agency

leaders face in ensuring the federal government has an effective civilian workforce and employees’

perception about their workplace experience. The Office of Personnel Management (OPM) recently

developed the Inclusive Environment Assessment, consisting of a subset of 20 questions derived

from a rigorous statistical factor analysis. These 20 questions clustered around five factors, regarded

as behavioral habits: fairness, open mindedness, cooperation, supportiveness, and empowerment.

Scores can be derived for each of these factors to comprise the New IQ Index.

The most recent survey was administered by the OPM from April through June 2015. Of the 84,043

Treasury employees invited to take the survey, 51,700 responded. Treasury Departmental Offices

had a response rate of 69 percent (1,008), compared to the government-wide response rate of 49.7

percent. 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 61.9 percent in

FY 2015, a 1.7 percent increase from the score of 60.2 percent in FY2014. By comparison, the overall

New IQ Index scores Treasury-wide and government-wide are 59.1 percent and 56.6, respectively.

For the specific factors associated with inclusion, Treasury Departmental Offices scores were:

Table 19

• 49.9 percent - fairness FY 2015 Comparison to Government-wide, Treasury-wide and 

• 59.7 percent - open mindedness Departmental Offices Scores on the Inclusive Environment Index

• 60.1 percent – cooperation

• 79 percent - supportiveness 

• 60.6 percent - empowerment

Treasury Departmental Offices’ scores on all five

factors are higher than those in FY 2014. [Table

Behaviors Gov Treasury DO

Fairness 43.5 48.3 49.9 

Open-mindedness 55.8 57.3 59.7 

Cooperativeness 52.4 55.9 60.1 

Supportiveness 74.7 79.0 79.0 

Empowerment 56.8 54.9 60.6 

Average 56.6 59.1 61.9

19]
provided 

diversity and 

inclusion 

training within 

a neuroscience 

framework 
fy2015 Annual Report to Congress 39

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 		

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	

	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 		 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	

	 	 	 		 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 		

	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 				

	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	

Initiatives & 

Accomplishments 

ACCOUNTABILITY

SES Performance Plans: To establish accountability relative to workforce diversity 

and inclusion, the Leading People performance element on which all SES level

Treasury employees are evaluated includes the following criteria:

Recruits, retains, and develops the talent needed to achieve a high quality,

diverse workforce that reflects the nation, with the skills needed to accomplish

organizational performance objectives while supporting workforce diversity,

workplace inclusion, and equal employment policies and programs.

Throughout Treasury, the Leading People performance element, which is one of the

four Executive Core Qualifications for senior executives in the federal government,

is weighted twice as high as the other three elements rated, i.e., Leading Change,

Business Acumen, and Building Coalitions. This higher value accounts for the

diversity component of Leading People element in addition to other leadership

characteristics.

All Employee Performance Plans: OMWI participated in the drafting of diversity

and inclusion elements that eventually will be included in the performance plans 

of employees at all levels. Specific language has been developed for managers/

supervisors, as well as employees who are not in a managerial or supervisory role.

Leadership Monitoring: Racial/ethnic and gender representation and employee

perceptions about inclusion within the Treasury Departmental Offices are monitored

by the Deputy Secretary and Assistant Secretary for Management in quarterly

performance reviews of each of the program and policy offices. OMWI participates

in each of the quarterly performance reviews to provide insight into the workforce

diversity and workplace perception data for the respective offices.

QUANTITATIVE AND QUALITATIVE ANALYSIS

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

determine the percentage of minority and women candidates participating at

various stages of the hiring process. Through this analysis, OMWI provides each

major office with a visual representation showing the aggregated flow of all

applicants, qualified applicants, best qualified applicants and selections, comparing

men versus women and minority versus non-minority applicants. The purpose of

this monitoring is to identify disparities at each hiring stage.
40 TAKING STOCK &

MAKING CHANGE

	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	

		 	 	 	 	 	 	 	 	

		 	 	 	 	

		 	 	 	

		 	 	

		

		 	 	 	 	 	 	

		 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 		 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 		 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 		 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 			 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 		 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 		 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 		 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	

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

demography for each of the major policy and 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 these analyses, OMWI works with each of the program and

policy offices to review any disparities in representation and areas of concern pertaining to workplace

culture to determine the potential sources of problem areas and strategies to address them.

