FEDERAL DEPOSIT 

INSURANCE CORPORATION

Federal Agency 

Annual EEO Program 

Status Report

Fiscal Year 2019
 

 

 

 

 

 

 

 

–

U.S. Equal Employment Opportunity Commission 

FY 2019 FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT 

Federal Deposit Insurance Corporation 

TABLE OF CONTENTS 

EEOC FORMS 715-01 

PARTS A – D.................................................................................................................................................................................................Page 2 

PART E.........................................................................................................................................................................................................Page 4

PART F........................................................................................................................................................................................................Page 9 

PART G........................................................................................................................................................................................................Page 10 

PART H.......................................................................................................................................................................................................Page 33 

PART I........................................................................................................................................................................................................Page 61 

PART J........................................................................................................................................................................................................Page 65 

ATTACHMENTS 

A – FDIC Workforce Data Tables 

B – FDIC EEO Policy Statement 

C – FDIC Organizational Chart 

D – FDIC Circular 2710.3 - Anti-Harassment Program 

E – FDIC Strategic Plan 

F – FDIC Alternative Dispute Resolution Procedures 

G – FDIC Circular 2710.5 – FDIC Reasonable Accommodation Program 

H – FDIC Guidance/Procedures for Providing Personal Assistance Services 

I – FDIC FY 2019 Disabled Veterans Affirmative Action Program (DVAAP) Report 

J – FDIC 2019 Federal Employee Viewpoint Survey Results 

FDIC / FY 2019 / Page 1 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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EEOC FORM 

715 01 

PARTS A D 

U.S. Equal Employment Opportunity Commission 

FY 2019 FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT 

Federal Deposit Insurance Corporation 

For period covering October 1, 2018, to September 30, 2019. 

PART A 

Department 

or Agency 

Identifying 

Information 

1. Agency 1. Federal Deposit Insurance Corporation

1.a. 2nd level reporting

component

N/A 

1.b. 3rd level reporting

component

N/A 

1.c. 4th level reporting

component

N/A 

2. Address 2. 550 17th Street NW

3. City, State, Zip Code 3. Washington, District of Columbia 20429-9990

4. CPDF

Code

5. FIPS

code(s)

4. FD68 5. 11

PART B 

Total 

Employment 

1. Enter total number of permanent full-time and part-time employees 1. 5575

2. Enter total number of temporary employees 2. 374

3. Enter total number employees paid from non-appropriated funds 3. 5949

4.TOTAL EMPLOYMENT [add lines B 1 through 3] 4. 5949

PART C 

Agency 

Official(s) 

Responsible 

For Oversight 

of EEO 

Program(s) 

1.Head of Agency

Official Title

1. Jelena McWilliams, Chairman 

2. Agency Head Designee

Officer

3. Principal EEO

Director/Official

Title/series/grade

3. Claire N. Lam, Acting Director, Office of Minority and Women Inclusion 

4. Title VII Affirmative

EEO Program Official

4. Anthony F. Pagano, Branch Chief, Office of Minority and Women 

Inclusion

5. Section 501 Affirmative

Action Program Official

5. Monica C. Flint, Disability Program Manager, Office of Minority and

Women Inclusion

6.Complaint Processing

Program Manager Inclusion

7. Other Responsible EEO

Staff

FDIC / FY 2019 / Page 2 

2. Arleas Upton Kea, Deputy to the Chairman and Chief Operating

6. Michael P. Moran, Branch Chief, Office of Minority and Women
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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EEOC FORM 

715 01 

PARTS A D 

U.S. Equal Employment Opportunity Commission 

FY 2019 FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT 

Federal Deposit Insurance Corporation 

PART D 

List of Subordinate 

Components 

Covered in This 

Report 

Subordinate Component and Location (City/State) CPDF and FIPS Codes 

CPDF FIPS 

Atlanta Regional Office (Atlanta / GA) FD68 13 

Chicago Regional Office (Chicago / IL) FD68 17 

Dallas Regional Office (Dallas / TX) FD68 48 

Kansas City Regional Office (Kansas City / MO) FD68 29 

New York Regional Office (New York / NY) FD68 36 

San Francisco Regional Office (San Francisco / CA) FD68 06 

EEOC FORMS and Documents Included With This Report 

*Executive Summary [FORM 715-01 PART E], that 

includes: 

* Copy of Workforce Data Tables as necessary to support 

Executive Summary and/or EEO Plans 

Brief paragraph describing the agency's mission and 

mission-related functions 

* Copies of relevant EEO Policy Statement(s) and/or excerpts 

from revisions made to EEO Policy Statements 

Summary of results of agency's annual selfassessment against MD-715 "Essential Elements" * FDIC Organizational Chart 

Summary of Analysis of Workforce Profiles including 

net change analysis and comparison to OCLF 

* FDIC Circular 2710.3 – Anti-Harassment Program 

Summary of EEO Plan objectives planned to eliminate 

identified barriers or correct program deficiencies 

* FDIC Strategic Plan 

Summary of EEO Plan action items implemented or 

accomplished 

* FDIC Alternative Dispute Resolution Procedures 

* Statement of Establishment of Continuing Equal 

Employment Opportunity Programs [FORM 715-01 PART 

F] 

* FDIC Circular 2710.5 – FDIC Reasonable Accommodation 

Program 

*Optional Annual Self-Assessment Checklist Against 

Essential Elements [FORM 715-01PART G] 

* FDIC Guidance/Procedures for Providing Personal Assistance 

Services 

* EEO Plan To Attain the Essential Elements of a Model 

EEO Program [FORM 715-01PART H] for each 

programmatic essential element requiring improvement 

* FDIC FY 2019 Disabled Veterans Affirmative Action Program 

(DVAAP) Report 

* Agency EEO Plan to Eliminate Identified Barrier [FORM 

715-01 PART I] 

* FDIC 2019 Federal Employee Viewpoint Survey Results 

* Special Program Plan for the Recruitment, Hiring, and 

Advancement of Persons With Targeted Disabilities for 

agencies with 1,000 or more employees [FORM 715-01 

PART J] 

FDIC / FY 2019 / Page 3 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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EEOC FORM 

715 01 

PART E 

U.S. Equal Employment Opportunity Commission 

FY 2019 FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT 

Federal Deposit Insurance Corporation For period covering October 1, 2018, to September 30, 2019. 

EXECUTIVE SUMMARY 

Mission and Mission-Related Functions 

The Federal Deposit Insurance Corporation (FDIC) preserves and promotes public confidence in the U.S. financial system by 

insuring deposits in banks and thrift institutions; by identifying, monitoring and addressing risks to the deposit insurance 

fund; and by limiting the effect on the economy and the financial system when a bank or thrift institution fails. As of 

September 30, 2019, the FDIC directly examined and supervised 3,384 banks and thrift institutions, more than half of the 

institutions in the banking system. The FDIC is the primary federal regulator of state-chartered banks that do not join the 

Federal Reserve System, and is the back-up supervisor for the remaining insured banks and thrift institutions. 

Summary of FDIC’s Annual Self-Assessment 

The FDIC’s FY 2019 self-assessment against the MD-715 “Essential Elements” continues to reflect the Chairman’s and

senior management’s strong commitment to workplace equal opportunity and diversity and inclusion as a major strength. 

It also revealed that the FDIC continued advancing proactive measures to sustain a diverse and inclusive workplace that 

affords all employees the opportunity to reach their full potential. The FDIC’s various diversity and inclusion councils, 

committees, and working groups remained engaged and continued to collaborate on various initiatives to enhance 

recruitment efforts, career development opportunities, retention, cross-functional learning opportunities, employee 

recognition, and broaden platforms that support employee engagement and empowerment. Additionally, the FDIC 

integrates into its strategic mission, “diversity, inclusion, and the fair and consistent treatment of all employees” as an 

element within the agency-wide performance goals. 

The FDIC’s path to achieving a “Model EEO Program,” continued. This was evident through the agency’s efforts that

resulted in successfully addressing multiple program weaknesses identified in the FY 2018 report. The weaknesses 

addressed included, providing the status of the agency’s barrier analysis during the “State of the Agency” briefing,

establishing and posting procedures for processing requests for personal assistance services, and implementing recurring 

meetings between the Human Resources and OMWI Director to assess conformity of personnel programs, policies, and 

procedures in relation to Equal Employment Opportunity Commission (EEOC) laws, instructions, and management 

directives. The FDIC will continue to evaluate and strengthen its equal employment opportunity program and diversity and 

inclusion efforts. 

In addition, the assessment reflected that the FDIC remained strongest in relation to Essential Element A: “Demonstrated

Commitment from Agency Leadership, and Essential Element F: “Responsiveness and Legal Compliance.” During this 

reporting period, there were no noted weaknesses in the assessment for Essential Element B: “Integration of EEO into the 

Agency’s Strategic Mission.” Essential Element C: “Management and Program Accountability,” and Essential Element D:

“Proactive Prevention” continued to show areas for improvement. Under “Essential Element E: “Efficiency,” there were a 

few new measures identified to address in FY 2020. 

While the FDIC addressed multiple program deficiencies in FY 2019, the majority remained under Essential Element C: 

“Management and Program Accountability.” The Agency EEO Plans to Attain the Essential Elements of a Model EEO

Program to address the identified deficiencies are detailed in Part H of this report. 

Summary of Analysis of Workforce Profiles 

As of September 30, 2019, the FDIC had a total workforce of 5,949 a decrease of 86 employees (a net change of -1.43 

percent) from the end of FY 2018. Likewise, the number of temporary employees in the FDIC decreased from 430 in FY 

2018 to 374 at the end of FY 2019 (a decrease of 56). 

Agency-wide, women comprised 44.76 percent of the FDIC workforce, which was 3.40 percent below the Civilian Labor 

Force (CLF). Women also remained below their overall workforce participation rate at the senior grade levels (Executive 

Manager (EM), Corporate Manager (CM), and Corporate Grade (CG) 13-15), although only a slight difference at the CG-13 

level. Overall, minority representation at the FDIC increased from 29.69 percent in FY 2018 to 30.01 percent in FY 2019, 

remaining above the national combined CLF for minorities of 27.64 percent. However, the percentage of minorities at the 

EM, CM, and CG 14-15 grade levels fell below the overall workforce rate. At the CG-13 grade level, the percentage of 

minorities was slightly above the overall workforce representation. As with most federal agencies, the FDIC continues to 

have low representation of Hispanics at various grade levels and occupations compared to CLF benchmarks. Overall, 

Hispanic representation was 4.20 in FY 2019, remaining close to the 4.18 percent participation rate in FY 2018. 

While there were modest increases and decreases in individual groups, representation remained relatively close to FY 2018 

levels. The percentage of Hispanic men increased slightly, while the percentage of Hispanic women decreased slightly 

compared to FY 2018. The percentage of White men decreased slightly, while the percentage of White women remained 

steady compared to FY 2018. The representation of White men remained above the CLF benchmark, while the 

representation of White women remained below. The representation of Black men and women decreased, but still stands 

above the CLF benchmarks. The representation of Asian men and women increased slightly compared to FY 2018; both 

remained above the CLF benchmarks. The representation of Native Hawaiian or Other Pacific Islander and American Indian 

FDIC / FY 2019 / Page 4 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

or Alaska Native men and women, American Indian or Alaska Native men and women, and men and women of two or more 

races increased slightly or stayed the same compared to FY 2018. 

As the attached Table A1 shows, few groups experienced net change decreases greater than that of the net change 

decrease for the total workforce (-1.43 percent). Most were not significantly different. Groups that had a higher net change 

decrease than the total workforce during the reporting period included Hispanic women (-2.80), White men (-2.15 percent), 

Black men (-2.69 percent), and Black women (-3.17 percent). Groups with no change or change decreases lower than that 

of the total workforce include White women (-1.41 percent), and Native Hawaiian or Other Pacific Islander men (0.00 

percent) and women (0.00 percent). There were a number of groups that experienced a net change increase. These 

groups include Hispanic men (0.69 percent), Asian men (10.53 percent) and women (1.70 percent), American Indian or 

Alaska Native men (5.00 percent) and women (7.69 percent), as well as men (4.00) and women (4.55) of two or more 

races. For some groups, small numbers resulted in large percentages. 

The bank examiner occupational series (0570, Financial Institution Examiner) is the most populous and mission critical 

position within the FDIC. Among permanent employees within this occupational series, the representation of women (38.80 

percent) remained below the occupational CLF (OCLF) of 45.25 percent in FY 2019. Where there was an expected 

participation rate, almost all groups of women were below the individual OCLF benchmarks. The rate of representation 

among women in this occupational series increased marginally from FY 2018. Minority representation among permanent 

employees in the examiner occupational series (20.62 percent) also remained below the OCLF benchmark of 27.55 percent, 

but increased slightly from FY 2018. Individual groups with representation below the OCLF included Hispanic men and 

women, White women, Black women, Asian men and women, and women of two or more races. The difference for Hispanic 

men, White women, and women of two or more races was less than one percent. Groups with representation above their 

OCLF benchmark were White men, Black men, Native Hawaiian or Other Pacific Islander men and women, American Indian 

or Alaska Native men and women, and men of two or more races. The FDIC monitors statistics for this occupational series 

on an ongoing basis and takes action to attract and recruit a diverse examiner workforce representative of the labor pool. 

Of new employees hired in FY 2019, the following groups were above the CLF benchmark: Women overall, Hispanic men 

and women, White men, Black women, Asian men and women, and American Indian or Alaska Native men. Men overall, 

White women, Black men, Native Hawaiian or Other Pacific Islander men and women, American Indian or Alaska Native 

women, and men and women of two or more races were hired at rates below the CLF benchmarks. The difference for men 

overall, Native Hawaiian or Other Pacific Islander men and women, American Indian or Alaska Native women, and men and 

women of two or more races was less than one percent. There were no new hires of Native Hawaiian or Other Pacific 

Islander men and women or women of two or more races. The largest differences below the CLF were just over two 

percent: White women (2.36 percent below the CLF) and Black men (2.05 percent below the CLF). 

White men, Asian men, Asian women, Native Hawaiian or other Pacific Islander men and women, American Indian or Alaska 

Native men and women, and men and women of two or more races separated at rates below their workforce 

representation. Black women separated at a rate equal to their workforce representation. Hispanic men, White women, 

and Black men separated at rates less that one percentage point different than their onboard representations. Hispanic 

women separated at a rate slightly above their workplace representation rate, a 1.24 percentage point difference. Overall, 

none of the differences are significant. However, as was the case in FY 2018, five involuntary separations for Black women 

resulted in a removal rate notably higher than the onboard representation rate for this group. 

The FDIC continued to see an increase in the representation of persons with disabilities and persons with targeted 

disabilities in its workforce during FY 2019. The percentage of individuals with disabilities increased from 11.57 percent in 

FY 2018 to 11.95 percent, which achieves the 12 percent federal goal. For persons with targeted disabilities, there was an 

increase from 2.25 percent in FY 2018 to 2.35 in FY 2019, maintaining the percentage above the 2 percent federal goal. 

These increases are mostly attributable to the semiannual resurvey of the FDIC workforce to encourage employees to 

identify a disability. Disabled veterans with 30 percent or more service-connected disability are included in accordance with 

EEOC’s amendment to 29 CFR 1614.203, clarifying Section 501 of the Rehabilitation Act of 1973, which states an employee

may also be classified as an individual with a disability or an individual with a targeted disability on the basis of records 

relating to the individual’s appointment under a hiring authority that takes disability into account.

Barrier Analysis: During FY 2019, the FDIC continued work on the barrier analysis initiated in FY 2017 to determine if any 

barriers exist for women and minorities at the most senior level, Executive Manager (EM). The analysis began in FY 2017 

by reviewing workforce data for the previous five years (FY 2012 to FY 2016) to identify any triggers and notable trends in 

the permanent workforce in the CG 13-15, CM-01, CM-02, and EM levels. The following most prevalent triggers and trends 

noted over the past years within the permanent workforce were also evident in FY 2019. 

