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Federal Deposit Insurance Corporation FY 2022

Affirmative Action Plan

for the Recruitment, Hiring, Advancement, and

Retention of Persons with Disabilities

To capture agencies’ affirmative action plan for persons with disabilities (PWD) and persons with targeted disabilities (PWTD), 

EEOC regulations (29 C.F.R. § 1614.203(e)) and MD-715 require agencies to describe how their affirmative action plan will 

improve the recruitment, hiring, advancement, and retention of applicants and employees with disabilities.

Section I: Efforts to Reach Regulatory Goals

EEOC regulations (29 CFR §1614.203(d)(7)) require agencies to establish specific numerical goals for increasing the participation 

of persons with disabilities and persons with targeted disabilities in the federal government

1. Using the goal of 12% as the benchmark, does your agency have a trigger involving PWD by grade level cluster in the 

permanent workforce? If “yes”, describe the trigger(s) in the text box.

a. Cluster GS-1 to GS-10 (PWD) Answer No

b. Cluster GS-11 to SES (PWD) Answer No

The percentage of PWD in the permanent workforce is above the 12 percent benchmark at the each of the grade level clusters.

*For GS employees, please use two clusters: GS-1 to GS-10 and GS-11 to SES, as set forth in 29 C.F.R. § 1614.203(d)(7). For all 

other pay plans, please use the approximate grade clusters that are above or below GS-11 Step 1 in the Washington, DC 

metropolitan region.

2. Using the goal of 2% as the benchmark, does your agency have a trigger involving PWTD by grade level cluster in the 

permanent workforce? If “yes”, describe the trigger(s) in the text box.

a. Cluster GS-1 to GS-10 (PWTD) Answer No

b. Cluster GS-11 to SES (PWTD) Answer No

The percentage of PWTD in the permanent workforce is above the 2 percent benchmark at each of the grade level clusters.

Grade Level Cluster(GS or Alternate Pay 

Planb)

Total Reportable Disability Targeted Disability

# # % # %

Numarical Goal -- 12% 2%

Grades GS-1 to GS-10 0 0 0.00 0 0.00

Grades GS-11 to SES 158 15 9.49 2 1.27

3. Describe how the agency has communicated the numerical goals to the hiring managers and/or recruiters.

Goals, strategies and actions identified in the Disability Employment Program Strategic Plan were incorporated into the FDIC 

2021-2023 Diversity, Equity, and Inclusion Strategic Plan (DEI Strategic Plan), finalized in February 2021. All employees received 

notice of the goals while promoting the use of the Workforce Recruitment Program. Employees from OMWI also presented 

diversity and disability data along with goals during new employee orientation sessions to all employees. Furthermore, OMWI 

identified the goals during the annual State of the Agency briefing and at Diversity and Inclusion Executive Advisory Council 

meetings which are both attended by Agency executives.

Section II: Model Disability Program
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Pursuant to 29 C.F.R. § 1614.203(d)(1), agencies must ensure sufficient staff, training and resources to recruit and hire persons with 

disabilities and persons with targeted disabilities, administer the reasonable accommodation program and special emphasis program, 

and oversee any other disability hiring and advancement program the agency has in place.

A. PLAN TO PROVIDE SUFFICIENT & COMPETENT STAFFING FOR THE DISABILITY 

PROGRAM

1. Has the agency designated sufficient qualified personnel to implement its disability program during the reporting period? 

If “no”, describe the agency’s plan to improve the staffing for the upcoming year.

Answer Yes

2. Identify all staff responsible for implementing the agency's disability employment program by the office, staff 

employment status, and responsible official.

Disability Program Task

# of FTE Staff By Employment Status Responsible Official 

(Name, Title, Office 

Full Time Part Time Collateral Duty Email)

Section 508 Compliance 1 0 0 Brook Aiken

Section 508 Program 

Manager

baiken@fdic.gov

Answering questions from the public about 

hiring authorities that take disability into 

account

1 0 0 Roxana Flores

Program Analyst 

(Selective Placement 

Coordinator),

rflores@fdic.gov

Processing applications from PWD and PWTD 57 0 0 Human Resources 

Specialist

Human Resources Branch

Processing reasonable accommodation requests 

from applicants and employees

2 0 0 Monica Flint

Disability Program 

Manager (DPM)

mflint@fdic.gov

Special Emphasis Program for PWD and 

PWTD

1 0 0 Monica Flint

Disability Program 

Manager

mflint@fdic.gov

Architectural Barriers Act Compliance 1 0 0 Gwenn Marley

Chief, Space Planning Unit

gmarley@fdic.gov

3. Has the agency provided disability program staff with sufficient training to carry out their responsibilities during the 

reporting period? If “yes”, describe the training that disability program staff have received. If “no”, describe the training 

planned for the upcoming year.

Answer Yes

DPM participated in multiple training sessions and webinars on accommodations related to the COVID-19 pandemic, mental health, 

neurodiversity, and Section 508 Standards. The Selective Placement Coordinator (SPC) attended “The ABCs of Schedule A Tips 

for Human Resource Professionals on Using Schedule A Appointing Authority” hosted by the EEOC.

B. PLAN TO ENSURE SUFFICIENT FUNDING FOR THE DISABILITY PROGRAM

Has the agency provided sufficient funding and other resources to successfully implement the disability program during 

the reporting period? If “no”, describe the agency’s plan to ensure all aspects of the disability program have sufficient 

funding and other resources.
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Answer Yes

Section III: Program Deficiencies In The Disability Program

Brief Description of Program 

Deficiency

B.4.a.8. to effectively administer its special emphasis programs (such as, Federal Women’s Program, Hispanic 

Employment Program, and People with Disabilities Program Manager)? [5 USC § 7201; 38 USC § 4214; 5 CFR § 

720.204; 5 CFR § 213.3102(t) and (u); 5 CFR § 315.709]

Brief Description of Program 

Deficiency

E.4.a.5. The processing of requests for reasonable accommodation? [29 CFR §1614.203(d)(4)]

Section IV: Plan to Recruit and Hire Individuals with Disabilities

Pursuant to 29 C.F.R. §1614.203(d)(1)(i) and (ii), agencies must establish a plan to increase the recruitment and hiring of 

individuals with disabilities. The questions below are designed to identify outcomes of the agency’s recruitment program plan for 

PWD and PWTD

A. PLAN TO IDENTIFY JOB APPLICATIONS WITH DISABILITIES

1. Describe the programs and resources the agency uses to identify job applicants with disabilities, including individuals with 

targeted disabilities.