Inclusion Index: The Office of Personnel Management developed the Inclusive Environment

Assessment (New IQ) index tool for use by federal agencies to assess factors within the workplace

that are closely associated an inclusive environment. Using the New IQ inclusion index tool, OMWI

began providing individual policy and program offices within Treasury Department Offices with a

qualitative measure of employee perceptions of their workplace environment. So, beyond the data

representative of workforce diversity by race and gender, this measure, derived from a qualitative

survey, provides the extent to which the workplace culture is perceived as inclusive.

OUTREACH

Social Media Employment Outreach: Through applicant flow analysis, it was determined

that more targeted recruitment could be beneficial to increasing the numbers of highly qualified

minority and women applicants for upper and senior level employment opportunities. Toward that

end, OMWI initiated the use of social media to push job announcements to specific multicultural

groups. In prior years, OMWI effectively used the LinkedIn online community to post selected

positions to the most relevant groups.

In FY 2015, OMWI launched a contractual arrangement with the Professional Diversity Network

(PDN), the nation’s leading relationship recruitment network for diverse talent with over five million

registered users. With the Professional Diversity Network, OMWI has a more expansive social

media reach to relevant network groups. All Treasury Departmental Offices position vacancy

announcements that are posted on USAjobs.gov are sent to multiple networks of potential

job seekers from diverse backgrounds. The objective of this service is to promote diversity of

the applicant pools for Treasury Departmental Offices positions. The top views for Treasury

Departmental Offices have come through the following 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).
fy2015 Annual Report to Congress 41

	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 		 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	

	 	 	 		 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 		 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	

		 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

		 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

		 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 		 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 		

		 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 		 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 		 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 		 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 		 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 			

Internship Outreach: Treasury Departmental Offices has had long standing partnerships with

existing external internship programs that attract diverse and highly qualified students. OMWI

established the Treasury Scholars Program in 2012, as a paid internship program in collaboration

with minority student serving organizations, such as the National Association for Equal Opportunity

in Higher Education, Hispanic Association of Colleges and Universities National Internship Program,

the Washington Center, the International Leadership Foundation, and the Congressional Hispanic

Caucus Institute, and others. However, because of the proliferation in recent years of several

other organizations with similar capabilities, it became impossible to justify continued sole source

contracting with specific organizations. In FY 2015, OMWI issued a competitive solicitation for such

organizations to become part of a five-year Blanket Purchase Agreement for the Treasury Scholars

Program. Three organizations responded to the solicitation to support the Treasury Scholars

Program: INROADS, the Hispanic Association of Colleges and Universities National Internship

Program, and the Washington Center.

INCLUSIVE DIVERSITY AWARENESS AND TRAINING 

Commemorative Heritage Months: In FY 2015, OMWI continued to build upon the electronic

media approach that was initiated in FY 2013 to celebrate national commemorative heritage

months. OMWI developed six commemorative websites for the following heritage months: Black

History Month, Women’s History Month, Asian American and Pacific Islander Heritage Month,

National Pride Month, Hispanic Heritage Month, and American Indian and Alaska Native Heritage

Month. The development of web-based content has proven to be an efficient and economical

way of engaging employees in recognition of national commemorative months. What was once

an on-site program that attracted relatively few participants per event now attracts thousands of

employee visitors across the six online programs.

Multi-tiered Diversity and Inclusion Training: In FY 2015, OMWI conducted the second phase

of a three-year multi-tiered training program on diversity and inclusion, which addresses the issue

of unconscious bias. The multi-tiered approach has aimed to reach specific audiences of senior

executives, managers and supervisors, as well as employees at large. OMWI conducted Master

Classes for managers and supervisors, entitled Social Re-engineering the Workplace, that provided

diversity and inclusion within the context of a cognitive neuroscience framework. Training for

managers and supervisors have been day-long program, with a focus on increasing understanding of

the neuroscience behind personal bias, introspection regarding such biases, and strategies to prevent

biases from posing barriers in employment decisions. In FY 2015, four training sessions (one each

quarter) were conducted by Dr. Steve Robbins, with approximately 175 employees participating.

