EQUITY DIVERSITY

AND INCLUSION 

2021–23

Strategic Plan

CULTURE

CAREER

COMMUNICATION

CONSISTENCY

COMMUNITY
2021–23 Diversity, Equity, and Inclusion Strategic Plan i

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CONTENTS

A Message from the Chairman ..................................................................................................... 1

A Message from the Director of the Office of Minority and Women Inclusion ......................... 2

Diversity, Equity, and Inclusion Vision, Mission, and Values .................................................... 3

Summary of Diversity, Equity, and Inclusion Goals................................................................... 4

Goal 1. Culture...................................................................................................................... 5

Goal 2. Career....................................................................................................................... 6

Goal 3. Communication........................................................................................................ 7

Goal 4. Consistency .............................................................................................................. 8

Goal 5. Community............................................................................................................... 9

Appendix – Key Concepts and Terms..........................................................................................11
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A MESSAGE FROM THE CHAIRMAN

Twenty-seven years ago, a colleague at a car dealership 

said to me, “You know, you won’t succeed in America if 

you don’t lose your accent.” Many jobs later, I became 

Chairman of the Federal Deposit Insurance Corporation 

(FDIC), and as of this writing, I still speak with an accent. 

That was an early lesson in what it feels like to not 

belong at a workplace, despite my best effort. 

It should not come as a surprise that at subsequent 

jobs, especially once I had an opportunity to lead and 

shape the workforce culture, I focused on bridging 

the gap between colleagues who feel like they belong 

and those who do not. When I was initially briefed 

on diversity and inclusion efforts at the FDIC, I was 

presented with data, statistics, tables, and progress 

reports. I reviewed the briefing materials and said, 

“All this is helpful, but how do people feel?” So I 

started talking with our employees and learned that 

we have much work to do. 

As FDIC Chairman, my goal is to build and maintain 

a workforce that is talented, diverse, and committed 

to fostering a safe, fair, and inclusive workplace and 

banking system. We have made progress in these 

areas over the past two-and-a-half years, but I know 

we can do more. My vision is built on a recognition of 

our current progress and a clear grasp of what could be. 

To execute on this vision, we took a comprehensive look 

at how to (i) ensure that our decision-making reflects 

and respects the diversity in the nation, (ii) support 

diversity in the financial institutions we supervise, 

and (iii) build a culture that enhances, values, and 

capitalizes on the diversity in our workforce. 

We reached one conclusion: we must and can do more. 

This Strategic Plan is a key step in that process. It 

is organized around five strategic goals — culture, 

career, communication, consistency, and community. 

Our high-level goals are augmented by actionable 

steps that provide a clear map forward for the agency. 

Internally, the plan further integrates diversity, equity, 

and inclusion (DEI) into our hiring, training, and career 

development programs. It calls on leaders at all levels 

of the organization to develop operational plans 

reflective of their current DEI performance and business 

realities and will hold them accountable for advancing 

their plans and achieving results. Externally, the plan 

will improve DEI in FDIC contracting opportunities, 

enhance our ability to assess diversity policies 

and practices at financial institutions, and provide 

additional support for Minority Depository Institutions.

To be successful, our DEI efforts must be led and 

managed as an organizational priority. This plan – in 

combination with our first-ever corporate performance 

goal dedicated to improving DEI – does just that. This 

plan will guide our work over the next few years, help 

us measure our progress, and hold us accountable. 

I hope many of you will recognize that this plan is 

unlike others we have had in the past. I hope you will 

also recognize its potential and the will – at all levels 

of the organization – to make lasting changes. I stand 

behind it with my commitment to you that, until the 

day my chairmanship ends, I will work toward an 

inclusive FDIC where all feel that they belong. 

To create a culture of belonging will require 

all-hands-on-deck. Please join me. 
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A MESSAGE FROM THE DIRECTOR OF THE 

OFFICE OF MINORITY AND WOMEN INCLUSION

Eight minutes, 46 seconds. I have never been able to 

watch the entire video of George Floyd being killed 

in police custody. It is too painful. Every time I hear 

Breonna Taylor’s name I think of the many nights I 

have watched my daughters sleep peacefully in their 

beds, trusting that they are safe. I reflect on the many 

days I jogged in my home state of Georgia and was 

blessed to return home safely, unlike Ahmaud Arbery. 