The FDIC’s Corporate Recruitment Program enlists nearly 300 collateral-duty employees to engage over 600 schools. The 

Corporate Recruiters attend events on campus or online and build relationships with professors, deans, career center staff, key 

school contacts, and organized student groups, including those targeting veterans and persons with disabilities. In addition to 

fostering relationships with the schools, recruiters also participate in events organized by professional associations and other 

organizations that have outreach to persons from underrepresented groups, such as minorities, women, persons with disabilities, and/

or veterans. The recruiters’ efforts help to market FDIC employment opportunities to a diverse group of applicants, including 

people with disabilities. In FY 2021, the FDIC participated in 14 virtual recruitment events targeting persons with disabilities, 

veterans, and veterans with disabilities. National and regional corporate outreach efforts included engagement with the following 

organizations: Equal Opportunity Publications (EOP); City Career Fair; Recruit Military; Corporate Gray; Bender Consulting 

Services, LLC; and campus recruitment included participation in virtual career fairs with Rochester Institute of Technology, as well 

as the American Public University System, which includes American Public University and Military University. In addition to using 

USAJOBS.gov to advertise employment opportunities, the Division of Administration’s Human Resources Branch (HRB) also 

sends a weekly list of all vacancy announcements to multiple sources that target persons with disabilities, to include Vocational 

Rehabilitation Agencies across the United States, the DC Department of Disability Services, Career Opportunities for Students with 

Disabilities, disABLEDPerson.com, Virginia Department for the Blind and Vision Impaired, and Corporate Advocacy Network for 

Disability Opportunities (CAN DO), an FDIC Employee Resource Group (ERG). We also advertised several jobs and distributed 

targeted email campaigns with the American GI Forum, Corporate Gray, Operation Warfighter, Recruit Military, and VetJobs. The 

Corporate Recruitment Program, in collaboration with OMWI and Corporate University, provides ongoing training to nearly 300 

Corporate Recruiters. The training programs highlight the value of diversity, equity, and inclusion in the workplace, and provide 

best practices on recruiting people with disabilities, including disabled veterans. Additionally, in FY 2021, non-RMS/DCP 

Corporate Recruiters were instructed to take Diversity, Equity, and Inclusion (DEI) Training. The curriculum designed for recruiters 

includes modules that address unconscious bias and disability awareness. FDIC successfully used the Workforce Recruitment 

Program (WRP) to place one individual with disabilities in a 3-month internship, and five individuals with disabilities for 

internships greater than nine months.

2. Pursuant to 29 C.F.R. §1614.203(a)(3), describe the agency’s use of hiring authorities that take disability into account 

(e.g., Schedule A) to recruit PWD and PWTD for positions in the permanent workforce

The FDIC utilizes Schedule A hiring authority 5 CFR 213.3102 (u) for people with intellectual disabilities, severe physical 

disabilities or psychiatric disabilities. All vacancy announcements state that the agency is an equal opportunity employer and 
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encourages candidates with disabilities to apply. FDIC vacancy announcements and job postings have been widely distributed to 

attendees of the 2020 CAREERS & the disABLED Magazine's Career Expo. Prospective applicants were provided with contact 

information for the SPC in order to follow up with job announcements that they wish to apply for and qualified applicants were 

encouraged to apply for the new entry-level examiner hiring program and Financial Management Scholars Program.

3. When individuals apply for a position under a hiring authority that takes disability into account (e.g., Schedule A), explain 

how the agency (1) determines if the individual is eligible for appointment under such authority; and, (2) forwards the 

individual's application to the relevant hiring officials with an explanation of how and when the individual may be 

appointed.

Schedule A applicants are encouraged to contact the SPC to ensure that the required Schedule A letters are completed accurately 

before the applicants upload them to the USAjobs.gov database. Once the Human Resources Specialist receives their applications, 

they are reviewed for eligibility under Schedule A authority, 5 CFR 213.3102 (u), for people with intellectual disabilities, severe 

physical disabilities or psychiatric disabilities. Upon meeting the qualification standards for a particular position, the applicant’s 

information is supplied to the hiring official with an explanation of how and when the individual may be appointed, if selected for 

the position.

4. Has the agency provided training to all hiring managers on the use of hiring authorities that take disability into account 

(e.g., Schedule A)? If “yes”, describe the type(s) of training and frequency. If “no”, describe the agency’s plan to provide 

this training.

Answer Yes

Guidance on Schedule A and other special hiring authorities is provided to all managers on an ongoing basis during the recruitment 

and hiring process.

B. PLAN TO ESTABLISH CONTACTS WITH DISABILITY EMPLOYMENT ORGANIZATIONS

Describe the agency’s efforts to establish and maintain contacts with organizations that assist PWD, including PWTD, in 

securing and maintaining employment.

The DPM and SPC continue to network with organizations involved with PWD and PWTD such as the Virginia Department for the 

Blind and Vision Impaired, Virginia Department for Aging and Rehabilitative Services, District of Columbia Department of 

Disability Services, and Maryland State Department of Education, Division of Rehabilitation Services. Additionally, Corporate 

Recruiters build and maintain networks with organizations that assist persons with disabilities for job seeking purposes.

C. PROGRESSION TOWARDS GOALS (RECRUITMENT AND HIRING)

1. Using the goals of 12% for PWD and 2% for PWTD as the benchmarks, do triggers exist for PWD and/or PWTD among 

the new hires in the permanent workforce? If “yes”, please describe the triggers below.

a. New Hires for Permanent Workforce (PWD) Answer Yes

b. New Hires for Permanent Workforce (PWTD) Answer Yes

The percentage of new hires of PWD within the permanent workforce was 10.1 percent and is below the 12 percent benchmark. The 

percentage of new hires of PWTD was 0.6 percent, which is below the 2 percent benchmark.