 Women overall, on average, consistently fell below their workforce rate at the CG 13-15, CM-01, CM-02, and EM 

levels, although only slightly below at the CG-13 level in FY 2019; 

 Black women, on average, consistently had the highest rate below their workforce rate at the CG 14, CG 15, CM01, CM-02, and EM levels, although they were represented at rates well above their expected CLF rate in the 

overall workforce; and 

 There was continued absence of: 

o Native Hawaiian or Pacific Islander men and women, American Indian or Alaska Native women, and men 

and women of two or more races at the EM level; 

o Native Hawaiian or Pacific Islander men and women, American Indian or Alaska Native men and women at 

the CM-02 level; and 

FDIC / FY 2019 / Page 5 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

o Native Hawaiian or Pacific Islander women at the CG-15, CM-01, and CM-02 levels. 

The FDIC had representation across all race groups over the past five years, but there were consistently very few Native 

Hawaiian or Pacific Islander men and women. This contributed to the lower rates for their respective groups throughout 

various segments of the FDIC’s workforce. The Part I, Agency EEO Plan to Eliminate Identified Barrier, to address the 

identified triggers and trends is included in this report. It is anticipated that the planned activities may also address other 

triggers identified in the FDIC’s workforce data.

Since FY 2012, with the exception of FY 2019, the total number of permanent promotions into the EM level outpaced the 

number of new hires into this grade level. Thus, planned activities in FY 2020 continue to include review and analysis of 

selection policies, practices, and procedures for career development and training that support promotion to senior levels. 

The agency also plans to review policies, practices, and procedures regarding recruitment of new hires into senior level 

positions. 

Accomplishments 

In 2019, the FDIC was ranked number four by the Partnership for Public Service as being one of the best places to work 

among the mid-sized federal agencies on the Best Places to Work in the Federal Government® list. The FDIC’s fourth place 

ranking in 2019 follows eight years of ranking in the top five, with six consecutive years of receiving the number one 

ranking. Throughout FY 2019, the FDIC continued its longstanding vision to be an employer of choice and commitment to 

diversity and inclusion. The Office of Minority and Women Inclusion (OMWI) is an important component in these efforts. 

OMWI supports the FDIC’s mission through the pursuit of equal employment opportunity, affirmative employment

initiatives, diversity and inclusion, and outreach efforts to ensure, to the maximum extent possible, the fair inclusion and 

utilization of minority and women owned businesses, law firms, and investors in contracting, business, and investment 

opportunities. 

The FDIC’s 2018-2019 Diversity and Inclusion Strategic Plan continued to outline a course for promoting workforce diversity 

by recruiting from a diverse, qualified group of potential applicants, and cultivating workplace inclusion through 

collaboration, flexibility, and fairness. The Plan outlined a course for the sustainability of the FDIC’s diversity and inclusion

initiatives and for equipping leaders with the ability to manage diversity, monitor results, and refine approaches on the 

basis of actionable data. In 2019, the FDIC began the process of updating the plan for the coming years. The next plan 

will cover 2020-2022. This plan incorporates the FDIC’s currently separate Disability Employment Program Strategic Plan to 

form a unified plan. The strategic plan will continue to identify agency strategies to promote increased diversity through 

the FDIC’s recruiting and hiring processes. The plan will also continue to ensure the sustainability of the FDIC’s diversity

and inclusion efforts by equipping leaders with the ability to manage diversity, monitor results, and refine approaches on 

the basis of actionable data. Specific strategies in the plan will enhance diversity and inclusion at the FDIC through 

analytics and reporting, training and education, internal and external partnerships, leadership engagement, and 

accountability. 

The FDIC continued to set forth performance goals designed to further promote diversity, inclusion, and equal employment 

opportunity at the agency. A continuation of one of these goals required the agency’s divisions to develop customized

strategic plans to identify steps to promote increased diversity throughout the FDIC. As done in the past, each division 

assessed available workforce data and produced plans with strategies to further their diversity progress and address noted 

issues. Again, the division level plans were consolidated into an FDIC Plan to Promote Increased Diversity through Division 

Engagement and have been integrated into the agency’s annual strategic planning efforts. To that end, the FDIC continued 

to engage strategies intended to: 

 Enhance focused efforts in further diversifying executive management levels within the agency. 

 Analyze workforce data to identify trends and potential barriers to the participation of women and minorities, and 

develop plans to address any impediments to equal opportunity. 

 Increase the number of persons with targeted disabilities in the FDIC workforce through the use of hiring 

flexibilities such as Schedule A, the Workforce Recruitment Program (WRP), and traditional hiring practices. 

The commitment to providing all employees with a work environment that embodies excellence and acknowledges and 

honors the diversity of its employees remained a priority for the FDIC. To continue advancing diversity and inclusion 

efforts, the FDIC engaged in the following activities in 2019: 

 Participated in the WRP and hired four interns. 

 Continued its Mentoring Program, closing the year with 53 pairs. 

 FDIC management continued to strongly support the Expressions of Interest (EOI) Program, allowing employees to 

participate in detail opportunities that provide cross-functional learning experiences. 

 OMWI and the FDIC’s Corporate University continued their collaboration on administering new manager and

supervisor training on equal employment opportunity, and diversity and inclusion, to include unconscious bias and 

reasonable accommodation, highlighting requirements established by the EEOC. 

 FDIC Divisions began utilizing D&I vendor services to train managers and supervisors on unconscious bias and 

micro-inequities. 

 The FDIC held its biennial Chairman’s Diversity Advisory Councils (CDAC) Training Conference. Participants 

included CDAC members from headquarters, regional, and area offices. Diversity and inclusion training topics 

FDIC / FY 2019 / Page 6 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

included emotional intelligence, unconscious biases and micro-inequities, and engaging everyone in diversity and 

inclusion. 

 The FDIC monitored completions of the Diversity 101 online training module implemented in 2018, and as of the 

end of 2019, achieved a completion rate of over 50 percent. The OMWI Director recorded a video message posted 

on the intranet and held “Lunch and Learn” sessions to encourage training completion.

 OMWI sponsored 10 special observance events through its Diversity and Inclusion Education Series. 

 The CDACs hosted diversity and inclusion events at headquarters and regional, area, and field office locations to 

promote cultural awareness, as well as awareness of the FDIC’s current ERGs and the ERG program.

 The FDIC’s nine ERGs met throughout the year with the OMWI Director, partnered with the CDACs on several 

programs, hosted their own programs, and participated in an ERG Open House event at headquarters. 

 OMWI continued its open dialogue with FDIC divisions regarding the strengths and weaknesses of their respective 

D&I plans, and the revision of strategies and action items where warranted. 

 OMWI continued collaboration with the Division of Administration, Human Resources Branch, in enhancing 

awareness about special appointment authorities available to hire persons with disabilities. 

In addition to the plans and annual FDIC performance goals designed to promote engagement in FDIC diversity and 

inclusion initiatives, under provisions of the Dodd-Frank Wall Street Reform and Consumer Protection Act, Section 342, the 

FDIC submits to Congress an annual report regarding the actions taken toward increasing diversity in the workforce and 

increasing the participation of minority- and women-owned businesses in all business activities. The FDIC continued to 

enhance its long-standing commitment to promote diversity and inclusion in employment opportunities and all business 

areas of the agency. The 2019 Report to Congress issued in March 2020, outlines both successes and challenges in hiring 

as the FDIC works to ensure its commitment is reflected in carrying out its mission. Together, these plans, goals, and 

reports help the FDIC achieve and sustain the essential elements of model Title VII and Rehabilitation Act programs: 

demonstrated commitment from agency leadership; integration of EEO into the agency’s strategic mission; management

and program accountability; proactive prevention of unlawful discrimination; efficiency; and, responsiveness and legal 

compliance. 

The FDIC continued to maintain its EEO dispute resolution process. Pre-complaint data reflected that 98 percent of 

counseling sessions conducted closed within the regulatory timeframes. Also, the FDIC offered mediation 92 percent of the 

time during the pre-complaint process, where applicable. In addition, the FDIC timely completed 97 percent of 

investigations, and issued 87 percent of all final agency merit decisions within the regulatory timeframes. The FDIC will 

continue to monitor and participate in the implementation of corrective actions and will report progress to senior leaders via 

the D&I EAC. 

FDIC Strategy 

Entry-Level Examiner Hiring: The FDIC continually works to ensure that recruiting sources, hiring decisions, interviewing 

and assessment processes, training activities, retention efforts, and advancement pools reflect a purposeful and intentional 

effort to leverage the power of diversity to maintain a high performing examination workforce. A key challenge for the FDIC 

in promoting diversity at all levels of its workforce continues to be the ability to attract, retain, and advance minorities and 

women in its bank examiner workforce. Individuals who began their FDIC careers as entry-level examiners tend to occupy 

a significant percentage of executive and managerial leadership positions and other non-examiner positions in the 

FDIC. Thus, representation rates within the examiner workforce are key elements to achieving satisfactory representation 

rates within the broader FDIC workforce. 

From 2005 until 2019, the FDIC hired entry-level examiners as Financial Institution Specialists (FIS) through the Corporate 

Employee Program (CEP). The CEP has trained the FDIC’s workforce of FISs, beginning examiners-in-training, in a variety 

of areas. To reach a broad available audience, in 2019 the FDIC continued to maintain relationships with a wide range of 

colleges and universities, as well as a number of professional organizations to target a diverse talent pool for the CEP. This 

included 115 institutions designated as Hispanic Serving Institutions, Historically Black Colleges and Universities (HBCUs), 

and other minority-serving institutions, tribal colleges and universities, and institutions with significant student populations 

of women and minorities. 

Despite the overall success of the CEP in increasing the percentage of minorities and women in the examiner workforce, 

those percentages still remain below the CLF for Hispanic men and women, Asian men and women, White Women, Black 

women, and women of two of more races. With increased retirements anticipated in the near future, and possible gaps in 

the succession pipeline, the FDIC must identify and prepare future leaders now to fulfill roles in the years to come, while 

concurrently seizing the opportunity to continue to mold the diversity of the FDIC. The FDIC also recognizes that 

maintaining an inclusive work environment is critical for minimizing attrition and maintaining diversity. 

In 2019, the FDIC closely reviewed current processes, historical and current data, business and staffing needs, time and 

resource challenges, and costs for hiring entry-level examiners. As a result, several areas were identified for enhancement. 

The FDIC created an executive level taskforce, which includes the OMWI Director, to strengthen its ability to attract, retain, 

and advance a diverse pool of examiner candidates. The taskforce conducted a high-level review of available data from 

OMWI, identified key challenges, and made several recommendations to mature the diversity and inclusion model for the 

examination workforce. It is anticipated that these recommendations will result in several actions being taken during 2020 

and beyond. 

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OMWI supports the taskforce by providing actionable workforce data to help build a results driven diversity and inclusion 

strategy. Part of the long-term strategy of the taskforce is to create an annual impact report that effectively measures and 

communicates the impact of diversity and inclusion efforts on the examiner workforce. OMWI will track hiring, attrition, and 

other aspects of the employment lifecycle for participants of the new entry-level examiner hiring program to evaluate 

impacts on diversity and inclusion. The first group of examiners hired under this new program is scheduled to join the FDIC 

in early 2020. 

Recruitment (Outreach): In addition to recruiting for the CEP, FDIC recruiters maintained ongoing partnerships with a 

variety of colleges and universities during FY 2019, as well as a number of professional organizations for minorities, women, 

veterans, and persons with disabilities. With regard to targeting professional audiences, FDIC recruiters attended 19 

national diversity outreach events and seven regional outreach events to increase awareness of the FDIC as an employer of 

choice to professionals. The FDIC also met with key leaders in Hispanic, Black, Asian, women’s, and veterans’

organizations, as well as organizations representing people with disabilities to create awareness of FDIC careers and identify 

opportunities to expand outreach to their members. For example, the FDIC participated in the National Association of Black 

Accountants (NABA) 2019 National Convention & Expo and the Hispanic Association of Colleges and Universities (HACU) 

33rd Annual Conference. With respect to recruiting students (both traditional and non-traditional), FDIC corporate 

recruiters participated in 285 college career fairs, 11 information sessions, and other recruitment-related campus activities 

throughout the United States to brand the FDIC and attract qualified candidates. 

Student/Intern Programs: The FDIC continues to help minority and women students, and students with disabilities, prepare 

for careers in business and finance. During FY 2019, the FDIC recruited student interns through traditional and nontraditional mediums, to include its Diversity Outreach Student Intern Program (DOSIP) and the WRP. The FDIC has 

continued to use the WRP as a source for student interns with disabilities for the past several years. In FY 2019, the FDIC 

provided student intern opportunities to four students through the WRP and 15 students through DOSIP. 

Persons with Targeted Disabilities: The total number of employees with targeted disabilities increased from 136 in FY 2018 

to 140 in FY 2019, resulting in a representation rate of 2.35 percent. Within the permanent workforce, the benchmark of 

two percent was met for persons with targeted disabilities both above and at/below the GS-10 pay level cluster. However, 

within the total and permanent workforce, the percentage of new hires who are persons with targeted disabilities stood 

below the two percent benchmark. OMWI will continue to work with the FDIC’s Division of Administration, Human

Resources Branch, and other divisions and offices throughout the agency to develop and implement strategies and 

programs to help improve the new hire rate for persons with disabilities, particularly persons with targeted disabilities. 

FDIC / FY 2019 / Page 8 
 FDIC / FY 2019 / Page 9 

EEOC FORM 

715-01 

PART F 

U.S. Equal Employment Opportunity Commission 

FY 2019 – FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT 

Federal Deposit Insurance Corporation 

CERTIFICATION of ESTABLISHMENT of CONTINUING EQUAL EMPLOYMENT OPPORTUNITY PROGRAMS 

I, Claire N. Lam, Acting Director (Executive Manager), Office of Minority and Women Inclusion, am the Principal EEO 

Director/Official for the Federal Deposit Insurance Corporation. 

The agency has conducted an annual self-assessment of Section 717 and Section 501 programs against the essential 

elements as prescribed by EEO MD-715. If an essential element was not fully compliant with the standards of EEO MD-715, 

a further evaluation was conducted and, as appropriate, EEO Plans for Attaining the Essential Elements of a Model EEO 

Program, are included with this Federal Agency Annual EEO Program Status Report.

The agency has also analyzed its workforce profiles and conducted barrier analyses aimed at detecting whether any 

management or personnel policy, procedure or practice is operating to disadvantage any group based on race, national

origin, gender or disability. EEO Plans to Eliminate Identified Barriers, as appropriate, are included with this Federal Agency 

Annual EEO Program Status Report.

I certify that proper documentation of this assessment is in place and is being maintained for EEOC review upon request. 

 Claire N. Lam /s/ 

Signature of Principal EEO Director/Official 

Certifies that this Federal Agency Annual EEO Program Status Report is in compliance with EEO MD715.

Date

 Arleas Upton Kea /s/ 

Signature of Agency Head or Agency Head Designee Date 

ARLEAS KEA Digitally signed by ARLEAS KEA 

Date: 2020.06.26 10:15:16 

-04'00'

CLAIRE LAMDigitally signed by CLAIRE LAM 

Date: 2020.06.29 07:58:12 

-04'00'
 

 

MD-715 - PART G 

Agency Self-Assessment Checklist 

Essential Element A: Demonstrated Commitment From agency Leadership 

This element requires the agency head to communicate a commitment to equal employment opportunity and a discrimination-free workplace. 

Compliance 

Indicator 

Measures 

A.1 - The agency issues an effective, up-to-date EEO policy 

statement. 

Measure Met? 