These horrendous events may feel personal to 

me as a Black woman, but I am painfully aware 

that many individuals and communities feel 

disenfranchised, regardless of their skin color. What 

I never anticipated is that I would be writing about 

such important matters to introduce a Strategic Plan

at the FDIC. While those events have forced a longoverdue national conversation about race in America, 

our view of diversity, equity, and inclusion (DEI) must 

be broad and it must be bold. That realization formed 

the very foundation of this Strategic Plan. 

We examined our data and listened to our colleagues 

to gain a better understanding of what needs to 

be done. We had honest conversations about the 

significant commitment needed to be successful. We 

listened. And then we listened some more. The more 

we listened, the clearer it became that the FDIC faces 

a choice: the pain of change or the pain of staying 

the same. 

This plan is our call to action. It sets forth how the 

FDIC will work to transform our workforce and how 

our efforts will ultimately help make the banking 

system safer, fairer, and more inclusive. As Chairman 

McWilliams noted in her message, this plan is unlike 

any other we have had before. It tackles the very 

core of who we are as an agency. It takes a deep dive 

into root causes of our culture, ethics, and history, 

as a society and as a venerable agency. It is brutally 

honest in the assessment of our successes and past 

failures on issues that matter on an intrinsic level to 

us, as a people, and as colleagues. 

And when you take a holistic, introspective look 

and are willing—and ready—to make real change, 

you end up with the plan before you. The steps 

outlined embrace the growing pains of addressing 

longstanding challenges by embedding DEI into 

every aspect of our operations. We will support our 

workforce and our communities to reach their full 

potential. We will promote inclusive prosperity by 

including minority- and women-owned businesses, 

law firms, and investors in our business activities. 

We will partner with our supervised institutions to 

identify and promote DEI policies and practices to 

make their communities more inclusive. 

During my 22-year tenure with the FDIC, I have never 

been more proud to work for this agency than I am 

today. This plan will drive meaningful progress. We 

will hold ourselves accountable for the execution 

and the results. Most importantly, we will no longer 

accept the status quo.

 Join us on the journey.
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DIVERSITY, EQUITY, AND INCLUSION 

VISION, MISSION, AND VALUES

DEI Vision

Our workforce is talented, diverse, and committed 

to fostering a safe, fair, and inclusive workplace and 

banking system. 

DEI Mission

To foster a culture that exemplifies teamwork, 

embraces innovation, and values diversity, equity, 

and inclusion to achieve mission excellence.

DEI Values

The following values hold true to our vision, shape 

how we carry out our mission, and guide how we are 

expected to treat one another.

• We take the broadest possible view of diversity, 

including seen and unseen qualities.

• We acknowledge life experiences that make 

individuals unique.

• We encourage all employees to use their unique 

perspectives to help advance our mission.

• We require fair treatment, accessibility, and 

opportunity for advancement for all employees.

• We expect our workplace to be an inclusive 

environment built on mutual trust, respect, and 

dignity.

• We incorporate diversity, equity, and inclusion 

in our daily work.

• We commit to building a workplace where all 

employees feel safe bringing their authentic 

selves to work.

• We pledge to identify and eliminate barriers to 

equal opportunity in the workplace.

• We will foster diversity, equity, and inclusion 

in the banking system consistent with our 

mandate.
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SUMMARY OF DIVERSITY, EQUITY, 

AND INCLUSION GOALS

Goal 1. Culture

Ensure that leaders at all levels promote the vision 

and business case for DEI by taking actions to 

increase diversity and equity in the workforce and 

maintain an inclusive workplace. 

Goal 2. Career

Recruit, hire, and develop a high-performing workforce 

that reflects the communities we serve by optimizing 

experiences throughout an employee’s career.

Goal 3. Communication

Develop compelling messages, including 

opportunities for dialogue, that encourage all 

employees to see the importance of DEI to their 

personal success and the success of the FDIC.