New Hires Total

Reportable Disability Targeted Disability

Permanent 

Workforce

Temporary 

Workforce

Permanent 

Workforce

Temporary 

Workforce

(#) (%) (%) (%) (%)
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% of Total 

Applicants

2785 4.20 0.00 2.23 0.00

2163 4.16 0.00 2.08 0.00

69 1.45 0.00 1.45 0.00

% of Qualified 

Applicants

% of New Hires

2. Using the qualified applicant pool as the benchmark, do triggers exist for PWD and/or PWTD among the new hires for any 

of the mission- critical occupations (MCO)? If “yes”, please describe the triggers below. Select “n/a” if the applicant data 

is not available for your agency, and describe your plan to provide the data in the text box.

a. New Hires for MCO (PWD) Answer Yes

b. New Hires for MCO (PWTD) Answer Yes

Triggers exist for only PWD for 0110 and for only PWTD in the 0570 and 1101.

New Hires to Mission-Critical Occupations

Total

Reportable Disability Targetable Disability

New Hires New Hires

(#) (%) (%)

Numerical Goal -- 12% 2%

0110 ECONOMIST 2 0.00 0.00

0570 FINANCIAL INSTITUTION 

EXAMINING

14 0.00 0.00

0905 ATTORNEY 39 0.00 0.00

1101 GENERAL BUSINESS AND 

INDUSTRY

14 7.14 7.14

2210 INFORMATION TECHNOLOGY 

SPECIALIST

0 0.00 0.00

3. Using the relevant applicant pool as the benchmark, do triggers exist for PWD and/or PWTD among the qualified internal 

applicants for any of the mission-critical occupations (MCO)? If “yes”, please describe the triggers below. Select “n/a” if 

the applicant data is not available for your agency, and describe your plan to provide the data in the text box.

a. Qualified Applicants for MCO (PWD) Answer No

b. Qualified Applicants for MCO (PWTD) Answer No

The FDIC has recently obtained more detailed data on applications and will work to match with eligible onboard employees for 

“Relevant Applicant Pool” in future MD-715 reporting.

4. Using the qualified applicant pool as the benchmark, do triggers exist for PWD and/or PWTD among employees promoted 

to any of the mission- critical occupations (MCO)? If “yes”, please describe the triggers below. Select “n/a” if the 

applicant data is not available for your agency, and describe your plan to provide the data in the text box.

a. Promotions for MCO (PWD) Answer Yes

b. Promotions for MCO (PWTD) Answer Yes

Triggers exist for both PWD and PWTD for 0570.

Section V: Plan to Ensure Advancement Opportunities for Employees with 

Disabilities
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Pursuant to 29 C.F.R. §1614.203(d)(1)(iii), agencies are required to provide sufficient advancement opportunities for employees 

with disabilities. Such activities might include specialized training and mentoring programs, career development opportunities, 

awards programs, promotions, and similar programs that address advancement. In this section, agencies should identify, and provide 

data on programs designed to ensure advancement opportunities for employees with disabilities.

A. ADVANCEMENT PROGRAM PLAN

Describe the agency’s plan to ensure PWD, including PWTD, have sufficient opportunities for advancement.

The DEI Strategic Plan identifies that the agency will recruit from a diverse, qualified group of potential applicants to secure a highperforming workforce drawn from the available talent pool in American society and will strengthen and broaden relationships with 

veterans' organizations and other institutions that serve people with disabilities and targeted disabilities. Goals and strategies in the 

updated plan are designed to increase the applicant pool of qualified individuals with disabilities, with key action items focusing on 

training selecting officials, interviewers, and Subject Matter Experts to ensure consistency in the hiring process for individuals with 

disabilities. Additionally, the FDIC provides guidance to managers and recruiters on trends in the advancement and retention of 

persons with disabilities and progress in implementing the FDIC and Division and Office diversity strategies targeted at persons 

with disabilities. Discussion of the DEI Strategic Plan is included in mandatory training for managers.

B. CAREER DEVELOPMENT OPPORTUNITES

1. Please describe the career development opportunities that the agency provides to its employees.

The FDIC encourages employees with disabilities to participate in available formal mentoring, career development, leadership and 

management programs, detail opportunities, and tracks representation. Information about available programs is distributed FDICwide through a variety of methods. Additional reminders and notifications are sent to the Employee Resource Group (ERG) for 

people with disabilities, CAN DO, and the Veterans ERG.

2. In the table below, please provide the data for career development opportunities that require competition and/or 

supervisory recommendation/ approval to participate.

Career Development 

Opportunities

Total Participants PWD PWTD

Applicants (#) Selectees (#)

 Applicants 

(%) Selectees (%)

 Applicants 

(%) Selectees (%)

Internship Programs

Fellowship Programs

Mentoring Programs

Coaching Programs

Training Programs

Detail Programs

Other Career Development 

Programs

3. Do triggers exist for PWD among the applicants and/or selectees for any of the career development programs? (The 

appropriate benchmarks are the relevant applicant pool for the applicants and the applicant pool for selectees.) If “yes”, 

describe the trigger(s) in the text box. Select “n/a” if the applicant data is not available for your agency, and describe your 

plan to provide the data in the text box.

a. Applicants (PWD) Answer N/A

b. Selections (PWD) Answer N/A

EEOC instructed the FDIC that the definition of career development program/opportunities is the same in Part J as in other sections 

of the report, requiring competition to participate in training that would qualify employees for a promotion. The FDIC has no career 

development programs as defined in the instructions to MD-715 and as confirmed by EEOC. While the FDIC does not have career 
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development programs that, upon completion, necessarily “qualify a participant for a promotion,” all Financial Institution 

Examiners (Series 0570) are required to attend and complete four core training programs as a part of the commissioning process. 

The completion of the core training programs, and the commissioning process will not qualify a participant for a promotion but may 

enhance an Examiner’s promotion potential. Attendance in the core programs is required of all Examiners regardless of race, 

ethnicity, sex, or disability.

4. Do triggers exist for PWTD among the applicants and/or selectees for any of the career development programs? (The 

appropriate benchmarks are the relevant applicant pool for the applicants and the applicant pool for selectees.) If “yes”, 

describe the trigger(s) in the text box. Select “n/a” if the applicant data is not available for your agency, and describe your 

plan to provide the data in the text box.

a. Applicants (PWTD) Answer N/A

b. Selections (PWTD) Answer N/A

Please see response to question 3 above.