(Yes/No/NA) 

Comments 

A.1.a Does the agency annually issue a signed and dated EEO policy 

statement on agency letterhead that clearly communicates the 

agency's commitment to EEO for all employees and applicants? If 

"yes", please provide the annual issuance date in the comments 

column. [see MD-715, II(A)] 

Yes November 5, 2019 

A.1.b Does the EEO policy statement address all protected bases (age, 

color, disability, sex (including pregnancy, sexual orientation and 

gender identity), genetic information, national origin, race, religion, and 

reprisal) contained in the laws EEOC enforces? [see 29 CFR § 

1614.101(a)] 

Yes 

Compliance 

Indicator 

Measures 

A.2 - The agency has communicated EEO policies and procedures 

to all employees. 

Measure Met? 

(Yes/No/NA) 

Comments 

A.2.a Does the agency disseminate the following policies and procedures to 

all employees: 

A.2.a.1 Anti-harassment policy? [see MD 715, II(A)] Yes 

FDIC / FY 2019 / Page 10 
 

 

 

 

 

 

 

 

A.2.a.2 Reasonable accommodation procedures? [see 29 C.F.R § 

1614.203(d)(3)] 

Yes 

A.2.b Does the agency prominently post the following information throughout 

the workplace and on its public website: 

A.2.b.1 The business contact information for its EEO Counselors, EEO 

Officers, Special Emphasis Program Managers, and EEO Director? 

[see 29 C.F.R § 1614.102(b)(7)] 

Yes 

A.2.b.2 Written materials concerning the EEO program, laws, policy 

statements, and the operation of the EEO complaint process? [see 29 

C.F.R § 1614.102(b)(5)] 

Yes 

A.2.b.3 Reasonable accommodation procedures? [see 29 C.F.R. § 

1614.203(d)(3)(i)] If so, please provide the internet address in the 

comments column. 

Yes 

https://www.fdic.gov/about/diversity/pdf/d2710-5.pdf 

A.2.c Does the agency inform its employees about the following topics: 

A.2.c.1 EEO complaint process? [see 29 CFR §§ 1614.102(a)(12) and 

1614.102(b)(5)] If "yes", please provide how often. 

Yes Information is communicated throughout the year during: (1) biweekly New Employee Orientation; (2) biennial EEO and Diversity 

training for managers and supervisors; and (3) biennial No FEAR 

Act training. 

A.2.c.2 ADR process? [see MD-110, Ch. 3(II)(C)] If "yes", please provide how 

often. 

Yes Information is communicated throughout the year during: (1) 

biennial EEO and Diversity training for managers and supervisors 

and (2) biennial No FEAR Act training. 

A.2.c.3 Reasonable accommodation program? [see 29 CFR § 

1614.203(d)(7)(ii)(C)] If "yes", please provide how often. 

Yes Information is communicated throughout the year during: (1) biweekly New Employee Orientation; (2) biennial EEO and Diversity 

training for managers and supervisors; and (3) biennial No FEAR 

Act training. 

A.2.c.4 Anti-harassment program? [see EEOC Enforcement Guidance on 

Vicarious Employer Liability for Unlawful Harassment by Supervisors 

(1999), § V.C.1] If "yes", please provide how often. 

Yes Information is communicated throughout the year during: (1) 

biennial EEO and Diversity training for managers and supervisors; 

and (2) biennial No FEAR Act training. 

A.2.c.5 Behaviors that are inappropriate in the workplace and could result in 

disciplinary action? [5 CFR § 2635.101(b)] If "yes", please provide how 

often. 

Yes Information is communicated throughout the year during: (1) 

biennial EEO and Diversity training for managers and supervisors; 

and (2) biennial No FEAR Act training. 

A.3 - The agency assesses and ensures EEO principles are part of 

its culture. 

Measure Met? 

(Yes/No/NA) 

Comments 

FDIC / FY 2019 / Page 11 
 

 

 

 

 

 

Compliance 

Indicator 

Measures 

A.3.a Does the agency provide recognition to employees, supervisors, 

managers, and units demonstrating superior accomplishment in equal 

employment opportunity? [see 29 CFR § 1614.102(a) (9)] If "yes", 

provide one or two examples in the comments section. 

Yes FDIC Circular 2420.1 Rewards and Recognition Program 

Annie D. Moore EEO and Diversity Award: Established to 

recognize employees who demonstrate a similar dedication, 

recognizing outstanding achievement in extending equal opportunity 

to individuals and extraordinary efforts honoring diversity within the 

Corporation through leadership, skill, imagination, innovation, and 

perseverance. 

A.3.b Does the agency utilize the Federal Employee Viewpoint Survey or 

other climate assessment tools to monitor the perception of EEO 

principles within the workforce? [see 5 CFR Part 250] 

Yes 

Essential Element B: Integration of EEO into the agency's Strategic Mission 

This element requires that the agency's EEO programs are structured to maintain a workplace that is free from discrimination and support the agency's 

strategic mission. 

Compliance 

Indicator 

Measures 

B.1 - The reporting structure for the EEO program provides the 

principal EEO official with appropriate authority and resources to 

effectively carry out a successful EEO program. 

Measure Met? 

(Yes/No/NA) 

Comments 

B.1.a Is the agency head the immediate supervisor of the person ("EEO 

Director") who has day-to-day control over the EEO office? [see 29 

CFR §1614.102(b)(4)] 

Yes The OMWI Director reports to the FDIC Chairman, and the 

operations of OMWI fall under the administrative structure of the 

Chief Operating Officer organization. 

B.1.a.1 If the EEO Director does not report to the agency head, does the EEO 

Director report to the same agency head designee as the missionrelated programmatic offices? If "yes," please provide the title of the 

agency head designee in the comments. 

N/A 

FDIC / FY 2019 / Page 12 
 

 

 

 

 

B.1.a.2 Does the agency's organizational chart clearly define the reporting 

structure for the EEO office? [see 29 CFR §1614.102(b)(4)] 

Yes 

B.1.b Does the EEO Director have a regular and effective means of advising 

the agency head and other senior management officials of the 

effectiveness, efficiency and legal compliance of the agency's EEO 

program? [see 29 CFR §1614.102(c)(1); MD-715 Instructions, Sec. I] 

Yes 

B.1.c During this reporting period, did the EEO Director present to the head 

of the agency, and other senior management officials, the "State of the 

agency" briefing covering the six essential elements of the model EEO 

program and the status of the barrier analysis process? [see MD-715 

Instructions, Sec. I)] If "yes", please provide the date of the briefing in 

the comments column. 

Yes September 16, 2019 

B.1.d Does the EEO Director regularly participate in senior-level staff 

meetings concerning personnel, budget, technology, and other 

workforce issues? [see MD-715, II(B)] 

Yes 

Compliance 

Indicator 

Measures 

B.2 - The EEO Director controls all aspects of the EEO program. Measure Met? 

(Yes/No/NA) 

Comments 

B.2.a Is the EEO Director responsible for the implementation of a continuing 

affirmative employment program to promote EEO and to identify and 

eliminate discriminatory policies, procedures, and practices? [see MD110, Ch. 1(III)(A); 29 CFR §1614.102(c)] 

Yes 

B.2.b Is the EEO Director responsible for overseeing the completion of EEO 

counseling [see 29 CFR §1614.102(c)(4)] 

Yes 

B.2.c Is the EEO Director responsible for overseeing the fair and thorough 

investigation of EEO complaints? [see 29 CFR §1614.102(c)(5)] [This 

question may not be applicable for certain subordinate level 

components.] 

Yes 

FDIC / FY 2019 / Page 13 
 

 

 

 

 

 

 

 

 

B.2.d Is the EEO Director responsible for overseeing the timely issuing final 

agency decisions? [see 29 CFR §1614.102(c)(5)] [This question may 

not be applicable for certain subordinate level components.] 

Yes 

B.2.e Is the EEO Director responsible for ensuring compliance with EEOC 

orders? [see 29 CFR §§ 1614.102(e); 1614.502] 

Yes 

B.2.f Is the EEO Director responsible for periodically evaluating the entire 

EEO program and providing recommendations for improvement to the 

agency head? [see 29 CFR §1614.102(c)(2)] 

Yes 

B.2.g If the agency has subordinate level components, does the EEO 

Director provide effective guidance and coordination for the 

components? [see 29 CFR §§ 1614.102(c)(2) and (c)(3)] 

N/A The FDIC does not have subordinate level components. 

Compliance 

Indicator 

Measures 

B.3 - The EEO Director and other EEO professional staff are 

involved in, and consulted on, management/personnel actions. 

Measure Met? 

(Yes/No/NA) 

Comments 

B.3.a Do EEO program officials participate in agency meetings regarding 

workforce changes that might impact EEO issues, including strategic 

planning, recruitment strategies, vacancy projections, succession 

planning, and selections for training/career development opportunities? 

[see MD-715, II(B)] 

Yes 

B.3.b Does the agency's current strategic plan reference EEO / diversity and 

inclusion principles? [see MD-715, II(B)] If "yes", please identify the 

EEO principles in the strategic plan in the comments column. 

Yes The FDIC Strategic Plan for 2018-2022 indicates that the FDIC will 

develop and implement strategies over the next several years to 

recruit, train, develop, and maintain a highly skilled and engaged 

workforce drawn from all segments of U.S. society that embodies at 

all levels the principles of diversity, inclusion, and workplace 

excellence. 

Compliance 

Indicator 

B.4 - The agency has sufficient budget and staffing to support the 

success of its EEO program. 

Measure Met? 

(Yes/No/NA) 

Comments 

FDIC / FY 2019 / Page 14 
 

 

 

 

 

 

 

 

 

Measures 

B.4.a Pursuant to 29 CFR §1614.102(a)(1), has the agency allocated 

sufficient funding and qualified staffing to successfully implement the 

EEO program, for the following areas: 

B.4.a.1 to conduct a self-assessment of the agency for possible program 

deficiencies? [see MD-715, II(D)] 

Yes 

B.4.a.2 to enable the agency to conduct a thorough barrier analysis of its 

workforce? [see MD-715, II(B)] 

Yes 

B.4.a.3 to timely, thoroughly, and fairly process EEO complaints, including 

EEO counseling, investigations, final agency decisions, and legal 

sufficiency reviews? [see 29 CFR § 1614.102(c)(5) & 1614.105(b) - (f); 

MD-110, Ch. 1(IV)(D) & 5(IV); MD-715, II(E)] 

Yes 

B.4.a.4 to provide all supervisors and employees with training on the EEO 

program, including but not limited to retaliation, harassment, religious 

accommodations, disability accommodations, the EEO complaint 

process, and ADR? [see MD-715, II(B) and III(C)] If not, please identify 

the type(s) of training with insufficient funding in the comments column. 

Yes 

B.4.a.5 to conduct thorough, accurate, and effective field audits of the EEO 

programs in components and the field offices, if applicable? [see 29 

CFR §1614.102(c)(2)] 

Yes 

B.4.a.6 to publish and distribute EEO materials (e.g. harassment policies, EEO 

posters, reasonable accommodations procedures)? [see MD-715, II(B)] 

Yes 

B.4.a.7 to maintain accurate data collection and tracking systems for the 

following types of data: complaint tracking, workforce demographics, 

and applicant flow data? [see MD-715, II(E)]. If not, please identify the 

systems with insufficient funding in the comments section. 

Yes 

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] 

Yes 

B.4.a.9 to effectively manage its anti-harassment program? [see MD-715 

Instructions, Sec. I); EEOC Enforcement Guidance on Vicarious 

Yes 

FDIC / FY 2019 / Page 15 
 

 

 

Employer Liability for Unlawful Harassment by Supervisors (1999), § 

V.C.1] 

B.4.a.10 to effectively manage its reasonable accommodation program? [see 29 

CFR § 1614.203(d)(4)(ii)] 

Yes 

B.4.a.11 to ensure timely and complete compliance with EEOC orders? [see 

MD-715, II(E)] 

Yes 

B.4.b Does the EEO office have a budget that is separate from other offices 

within the agency? [see 29 CFR § 1614.102(a)(1)] 

Yes 

B.4.c Are the duties and responsibilities of EEO officials clearly defined? [see 

MD-110, Ch. 1(III)(A), 2(III), & 6(III)] 

Yes 

B.4.d Does the agency ensure that all new counselors and investigators, 

including contractors and collateral duty employees, receive the 

required 32 hours of training, pursuant to Ch. 2(II)(A) of MD-110? 

Yes 

B.4.e Does the agency ensure that all experienced counselors and 

investigators, including contractors and collateral duty employees, 

receive the required 8 hours of annual refresher training, pursuant to 

Ch. 2(II)(C) of MD-110? 

Yes 

Compliance 

Indicator 

Measures 

B.5 - The agency recruits, hires, develops, and retains supervisors 

and managers who have effective managerial, communications, 

and interpersonal skills. 

Measure Met? 

(Yes/No/NA) 

Comments 

B.5.a Pursuant to 29 CFR § 1614.102(a)(5), have all managers and 

supervisors received training on their responsibilities under the 

following areas under the agency EEO program: 

B.5.a.1 EEO Complaint Process? [see MD-715(II)(B)] Yes 

B.5.a.2 Reasonable Accommodation Procedures? [see 29 C.F.R. § 

1614.102(d)(3)] 

Yes 

FDIC / FY 2019 / Page 16 
 

 

 

B.5.a.3 Anti-Harassment Policy? [see MD-715(II)(B)] Yes 

B.5.a.4 Supervisory, managerial, communication, and interpersonal skills in 

order to supervise most effectively in a workplace with diverse 

employees and avoid disputes arising from ineffective 

communications? [see MD-715, II(B)] 

Yes 

B.5.a.5 ADR, with emphasis on the federal government's interest in 

encouraging mutual resolution of disputes and the benefits associated 

with utilizing ADR? [see MD-715(II)(E)] 

Yes 

Compliance 

Indicator 

Measures 

B.6 - The agency involves managers in the implementation of its 

EEO program. 

Measure Met? 

(Yes/No/NA) 

Comments 

B.6.a Are senior managers involved in the implementation of Special 

Emphasis Programs? [see MD-715 Instructions, Sec. I] 

Yes 

B.6.b Do senior managers participate in the barrier analysis process? [see 

MD-715 Instructions, Sec. I] 

Yes 

B.6.c When barriers are identified, do senior managers assist in developing 

agency EEO action plans (Part I, Part J, or the Executive Summary)? 

[see MD-715 Instructions, Sec. I] 

Yes 

B.6.d Do senior managers successfully implement EEO Action Plans and 

incorporate the EEO Action Plan Objectives into agency strategic 

plans? [29 CFR § 1614.102(a)(5)] 

Yes 

Essential Element C: Management and Program Accountability 

This element requires the agency head to hold all managers, supervisors, and EEO officials responsible for the effective implementation of the agency's EEO 

Program and Plan. 

Compliance 

Indicator 

C.1 - The agency conducts regular internal audits of its 

component and field offices. 

Measure Met? 

(Yes/No/NA) 

Comments 

FDIC / FY 2019 / Page 17 
 

 

 

 

Measures 

C.1.a Does the agency regularly assess its component and field offices for 

possible EEO program deficiencies? [see 29 CFR §1614.102(c)(2)] If 

"yes", please provide the schedule for conducting audits in the 

comments section. 

No See, Part H, Plan 1. 

C.1.b Does the agency regularly assess its component and field offices on 

their efforts to remove barriers from the workplace? [see 29 CFR 

§1614.102(c)(2)] If "yes", please provide the schedule for conducting 

audits in the comments section. 

No See, Part H, Plan 2. 

C.1.c Do the component and field offices make reasonable efforts to comply 

with the recommendations of the field audit? [see MD-715, II(C)] 

N/A There were no field audits conducted during this reporting period. 