Goal 4. Consistency

Mature the DEI model to improve the consistency 

of desired outcomes by strengthening policies and 

procedures, utilizing technology, and enhancing 

training. 

Goal 5. Community

Encourage DEI in FDIC business activities and at 

regulated financial institutions, and foster financial 

inclusion in the banking system.
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1. Culture

Ensure that leaders at all levels promote the vision and business case for DEI by 

taking actions to increase diversity and equity in the workforce and maintain an 

inclusive workplace. 

1.1 Culture of Excellence. Ensure every employee 

has the opportunity to develop and excel in their 

career and recognize and reward high performers.

a. Fully implement a new performance standard 

for supervisors and managers that focuses 

on employee career development and the 

cultivation of an inclusive, constructive work 

environment that is committed to Equal 

Employment Opportunity (EEO) policies 

and principles and is built upon transparent 

communication, mutual trust, and respect.

b. Conduct analysis to identify root causes of any 

barriers to equal employment opportunities, 

establish timelines to regularly review programs 

for systemic barriers, and take action to remedy 

the policies, procedures, or practices that 

created the barriers.

c. Develop and implement a plan to provide all 

managers access to services to receive employee 

feedback and coaching for inclusion at work.

d. After all appeals have been exhausted, include 

a notation in the personnel record of an 

employee who was subject to an adverse action, 

under 5 U.S.C. §7512, as a result of an act of 

discrimination and/or retaliation. 

1.2 Data Excellence. Build a results-oriented DEI 

strategy based on actionable data. 

a. Modernize the Diversity and Inclusion Analytics 

Dashboard to provide actionable management 

data in an easy-to-read format.

b. Identify key performance indicators that 

measure success and identify opportunities, 

and report at least quarterly to the Diversity and 

Inclusion Executive Advisory Council.

c. Track and analyze applications and selections for 

Expressions of Interest (EOIs) and other career 

development programs to evaluate and improve 

inclusion.

1.3 Best Practices. Select and implement DEI best 

practices that would be most effective at the FDIC.

a. Complete the review of applications submitted 

under the Pay Adjustment Program to assess 

potential pay inequities and implement 

approved pay changes. 

b. Develop diverse interview panel guidance and 

require hiring managers to certify that it was 

followed for all selections.

c. Require hiring managers to include at least 

one interview question to assess management 

candidates on their ability to foster DEI. 

d. Benchmark other agencies and the private sector 

for best practices in preventing and addressing 

discrimination and retaliation.
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2. Career

Recruit, hire, and develop a high-performing workforce that reflects the communities 

we serve by optimizing experiences throughout an employee’s career.

2.1 Talent Acquisition. Ensure talent acquisition 

practices consistently provide equal opportunity 

and strive to close representation gaps at all levels. 

a. Ensure Division/Office Directors develop and 

implement a plan in 2021, in partnership with the 

Office of Minority and Women Inclusion (OMWI), 

to promote increased diversity and improve their 

2020 Federal Employee Viewpoint Survey (FEVS) 

inclusion quotient no later than 2023. 

b. Ensure hiring managers certify their review of 

Schedule A rosters for potential selections. 

c. Assign an OMWI representative to serve as an equal 

employment opportunity advisor to the Executive 

Review Panels for Financial Management Scholars 

(FMS) Program and Entry-Level Examiner Hiring.

d. Reduce the average number of days for examiner 

travel from the average reported in 2019, using 

technology, to improve retention.

e. Implement a First Generation Professionals 

Initiative as a Special Emphasis Program to 

include events, workshops, and programming that 

serve as resources to promote equitable access 

and opportunities.

f. Identify opportunities to strengthen engagement 

with diverse groups, such as partnering with 

the White House Initiative on Historically Black 

Colleges and Universities (HBCUs), Hispanic 

Association of Colleges and Universities (HACUs), 

Council on Legal Education Opportunity (CLEO), 

Leadership Education and Development (LEAD) 

for Life, community-based organizations, and civil 

rights organizations to improve the effectiveness 

of our recruitment strategies. 