An additional Master Class was conducted exclusively for senior executives. This training session was

presented by Dr. Scott E. Page, a managerial economist best known for his research on diversity,

complexity, and computational models of social life. The particular session was specifically designed

to appeal to the academically-oriented backgrounds of many of career and presidentially appointed

senior executives within Treasury Departmental Offices. In that session, Dr. Page connected two

disparate approaches to diversity, i.e., social science and functional value. He showed that differences

in who we are affect how we see the world. He also demonstrated that differences in how people see

the world improve our collective ability to perform cognitive tasks and can improve the robustness,

innovativeness, and performance of a team. Additionally, OMWI provided support to the Treasury

Executive Institute to add programming in the area of diversity and inclusion for its FY 2015 portfolio

for senior executives and employees who aspire to be in the Senior Executive Service Corps (SES).
42 TAKING STOCK &

MAKING CHANGE

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	

		 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 		 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 			

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 		 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 		 	 	 	 	

	 		 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 		

		 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 		 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 		 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 		

	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 		 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 		 	 	 	 	 	 	

The intent of this multi-tiered diversity training is to create a growing critical mass of “champions”

with common core knowledge embedded throughout the Treasury headquarters organizational

structure. It is the expectation that these efforts will promote social transformation towards a more

inclusive workplace environment. The multi-tiered training approach and meticulously selected

training paradigms have proven to be well-suited for the culture of Treasury, as evidenced by the

exceptionally high evaluation ratings and the large numbers of participants in the training sessions.

Daily Email Inclusion Tips: OMWI launched the use of daily video Inclusion Tips (via a contract

with KnowledgeStart) that can be incorporated into an email signature block via a logo link. The

logo links to a 30 second video that changes each day and is made accessible to recipients each

time the user sends an email that contains their signature block. Numerous individuals throughout

Treasury have added the Inclusion Tips logo as part of their automatic email signature.

ECONOMIC EMPOWERMENT

The primary responsibility of Treasury Departmental Offices is policy formulation pertaining to

the domestic and international economy. There is a direct connection between those policies

and the economic realities of everyday Americans. OMWI had partnered with Treasury’s Office of

Consumer Education and the D.C. Public Schools (DCPS) to promote the use of Treasury’s financial

literacy curriculum by high school teachers and participation DCPS students in Treasury’s National

Financial Challenge, a financial literacy incentive program. However, Treasury has since suspended

this program. In FY 2015, OMWI supported Treasury programs for the general public that extended

beyond the scope of financial literacy. Specific programs that were launched or undertaken by

Treasury Departmental Offices in FY 2015 included the following:

myRA: In FY 2015, Treasury launched myRA (my Retirement Account), a retirement savings

account with a new type of Roth IRA investment designed to encourage saving for retirement. This

product was created to assist workers in America who either do not have access to an employersponsored retirement plan or lack options to save for retirement.

Freeman’s Bank Commemoration: The Freedman’s Savings and Trust Bank was chartered by

Congress and signed into law by President Lincoln in 1865 to help formerly enslaved Americans to

become part of the economic mainstream. In collaboration with the Treasury Office of the Curator,

OMWI developed a mini-documentary to promote awareness among the general public of the

history of the Freedman’s Bank (formerly located on the site of the Treasury Annex Building) in

commemoration of the sesquicentennial anniversary of its establishment

CHALLENGES

Treasury Departmental Offices is committed to adopting leading edge strategies to secure a high

performing workforce drawn from a diverse pool of candidates. The three most pressing challenges

to implementing the workforce diversity provisions of Dodd-Frank Act § 342 have been budgetary

restraints, retention rates, and perceptions of the existing government-wide workplace culture.

First, Treasury Departmental Offices continues to operate within a tight budgetary environment,

which has a direct impact on hiring. Therefore, although there will be a continued need for support

from OMWI in formulating proactive strategies to ensure broad outreach to diverse candidate

pools, there will be fewer available positions. OMWI must focus on strategic outreach, recruitment,
fy2015 Annual Report to Congress 43

	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 		

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 		 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 		 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	

		 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 		 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 		 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 		

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

		 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 		 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 		

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

internal succession planning, and awareness of implicit biases in selection to help ensure that

minorities and women are aware of opportunities at all levels and objectivity in the selection process.