Compliance 

Indicator 

Measures 

C.2 - The agency has established procedures to prevent all forms 

of EEO discrimination. 

Measure Met? 

(Yes/No/NA) 

Comments 

C.2.a Has the agency established comprehensive anti-harassment policy 

and procedures that comply with EEOC's enforcement guidance? [see 

MD-715, II(C); Enforcement Guidance on Vicarious Employer Liability 

for Unlawful Harassment by Supervisors (Enforcement Guidance), 

EEOC No. 915.002, § V.C.1 (June 18, 1999)] 

Yes 

C.2.a.1 Does the anti-harassment policy require corrective action to prevent or 

eliminate conduct before it rises to the level of unlawful harassment? 

[see EEOC Enforcement Guidance on Vicarious Employer Liability for 

Unlawful Harassment by Supervisors (1999), § V.C.1] 

Yes 

C.2.a.2 Has the agency established a firewall between the Anti-Harassment 

Coordinator and the EEO Director? [see EEOC Report, Model EEO 

Program Must Have an Effective Anti-Harassment Program (2006] 

Yes 

C.2.a.3 Does the agency have a separate procedure (outside the EEO 

complaint process) to address harassment allegations? [see 

Yes 

FDIC / FY 2019 / Page 18 
 

 

 

 

 

 

 

 

 

 

Enforcement Guidance on Vicarious Employer Liability for Unlawful 

Harassment by Supervisors (Enforcement Guidance), EEOC No. 

915.002, § V.C.1 (June 18, 1999)] 

C.2.a.4 Does the agency ensure that the EEO office informs the antiharassment program of all EEO counseling activity alleging 

harassment? [see Enforcement Guidance, V.C.] 

Yes 

C.2.a.5 Does the agency conduct a prompt inquiry (beginning within 10 days of 

notification) of all harassment allegations, including those initially 

raised in the EEO complaint process? [see Complainant v. Dep't of 

Veterans Affairs, EEOC Appeal No. 0120123232 (May 21, 2015); 

Complainant v. Dep't of Defense (Defense Commissary Agency), 

EEOC Appeal No. 0120130331 (May 29, 2015)] If "no", please provide 

the percentage of timely-processed inquiries in the comments column. 

No See, Part H, Plan 3. 

There were 15 new investigations during the Fiscal Year. The 

average processing time was 56.2 days. 

C.2.a.6 Do the agency's training materials on its anti-harassment policy include 

examples of disability-based harassment? [see 29 CFR 

1614.203(d)(2)] 

Yes 

C.2.b Has the agency established disability reasonable accommodation 

procedures that comply with EEOC's regulations and guidance? [see 

29 CFR 1614.203(d)(3)] 

Yes 

C.2.b.1 Is there a designated agency official or other mechanism in place to 

coordinate or assist with processing requests for disability 

accommodations throughout the agency? [see 29 CFR 

1614.203(d)(3)(D)] 

Yes 

C.2.b.2 Has the agency established a firewall between the Reasonable 

Accommodation Program Manager and the EEO Director? [see MD110, Ch. 1(IV)(A)] 

Yes While the reasonable accommodation program resides within the 

Office of Minority and Women Inclusion, existing procedures 

prevent the OMWI Director from involvement in the day-to-day 

functions of the reasonable accommodation program. 

C.2.b.3 Does the agency ensure that job applicants can request and receive 

reasonable accommodations during the application and placement 

processes? [see 29 CFR 1614.203(d)(1)(ii)(B)] 

Yes 

C.2.b.4 Do the reasonable accommodation procedures clearly state that the 

agency should process the request within a maximum amount of time 

(e.g., 20 business days), as established by the agency in its affirmative 

action plan? [see 29 CFR 1614.203(d)(3)(i)(M)] 

Yes 

C.2.b.5 Does the agency process all accommodation requests within the time 

frame set forth in its reasonable accommodation procedures? [see MDYes 

FDIC / FY 2019 / Page 19 
 

 

 

 

 

 

 

 

715, II(C)] If "no", please provide the percentage of timely-processed 

requests in the comments column. 

C.2.c Has the agency established procedures for processing requests for 

personal assistance services that comply with EEOC's regulations, 

enforcement guidance, and other applicable executive orders, 

guidance, and standards? [see 29 CFR 1614.203(d)(6)] 

Yes 

C.2.c.1 Does the agency post its procedures for processing requests for 

Personal Assistance Services on its public website? [see 29 CFR § 

1614.203(d)(5)(v)] If "yes", please provide the internet address in the 

comments column. 

Yes https://www.fdic.gov/about/diversity/pdf/pas.pdf 

Compliance 

Indicator 

Measures 

C.3 - The agency evaluates managers and supervisors on their 

efforts to ensure equal employment opportunity. 

Measure Met? 

(Yes/No/NA) 

Comments 

C.3.a Pursuant to 29 CFR §1614.102(a)(5), do all managers and supervisors 

have an element in their performance appraisal that evaluates their 

commitment to agency EEO policies and principles and their 

participation in the EEO program? 

No See Part H – Plan 4. 

The agency intends to include an EEO element in the performance 

appraisals of managers and supervisors. 

C.3.b Does the agency require rating officials to evaluate the performance of 

managers and supervisors based on the following activities: 

Note: The following highlighted measures are not included as 

performance elements in the managers and supervisors LPMR and, 

therefore, cannot be evaluated. See, Part H, Plan 4, addressing 

these measures. 

C.3.b.1 Resolve EEO problems/disagreements/conflicts, including the 

participation in ADR proceedings? [see MD-110, Ch. 3.I] 

C.3.b.2 Ensure full cooperation of employees under his/her supervision with 

EEO officials, such as counselors and investigators? [see 29 CFR 

§1614.102(b)(6)] 

C.3.b.3 Ensure a workplace that is free from all forms of discrimination, 

including harassment and retaliation? [see MD-715, II(C)] 

FDIC / FY 2019 / Page 20 
 

 

 

 

 

C.3.b.4 Ensure that subordinate supervisors have effective managerial, 

communication, and interpersonal skills to supervise in a workplace 

with diverse employees? [see MD-715 Instructions, Sec. I] 

C.3.b.5 Provide religious accommodations when such accommodations do not 

cause an undue hardship? [see 29 CFR §1614.102(a)(7)] 

C.3.b.6 Provide disability accommodations when such accommodations do not 

cause an undue hardship? [ see 29 CFR §1614.102(a)(8)] 

C.3.b.7 Support the EEO program in identifying and removing barriers to equal 

opportunity. [see MD-715, II(C)] 

C.3.b.8 Support the anti-harassment program in investigating and correcting 

harassing conduct. [see Enforcement Guidance, V.C.2] 

C.3.b.9 Comply with settlement agreements and orders issued by the agency, 

EEOC, and EEO-related cases from the Merit Systems Protection 

Board, labor arbitrators, and the Federal Labor Relations Authority? 

[see MD-715, II(C)] 

C.3.c Does the EEO Director recommend to the agency head improvements 

or corrections, including remedial or disciplinary actions, for managers 

and supervisors who have failed in their EEO responsibilities? [see 29 

CFR §1614.102(c)(2)] 

Yes 

C.3.d When the EEO Director recommends remedial or disciplinary actions, 

are the recommendations regularly implemented by the agency? [see 

29 CFR §1614.102(c)(2)] 

Yes 

Compliance 

Indicator 

Measures 

C.4 - The agency ensures effective coordination between its EEO 

programs and Human Resources (HR) program. 

Measure Met? 

(Yes/No/NA) 

Comments 

C.4.a Do the HR Director and the EEO Director meet regularly to assess 

whether personnel programs, policies, and procedures conform to 

Yes 

FDIC / FY 2019 / Page 21 
 

 

 

 

EEOC laws, instructions, and management directives? [see 29 CFR 

§1614.102(a)(2)] 

C.4.b Has the agency established timetables/schedules to review at regular 

intervals its merit promotion program, employee recognition awards 

program, employee development/training programs, and 

management/personnel policies, procedures, and practices for 

systemic barriers that may be impeding full participation in the program 

by all EEO groups? [see MD-715 Instructions, Sec. I] 

No See, Part H, Plan 5. 

C.4.c Does the EEO office have timely access to accurate and complete data 

(e.g., demographic data for workforce, applicants, training programs, 

etc.) required to prepare the MD-715 workforce data tables? [see 29 

CFR §1614.601(a)] 

Yes 

C.4.d Does the HR office timely provide the EEO office have timely access to 

other data (e.g., exit interview data, climate assessment surveys, and 

grievance data), upon request? [see MD-715, II(C)] 

Yes 

C.4.e Pursuant to Section II(C) of MD-715, does the EEO office collaborate 

with the HR office to: 

C.4.e.1 Implement the Affirmative Action Plan for Individuals with Disabilities? 

[see 29 CFR §1614.203(d); MD-715, II(C)] 

Yes 

C.4.e.2 Develop and/or conduct outreach and recruiting initiatives? [see MD715, II(C)] 

Yes 

C.4.e.3 Develop and/or provide training for managers and employees? [see 

MD-715, II(C)] 

Yes 

C.4.e.4 Identify and remove barriers to equal opportunity in the workplace? 

[see MD-715, II(C)] 

Yes 

C.4.e.5 Assist in preparing the MD-715 report? [see MD-715, II(C)] Yes 

Compliance 

Indicator 

C.5 - Following a finding of discrimination, the agency explores 

whether it should take a disciplinary action. 

Measure Met? 

(Yes/No/NA) 

Comments 

FDIC / FY 2019 / Page 22 
 

 

 

 

 

Measures 

C.5.a Does the agency have a disciplinary policy and/or table of penalties 

that covers discriminatory conduct? 29 CFR § 1614.102(a)(6); see 

also Douglas v. Veterans Administration, 5 MSPR 280 (1981) 

Yes 

C.5.b When appropriate, does the agency discipline or sanction managers 

and employees for discriminatory conduct? [see 29 CFR 

§1614.102(a)(6)] If "yes", please state the number of 

disciplined/sanctioned individuals during this reporting period in the 

comments. 

Yes One employee. 

C.5.c If the agency has a finding of discrimination (or settles cases in which a 

finding was likely), does the agency inform managers and supervisors 

about the discriminatory conduct? [see MD-715, II(C)] 

Yes 

Compliance 

Indicator 

Measures 

C.6 - The EEO office advises managers/supervisors on EEO 

matters. 

Measure Met? 

(Yes/No/NA) 

Comments 

C.6.a Does the EEO office provide management/supervisory officials with 

regular EEO updates on at least an annual basis, including EEO 

complaints, workforce demographics and data summaries, legal 

updates, barrier analysis plans, and special emphasis updates? [see 

MD-715 Instructions, Sec. I] If "yes", please identify the frequency of 

the EEO updates in the comments column. 

Yes OMWI provides senior officials with regular EEO updates several 

times a year during Diversity and Inclusion Executive Advisory 

Council meetings, EEO and Diversity training for managers and 

supervisors, and other updates to senior management. 

C.6.b Are EEO officials readily available to answer managers' and 

supervisors' questions or concerns? [see MD-715 Instructions, Sec. I] 

Yes 

Essential Element D: Proactive Prevention 

This element requires that the agency head make early efforts to prevent discrimination and to identify and eliminate barriers to equal employment 

opportunity. 

Compliance 

Indicator 

D.1 - The agency conducts a reasonable assessment to monitor 

progress towards achieving equal employment opportunity 

throughout the year. 

Measure Met? 

(Yes/No/NA) 

Comments 

FDIC / FY 2019 / Page 23 
 

 

Measures 

D.1.a Does the agency have a process for identifying triggers in the 

workplace? [see MD-715 Instructions, Sec. I] 

Yes 

D.1.b Does the agency regularly use the following sources of information for 

trigger identification: workforce data; complaint/grievance data; exit 

surveys; employee climate surveys; focus groups; affinity groups; 

union; program evaluations; special emphasis programs; reasonable 

accommodation program; anti-harassment program; and/or external 

special interest groups? [see MD-715 Instructions, Sec. I] 

Yes 

D.1.c Does the agency conduct exit interviews or surveys that include 

questions on how the agency could improve the recruitment, hiring, 

inclusion, retention and advancement of individuals with disabilities? 

[see 29 CFR 1614.203(d)(1)(iii)(C)] 

No See, Part H, Plan 6. 

Compliance 

Indicator 

Measures 

D.2 - The agency identifies areas where barriers may exclude EEO 

groups (reasonable basis to act.) 

Measure Met? 

(Yes/No/NA) 

Comments 

D.2.a Does the agency have a process for analyzing the identified triggers to 

find possible barriers? [see MD-715, (II)(B)] 

Yes 

D.2.b Does the agency regularly examine the impact of 

management/personnel policies, procedures, and practices by race, 

national origin, sex, and disability? [see 29 CFR §1614.102(a)(3)] 

Yes 

D.2.c Does the agency consider whether any group of employees or 

applicants might be negatively impacted prior to making human 

resource decisions, such as re-organizations and realignments? [see 

29 CFR §1614.102(a)(3)] 

Yes 

D.2.d Does the agency regularly review the following sources of information 

to find barriers: complaint/grievance data, exit surveys, employee 

climate surveys, focus groups, affinity groups, union, program 

Yes The FDIC uses the following sources to find barriers: Federal 

Employee Viewpoint Survey (FEVS); Employee Resource Groups; 

special emphasis programs; Chairman's Diversity Advisory 

FDIC / FY 2019 / Page 24 
 

 

 

 

 

 

 

evaluations, anti-harassment program, special emphasis programs, 

reasonable accommodation program; anti-harassment program; and/or 

external special interest groups? [see MD-715 Instructions, Sec. I] If 

"yes", please identify the data sources in the comments column. 

Councils; anti-harassment program; and reasonable 

accommodation program. 

Compliance 

Indicator 

Measures 

D.3 - The agency establishes appropriate action plans to remove 

identified barriers. 

Measure Met? 

(Yes/No/NA) 

Comments 

D.3.a. Does the agency effectively tailor action plans to address the identified 

barriers, in particular policies, procedures, or practices? [see 29 CFR 

§1614.102(a)(3)] 

N/A The FDIC is currently engaged in the barrier analysis process. 

D.3.b If the agency identified one or more barriers during the reporting 

period, did the agency implement a plan in Part I, including meeting the 

target dates for the planned activities? [see MD-715, II(D)] 

N/A The FDIC is currently engaged in the barrier analysis process. 

D.3.c Does the agency periodically review the effectiveness of the plans? 

[see MD-715, II(D)] 

N/A The FDIC is currently engaged in the barrier analysis process. 

Compliance 

Indicator 

Measures 

D.4 - The agency has an affirmative action plan for people with 

disabilities, including those with targeted disabilities 

Measure Met? 

(Yes/No/NA) 

Comments 

D.4.a 

Does the agency post its affirmative action plan on its public website? 

[see 29 CFR 1614.203(d)(4)] Please provide the internet address in the 

comments. 

Yes https://www.fdic.gov/about/diversity/pdf/fy2018md715.pdf 

D.4.b 

Does the agency take specific steps to ensure qualified people with 

disabilities are aware of and encouraged to apply for job vacancies? 

[see 29 CFR 1614.203(d)(1)(i)] 

Yes 

FDIC / FY 2019 / Page 25 
 

 

 

 

 

D.4.c 

Does the agency ensure that disability-related questions from members 

of the public are answered promptly and correctly? [see 29 CFR 

1614.203(d)(1)(ii)(A)] 

Yes 

D.4.d 

Has the agency taken specific steps that are reasonably designed to 

increase the number of persons with disabilities or targeted disabilities 

employed at the agency until it meets the goals? [see 29 CFR 

1614.203(d)(7)(ii)] 

Yes 

Essential Element E: Efficiency 

This element requires the agency head to ensure that there are effective systems for evaluating the impact and effectiveness of the agency's EEO programs 

and an efficient and fair dispute resolution process. 