2.2 Career Development. Maintain a diverse 

leadership pipeline including a framework for 

holding managers accountable for actively 

promoting career development and advancement 

opportunities for their employees.

a. Develop and implement a new leadership 

development framework that includes a corporatewide succession management program focused 

on the development of a broad, diverse, and 

talented cadre of future FDIC leaders.

b. Improve access to developmental opportunities 

by reforming the Expression of Interest (EOI) 

Program to eliminate the need for supervisor 

approval.

c. Implement a new, rotational Special Assistant 

Program to provide developmental opportunities 

for aspiring leaders.

2.3 Employee Engagement. Increase opportunities 

for employees to be engaged in achieving DEI goals.

a. Update the Chairman’s Diversity Advisory Council 

(CDAC) and Employee Resource Group (ERG) 

directives to reflect organizational priorities and 

support the groups’ contributions to the FDIC’s DEI 

mission.

b. Host a training conference for CDACs and ERGs on 

how to get the most out of programming that results 

in changed behavior and/or measurable outcomes.

c. Pilot a Diversity Ambassador Program where 

representatives from CDACs and ERGs will provide 

support to new employees regarding DEI at the FDIC.

d. Pilot an event designed to educate immediate 

family members of FDIC employees on benefits 

and services available to support work-life balance 

and career management to help the family feel 

more connected and engaged with the FDIC and 

ultimately improve retention.
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3. Communication

Develop compelling messages, including opportunities for dialogue, that encourage 

all employees to see the importance of DEI to their personal success and the success 

of the FDIC.

3.1 Trust through Transparency. Provide clear, 

consistent, and regular messaging of the DEI 

vision and actions being taken to achieve desired 

outcomes.

a. Host annual OMWI Town Halls with all FDIC 

employees to review the DEI Strategic Plan, 

acknowledge past accomplishments, identify key 

challenges, and highlight areas of focus for the 

coming year.

b. Ensure Division/Office Directors discuss their 

divisional DEI plans at least annually at an allhands meeting.

c. Ensure Regional Directors discuss their regional 

plans to support DEI at least annually at an allhands meeting.

d. Conduct semiannual meetings between OMWI 

and Division/Office leadership to discuss DEI 

best practices and identified gaps in their DEI 

performance. 

e. Share key points of DEI public filings (e.g., MD715) with all employees via global messaging.

f. After all appeals have been exhausted, provide 

notice on the public website (www.fdic.gov) 

of any final finding of discrimination and/or 

retaliation made against the agency as required 

by the Elijah E. Cummings Federal Employee 

Antidiscrimination Act of 2019.

g. Post data regarding each class-action complaint 

filed against the agency alleging discrimination 

and/or retaliation. 

3.2 Branding. Partner with the Office of 

Communications (OCOM) to use meaningful 

context to turn DEI data into compelling 

narratives that make messaging more impactful 

and demonstrate the necessity for continued 

efforts in DEI.

a. Update internal and external webpages with 

compelling messages that illustrate our 

commitment to DEI in our workforce, our 

business activities, and our supervised banks.

b. Create an annual impact report that accurately 

measures and communicates the effectiveness 

of our DEI efforts and any actions that must be 

taken to achieve better outcomes.

c. Develop and implement a social media and 

marketing campaign to engage a broad and 

diverse talent pool and communicate key 

initiatives and programs.

3.3 Reinforcement. Integrate DEI into 

communications.

a. Coordinate with stakeholders to include DEI 

when crafting and issuing internal and external 

agency communications and building or acquiring 

information technology solutions (e.g., Section 

508 compliance, inclusive visuals and language, 

reasonable accommodation language, etc.).
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4. Consistency

Mature the DEI model to improve the consistency of desired outcomes by 

strengthening policies and procedures, utilizing technology, and enhancing training.