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

by higher attrition rates in the Treasury Departmental Offices permanent workforce. In particular,

the attrition rate of Black employees has consistently exceeded the rate of hires. However, in FY

2015, Blacks were hired at a rate (16 percent) equal to their separation rate (16 percent), resulting

in a neutral net attrition. The overall rate of hiring of minorities exceeded minority attrition,

resulting in a positive net attrition of 7 percent. Conversely, in FY 2015, the net attrition rate for

women continued to be negative for a second consecutive year at -7 percent.

Third, it is evident from the government-wide scores derived from the OPM New IQ inclusion

index tool that workplace inclusion is challenging across federal agencies. The Treasury

Departmental Offices overall inclusion score (61.9 percent) has remained fairly consistent over

the past three years and is slightly higher than the Treasury-wide (59.1 percent) and governmentwide (56.6 percent) scores. Therefore, it appears that the workplace environment within

Treasury Departmental Offices is a microcosm of the culture that exists across the entire federal

government. Building a more inclusive workplace environment within Treasury Department Offices

has been consistent with efforts to transform the workplace culture across the federal government.

Continued strategies to address workplace inclusion are warranted.

CONCLUSIONS AND FISCAL YEAR 2016 PLANS 

BUSINESS DIVERSITY AND INCLUSION 

Despite reductions in 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 2015, nearly

one-quarter (24.15 percent) of contract dollars totaling more than $60 million went to either

minority-owned or women-owned businesses (MWOB). This represented a decrease compared to

the prior year, but is indicative of the overall reduction in Treasury’s procurement budget overall.

Although there are no goals for MWOB contracting, the congressionally mandated small business

goals can serve as 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 2015. Similarly, contracting to minority-owned

businesses, which was at 17.22 percent in FY 2015, is well above the congressionally mandated

goal of 5 percent for contracting with small disadvantaged businesses (which are largely minorityowned). Further, contracting to women-owned businesses, which was at 12.26 percent in FY

2015, 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 not limited to less

prominent business categories. There is strong MWOB representation among contracts in six of

the Treasury Departmental Offices top seven industry codes.

OMWI will strive to support efforts that will not only maintain, but improve upon, this performance.

Specific efforts that will be undertaken in FY 2016 include the following:

Accountability: OMWI will continue to monitor and develop regular reports on the utilization of
44 TAKING STOCK &

MAKING CHANGE

	 	 	 	 	 	 	 	 	 		 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 		 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 		 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 		 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	

	 	 	 	

	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 		 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 		 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	

	 		

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 		 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	

	 	 	 	

	 	 	 	

	 	 	

	 	 	 	 	

	 	 	 	

	 	 	 	 	 	

	 	 	

	 	 	

	 	 	

minority and women owned businesses by each of the Bureaus. Such reports will provide ongoing

tracking of progress for use by the acquisition community and leadership, including the quarterly

performance reviews conducted by the Deputy Secretary. Additionally, OMWI will continue to

explore the use of new metrics and benchmarks to increase understanding of possible barriers and

aspirational standards for business diversity and inclusion.

MWOB Utilization: For five consecutive years, Treasury Departmental Offices has met or

exceeded aggressive goals in small business contracting. In FY 2016, Treasury will aim for a

sixth consecutive year of goal attainment by continuing to employ the strategies that have

proven successful for Treasury since FY 2011, including targeted outreach, enhanced leadership

accountability, new policies, new tools and resources, and increased intra-agency communication.

OMWI will be further building the capacity within Treasury Departmental Offices to reach out to

minority-owned businesses by leveraging the resources of the Minority Business Development

Agency (MBDA) in the Department of Commerce. Through an interagency agreement, Treasury

Departmental Offices and MBDA, market research of prospective businesses and vendor education

about prospective opportunities will be enhanced.