Compliance 

Indicator 

E.1 - The agency maintains an efficient, fair, and impartial 

complaint resolution process. 

Measure Met? 

(Yes/No/NA) 

Comments 

Measures 

E.1.a Does the agency timely provide EEO counseling, pursuant to 29 CFR 

§1614.105? 

Yes 

E.1.b Does the agency provide written notification of rights and 

responsibilities in the EEO process during the initial counseling 

session, pursuant to 29 CFR §1614.105(b)(1)? 

Yes 

E.1.c Does the agency issue acknowledgment letters immediately upon 

receipt of a formal complaint, pursuant to MD-110, Ch. 5(I)? 

Yes 

E.1.d Does the agency issue acceptance letters/dismissal decisions within a 

reasonable time (e.g., 60 days) after receipt of the written EEO 

Counselor report, pursuant to MD-110, Ch. 5(I)? If so, please provide 

the average processing time in the comments. 

Yes During this reporting period, the average processing time for 

acceptance letters/dismissal decisions was approximately 49 days. 

E.1.e Does the agency ensure all employees fully cooperate with EEO 

counselors and EEO personnel in the EEO process, including granting 

Yes 

FDIC / FY 2019 / Page 26 
 

 

 

 

 

 

 

 

 

routine access to personnel records related to an investigation, 

pursuant to 29 CFR §1614.102(b)(6)? 

E.1.f Does the agency timely complete investigations, pursuant to 29 CFR 

§1614.108? 

No See, Part H, Plan 7. The untimely investigations were for conflict 

complaints. The FDIC reviewed its conflict complaint procedures to 

identify areas for improvement to ensure timely processing. 

E.1.g If the agency does not timely complete investigations, does the agency 

notify complainants of the date by which the investigation will be 

completed and of their right to request a hearing or file a lawsuit, 

pursuant to 29 CFR §1614.108(g)? 

No See, Part H, Plan 8. The untimely investigations were for conflict 

complaints. The FDIC reviewed its conflict complaint procedures to 

identify areas for improvement to ensure timely processing. 

E.1.h When the complainant does not request a hearing, does the agency 

timely issue the final agency decision, pursuant to 29 CFR 

§1614.110(b)? 

No See, Part H, Plan 9. The untimely investigations were for conflict 

complaints. The FDIC reviewed its conflict complaint procedures to 

identify areas for improvement to ensure timely processing. 

E.1.i Does the agency timely issue final actions following receipt of the 

hearing file and the administrative judge's decision, pursuant to 29 

CFR §1614.110(a)? 

Yes 

E.1.j If the agency uses contractors to implement any stage of the EEO 

complaint process, does the agency hold them accountable for poor 

work product and/or delays? [See MD-110, Ch. 5(V)(A)] If "yes", please 

describe how in the comments column. 

Yes Work with Contracting Officer to address any noted deficiencies. 

Meet, via conference call or in-person, with investigative firm 

several times during the fiscal year to address any concerns. 

E.1.k If the agency uses employees to implement any stage of the EEO 

complaint process, does the agency hold them accountable for poor 

work product and/or delays during performance review? [See MD-110, 

Ch. 5(V)(A)] 

Yes 

E.1.l Does the agency submit complaint files and other documents in the 

proper format to EEOC through the Federal Sector EEO Portal 

(FedSEP)? [See 29 CFR § 1614.403(g)] 

Yes 

Compliance 

Indicator 

Measures 

E.2 - The agency has a neutral EEO process. Measure Met? 

(Yes/No/NA) 

Comments 

FDIC / FY 2019 / Page 27 
 

 

 

 

 

 

 

E.2.a Has the agency established a clear separation between its EEO 

complaint program and its defensive function? [see MD-110, Ch. 

1(IV)(D)] If “yes”, please explain.

Yes For non-conflict complaints, all aspects of the EEO complaint 

process are conducted within the autonomous Equal Opportunity, 

Compliance and Training Branch. For conflict EEO complaints, the 

Agency has a dedicated attorney who processes all aspects of the 

conflict EEO complaints. This attorney does not perform EEO 

defensive work for the agency. 

E.2.b When seeking legal sufficiency reviews, does the EEO office have 

access to sufficient legal resources separate from the agency 

representative? [see MD-110, Ch. 1(IV)(D)] If "yes", please identify the 

source/location of the attorney who conducts the legal sufficiency 

review in the comments column. 

N/A OMWI does not seek legal sufficiency reviews from other FDIC 

divisions/offices. 

E.2.c If the EEO office relies on the agency's defensive function to conduct 

the legal sufficiency review, is there a firewall between the reviewing 

attorney and the agency representative? [see MD-110, Ch. 1(IV)(D)] 

N/A The EEO office does not rely on the agency's defensive function to 

conduct legal sufficiency reviews. 

E.2.d Does the agency ensure that its agency representative does not 

intrude upon EEO counseling, investigations, and final agency 

decisions? [see MD-110, Ch. 1(IV)(D)] 

Yes 

E.2.e If applicable, are processing time frames incorporated for the legal 

counsel's sufficiency review for timely processing of complaints? EEOC 

Report, Attaining a Model Agency Program: Efficiency (Dec. 1, 2004) 

N/A This does not apply to the FDIC. 

Compliance 

Indicator 

Measures 

E.3 - The agency has established and encouraged the widespread 

use of a fair alternative dispute resolution (ADR) program. 

Measure Met? 

(Yes/No/NA) 

Comments 

E.3.a Has the agency established an ADR program for use during both the 

pre-complaint and formal complaint stages of the EEO process? [see 

29 CFR §1614.102(b)(2)] 

Yes 

E.3.b Does the agency require managers and supervisors to participate in 

ADR once it has been offered? [see MD-715, II(A)(1)] 

Yes 

E.3.c Does the agency encourage all employees to use ADR, where ADR is 

appropriate? [see MD-110, Ch. 3(IV)(C)] 

Yes 

FDIC / FY 2019 / Page 28 
 

 

 

 

E.3.d Does the agency ensure a management official with settlement 

authority is accessible during the dispute resolution process? [see MD110, Ch. 3(III)(A)(9)] 

Yes 

E.3.e Does the agency prohibit the responsible management official named 

in the dispute from having settlement authority? [see MD-110, Ch. 3(I)] 

Yes 

E.3.f Does the agency annually evaluate the effectiveness of its ADR 

program? [see MD-110, Ch. 3(II)(D)] 

Yes 

Compliance 

Indicator 

Measures 

E.4 - The agency has effective and accurate data collection 

systems in place to evaluate its EEO program. 

Measure Met? 

(Yes/No/NA) 

Comments 

E.4.a Does the agency have systems in place to accurately collect, monitor, 

and analyze the following data: 

E.4.a.1 Complaint activity, including the issues and bases of the complaints, 

the aggrieved individuals/complainants, and the involved management 

official? [see MD-715, II(E)] 

Yes 

E.4.a.2 The race, national origin, sex, and disability status of agency 

employees? [see 29 CFR §1614.601(a)] 

Yes 

E.4.a.3 Recruitment activities? [see MD-715, II(E)] Yes 

E.4.a.4 External and internal applicant flow data concerning the applicants' 

race, national origin, sex, and disability status? [see MD-715, II(E)] 

Yes 

E.4.a.5 The processing of requests for reasonable accommodation? [29 CFR § 

1614.203(d)(4)] 

Yes 

E.4.a.6 The processing of complaints for the anti-harassment program? [see 

EEOC Enforcement Guidance on Vicarious Employer Liability for 

Unlawful Harassment by Supervisors (1999), § V.C.2] 

No See, Part H, Plan 10. 

FDIC / FY 2019 / Page 29 
 

 

 

 

 

 

 

 

 

E.4.b Does the agency have a system in place to re-survey the workforce on 

a regular basis? [MD-715 Instructions, Sec. I] 

Yes 

Compliance 

Indicator 

Measures 

E.5 - The agency identifies and disseminates significant trends 

and best practices in its EEO program. 

Measure Met? 

(Yes/No/NA) 

Comments 

E.5.a Does the agency monitor trends in its EEO program to determine 

whether the agency is meeting its obligations under the statutes EEOC 

enforces? [see MD-715, II(E)] If "yes", provide an example in the 

comments. 

Yes The FDIC’s Diversity and Inclusion analytics dashboard is a system 

used to collect and maintain accurate information on the race, 

national origin, sex, and disability status of agency employees. The 

dashboard provides actionable data to senior leadership on various 

aspects of the FDIC workforce, which assists in their efforts to 

support diversity and inclusion in hiring, promotion, and retention, 

and to identify ways to make improvements over time. 

E.5.b Does the agency review other agencies' best practices and adopt 

them, where appropriate, to improve the effectiveness of its EEO 

program? [see MD-715, II(E)] If "yes", provide an example in the 

comments. 

Yes FDIC management and EEO staff attend conferences and training, 

to include EXCEL and Federal Dispute Resolution, and ongoing 

meetings with other agencies to stay abreast of, and implement as 

needed, best and effective practices. 

E.5.c Does the agency compare its performance in the EEO process to other 

federal agencies of similar size? [see MD-715, II(E)] 

Yes 

Essential Element F: Responsiveness and Legal Compliance 

This element requires federal agencies to comply with EEO statutes and EEOC regulations, policy guidance, and other written instructions. 

Compliance 

Indicator 

Measures 

F.1 - The agency has processes in place to ensure timely and full 

compliance with EEOC Orders and settlement agreements. 

Measure Met? 

(Yes/No/NA) 

Comments 

F.1.a Does the agency have a system of management controls to ensure 

that its officials timely comply with EEOC orders/directives and final 

agency actions? [see 29 CFR §1614.102(e); MD-715, II(F)] 

Yes 

FDIC / FY 2019 / Page 30 
 

 

 

 

F.1.b Does the agency have a system of management controls to ensure the 

timely, accurate, and complete compliance with resolutions/settlement 

agreements? [see MD-715, II(F)] 

Yes 

F.1.c Are there procedures in place to ensure the timely and predictable 

processing of ordered monetary relief? [see MD-715, II(F)] 

Yes 

F.1.d Are procedures in place to process other forms of ordered relief 

promptly? [see MD-715, II(F)] 

Yes 

F.1.e When EEOC issues an order requiring compliance by the agency, 

does the agency hold its compliance officer(s) accountable for poor 

work product and/or delays during performance review? [see MD-110, 

Ch. 9(IX)(H)] 

Yes 

Compliance 

Indicator 

Measures 

F.2 - The agency complies with the law, including EEOC 

regulations, management directives, orders, and other written 

instructions. 

Measure Met? 

(Yes/No/NA) 

Comments 

F.2.a Does the agency timely respond and fully comply with EEOC orders? 

[see 29 CFR §1614.502; MD-715, II(E)] 

Yes 

F.2.a.1 When a complainant requests a hearing, does the agency timely 

forward the investigative file to the appropriate EEOC hearing office? 

[see 29 CFR §1614.108(g)] 

Yes 

F.2.a.2 When there is a finding of discrimination that is not the subject of an 

appeal by the agency, does the agency ensure timely compliance with 

the orders of relief? [see 29 CFR §1614.501] 

Yes 

F.2.a.3 When a complainant files an appeal, does the agency timely forward 

the investigative file to EEOC's Office of Federal Operations? [see 29 

CFR §1614.403(e)] 

Yes 

F.2.a.4 Pursuant to 29 CFR §1614.502, does the agency promptly provide 

EEOC with the required documentation for completing compliance? 

Yes 

FDIC / FY 2019 / Page 31 
 

Compliance 

Indicator 

Measures 

F.3 - The agency reports to EEOC its program efforts and 

accomplishments. 

Measure Met? 

(Yes/No/NA) 

Comments 

F.3.a Does the agency timely submit to EEOC an accurate and complete No 

FEAR Act report? [Public Law 107-174 (May 15, 2002), §203(a)] 

Yes 

F.3.b Does the agency timely post on its public webpage its quarterly No 

FEAR Act data? [see 29 CFR §1614.703(d)] 

Yes 

FDIC / FY 2019 / Page 32 
 

 

 

 

 

 

 

EEOC FORM 

U.S. Equal Employment Opportunity Commission 

FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT 

MD-715 – Part H 

Agency EEO Plan to Attain the Essential Elements of a Model EEO Program 

Please describe the status of each plan that the agency has implemented to correct deficiencies in the EEO 

program. 

If the agency did not address any deficiencies during the reporting period, please check the box. 

Statement of Model Program Essential Element Deficiency for Plan 

Type of Program 

Deficiency Brief Description of Program Deficiency – B.1.c 

B – Integration of EEO into 

the agency's Strategic 

Mission 

The EEO Director presented to senior management officials, the "State of the 

agency" briefing covering the six essential elements of the model EEO program but 

the status of the barrier analysis process was not covered. 

Objective(s) and Dates for EEO Plan 

Date Initiated 

(mm/dd/yyyy) Objective Target Date (mm/dd/yyyy) 

Modified Date 

(mm/dd/yyyy) 

Date 

Completed 

(mm/dd/yyyy) 

06/07/2019 

Present to the head of the agency, and other 

senior management officials, the "State of the 

agency" briefing covering the six essential 

elements of the model EEO program and the 

status of the barrier analysis process. 

09/30/2019 09/16/2019 

Responsible Official(s) 

Title Name 

Performance 

Standards Address 

the Plan? 

(Yes or No) 

Director, Office of Minority and Women 

Inclusion (OMWI) 

Saul Schwartz No 

Branch Chief, Affirmative Employment, 

Diversity and Inclusion (OMWI) 

Anthony Pagano No 

FDIC / FY 2019 / Page 33 
 

 

 

 

Planned Activities Toward Completion of Objective 

Target Date 

(mm/dd/yyyy) Planned Activities 

Sufficient 

Funding & 

Staffing? 

(Yes or 

No) 

Modified 

Date 

(mm/dd/yyyy) 

Completion 

Date 

(mm/dd/yyyy) 

06/07/2019 

Prepare "State of the Agency" presentation to 

include the assessment of the agency's EEO 

program against the six essential elements and 

the status of the barrier analysis process. 

Y 08/15/2019 08/15/2019 

06/30/2019 

Present to the head of the agency, and other 

senior management officials, the "State of the 

agency" briefing covering the six essential 

elements of the model EEO program and the 

status of the barrier analysis process. 

Y 09/16/2019 09/16/2019 

Report of Accomplishments 

Fiscal Year Accomplishments 

2019 

The EEO Director presented to the FDIC Chairman and senior management 

officials, the "State of the agency" briefing covering the six essential elements of 

the model EEO program and the status of the barrier analysis process. 

FDIC / FY 2019 / Page 34 
 

 

 

 

 

 

 

 

EEOC FORM 

U.S. Equal Employment Opportunity Commission 

FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT 

MD-715 – Part H 

Agency EEO Plan to Attain the Essential Elements of a Model EEO Program 

Please describe the status of each plan that the agency has implemented to correct deficiencies in the EEO 

program. 

If the agency did not address any deficiencies during the reporting period, please check the box. 

Statement of Model Program Essential Element Deficiency for Plan - 1 

Type of Program 

Deficiency Brief Description of Program Deficiency – C.1.a 

C – Management and 

Program Accountability 

The agency does not regularly assess its components and field offices for possible 

EEO program deficiencies. 

Objective(s) and Dates for EEO Plan 

Date Initiated 

(mm/dd/yyyy) Objective Target Date (mm/dd/yyyy) 

Modified 

Date 

(mm/dd/yyyy) 

Date 

Completed 

(mm/dd/yyyy) 

07/01/2019 

Regularly assess the FDIC’s headquarters, 

regions, and field offices for possible EEO 

program deficiencies. 

06/29/2020 12/31/2021 

Responsible Official(s) 

Title Name 

Performance 

Standards Address 

the Plan? 