C. AWARDS

1. Using the inclusion rate as the benchmark, does your agency have a trigger involving PWD and/or PWTD for any level of 

the time-off awards, bonuses, or other incentives? If “yes”, please describe the trigger(s) in the text box.

a. Awards, Bonuses, & Incentives (PWD) Answer Yes

b. Awards, Bonuses, & Incentives (PWTD) Answer Yes

The inclusion rate for Awards for PWD and PWTD was lower than those with no disability across all Award categories except the 

Cash Award category of $501-999 where PWTD was slightly higher than both PWD and those with no disability. Those with no 

disability had a higher inclusion rate than the total workforce percent receiving awards for all categories outside of $501-999 

category. Looking at Performance Based Pay Awards where PWTD had a higher inclusion rate than PWD but those with no 

disability had an inclusion rate higher than both groups. Alternatively, when compared with the total population, those PWTD did 

show representation above the threshold of two percent across all award categories. Awards to PWD and PWTD are included in the 

barrier analysis conducted by an outside consultant. The FDIC plans to use the results of this analysis to implement any necessary 

changes and conduct additional analysis as warranted.

Time-Off Awards Total (#)

Reportable 

Disability %

Without Reportable 

Disability %

Targeted Disability 

%

Without Targeted 

Disability %

Time-Off Awards 1 - 10 hours: 

Awards Given

7 0.15 0.11 0.00 0.18

Time-Off Awards 1 - 10 Hours: 

Total Hours

52 0.58 0.86 0.00 0.74

Time-Off Awards 1 - 10 Hours: 

Average Hours

7 0.58 0.17 0.00 0.74

Time-Off Awards 11 - 20 hours: 

Awards Given

6 0.00 0.13 0.00 0.00

Time-Off Awards 11 - 20 Hours: 

Total Hours

89 0.00 1.92 0.00 0.00

Time-Off Awards 11 - 20 Hours: 

Average Hours

14 0.00 0.30 0.00 0.00

Time-Off Awards 21 - 30 hours: 

Awards Given

2 0.00 0.04 0.00 0.00

Time-Off Awards 21 - 30 Hours: 

Total Hours

49 0.00 1.06 0.00 0.00

Time-Off Awards 21 - 30 Hours: 

Average Hours

24 0.00 0.52 0.00 0.00
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Time-Off Awards Total (#)

Reportable 

Disability %

Without Reportable 

Disability %

Targeted Disability 

%

Without Targeted 

Disability %

Time-Off Awards 31 - 40 hours: 

Awards Given

2 0.29 0.00 0.00 0.37

Time-Off Awards 31 - 40 Hours: 

Total Hours

80 11.70 0.00 0.00 14.76

Time-Off Awards 31 - 40 Hours: 

Average Hours

40 5.85 0.00 0.00 7.38

Time-Off Awards 41 or more 

Hours: Awards Given

0 0.00 0.00 0.00 0.00

Time-Off Awards 41 or more 

Hours: Total Hours

0 0.00 0.00 0.00 0.00

Time-Off Awards 41 or more 

Hours: Average Hours

0 0.00 0.00 0.00 0.00

Cash Awards Total (#)

Reportable 

Disability %

Without Reportable 

Disability %

Targeted Disability 

%

Without Targeted 

Disability %

Cash Awards: $501 - $999: Awards 

Given

3042 46.78 56.90 52.11 45.39

Cash Awards: $501 - $999: Total 

Amount

2062664 32040.06 38530.66 36136.62 30966.79

Cash Awards: $501 - $999: 

Average Amount

678 100.00 14.62 488.03 -1.66

Cash Awards: $1000 - $1999: 

Awards Given

1226 20.47 22.87 19.72 20.66

Cash Awards: $1000 - $1999: Total 

Amount

1513281 24609.80 28325.42 22352.82 25201.11

Cash Awards: $1000 - $1999: 

Average Amount

1234 175.73 26.73 797.89 12.73

Cash Awards: $2000 - $2999: 

Awards Given

297 5.26 5.55 7.75 4.61

Cash Awards: $2000 - $2999: Total 

Amount

663668 11564.33 12428.59 16901.41 10166.05

Cash Awards: $2000 - $2999: 

Average Amount

2234 321.20 48.35 1535.92 2.95

Cash Awards: $3000 - $3999: 

Awards Given

49 0.58 0.97 0.70 0.55

Cash Awards: $3000 - $3999: Total 

Amount

154000 1790.94 3060.89 2112.68 1706.64

Cash Awards: $3000 - $3999: 

Average Amount

3142 447.66 68.02 2112.68 11.44

Cash Awards: $4000 - $4999: 

Awards Given

4 0.00 0.09 0.00 0.00

Cash Awards: $4000 - $4999: Total 

Amount

17000 0.00 367.09 0.00 0.00

Cash Awards: $4000 - $4999: 

Average Amount

4250 0.00 91.77 0.00 0.00

Cash Awards: $5000 or more: 

Awards Given

4 0.00 0.09 0.00 0.00

Cash Awards: $5000 or more: Total 

Amount

20000 0.00 431.87 0.00 0.00

Cash Awards: $5000 or more: 

Average Amount

5000 0.00 107.97 0.00 0.00

2. Using the inclusion rate as the benchmark, does your agency have a trigger involving PWD and/or PWTD for quality step 

increases or performance- based pay increases? If “yes”, please describe the trigger(s) in the text box.

a. Pay Increases (PWD) Answer No
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b. Pay Increases (PWTD) Answer No

The FDIC does not have traditional grades/steps as found in the GS scale, and the FDIC does not award Quality Step Increases 

(QSIs). FDIC’s performance-based pay system awards bonus shares and since individual employees had the opportunity to receive 

one or more bonus shares.