4.1 Inclusive Environment. Foster a work 

environment without barriers to opportunity, 

where all employees feel welcomed, valued, 

respected, and engaged, and can effectively 

participate and bring their unique talents, skills, 

and perspectives.

a. Develop and implement a program to conduct 

regular internal audits of regional, field, and 

headquarters offices to identify EEO program 

deficiencies and evaluate barrier analysis efforts 

as recommended by the Equal Employment 

Opportunity Commission (EEOC).

b. Update telework, work-in-place, and remote 

work policies to better support inclusion by 

increasing, as appropriate, flexibilities available 

to meet employee needs.

c. Expand the Anti-Harassment Program directive 

to include guidance for reporting issues to 

appropriate FDIC offices and other authorities if 

an employee experiences issues while interacting 

with external stakeholders on official duty.

d. Enhance current assessment tools (e.g., exit 

surveys) to measure attrition, identify reasons 

for attrition, and address barriers to equal 

employment opportunities.

e. Update the Anti-Harassment Program directive 

to require investigation of harassment 

complaints to commence within 10 days, and 

corrective action be taken within 60 days, of 

receipt of the complaint. 

4.2 Technology Enhancements. Apply technology 

solutions to improve the efficiency and 

effectiveness of DEI efforts. 

a. Implement online assessments to mitigate the 

potential for discrimination or bias in entry-level 

examiner hiring.

b. Implement a voluntary internal survey 

mechanism for gender identity, sexual 

orientation, and other key identifiers to provide 

a full picture of diversity in our workforce.

c. Develop and implement a comprehensive 

reasonable accommodation information system 

to improve the efficiency and effectiveness of 

processing requests and compiling data.

4.3 Training Plan. Promote workshops and 

learning sessions designed to increase cultural 

competencies and skills in promoting equal 

opportunity.

a. Conduct empathy-based training for all 

managers and employees.

b. Train selecting officials, interviewers, and 

Subject Matter Experts (SMEs) on ensuring 

consistency in the hiring process, including 

requirements of the Americans with Disabilities 

Act of 1990, the Rehabilitation Act of 1973, and 

Title VII of the Civil Rights Act of 1964.

c. Provide toolkits and other educational and 

learning opportunities for hiring officials 

regarding use of special hiring authorities for 

persons with disabilities.

d. Conduct mock interviews for both hiring 

officials and employees with disabilities to 

increase comfort with, and the effectiveness of, 

the hiring process.
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5. Community

Encourage DEI in FDIC business activities and at regulated financial institutions, and 

foster financial inclusion in the banking system.

5.1 Economic Opportunity. Identify barriers that 

underserved communities and individuals may 

face in taking advantage of FDIC procurement 

and contracting opportunities and ensure the 

inclusion, to the maximum extent possible, 

of minorities and women, and entities 

owned by minorities and women, including 

financial institutions, investors, underwriters, 

accountants, and providers of legal services, in 

contracts entered into by the FDIC. 

a. Implement a series of technical assistance 

events to educate and equip minority- and 

women-owned businesses (MWOBs) with the 

tools they need to compete for contracts.

b. Host “Pitch Days” where MWOBs may share their 

companies’ capabilities and learn about the 

FDIC’s procurement process.

c. Review the selection process for historically 

marginalized attorneys and minority- and 

women-owned law firms (MWOLFs) to determine 

if there are opportunities to enhance the 

selection process, within existing guidelines, for 

legal referral services.

d. Partner with the Division of Resolutions and 

Receiverships (DRR) to host a joint ventures 

virtual conference and provide technical 

assistance to minority- and women-owned 

investors (MWOIs).

e. Determine whether new policies, regulations, 

or guidance documents may be necessary to 

advance equity in agency actions and programs 

and procurement and contracting opportunities.