(Yes or No) 

Acting Director, Office of Minority and Women 

Inclusion (OMWI) 

Claire N. Lam No 

Branch Chief, Affirmative Employment, Diversity 

and Inclusion (OMWI) 

Anthony Pagano No 

Branch Chief, Equal Opportunity Compliance and 

Training (OMWI) 

Michael Moran No 

Assistant Director, Facilities Operations, Division 

of Administration (DOA) 

Brian Yellin No 

Regional Manager – San Francisco/Kansas City 

(DOA) 

Laura Lowery No 

Regional Manager – Chicago/New York (DOA) Dian Fier No 

Regional Manager – Dallas/Atlanta (DOA) Mark Buck No 

FDIC / FY 2019 / Page 35 
 

 

 

 

Title Name 

Performance 

Standards Address 

the Plan? 

(Yes or No) 

Deputy Director, Strategic and Regional 

Coordination (DOA) 

Julia Goodall/Stephen Beard No 

Deputy Assistant Inspector General for 

Management, Office of Inspector General (OIG) 

Trina Petty No 

Planned Activities Toward Completion of Objective 

Target Date 

(mm/dd/yyyy) Planned Activities 

Sufficient 

Funding & 

Staffing? 

(Yes or 

No) 

Modified 

Date 

(mm/dd/yyyy) 

Completion 

Date 

(mm/dd/yyyy) 

07/01/2019 

Coordinate meeting with agency 

stakeholders/responsible agency officials to 

discuss assessment requirement. 

Y 09/30/2020 

08/16/2019 

Develop draft assessment criteria to evaluate 

FDIC headquarters, regional, and field office 

locations to determine if potential EEO Program 

deficiencies exist. 

Y 10/31/2020 

09/13/2019 

Disseminate draft assessment criteria to 

stakeholders/responsible agency officials for 

review and input. 

Y 12/31/2020 

09/30/2019 Finalize assessment criteria and obtain final 

approval. Y 12/31/2020 

10/31/2020 

Coordinate meeting with agency 

stakeholders/responsible agency officials to 

discuss and establish a schedule to evaluate 

FDIC headquarters, regional, and field office 

locations. 

Y 01/31/2021 

06/01/2020 

Implement assessments of FDIC headquarters, 

regional, and field office locations to determine if 

potential EEO Program deficiencies exist. 

Y 09/30/2021 

12/31/2020 

Develop a report of assessment results for the 

FDIC Chairman with recommendations for 

improvement, corrections, and remedial actions, 

if needed (managers, supervisors, or other 

employees who have failed in their EEO 

responsibilities). 

Y 12/31/2021 

Report of Accomplishments 

Fiscal Year Accomplishments 

FDIC / FY 2019 / Page 36 
 

 

 

 

 

 

 

EEOC FORM 

U.S. Equal Employment Opportunity Commission 

FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT 

MD-715 – Part H 

Agency EEO Plan to Attain the Essential Elements of a Model EEO Program 

Please describe the status of each plan that the agency has implemented to correct deficiencies in the EEO 

program. 

If the agency did not address any deficiencies during the reporting period, please check the box. 

Statement of Model Program Essential Element Deficiency for Plan - 2 

Type of Program 

Deficiency Brief Description of Program Deficiency – C.1.b 

C – Management and 

Program Accountability 

The agency does not regularly assess its components and field offices on efforts to 

remove barriers from the workplace. 

Objective(s) and Dates for EEO Plan 

Date Initiated 

(mm/dd/yyyy) Objective Target Date (mm/dd/yyyy) 

Modified 

Date 

(mm/dd/yyyy) 

Date 

Completed 

(mm/dd/yyyy) 

08/01/2019 

Regularly access FDIC headquarters, regional, 

and field offices on efforts to remove barriers from 

the workplace. 

06/29/2020 12/31/2021 

Responsible Official(s) 

Title Name 

Performance 

Standards Address 

the Plan? 

(Yes or No) 

Acting Director, Office of Minority and 

Women Inclusion (OMWI) 

Claire N. Lam No 

Branch Chief, Affirmative Employment, 

Diversity and Inclusion (OMWI) 

Anthony Pagano No 

Branch Chief, Equal Opportunity 

Compliance and Training (OMWI) 

Michael Moran No 

Assistant Director, Facilities Operations, 

Division of Administration (DOA) 

Brian Yellin No 

Regional Manager – San Francisco/Kansas 

City (DOA) 

Laura Lowery 

No 

Regional Manager – Chicago/New York 

(DOA) 

Dian Fier No 

Regional Manager – Dallas/Atlanta (DOA) Mark Buck No 

FDIC / FY 2019 / Page 37 
 

 

Title Name 

Performance 

Standards Address 

the Plan? 

(Yes or No) 

Deputy Director, Strategic and Regional 

Coordination (DOA) 

Julia Goodall/Stephen Beard No 

Deputy Assistant Inspector General for 

Management (OIG) 

Trina Petty No 

Planned Activities Toward Completion of Objective 

Target Date 

(mm/dd/yyyy) Planned Activities 

Sufficient 

Funding & 

Staffing? 

(Yes or 

No) 

Modified 

Date 

(mm/dd/yyyy) 

Completion 

Date 

(mm/dd/yyyy) 

08/01/2019 

Develop draft assessment criteria to evaluate 

FDIC headquarters, regional, and field office 

locations to determine if barriers exist. 

Y 09/30/2020 

09/13/2019 

Disseminate draft assessment criteria to 

stakeholders/responsible agency officials for 

review and input. 

Y 12/31/2020 

09/30/2019 Finalize assessment criteria and obtain final 

approval. Y 12/31/2020 

10/31/2019 

Coordinate meeting with agency 

stakeholders/responsible agency officials to 

discuss and establish schedule to evaluate FDIC 

headquarters, regional, and field office locations. 

Y 01/31/2020 

06/01/2020 

Implement assessments of FDIC headquarters, 

regional, and field office locations to determine if 

any barriers exist in the workplace. 

Y 09/30/2021 

12/31/2020 

Develop a report of assessment results for the 

FDIC Chairman with recommendations for 

improvement, corrections, and remedial actions, 

if needed (managers, supervisors, or other 

employees who have failed in their EEO 

responsibilities). 

Y 12/31/2021 

Report of Accomplishments 

Fiscal Year Accomplishments 

FDIC / FY 2019 / Page 38 
 

 

 

 

 

 

 

 

 

EEOC FORM 

U.S. Equal Employment Opportunity Commission 

FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT 

MD-715 – Part H 

Agency EEO Plan to Attain the Essential Elements of a Model EEO Program 

Please describe the status of each plan that the agency has implemented to correct deficiencies in the EEO 

program. 

If the agency did not address any deficiencies during the reporting period, please check the box. 

Statement of Model Program Essential Element Deficiency for Plan - 3 

Type of Program 

Deficiency Brief Description of Program Deficiency – C.2.a.5 

C – Management and 

Program Accountability 

The agency did not conduct prompt inquiries (beginning within 10 days of 

notification) of all harassment allegations, including those initially raised in the EEO 

complaint process. 

Objective(s) and Dates for EEO Plan 

Date Initiated 

(mm/dd/yyyy) Objective Target Date (mm/dd/yyyy) 

Modified 

Date 

(mm/dd/yyyy) 

Date 

Completed 

(mm/dd/yyyy) 

03/13/2020 

Conduct prompt inquiries (beginning within 10 

days of notification) of all harassment allegations, 

including those initially raised in the EEO 

complaint process. 

09/30/2020 

Responsible Official(s) 

Title Name 

Performance 

Standards Address 

the Plan? 

(Yes or No) 

Acting Director, Office of Minority and 

Women Inclusion (OMWI) 

Claire N. Lam No 

Branch Chief, Affirmative Employment, 

Diversity and Inclusion (OMWI) 

Anthony Pagano No 

Acting Chief, Labor and Employee Relations 

Section, DOA 

Eric Gold No 

Planned Activities Toward Completion of Objective 

Target Date 

(mm/dd/yyyy) Planned Activities 

Sufficient 

Funding & 

Staffing? 

(Yes or 

No) 

Modified 

Date 

(mm/dd/yyyy) 

Completion 

Date 

(mm/dd/yyyy) 

09/30/2020 Develop interim standard operating procedures. Y 

FDIC / FY 2019 / Page 39 
 

Target Date 

(mm/dd/yyyy) Planned Activities 

Sufficient 

Funding & 

Staffing? 

(Yes or 

No) 

Modified 

Date 

(mm/dd/yyyy) 

Completion 

Date 

(mm/dd/yyyy) 

09/30/2020 

Revise Anti-Harassment Program Directive to 

specify time frames to initiate and complete 

investigations, new roles and responsibilities, 

and identify who will conduct the investigations 

(FDIC personnel/contractors). 

Y 

12/31/2020 

Build or procure Anti-Harassment Program data 

collection tool or system to track/monitor 

workplace harassment allegations. 

Y 

01/31/2021 

Finalize Anti-Harassment Program Directive 

revisions and SOPs, obtain approval, and notify 

workforce/post. 

Y 

01/31/2021 Fully implement Anti-Harassment Program in 

accordance with revised Directive. Y 

Report of Accomplishments 

Fiscal Year Accomplishments 

FDIC / FY 2019 / Page 40 
 

 

 

 

 

 

 

EEOC FORM 

U.S. Equal Employment Opportunity Commission 

FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT 

MD-715 – Part H 

Agency EEO Plan to Attain the Essential Elements of a Model EEO Program 

Please describe the status of each plan that the agency has implemented to correct deficiencies in the EEO 

program. 

If the agency did not address any deficiencies during the reporting period, please check the box. 

Statement of Model Program Essential Element Deficiency for Plan 

Type of Program 

Deficiency Brief Description of Program Deficiency – C.2.c 

C – Management and 

Program Accountability 

The agency had not finalized procedures for processing requests for Personal 

Assistance Services that comply with EEOC's regulations, enforcement guidance, 

and other applicable executive orders, guidance, and standards by the end of FY 

2018. 

Objective(s) and Dates for EEO Plan 

Date Initiated 

(mm/dd/yyyy) Objective Target Date (mm/dd/yyyy) 

Modified 

Date 

(mm/dd/yyyy) 

Date 

Completed 

(mm/dd/yyyy) 

03/03/2017 

Finalize procedure for processing requests for 

Personal Assistance Services that comply with 

EEOC's regulations, enforcement guidance, and 

other applicable executive orders, guidance, and 

standards. 

04/04/2019 

Responsible Official(s) 

Title Name 

Performance 

Standards Address 

the Plan? 

(Yes or No) 

Director, Office of Minority and Women 

Inclusion (OMWI) 

Saul Schwartz No 

Branch Chief, Affirmative Employment, 

Diversity and Inclusion (OMWI 

Anthony Pagano No 

Disability Program Manager, Office of 

Minority and Women Inclusion (OMWI) 

Monica Flint No 

FDIC / FY 2019 / Page 41 
Planned Activities Toward Completion of Objective 

Target Date 

(mm/dd/yyyy) Planned Activities 

Sufficient 

Funding & 

Staffing? 

(Yes or 

No) 

Modified 

Date 

(mm/dd/yyyy) 

Completion 

Date 

(mm/dd/yyyy) 

09/30/2018 Update reasonable accommodation procedures 

to incorporate PAS requests. Y 04/04/2019 

Report of Accomplishments 

Fiscal Year Accomplishments 

2019 FDIC’s updated reasonable accommodation procedures, which also apply to PAS 

requests, were finalized on March 29, 2019, and issued in April 2019. 

FDIC / FY 2019 / Page 42 
 

 

 

 

 

 

 

 

EEOC FORM 

U.S. Equal Employment Opportunity Commission 

FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT 

MD-715 – Part H 

Agency EEO Plan to Attain the Essential Elements of a Model EEO Program 

Please describe the status of each plan that the agency has implemented to correct deficiencies in the EEO 

program. 

If the agency did not address any deficiencies during the reporting period, please check the box. 

Statement of Model Program Essential Element Deficiency for Plan 

Type of Program 

Deficiency Brief Description of Program Deficiency – C.2.c.1 

C – Management and 

Program Accountability 

The agency had not posted its procedures for processing requests for Personal 

Assistance Services on its public website by the end of FY 2018. 

Objective(s) and Dates for EEO Plan 

Date Initiated 

(mm/dd/yyyy) Objective Target Date (mm/dd/yyyy) 

Modified 

Date 

(mm/dd/yyyy) 

Date 

Completed 

(mm/dd/yyyy) 

03/03/17 

Post procedures for processing requests for 

Personal Assistance Services on the agency’s

public website. 

04/04/2019 

Responsible Official(s) 

Title Name 

Performance 

Standards Address 

the Plan? 

(Yes or No) 

Director, Office of Minority and Women 

Inclusion (OMWI) 

Saul Schwartz No 

Branch Chief, Affirmative Employment, 

Diversity and Inclusion (OMWI 

Anthony Pagano No 

Disability Program Manager, Office of 

Minority and Women Inclusion (OMWI) 

Monica Flint No 

FDIC / FY 2019 / Page 43 
Planned Activities Toward Completion of Objective 

Target Date 

(mm/dd/yyyy) Planned Activities 

Sufficient 

Funding & 

Staffing? 

(Yes or 

No) 

Modified 

Date 

(mm/dd/yyyy) 

Completion 

Date 

(mm/dd/yyyy) 

12/31/2018 

Post procedures for processing requests for 

Personal Assistance Services on the agency’s

public website. 

Y 04/04/2019 

Report of Accomplishments 

Fiscal Year Accomplishments 

2019 

FDIC’s updated reasonable accommodation procedures, which also apply to PAS 

requests, were finalized March 29, 2019, and issued and posted on the public 

website in April 2019. 

FDIC / FY 2019 / Page 44 
 

 

 

 

 

 

 

 

EEOC FORM 

U.S. Equal Employment Opportunity Commission 

FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT 

MD-715 – Part H 

Agency EEO Plan to Attain the Essential Elements of a Model EEO Program 

Please describe the status of each plan that the agency has implemented to correct deficiencies in the EEO 

program. 

If the agency did not address any deficiencies during the reporting period, please check the box. 

Statement of Model Program Essential Element Deficiency for Plan - 4 

Type of Program 

Deficiency Brief Description of Program Deficiency – C.3.a 

C – Management and 

Program Accountability 

Managers and supervisors do not have an element in their appraisal that evaluates 

their commitment to agency EEO policies and principles and their participation in 

the EEO program. 

Objective(s) and Dates for EEO Plan 

Date Initiated 

(mm/dd/yyyy) Objective Target Date (mm/dd/yyyy) 

Modified 

Date 

(mm/dd/yyyy) 

Date 

Completed 

(mm/dd/yyyy) 

07/01/2019 

Establish a performance element for managers 

and supervisors that evaluate their commitment to 

agency EEO policies and principles and their 

participation in the EEO program. 

10/01/2020 12/31/2021 

Responsible Official(s) 

Title Name 

Performance 

Standards Address 

the Plan? 

(Yes or No) 

Deputy Director and Chief Human Capital 

Officer (DOA) 

William J. White, Jr. No 

Acting Director, Office of Minority and 

Women Inclusion (OMWI) 

Claire N. Lam No 

Chief, Corporate HR, Performance 

Management and Compensation (DOA) 

Nancy Green No 

Deputy Assistant Inspector General for 

Management (OIG) 

Trina Petty No 

Branch Chief, Affirmative Employment, 

Diversity and Inclusion (OMWI) 

Anthony Pagano No 

Branch Chief, Equal Opportunity 

Compliance and Training (OMWI) 

Michael Moran No 

FDIC / FY 2019 / Page 45 
 

 

 

 

 

Planned Activities Toward Completion of Objective 

Target Date 

(mm/dd/yyyy) Planned Activities 

Sufficient 

Funding & 

Staffing? 