Other Awards Total (#)

Reportable 

Disability %

Without Reportable 

Disability %

Targeted Disability 

%

Without Targeted 

Disability %

Total Performance Based Pay 

Increases Awarded

0 0.00 0.00 0.00 0.00

3. If the agency has other types of employee recognition programs, are PWD and/or PWTD recognized disproportionately 

less than employees without disabilities? (The appropriate benchmark is the inclusion rate.) If “yes”, describe the 

employee recognition program and relevant data in the text box.

a. Other Types of Recognition (PWD) Answer N/A

b. Other Types of Recognition (PWTD) Answer N/A

N/A

D. PROMOTIONS

1. Does your agency have a trigger involving PWD among the qualified internal applicants and/or selectees for promotions to 

the senior grade levels? (The appropriate benchmarks are the relevant applicant pool for qualified internal applicants and 

the qualified applicant pool for selectees.) For non-GS pay plans, please use the approximate senior grade levels. If “yes”, 

describe the trigger(s) in the text box. Select “n/a” if the applicant data is not available for your agency, and describe your 

plan to provide the data in the text box.

a. SES

i. Qualified Internal Applicants (PWD) Answer Yes

ii. Internal Selections (PWD) Answer No

b. Grade GS-15

i. Qualified Internal Applicants (PWD) Answer Yes

ii. Internal Selections (PWD) Answer Yes

c. Grade GS-14

i. Qualified Internal Applicants (PWD) Answer Yes

ii. Internal Selections (PWD) Answer Yes

d. Grade GS-13

i. Qualified Internal Applicants (PWD) Answer Yes

ii. Internal Selections (PWD) Answer Yes

For senior grade levels the grade below was used as the Relevant Applicant Pool, although the pool could be broader for SES and 

will be further evaluated. This pool was higher in PWD and PWTD representation across the board, the largest difference in the 

applicant flow is the number of PWD or PWTD that actually applied and therefore could be rated as qualified, increasing the pool 

of qualified. This may be contingent on specific experience or education required for the application, and will be further reviewed. 

Note: The FDIC’s Senior Executive Status (SES) positions are equivalent to Executive positions.
Federal Deposit Insurance Corporation FY 2022

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2. Does your agency have a trigger involving PWTD among the qualified internal applicants and/or selectees for promotions 

to the senior grade levels? (The appropriate benchmarks are the relevant applicant pool for qualified internal applicants 

and the qualified applicant pool for selectees.) For non-GS pay plans, please use the approximate senior grade levels. If 

“yes”, describe the trigger(s) in the text box. Select “n/a” if the applicant data is not available for your agency, and 

describe your plan to provide the data in the text box.

a. SES

i. Qualified Internal Applicants (PWTD) Answer Yes

ii. Internal Selections (PWTD) Answer Yes

b. Grade GS-15

i. Qualified Internal Applicants (PWTD) Answer Yes

ii. Internal Selections (PWTD) Answer Yes

c. Grade GS-14

i. Qualified Internal Applicants (PWTD) Answer Yes

ii. Internal Selections (PWTD) Answer Yes

d. Grade GS-13

i. Qualified Internal Applicants (PWTD) Answer Yes

ii. Internal Selections (PWTD) Answer Yes

For senior grade levels the grade below was used as the Relevant Applicant Pool, although the pool could be broader for SES and 

will be further reviewed. This pool was higher in PWD and PWTD representation across the board, the largest gap in the applicant 

flow is the number of PWD or PWTD that actually applied and therefore could be rated as qualified, increasing the pool of 

qualified. This may be contingent on educational or experiential criteria and is further narrowed by the smaller population of PWTD 

in the workforce. Therefore, a more granular review is required to determine the specific cause.

3. Using the qualified applicant pool as the benchmark, does your agency have a trigger involving PWD among the new hires 

to the senior grade levels? For non-GS pay plans, please use the approximate senior grade levels. If “yes”, describe the 

trigger(s) in the text box. Select “n/a” if the applicant data is not available for your agency, and describe your plan to 

provide the data in the text box.

a. New Hires to SES (PWD) Answer Yes

b. New Hires to GS-15 (PWD) Answer No

c. New Hires to GS-14 (PWD) Answer No

d. New Hires to GS-13 (PWD) Answer No

There were only three total hires for SES and a small pool of referred candidates, 12 referred from a pool of 119 qualified (of which 

five were PWD). Due to the small number of individuals an Agency-wide trigger was not identified. Note: The FDIC’s Senior 

Executive Status (SES) positions are equivalent to Executive positions.

4. Using the qualified applicant pool as the benchmark, does your agency have a trigger involving PWTD among the new 

hires to the senior grade levels? For non-GS pay plans, please use the approximate senior grade levels. If “yes”, describe 

the trigger(s) in the text box. Select “n/a” if the applicant data is not available for your agency, and describe your plan to 

provide the data in the text box.

a. New Hires to SES (PWTD) Answer No
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b. New Hires to GS-15 (PWTD) Answer No

c. New Hires to GS-14 (PWTD) Answer Yes

d. New Hires to GS-13 (PWTD) Answer Yes

There were no PWTD applicants to SES, and no PTWD hires for grades CG-13 or CG-14, although there were eight referrals to 

CG-13 and 24 referrals to CG-14. Due to the small number of individuals an Agency-wide trigger was not identified. Note: The 

FDIC’s Senior Executive Status (SES) positions are equivalent to Executive positions.

5. Does your agency have a trigger involving PWD among the qualified internal applicants and/or selectees for promotions to 

supervisory

positions? (The appropriate benchmarks are the relevant applicant pool for qualified internal applicants and the qualified 

applicant pool for selectees.) If “yes”, describe the trigger(s) in the text box. Select “n/a” if the applicant data is not 

available for your agency, and describe your plan to provide the data in the text box.

a. Executives

i. Qualified Internal Applicants (PWD) Answer No

ii. Internal Selections (PWD) Answer No

b. Managers

i. Qualified Internal Applicants (PWD) Answer No

ii. Internal Selections (PWD) Answer Yes

c. Supervisors

i. Qualified Internal Applicants (PWD) Answer No

ii. Internal Selections (PWD) Answer No

There were 24 applications but only eight referrals for PWD for Manager positions, with no selections – all selections (n=17) were 

made from those with no disability. We are working to refine our data for Relevant Applicant Pools for the MD 715 to have 

improved comparison data analysis. Note: The FDIC’s Senior Executive Status (SES) positions are equivalent to Executive 

positions.