5.2 Technology Solutions. Implement automated 

tools to improve the efficiency and effectiveness 

of the FDIC’s ability to assess diversity policies 

and practices at regulated entities and within the 

contractor workforce.

a. Streamline and enhance the Financial Institution 

Diversity Self-Assessment (FID-SA) Application to 

increase and improve submissions by regulated 

entities.

b. Develop and implement a portal in support of 

OMWI vendor outreach activities.

c. Implement and enhance the automated tool 

for performing good faith effort reviews of the 

contractor workforce.
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5.3 DEI Advisor. Provide advice on matters with 

the goal of supporting financial inclusion in 

the development and implementation of FDIC 

policies, including those which promote diversity 

and inclusion of historically underserved and 

marginalized populations. 

a. Explore creation of a non-profit to provide

technical assistance to minority depository

institutions (MDIs) on digital transformation.

b. Explore mechanisms to support internships at 

MDIs, Community Development Financial

Institutions (CDFIs), and other interested

financial institutions for students from HBCUs

and other Minority-Serving Institutions (MSIs)

with established technology programs.

c. Train examiners on examining unique business

models of MDIs.

d. Provide DEI perspective for public awareness

campaigns to ensure goals are met and prevent

unintended consequences.

e. Create a network roadmap illustrating and

connecting activities that the FDIC conducts to

enhance outreach potential of all programs and

initiatives that support DEI. 
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Authentic Self Who an individual is as a person, demonstrating different experiences, 

perspectives, cultures, history, etc., without being forced to conform to the 

majority culture in the workplace. The work culture must value a wide range 

of talents, skills, and experiences to create a sense of belonging for everyone 

without causing harm to others.

Cultural Competency The ability to understand, accept, and interact with individuals of different 

backgrounds and cultures.

Disability A physical or mental impairment that substantially limits one or more major 

life activities. 

Disabled Veteran A person who has served on active duty in the armed forces, has separated 

under honorable conditions, and has established the present existence 

of a service-connected disability or is receiving compensation, disability 

retirement benefits, or pension because of a public statute administered by 

the Department of Veterans Affairs or a military department.

Diversity Diversity encompasses the range of similarities and differences each 

individual brings to the workplace, including but not limited to, national 

origin, language, race, color, disability, ethnicity, gender, age, religion and 

belief, sexual orientation, gender identity, socioeconomic status, veteran 

status, family structure, and diversity of thought, all of which is shaped by 

culture, background, experiences, and other elements.

Equity Consistent, systematic, fair, just, and impartial treatment, access, 

opportunity, and advancement for all individuals, including individuals who 

historically have been denied such treatment, while striving to identify and 

eliminate barriers that might prevent any employee’s full and equitable 

participation in the workplace.

Inclusion Inclusion is a set of behaviors (e.g., welcoming new employees, paying 

attention and extending an invitation, seeking and respecting other 

perspectives, etc.) that promote equal access to opportunities and resources 

for individuals who might otherwise be excluded or marginalized.

APPENDIX – KEY CONCEPTS AND TERMS
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Individual/Person 

with a Disability 

A person with a physical or mental impairment that substantially limits 

one or more major life activities (such as walking, talking, seeing, hearing, 

or learning), has a record of such impairment, or is regarded as having an 

impairment unless the impairment is both transitory and minor.

Reasonable 

Accommodation

Any change in the work environment (or in the way things are usually done) 

to help a person with a disability apply for a job, perform the essential duties 

of a job, or enjoy the benefits and privileges of employment.

Self-Identification

of Disability

The voluntary completion and submission of information from the Office of 

Personnel Management’s (OPM’s) Standard Form 256 (SF 256) identifying that 

a person has a disability, either by hard copy of the SF 256 to the servicing 

Human Resources Branch personnel in the Division of Administration, or 

electronically through the MyEPP system using the appropriate code from 

the SF 256.

Talent Acquisition Long-term human resources planning and finding appropriate candidates for 

positions that require specific skillsets to fulfill a business need.

Targeted Disability Specific, severe disabilities targeted for emphasis in affirmative action 

planning that include, but are not limited to, developmental disabilities, 

traumatic brain injury, deafness, blindness, missing extremities, partial 

paralysis, complete paralysis, epilepsy, intellectual disabilities, psychiatric 

disabilities, dwarfism, and significant disfigurement.

Underserved 

Communities

Populations sharing a particular characteristic, as well as a geographic 

communities, that have been systematically denied a full opportunity to 

participate in aspects of economic, social, and civil life.

Unseen Diversity 

Characteristic

Non-visible personal characteristics such as background, culture, and 

personality, as well as protected classes such as disability, sexual orientation, 

and religion and belief.