(Yes or 

No) 

Modified 

Date 

(mm/dd/yyyy) 

Completion 

Date 

(mm/dd/yyyy) 

07/01/2019 

Coordinate meeting with agency 

stakeholders/responsible agency officials to 

discuss managers/supervisors EEO 

performance element requirement. 

Y 09/30/2020 

07/26/2019 

Develop draft EEO performance element in 

accordance with MD-715, Section I (III) Element 

C (c)(2). 

Y 10/31/2020 

08/28/2019 

Disseminate draft EEO performance element(s) 

to stakeholders/responsible agency officials for 

review and input. 

Y 11/30/2020 

10/31/2019 Finalize EEO performance element and obtain 

final approval. Y 01/31/2021 

12/06/2019 

Develop a plan to notify all managers and 

supervisors of the new EEO performance 

element. 

Y 03/31/2021 

02/14/2020 Implement notification plan. Y 05/31/2021 

08/28/2020 Revise managers’ and supervisors’ LPMR to 

include the EEO performance element. Y 09/30/2021 

10/01/2020 

Implement evaluating managers and supervisors 

on their commitment to agency EEO policies 

and principles and their participation in the EEO 

program. 

Y 12/31/2021 

Report of Accomplishments 

Fiscal Year Accomplishments 

FDIC / FY 2019 / Page 46 
 

 

 

 

 

 

 

 

EEOC FORM 

U.S. Equal Employment Opportunity Commission 

FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT 

MD-715 – Part H 

Agency EEO Plan to Attain the Essential Elements of a Model EEO Program 

Please describe the status of each plan that the agency has implemented to correct deficiencies in the EEO 

program. 

If the agency did not address any deficiencies during the reporting period, please check the box. 

Statement of Model Program Essential Element Deficiency for Plan 

Type of Program 

Deficiency Brief Description of Program Deficiency – C.4.a 

C – Management and 

Program Accountability 

The HR and OMWI Director do not meet regularly to assess whether personnel 

programs, policies, and procedures conform to EEOC laws, instructions, and 

management directives 

Objective(s) and Dates for EEO Plan 

Date Initiated 

(mm/dd/yyyy) Objective Target Date (mm/dd/yyyy) 

Modified 

Date 

(mm/dd/yyyy) 

Date 

Completed 

(mm/dd/yyyy) 

07/01/2019 

Establish and implement a regular meeting 

between the HR and OMWI Director to assess 

whether personnel programs, policies, and 

procedures conform to EEOC laws, instructions, 

and management directives. 

08/30/2019 06/20/2019 06/20/2019 

Responsible Official(s) 

Title Name 

Performance 

Standards Address 

the Plan? 

(Yes or No) 

Director, Office of Minority and Women 

Inclusion (OMWI) 

Saul Schwartz No 

Deputy Director, Human Resources Branch 

(DOA) 

Ira Kitmacher No 

Deputy Assistant Inspector General for 

Management (OIG) 

Trina Petty No 

FDIC / FY 2019 / Page 47 
Planned Activities Toward Completion of Objective 

Target Date 

(mm/dd/yyyy) Planned Activities 

Sufficient 

Funding & 

Staffing? 

(Yes or 

No) 

Modified 

Date 

(mm/dd/yyyy) 

Completion 

Date 

(mm/dd/yyyy) 

07/01/2019 

Schedule meeting with responsible agency 

officials to discuss and establish coordination 

between OMWI, Human Resources Branch, and 

the OIG HR programs. 

Y 

07/01/2019 

Establish a recurring meeting for the purpose of 

assessing whether FDIC personnel programs, 

policies, and procedures conform to EEOC laws, 

instructions, and management directives. 

Y 

08/30/2019 Implement recurring meetings with OMWI, FDIC 

HR branch, and the OIG HR programs officials. Y 

Report of Accomplishments 

Fiscal Year Accomplishments 

2019 

A regular meeting between the HR and OMWI Director to assess whether 

personnel programs, policies, and procedures conform to EEOC laws, 

instructions, and management directives was established and implemented. 

FDIC / FY 2019 / Page 48 
 

 

 

 

 

 

 

 

EEOC FORM 

U.S. Equal Employment Opportunity Commission 

FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT 

MD-715 – Part H 

Agency EEO Plan to Attain the Essential Elements of a Model EEO Program 

Please describe the status of each plan that the agency has implemented to correct deficiencies in the EEO 

program. 

If the agency did not address any deficiencies during the reporting period, please check the box. 

Statement of Model Program Essential Element Deficiency for Plan - 5 

Type of Program 

Deficiency Brief Description of Program Deficiency – C.4.b 

C – Management and 

Program Accountability 

The agency has not established timetables to review its merit promotion program, 

employee recognition awards program, and employee development/training 

program for systemic barriers. 

Objective(s) and Dates for EEO Plan 

Date Initiated 

(mm/dd/yyyy) Objective Target Date (mm/dd/yyyy) 

Modified 

Date 

(mm/dd/yyyy) 

Date 

Completed 

(mm/dd/yyyy) 

07/21/2019 

Establish timetables to review the FDIC’s merit

promotion program, employee recognition awards 

program, and employee development/training 

program for systemic barriers. 

12/31/2019 09/30/2021 

Responsible Official(s) 

Title Name 

Performance 

Standards Address 

the Plan? 

(Yes or No) 

Acting Director, Office of Minority and 

Women Inclusion (OMWI) 

Claire N. Lam No 

Deputy Director and Chief Human Capital 

Officer (DOA) 

William J. White, Jr. No 

Chief, Corporate HR, Performance 

Management and Compensation (DOA) 

Nancy Green No 

Deputy Director, Corporate University (CU) Steve Cooper No 

Deputy Assistant Inspector General for 

Management (OIG) 

Trina Petty No 

FDIC / FY 2019 / Page 49 
Planned Activities Toward Completion of Objective 

Target Date 

(mm/dd/yyyy) Planned Activities 

Sufficient 

Funding & 

Staffing? 

(Yes or 

No) 

Modified 

Date 

(mm/dd/yyyy) 

Completion 

Date 

(mm/dd/yyyy) 

07/21/2019 

Schedule and meet with responsible agency 

officials to discuss the requirement to review the 

FDIC’s merit promotion program, employee 

recognition awards program, and employee 

development/training program for potential 

barriers. 

Y 09/30/2020 

07/21/2019 Identify HR points-of-contact for each program 

area. 

Y 09/30/2020 

08/16/2019 Establish a review timetable for each program 

area. 

Y 11/30/2020 

03/31/2020 

Implement the review timetable for the FDIC’s

merit promotion, employee recognition awards, 

and employee development/training programs 

for systemic barriers. 

Y 06/30/2021 

07/30/2020 

Analyze results and prepare a report of the 

review, and make recommendations for 

improvement, corrections, and remedial actions, 

if needed (managers, supervisors, or other 

employees who have failed in their EEO 

responsibilities). 

Y 09/30/2021 

Report of Accomplishments 

Fiscal Year Accomplishments 

FDIC / FY 2019 / Page 50 
 

 

 

 

 

 

 

EEOC FORM 

U.S. Equal Employment Opportunity Commission 

FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT 

MD-715 – Part H 

Agency EEO Plan to Attain the Essential Elements of a Model EEO Program 

Please describe the status of each plan that the agency has implemented to correct deficiencies in the EEO 

program. 

If the agency did not address any deficiencies during the reporting period, please check the box. 

Statement of Model Program Essential Element Deficiency for Plan - 6 

Type of Program 

Deficiency Brief Description of Program Deficiency – D.1.c 

D – Proactive Prevention The agency’s exit survey does not include questions on how the FDIC could

improve the recruitment, hiring, inclusion, retention, and advancement of 

individuals with disabilities. 

Objective(s) and Dates for EEO Plan 

Date Initiated 

(mm/dd/yyyy) Objective Target Date (mm/dd/yyyy) 

Modified 

Date 

(mm/dd/yyyy) 

Date 

Completed 

(mm/dd/yyyy) 

07/01/2019 

Revise the FDIC’s exit survey to include questions

on how the FDIC could improve the recruitment, 

hiring, inclusion, retention and advancement of 

individuals with disabilities. 

12/31/2019 09/30/2021 

Responsible Official(s) 

Title Name 

Performance 

Standards Address 

the Plan? 

(Yes or No) 

Deputy Director and Chief Human Capital 

Officer (DOA) 

William J. White, Jr. No 

Acting Director, Office of Minority and 

Women Inclusion (OMWI) 

Claire N. Lam No 

Chief, Corporate HR, Performance 

Management and Compensation (DOA) 

Nancy Green No 

Deputy Assistant Inspector General for 

Management, Office of Inspector General 

Trina Petty No 

Branch Chief, Affirmative Employment, 

Diversity and Inclusion (OMWI) 

Anthony Pagano No 

FDIC / FY 2019 / Page 51 
 

 

 

 

Planned Activities Toward Completion of Objective 

Target Date 

(mm/dd/yyyy) Planned Activities 

Sufficient 

Funding & 

Staffing? 

(Yes or 

No) 

Modified 

Date 

(mm/dd/yyyy) 

Completion 

Date 

(mm/dd/yyyy) 

07/01/2019 

Meet with responsible agency officials to discuss 

the requirement to include questions on the exit 

survey questions on how the FDIC could 

improve the recruitment, hiring, inclusion, 

retention, and advancement of individuals with 

disabilities. 

Y 09/30/2020 

09/02/2019 

Revise the FDIC’s exit survey to include

questions on how the FDIC could improve the 

recruitment, hiring, inclusion, retention, and 

advancement of individuals with disabilities. 

Y 11/16/2020 

09/02/2019 Implement the FDIC’s revised exit survey. Y 11/30/2020 

04/30/2020 Analyze exit survey results and revise the 

Affirmative Action Plan where appropriate. Y 09/30/2021 

Report of Accomplishments 

Fiscal Year Accomplishments 

FDIC / FY 2019 / Page 52 
 

 

 

 

 

 

 

 

EEOC FORM 

U.S. Equal Employment Opportunity Commission 

FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT 

MD-715 – Part H 

Agency EEO Plan to Attain the Essential Elements of a Model EEO Program 

Please describe the status of each plan that the agency has implemented to correct deficiencies in the EEO 

program. 

If the agency did not address any deficiencies during the reporting period, please check the box. 

Statement of Model Program Essential Element Deficiency for Plan - 7 

Type of Program 

Deficiency Brief Description of Program Deficiency – E.1.f 

E – Efficiency The agency did not timely complete investigations, pursuant to 29 CFR §1614.108. 

Objective(s) and Dates for EEO Plan 

Date Initiated 

(mm/dd/yyyy) Objective Target Date (mm/dd/yyyy) 

Modified 

Date 

(mm/dd/yyyy) 

Date 

Completed 

(mm/dd/yyyy) 

11/01/2019 Timely complete investigations, pursuant to 29 

CFR §1614.108. 09/30/2020 

Responsible Official(s) 

Title Name 

Performance 

Standards Address 

the Plan? 

(Yes or No) 

Acting Director, Office of Minority and 

Women Inclusion (OMWI) 

Claire N. Lam No 

Branch Chief, Equal Opportunity 

Compliance and Training (OMWI) 

Michael Moran No 

Assistant General Counsel, Labor, 

Employment and Administration Section, 

Legal Division 

Jeffrey Rosenblum 

No 

Counsel, Labor, Employment and 

Administration Section, Legal Division 

Antonier White No 

FDIC / FY 2019 / Page 53 
 

 

Planned Activities Toward Completion of Objective 

Target Date 

(mm/dd/yyyy) Planned Activities 

Sufficient 

Funding & 

Staffing? 

(Yes or 

No) 

Modified 

Date 

(mm/dd/yyyy) 

Completion 

Date 

(mm/dd/yyyy) 

11/01/2019 

Review conflict procedures to identify areas for 

improvement to ensure timely processing of 

investigations. 

Y 06/01/2020 

11/01/2019 Meet with Conflict Manager to discuss areas for 

improvement. Y 06/30/2020 

11/01/2019 

Coordinate with Conflict Manager to assist in 

developing standard operating procedures 

(SOPs) for completing conflict complaint 

investigations within regulatory time 

requirements. 

Y 06/30/2020 

11/01/2019 Implement SOPs. Y 09/30/2020 

11/01/2019 

Implement time tables to conduct Quality 

Management Review of conflict complaints, 

procedures, and process to ensure 

investigations are completed timely, pursuant to 

29 CFR §1614.108. 

Y 09/30/2020 

Report of Accomplishments 

Fiscal Year Accomplishments 

2019 Finalized revised Memorandum of Understanding with investigative services for 

processing conflict complaints. 

FDIC / FY 2019 / Page 54 
 

 

 

 

 

 

 

 

 

 

EEOC FORM 

U.S. Equal Employment Opportunity Commission 

FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT 

MD-715 – Part H 

Agency EEO Plan to Attain the Essential Elements of a Model EEO Program 

Please describe the status of each plan that the agency has implemented to correct deficiencies in the EEO 

program. 

If the agency did not address any deficiencies during the reporting period, please check the box. 

Statement of Model Program Essential Element Deficiency for Plan - 8 

Type of Program 

Deficiency Brief Description of Program Deficiency – E.1.g 

E – Efficiency The agency did not notify complainants of the date by which the investigation will 

be completed and of their right to request a hearing or file a lawsuit, pursuant to 29 

CFR §1614.108(g). 

Objective(s) and Dates for EEO Plan 

Date Initiated 

(mm/dd/yyyy) Objective Target Date (mm/dd/yyyy) 

Modified 

Date 

(mm/dd/yyyy) 

Date 

Completed 

(mm/dd/yyyy) 

12/31/2018 

Notify complainants of the date by which the 

investigation will be completed and of their right to 

request a hearing or file a lawsuit, pursuant to 29 

CFR §1614.108(g). 

09/30/2020 

Responsible Official(s) 

Title Name 

Performance 

Standards Address 

the Plan? 

(Yes or No) 

Acting Director, Office of Minority and 

Women Inclusion (OMWI) 

Claire N. Lam No 

Branch Chief, Equal Opportunity 

Compliance and Training (OMWI) 

Michael Moran No 

Assistant General Counsel, Labor, 

Employment and Administration Section, 

Legal Division 

Jeffrey Rosenblum 

No 

Counsel, Labor, Employment and 

Administration Section, Legal Division 

Antonier White No 

FDIC / FY 2019 / Page 55 
 

 

 

Planned Activities Toward Completion of Objective 

Target Date 

(mm/dd/yyyy) Planned Activities 

Sufficient 

Funding & 

Staffing? 

(Yes or 

No) 

Modified Date 

(mm/dd/yyyy) 

Completion 

Date 

(mm/dd/yyyy) 

11/01/2019 

Coordinate with Conflict Manager to assist 

in developing standard operating 

procedures (SOPs) for notifying 

complainants of the date by which the 

investigation will be completed and of their 

right to request a hearing or file a lawsuit. 

Y 06/01/2020 

11/01/2019 Implement SOPs. Y 09/30/2020 

11/01/2019 

Implement time tables to conduct Quality 

Management Review of conflict complaints, 

procedures, and process to ensure 

notifications are issued, pursuant to 29 CFR 

§1614.108(g). 

Y 09/30/2020 

Report of Accomplishments 

Fiscal Year Accomplishments 

2019 Finalized 180-day letter to Complainant notifying him/her of his/her right to 

request a hearing or a lawsuit pursuant to 29 CFR §1614.108(g). 

FDIC / FY 2019 / Page 56 
 

 

 

 

 

 

 

 

EEOC FORM 

U.S. Equal Employment Opportunity Commission 

FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT 

MD-715 – Part H 

Agency EEO Plan to Attain the Essential Elements of a Model EEO Program 

Please describe the status of each plan that the agency has implemented to correct deficiencies in the EEO 

program. 