6. Does your agency have a trigger involving PWTD among the qualified internal applicants and/or selectees for promotions 

to supervisory positions? (The appropriate benchmarks are the relevant applicant pool for qualified internal applicants and 

the qualified applicant pool for selectees.) If “yes”, describe the trigger(s) in the text box. Select “n/a” if the applicant data 

is not available for your agency, and describe your plan to provide the data in the text box.

a. Executives

i. Qualified Internal Applicants (PWTD) Answer No

ii. Internal Selections (PWTD) Answer Yes

b. Managers

i. Qualified Internal Applicants (PWTD) Answer No

ii. Internal Selections (PWTD) Answer Yes

c. Supervisors

i. Qualified Internal Applicants (PWTD) Answer No
Federal Deposit Insurance Corporation FY 2022

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ii. Internal Selections (PWTD) Answer Yes

For Executive positions, there were eight PWTD applications, three referrals, no selections; for Managers there were nine PWTD 

applications, and four referrals, no selections; and for supervisors there were 21 applications, seven referrals and no selections. We 

are working to refine our data for Relevant Applicant Pools for the MD 715 to have improved comparison data analysis. Note: The 

FDIC’s Senior Executive Status (SES) positions are equivalent to Executive positions.

7. Using the qualified applicant pool as the benchmark, does your agency have a trigger involving PWD among the selectees 

for new hires to supervisory positions? If “yes”, describe the trigger(s) in the text box. Select “n/a” if the applicant data is 

not available for your agency, and describe your plan to provide the data in the text box.

a. New Hires for Executives (PWD) Answer Yes

b. New Hires for Managers (PWD) Answer No

c. New Hires for Supervisors (PWD) Answer Yes

For Executive positions, there were three PWD applications and Qualified with no referrals. There were no PWD applications for 

Manager, but also limited applications from other groups as well. For Supervisors, there were 14 applications with 13 qualified but 

no referrals of PWD qualified applicants. Note: The FDIC’s Senior Executive Status (SES) positions are equivalent to Executive 

positions

8. Using the qualified applicant pool as the benchmark, does your agency have a trigger involving PWTD among the 

selectees for new hires to supervisory positions? If “yes”, describe the trigger(s) in the text box. Select “n/a” if the 

applicant data is not available for your agency, and describe your plan to provide the data in the text box.

a. New Hires for Executives (PWTD) Answer No

b. New Hires for Managers (PWTD) Answer No

c. New Hires for Supervisors (PWTD) Answer Yes

There were no PWTD applicants for Executive or Manager positions. There were six PWTD applicants for supervisory positions 

which were qualified but were not referred. Note: The FDIC’s Senior Executive Status (SES) positions are equivalent to Executive 

positions.

Section VI: Plan to Improve Retention of Persons with Disabilities

To be model employer for persons with disabilities, agencies must have policies and programs in place to retain employees with 

disabilities. In this section, agencies should: (1) analyze workforce separation data to identify barriers retaining employees with 

disabilities; (2) describe efforts to ensure accessibility of technology and facilities; and (3) provide information on the reasonable 

accommodation program and workplace assistance services.

A. VOLUNTARY AND INVOLUNTARY SEPARATIONS

1. In this reporting period, did the agency convert all eligible Schedule A employees with a disability into the competitive 

service after two years of satisfactory service (5 C.F.R. § 213.3102(u)(6)(i))? If “no”, please explain why the agency did 

not convert all eligible Schedule A employees.

Answer Yes

The HR Service Center will regularly review reports identifying individuals hired under Schedule A, 5 CFR 213.3102(u) and 

coordinate with the servicing HR Offices to more closely monitor conversion actions and ensure conversions are accomplished in a 

timely manner after completion of 2 or more years of satisfactory service.
Federal Deposit Insurance Corporation FY 2022

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2. Using the inclusion rate as the benchmark, did the percentage of PWD among voluntary and involuntary separations 

exceed that of persons without disabilities? If “yes”, describe the trigger below.

a.Voluntary Separations (PWD) Answer No

b.Involuntary Separations (PWD) Answer No

Seperations Total # Reportable Disabilities %

Without Reportable 

Disabilities %

Permanent Workforce: Reduction in Force 0 0.00 0.00

Permanent Workforce: Removal 6 0.28 0.08

Permanent Workforce: Resignation 210 2.49 3.72

Permanent Workforce: Retirement 282 5.66 4.67

Permanent Workforce: Other Separations 55 1.38 0.87

Permanent Workforce: Total Separations 553 9.81 9.34

3. Using the inclusion rate as the benchmark, did the percentage of PWTD among voluntary and involuntary separations 

exceed that of persons without targeted disabilities? If “yes”, describe the trigger below.

a.Voluntary Separations (PWTD) Answer No

b.Involuntary Separations (PWTD) Answer No

The inclusion rate for PWTD (1.34 percent) compared with those with no disability (0.217 percent) for involuntary separations may 

point to a trigger, although not statistically significant due to the small numbers.

Seperations Total # Targeted Disabilities %

Without Targeted Disabilities 

%

Permanent Workforce: Reduction in Force 0 0.00 0.00

Permanent Workforce: Removal 6 0.00 0.10

Permanent Workforce: Resignation 210 2.74 3.59

Permanent Workforce: Retirement 282 6.16 4.76

Permanent Workforce: Other Separations 55 2.74 0.89

Permanent Workforce: Total Separations 553 11.64 9.34

4. If a trigger exists involving the separation rate of PWD and/or PWTD, please explain why they left the agency using exit 

interview results and other data sources.

N/A

B. ACCESSIBILITY OF TECHNOLOGY AND FACILITIES

Pursuant to 29 CFR §1614.203(d)(4), federal agencies are required to inform applicants and employees of their rights under Section 

508 of the Rehabilitation Act of 1973 (29 U.S.C. § 794(b), concerning the accessibility of agency technology, and the Architectural 

Barriers Act of 1968 (42 U.S.C. § 4151-4157), concerning the accessibility of agency facilities. In addition, agencies are required to 

inform individuals where to file complaints if other agencies are responsible for a violation.

1. Please provide the internet address on the agency’s public website for its notice explaining employees’ and applicants’ 

rights under Section 508 of the Rehabilitation Act, including a description of how to file a complaint.

Section 508 Statement: https://www.fdic.gov/about/diversity/fdicaccessibilitystatement.html
Federal Deposit Insurance Corporation FY 2022

Page 14

2. Please provide the internet address on the agency’s public website for its notice explaining employees’ and applicants’ 

rights under the

Architectural Barriers Act, including a description of how to file a complaint.