Financial Agent Authority (Non-FAR): Treasury will maintain active engagement and

relationship building with industry stakeholder groups that represent minority-owned and womenowned financial services firms and minority and women professionals. This open dialogue and

engagement will support diverse participation in future program opportunities that may arise

under the Treasury financial agent authority. Treasury will continue to ensure that requests for

proposals (RFP) or other solicitation processes are fair and will encourage meaningful participation

of minority-owned and woman-owned businesses either as financial agents or contractors to

financial agents.

Outreach: OMWI is committed to conducting robust and effective outreach to small businesses,

including minority-owned and women-owned small businesses. In addition to public posting on the

Federal Business Opportunities web-site, OMWI will continue to conduct regular vendor outreach

sessions and presentations at conferences and events conducted by industry organizations and

federal agencies, such as:

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

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

• U.S. Black Chambers (USBC)

• National Minority Supplier Development Council (NMSDC)

• Minority Business Development Agency (MBDA)

• The Women’s Business Enterprise National Council (WBENC)

• National Association of Securities Professionals (NASP)

• Council of Urban Professionals (CUP)

• New America Alliance (NAA)
fy2015 Annual Report to Congress 45

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 		

	 	 	 	 	 	 	 	 	 	 	 	

		

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 		

	 	 	 	 	 	 	 	 	 	 	 	 	 	

		

	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	

	 	 		 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	

						

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 		 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 		

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 		

	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 		 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	

	 	

WORKFORCE DIVERSITY AND INCLUSION

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

described by the following characteristics:

• The representation of women and minority groups is at or above that in the civilian labor force,

with the exception of Hispanic employees.

• Women and racial/ethnic minority groups are disproportionately represented in lower grade level

positions.

• Gender and racial/ethnic disparities exist at the GS13-15 and SES positions and in specific mission

critical occupations, i.e., economists, general attorneys, and intelligence analysts.

• The attrition rates among women and Hispanics exceed their hiring rates, with career

advancement and limited developmental opportunities cited most often as the reasons for 

leaving.

• Across government, federal employee perceptions of inclusion within the workplace environment

are not rated high, particularly on management behaviors of fairness, open-mindedness,

cooperation, and empowerment. Perceptions among Treasury Departmental Offices employees

regarding workplace inclusion are consistent with those of the federal government-wide

workforce.

OMWI will continue to lead efforts to increase workplace diversity at the higher levels, i.e., GS-13-15

and SES, and in mission critical occupations. Programs will be continued to train a critical mass of

employees who can bring about social transformation toward a greater culture of inclusion within

the workplace. Specific programs and activities that will be undertaken in the area of workforce

diversity and inclusion in FY 2016 include the following:

Accountability: OMWI will continue to monitor and develop regular reports on the racial/ethnic

and gender demography of the workforce across Treasury Departmental Offices and within

the major policy and program offices to identify areas of disparity. Such reports will provide

ongoing tracking for use by the policy and program offices and leadership, including the quarterly

performance reviews conducted by the Deputy Secretary. Additionally, OMWI will continue to

explore the use of new metrics and benchmarks to increase understanding of possible barriers and

establish aspirational standards for workplace diversity and inclusion.

In collaboration with the Treasury Human Capital Office and the Office of Civil Rights and Diversity,

OMWI will support efforts to implement the specific performance elements for diversity and

inclusion for supervisors, managers, and all other employees.

Workplace Culture: OMWI will continue to conduct multi-tiered training to promote a greater

culture of inclusion within Treasury Departmental Offices for the senior leadership, managers and

supervisors, and all other employees through various methods. The aim is to produce an overall

cultural transformation within Treasury Departmental Offices and to increase the number of

employees throughout the various policy and program offices who have common core knowledge

regarding workplace inclusion.
	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 	

	 	 	 	 	 	 	 	 	 	 		

Recruitment/Hiring/Outreach: OMWI will continue to use social media outreach efforts to

increase the number of minority professionals who are made aware of all position announcements,

particularly upper management, senior executive, and mission-critical occupation positions in

Treasury Departmental Offices. The hiring rates of women and Black employees will continue to be

tracked.

OMWI will utilize its newly established blanket purchase agreement contract vehicle to access

recruitment services from organizations and institutions that serve minority students for

internships to increase the diversity of interns within Treasury Departmental Offices.