Architectural Barriers Act Statement: https://www.fdic.gov/about/diversity/fdicaccessibilitystatement.html

3. Describe any programs, policies, or practices that the agency has undertaken, or plans on undertaking over the next fiscal 

year, designed to improve accessibility of agency facilities and/or technology.

The FDIC Section 508 Program continued its advancement during FY2021 across the Corporation. The conformance levels of 

FDIC Intranet pages increased three percent - from 91 percent to 94 percent, and the conformance level of the FDIC’s external 

Internet pages remained above 90 percent. The 508 team received a 10% increase in IT application testing requests and a 20% 

increase in document compliance remediation requests. The Section 508 team’s website was rebranded, and additional document 

compliance subject matter experts were added within the Division of Depositor and Consumer Protection (DCP) and Division of 

Risk Management Supervision (RMS) organizations. The Section 508 team implemented the “Mission Accessible” awareness 

campaign, training over 120 employees and contractors. The Section 508 Service Now portal was implemented in FY21, directing 

all Section 508 workflows through a central location. Three American Sign Language classes were hosted by the 508 team and new 

trainings were introducing including “Accessibility for Adobe Experience Manager, and “Section 508 Awareness”. Virtual office 

hours began in FY21 allowing employees and contractors the ability to quickly receive Section 508 assistance. The Section 508 

team continues to strengthen and enhance the needs of IT Accessibility for the FDIC.

C. REASONABLE ACCOMMODATION PROGRAM

Pursuant to 29 C.F.R. § 1614.203(d)(3), agencies must adopt, post on their public website, and make available to all job applicants 

and employees, reasonable accommodation procedures.

1. Please provide the average time frame for processing initial requests for reasonable accommodations during the reporting 

period. (Please do not include previously approved requests with repetitive accommodations, such as interpreting services.)

The complexity of reasonable accommodations requests rose because of the continuation of mandatory telework and an unidentified 

return to office date, the DPM focused on providing clear information and next steps to employees and deciding officials which 

resulted in a more efficient process. The average number of days for an employee to receive a final decision for reasonable 

accommodation requests, once all pertinent documentation was received, fell from 14 days in FY 2020 to 11 days in FY 2021.

2. Describe the effectiveness of the policies, procedures, or practices to implement the agency’s reasonable accommodation 

program. Some examples of an effective program include timely processing requests, timely providing approved 

accommodations, conducting training for managers and supervisors, and monitoring accommodation requests for trends.

The DPM received 81 reasonable accommodation requests during FY 2021, and 70 of those accommodation requests received a 

decision during the fiscal year. There were 68 (97%) final decisions issued that fell within the time frame set forth in FDIC 

procedures or received a comparable interim accommodation prior to the issuance of the final decision. The two (3%) requests that 

did not meet the established time frame and an interim accommodation could not be issued involved specialized equipment that 

required additional consideration from other Divisions and Offices as well as the employee. During FY 2021, the DPM included 

response time frames and recommendations for interim accommodations when corresponding with managers and deciding officials 

to continue to hold decision-makers accountable and increasing the percentage of final decisions issued within policy by one 

percent over FY 2020. Additionally, the DPM and OWMI began the process to create standard operating procedures to evaluate 

requests for reasonable accommodations due to the Executive Order on Requiring Coronavirus Disease 2019 Vaccination for 

Federal Employees.

D. PERSONAL ASSISTANCE SERVICES ALLOWING EMPLOYEES TO PARTICIPATE IN THE 

WORKPLACE

Pursuant to 29 CFR §1614.203(d)(5), federal agencies, as an aspect of affirmative action, are required to provide personal 

assistance services (PAS) to employees who need them because of a targeted disability, unless doing so would impose an undue 

hardship on the agency.
Federal Deposit Insurance Corporation FY 2022

Page 15

Describe the effectiveness of the policies, procedures, or practices to implement the PAS requirement. Some examples of 

an effective program include timely processing requests for PAS, timely providing approved services, conducting training 

for managers and supervisors, and monitoring PAS requests for trends.

The FDIC issued a PAS policy memo in March 2019 that outlined the proper procedures for employees with targeted disabilities for 

requesting and processing a PAS. The Agency issued the policy memo in conjunction with the issuance of the finalized updated 

reasonable accommodation directive. The FDIC did not receive any PAS requests in FY 2021. Once PAS requests are received, the 

effectiveness of the program will be evaluated.

Section VII: EEO Complaint and Findings Data

A. EEO COMPLAINT DATA INVOLVING HARASSMENT

1. During the last fiscal year, did a higher percentage of PWD file a formal EEO complaint alleging harassment, as compared 

to the governmentwide average?

Answer No

2. During the last fiscal year, did any complaints alleging harassment based on disability status result in a finding of 

discrimination or a settlement agreement?

Answer Yes

3. If the agency had one or more findings of discrimination alleging harassment based on disability status during the last 

fiscal year, please describe the corrective measures taken by the agency.

N/A

B. EEO COMPLAINT DATA INVOLVING REASONABLE ACCOMMODATION

1. During the last fiscal year, did a higher percentage of PWD file a formal EEO complaint alleging failure to provide a 

reasonable

accommodation, as compared to the government-wide average?

Answer No

2. During the last fiscal year, did any complaints alleging failure to provide reasonable accommodation result in a finding of 

discrimination or a settlement agreement?

Answer Yes

3. If the agency had one or more findings of discrimination involving the failure to provide a reasonable accommodation 

during the last fiscal year, please describe the corrective measures taken by the agency.

N/A

Section VIII: Identification and Removal of Barriers

Element D of MD-715 requires agencies to conduct a barrier analysis when a trigger suggests that a policy, procedure, or practice 

may be impeding the employment opportunities of a protected EEO group.

1. Has the agency identified any barriers (policies, procedures, and/or practices) that affect employment opportunities for 

PWD and/or PWTD?

Answer No

2. Has the agency established a plan to correct the barrier(s) involving PWD and/or PWTD?
Federal Deposit Insurance Corporation FY 2022

Page 16

Answer N/A

3. Identify each trigger and plan to remove the barrier(s), including the identified barrier(s), objective(s), responsible 

official(s), planned activities, and, where applicable, accomplishments
Federal Deposit Insurance Corporation FY 2022

Page 17

STATEMENT OF 

CONDITION THAT WAS 

A TRIGGER FOR A 

POTENTIAL BARRIER:

Provide a brief narrative 

describing the condition at 

issue.

How was the condition 

recognized as a potential 

barrier?

Workforce Data (if so identify the table)

Workforce Data Table - B13

The FDIC identified a trigger for PWD and PWTD regarding cash awards, which continued into FY 

2021

N

N

STATEMENT OF 

BARRIER GROUPS:

STATEMENT OF 

IDENTIFIED BARRIER:

Provide a succinct statement 

of the agency policy, 

procedure

or practice that has been 

determined to be the barrier 

of the 

undesired condition.

Barrier Group

People with Disabilities

People with Targeted Disabilities

Source of the Trigger:

Specific Workforce Data 

Table:

Barrier Analysis Process 

Completed?:

Barrier(s) Identified?:

Barrier Name Description of Policy, Procedure, or Practice

Barrier(s) not yet identified Barrier(s) not yet identified

Objective(s) and Dates for EEO Plan

Date 

Initiated

Target Date Sufficient 

Funding / 

Staffing?

Date 

Modified

Date 

Completed

Objective Description

10/01/2019 09/30/2022 Yes Begin review of other sources of information to gain 

additional insights relative to trigger identified and 

then begin to measure impact of implemented 

strategies.

Responsible Official(s)

Title Name Standards Address The Plan?

Assistant Director, Corporate Human 

Resources Performance & 

Compensation , DOA

Nancy Green No

Program Analyst, OMWI Karen Rigby Yes

Disability Program Manager, OMWI Monica Flint Yes
Federal Deposit Insurance Corporation FY 2022

Page 18

Planned Activities Toward Completion of Objective

Target Date Planned Activities Sufficient

Staffing &

Funding?

Modified

Date

Completion

Date

09/30/2020 Begin review of other sources of data to gain additional 

insights relative to trigger identified.

Yes 09/30/2020

12/31/2022 Use analysis results to develop and implement strategies 

to remove barriers and conduct additional analysis as 

warranted.

Yes

09/30/2023 Begin to measure impact of implemented strategies. Yes

Report of Accomplishments

Fiscal Year Accomplishment

2020 As planned, additional analysis commenced in FY 2020 and is expected to be completed in FY 2021

2021 As planned, additional analysis commenced in FY 2020 and was completed in FY 2021.
Federal Deposit Insurance Corporation FY 2022

Page 19

STATEMENT OF 

CONDITION THAT WAS 

A TRIGGER FOR A 

POTENTIAL BARRIER:

Provide a brief narrative 

describing the condition at 

issue.

How was the condition 

recognized as a potential 

barrier?

Workforce Data (if so identify the table)

Workforce Data Table - B8

The FDIC identified a trigger for PWD and PWTD among new hires in the permanent workforce. 

While there was significant improvement in the hires of PWD in FY 2020 compared to past years, it 

is still below the 12% benchmark. Additionally, the percentage of new hires who were PWTD 

declined from FY 2019. There were also triggers among new hires to the GS-15 and GS-13 

equivalent grade levels.

N

N

STATEMENT OF 

BARRIER GROUPS:

STATEMENT OF 

IDENTIFIED BARRIER:

Provide a succinct statement 

of the agency policy, 

procedure

or practice that has been 

determined to be the barrier 

of the 

undesired condition.

Barrier Group

People with Disabilities

People with Targeted Disabilities

Source of the Trigger:

Specific Workforce Data 

Table:

Barrier Analysis Process 

Completed?:

Barrier(s) Identified?:

Barrier Name Description of Policy, Procedure, or Practice

Barrier not yet identified Barrier not yet identified

Objective(s) and Dates for EEO Plan

Date 

Initiated

Target Date Sufficient 

Funding / 

Staffing?

Date 

Modified

Date 

Completed

Objective Description

10/01/2019 09/30/2023 Yes Implement 2021-2023 DEI Strategic Plan Goal: Talent 

Acquisition: 2.1(a)(b), Career Development: 2.2, and 

Training Plan: 4.3.

Responsible Official(s)

Title Name Standards Address The Plan?

Assistant Director, HR Service Center, 

DOA

Cathy Grossman No

Disability Program Manager, OMWI Monica Flint Yes

Roxana Flores, Program Analyst 

(Selective Placement Coordinator), DOA

Roxana Flores No

Chief, Staffing Policy, Recruiting and 

Corporate Employee Program Operations, 

DOA

Alyssa Asonye No

Program Analyst, OMWI Karen Rigby Yes
Federal Deposit Insurance Corporation FY 2022

Page 20

Planned Activities Toward Completion of Objective

Target Date Planned Activities Sufficient

Staffing &

Funding?

Modified

Date

Completion

Date

09/30/2020 Begin review of other sources of data to gain additional 

insights relative to trigger identified.

Yes 09/30/2020

12/31/2022 Use analysis results to develop and implement strategies 

to remove barriers and conduct additional analysis as 

warranted.

Yes

09/30/2023 Begin to measure impact of implemented strategies Yes

Report of Accomplishments

Fiscal Year Accomplishment

2020 As planned, additional analysis commenced in FY 2020 and is expected to be completed in FY 2021

2021 Complete Phase I of barrier analysis

4. Please explain the factor(s) that prevented the agency from timely completing any of the planned activities.

The FDIC has not identified any barriers that affect employment opportunities for PWD and/or PWTD, but will review results of 

analysis initiated in FY 2020 and take action as appropriate.

5. For the planned activities that were completed, please describe the actual impact of those activities toward eliminating the 

barrier(s).

The FDIC has not identified any barriers that affect employment opportunities for PWD and/or PWTD, but will review results of 

analysis initiated in FY 2020 and take action as appropriate.

6. If the planned activities did not correct the trigger(s) and/or barrier(s), please describe how the agency intends to improve 

the plan for the next fiscal year.

The FDIC has not identified any barriers that affect employment opportunities for PWD and/or PWTD, but will review results of 

analysis initiated in FY 2020 and take action as appropriate.