If the agency did not address any deficiencies during the reporting period, please check the box. 

Statement of Model Program Essential Element Deficiency for Plan - 9 

Type of Program 

Deficiency Brief Description of Program Deficiency – E.1.h 

E – Efficiency The agency did not timely issue final agency decisions, pursuant to 29 CFR 

§1614.110(b) when complainants did not request a hearing. 

Objective(s) and Dates for EEO Plan 

Date Initiated 

(mm/dd/yyyy) Objective Target Date (mm/dd/yyyy) 

Modified 

Date 

(mm/dd/yyyy) 

Date 

Completed 

(mm/dd/yyyy) 

03/13/2018 

Timely issue final agency decisions pursuant to 29 

CFR §1614.110(b) when complainants do not 

request a hearing. 

09/30/2020 

Responsible Official(s) 

Title Name 

Performance 

Standards Address 

the Plan? 

(Yes or No) 

Acting Director, Office of Minority and 

Women Inclusion (OMWI) 

Claire N. Lam No 

Branch Chief, Equal Opportunity 

Compliance and Training (OMWI) 

Michael Moran No 

Assistant General Counsel, Labor, 

Employment and Administration Section, 

Legal Division 

Jeffrey Rosenblum 

No 

Counsel, Labor, Employment and 

Administration Section, Legal Division 

Antonier White No 

FDIC / FY 2019 / Page 57 
 

 

 

 

Planned Activities Toward Completion of Objective 

Target Date 

(mm/dd/yyyy) Planned Activities 

Sufficient 

Funding & 

Staffing? 

(Yes or 

No) 

Modified Date 

(mm/dd/yyyy) 

Completion 

Date 

(mm/dd/yyyy) 

06/10/2019 

Coordinate with Conflict Manager to assist 

in developing standard operating 

procedures (SOPs) for issuing final agency 

decisions. 

Y 06/01/2020 

11/01/2019 Implement SOPs Y 09/30/2020 

11/01/2019 

Implement time tables to conduct Quality 

Management Review of conflict complaints, 

procedures, and process to ensure 

issuance of final agency decisions 

pursuant to 29 CFR §1614.110(b) when 

complainants do not request a hearing. 

Y 09/30/2020 

Report of Accomplishments 

Fiscal Year Accomplishments 

2019 Finalized Delegation of Authority for Legal to issue conflict FADs 

FDIC / FY 2019 / Page 58 
 

 

 

 

 

 

 

 

EEOC FORM 

U.S. Equal Employment Opportunity Commission 

FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT 

MD-715 – Part H 

Agency EEO Plan to Attain the Essential Elements of a Model EEO Program 

Please describe the status of each plan that the agency has implemented to correct deficiencies in the EEO 

program. 

If the agency did not address any deficiencies during the reporting period, please check the box. 

Statement of Model Program Essential Element Deficiency for Plan - 10 

Type of Program 

Deficiency Brief Description of Program Deficiency – E.4.a.6 

E – Efficiency The agency does not have effective and accurate data collection systems in place 

to evaluate the processing of complaints for the Anti-Harassment Program. 

Objective(s) and Dates for EEO Plan 

Date Initiated 

(mm/dd/yyyy) Objective Target Date 

(mm/dd/yyyy) 

Modified 

Date 

(mm/dd/yyyy) 

Date 

Completed 

(mm/dd/yyyy) 

09/01/2020 

Establish and implement an effective and accurate 

data collection systems to evaluate the processing 

of complaints for the anti-harassment program. 

01/31/2021 

Responsible Official(s) 

Title Name 

Performance 

Standards Address 

the Plan? 

(Yes or No) 

Acting Director, Office of Minority and 

Women Inclusion (OMWI) 

Claire N. Lam No 

Branch Chief, Affirmative Employment, 

Diversity and Inclusion (OMWI) 

Anthony Pagano No 

Sr. Information Management Analyst, Office 

of Minority and Women Inclusion (OMWI) 

Earl McJett No 

Planned Activities Toward Completion of Objective 

Target Date 

(mm/dd/yyyy) Planned Activities 

Sufficient 

Funding & 

Staffing? 

(Yes or 

No) 

Modified 

Date 

(mm/dd/yyyy) 

Completion 

Date 

(mm/dd/yyyy) 

08/31/2020 Develop requirements for Anti-Harassment 

Program data collection system. Y 

FDIC / FY 2019 / Page 59 
Target Date 

(mm/dd/yyyy) Planned Activities 

Sufficient 

Funding & 

Staffing? 

(Yes or 

No) 

Modified 

Date 

(mm/dd/yyyy) 

Completion 

Date 

(mm/dd/yyyy) 

08/31/2020 

Meet with stakeholders to discuss requirements 

for Anti-Harassment Program data collection 

system. 

Y 

09/30/2020 Identify potential data collection tools or 

systems. Y 

11/30/2020 Evaluate/test potential data collection tools or 

systems. Y 

01/31/2021 Build or procure Anti-Harassment Program data 

collection tool or system. Y 

01/31/2021 

Implement using Anti-Harassment Program data 

collection tool or system to track/monitor 

workplace harassment allegations. 

Y 

Report of Accomplishments 

Fiscal Year Accomplishments 

FDIC / FY 2019 / Page 60 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

-

- -

EEOC FORM EEOC Form 

715 01 U.S. Equal Employment Opportunity Commission 

PART I FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT 

MD 715 Part I 

Agency EEO Plan to Eliminate Identified Barrier 

Federal Deposit Insurance Corporation 

FY 2019 

Please describe the status of each plan that the agency implemented to identify possible barriers in policies, 

procedures, or practices for employees and applicants by race, ethnicity, and gender. 

□ If the agency did not conduct barrier analysis during the reporting period, please check the box. 

Statement of Condition That Was a Trigger for a Potential Barrier 

Source of the Trigger Specific Workforce Data Table Narrative Description of Trigger 

Five-year trend in participation rates for 

women and minorities at the Executive 

Manager (EM) Level. 

FY 2012–FY 2016 Table A1 – Total 

Workforce by Race/Ethnicity and Sex 

and Table A4 – Participation Rates for 

FDIC Corporate Grades (13-15, 

Corporate Manager Grades CM-01 and 

CM-02 and the EM level) by 

Race/Ethnicity and Sex (Permanent) 

FY 2012–FY 2016 Table A1 –

Permanent Workforce by Race/Ethnicity 

and Sex; Table A4 – Participation Rates 

for FDIC Corporate Grades (13-15, 

Corporate Manager Grades CM-01 and 

CM-02 and the EM level) by 

Race/Ethnicity and Sex (Permanent); 

and Table A5- Participation Rates for 

Wage Grades by Race/Ethnicity and 

Sex (Permanent) 

Women overall, on average, 

consistently fell below their workforce 

rates at in grades 13-15 and at the 

CM-01, CM-02, and EM levels. Black 

women, on average, consistently had 

the highest rate below their workforce 

rates in grades 14-15 and at the CM01, CM-02, and EM levels, although 

they were represented at rates well 

above their expected CLF rate in the 

overall workforce; and there was a 

consistent absence of: Asian women, 

Native Hawaiian or Pacific Islander 

men and women, American Indian or 

Alaska Native women, and men and 

women of two or more races at the 

EM level; Native Hawaiian or Pacific 

Islander men and women, American 

Indian or Alaska Native men and 

women, and men of two or more 

races at the CM-02 level; Native 

Hawaiian or Pacific Islander women 

CG-15 and CM-01 – CM-02 levels. 

EEO Group(s) Affected by Trigger: 

All Men 

All Women X 

Hispanic or Latino Men X 

Hispanic or Latino Women X 

White Men 

White Women X 

Black or African American Men 

Black or African American Women X 

Asian Men X 

FDIC / FY 2019 / Page 61 
 

 

 

 

 

 

 

 

 

 

 

 

Asian Women X 

Native Hawaiian or Other Pacific Islander Men X 

Native Hawaiian or Other Pacific Islander Women X 

American Indian or Alaska Native Men 

American Indian or Alaska Native Women X 

Two or More Races Men X 

Two or More Races Women X 

Barrier Analysis Process 

Sources of Data Source Reviewed? (Yes or No) Identify Information Collected 

Workforce Data Tables Yes MD-715 Reports for FY 2012- FY 2016 

and FY 2017-FY 2019 

Complaint Data (Trends) Yes Annual 462 Reports for FY 2012-FY 

2016 and FY 2017-FY 2019 

Grievance Data (Trends) No N/A 

Findings from Decisions (e.g., EEO, 

Grievance, MSPB, Anti-Harassment 

Processes) 

Yes FY 2012-FY 2016 and FY 2017-FY 

2018 

Climate Assessment Survey (e.g., FEVS) Yes FEVS for FY 2014–FY 2019 

Exit Interview Data No 

Focus Groups No N/A 

Interviews No N/A 

Reports (e.g., Congress, EEOC, MSPB, GAO, 

OPM) 

No N/A 

Other (Please Describe) Yes Internal movement to the CM and EM 

grade levels through personnel 

actions other than promotion actions. 

Status of Barrier Analysis Process 

Barrier Analysis Process Completed? (Yes or No) Barrier(s) Identified? (Yes or No) 

No No (barrier analysis ongoing) 

Statement of Identified Barrier(s) 

Description of Policy, Procedure, or Practice 

(Barrier analysis ongoing) 

FDIC / FY 2019 / Page 62 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Objective(s) and Dates for EEO Plan 

Objective Date Initiated 

(mm/dd/yyyy) 

Target Date 

(mm/dd/yyyy) 

Sufficient 

Funding & 

Staffing? 

(Yes or No) 

Modified Date 

(mm/dd/yyyy) 

Date Completed 

(mm/dd/yyyy) 

Increase the 

participation rate of 

women and minorities 

within the FDIC 

workforce at the EM 

level. 

09/30/2017 09/30/2022 Yes N/A Ongoing 

Responsible Official(s) 

Title Name Performance Standards Address 

the Plan? (Yes or No) 

Deputy Director, Administrative Management 

& Operations Division of Depositor and 

Consumer Protection 

Nikita Pearson No 

Deputy Director, Operations Branch 

Division of Risk Management Supervision 

John Vogel No 

Assistant Director, Corporate Human 

Resource Performance & Compensation 

Nancy Green No 

Equal Employment Specialist/Special 

Emphasis Program Manager 

Tammy Stovall No 

Planned Activities Toward Completion of Objective 

Target Date 

(mm/dd/yyyy) 

Planned Activities Modified Date 

(mm/dd/yyyy) 

Completion Date 

(mm/dd/yyyy) 

08/31/2018 Complete review and analysis of 

FY 2012-2016 Annual 462 

Reports. 

N/A 12/20/2018 

08/31/2018 Complete review and analysis FY 

2012-2016 FEVS results. 

N/A 10/23/2018 

08/31/2018 Review and analyze FY 2012-

2016 promotions, new hires and 

separations data. 

N/A 12/12/2018 

10/31/2018 Review and analyze succession 

planning initiatives. 

N/A 09/28/2018 

12/31/18 Review and analyze Grievance 

data. 

09/30/2020 

03/29/2019 Review and analyze policies, 

practices, and procedures in 

recruitment, training and career 

development, and promotions. 

03/31/2021 

FDIC / FY 2019 / Page 63 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Report of Accomplishments 

Fiscal Year Accomplishments 

FY 2019 During this reporting period, the FDIC: 

 Reviewed and analyzed discrimination complaints data for the periods of FY 2012-FY 

2016 and FY 2017-FY 2018 regarding promotion, performance, pay, and training. 

 Reviewed and analyzed Executive Manager (EM) workforce data: 

o FY 2017-FY 2019 participation rates. 

o “New Hires” at the EM level. 

o Promotions to the EM level. 

 Reviewed and analyzed internal selections for senior level positions (CM-02, CX, EM 

and EX) for the periods of FY 2012-FY 2016 and FY 2017-FY 2019. 

 Reviewed and analyzed CM-01-EM separations for the periods of FY 2012-FY 2016 and 

FY 2017-FY 2019. 

 Reviewed and analyzed the External Leadership Development Program selection rates 

for the period of 2014-2019. 

 Reviewed and analyzed the FDIC’s FEVS diversity dimensions and inclusion quotient

results for the period covering 2014-2019. 

 Met with Human Resources stakeholders to discuss and develop planned activities 

(Part H) to address identified program deficiencies. 

FDIC / FY 2019 / Page 64 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

- –

EEOC FORM 

715 01 

PART J 

U.S. Equal Employment Opportunity Commission 

FY 2018 FFEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT 

Special Program Plan for the Recruitment, Hiring, Advancement, and 

Retention of Persons with Disabilities 

FY 2019 

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 plan will improve the recruitment, hiring, 

advancement, and retention of applicants and employees with disabilities. All agencies, regardless of size, must complete this Part of the 

MD-715 report. 

Section I: Efforts to Reach Regulatory Goals 

EEOC regulations (29 C.F.R. § 1614.203(d)(7)) require agencies to establish specific numerical goals for increasing the participation of 

persons with reportable and targeted disabilities in the federal government. 

The numeric goals were identified in the introduction of the 2018-2019 Disability Employment Program Strategic 

Plan, which focused on the employment and retention of individuals with disabilities. The FDIC will include the 

goals in its new Diversity and Inclusion Strategic Plan for 2020-2022, along with the previously separate 

Disability Employment Program Strategic Plan. Additionally, the numeric goals are discussed in depth to 

managers during the required EEO training for managers and supervisors. Employees from OMWI also 

presented diversity and disability data to FDIC Corporate Recruiters nation-wide and highlighted the importance 

of recruitment of a diverse workforce, the disability hiring goals, and unconscious bias. 

Section I 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) Yes 0 No X 

b. Cluster GS-11 to SES (PWD) Yes 0 No X 

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) Yes 0 No X 

b. Cluster GS-11 to SES (PWTD) Yes 0 No X 

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

Section II: Model Disability Program 

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. 

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.

Section II 

A. Plan to provide 

Sufficient and 

Competent 

Staffing for the 

Disability Program 

Yes X No 0 

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

employment status, and responsible official. 

FDIC / FY 2019 / Page 65 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

# of FTE Staff by Employment Responsible Official 

Status (Name, Title, 

Disability Program Task Office, Email) 

Full Part Collateral 

Time Time Duty 

Processing applications from PWD and PWTD 35 Human Resources 

Specialists, Human 

Resources Branch, 

Division of 

Administration (DOA) 

Answering questions from the public about 1 Krishawn Demby, 

hiring authorities that take disability into Selective Placement 

account Coordinator, Human 

Resources Branch, 

DOA, 

kdemby@fdic.gov 

Processing reasonable accommodation requests 1 Monica Flint, 

from applicants and employees Disability Program 

Manager, Office of 

Minority and Women 

Inclusion (OMWI), 

mflint@fdic.gov 

Section 508 Compliance 2 Brooke Aiken, Section 

508 Program 

Manager, DIT, 703-

516-5723 

Architectural Barriers Act Compliance 1 Gwenn Marley, Chief, 

Space Planning Unit, 

DOA, 

gmarley@fdic.gov 

Special Emphasis Program for PWD and PWTD 1 Monica Flint, 

Disability Program 

Manager, OMWI, 

mflint@fdic.ogv 

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 has received. If no, 

describe the training planned for the upcoming year. 

Yes X No 0 

DPM attended the National Employment Law Institute ADA Workshop in September 2019. 

Section II 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 

B. Plan To Ensure sufficient funding and other resources. 

Sufficient Funding 

for the Disability Yes X No 0 

Program 

Section III: 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. 

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

individuals with targeted disabilities. 

FDIC / FY 2019 / Page 66 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

A. Plan to Identify 

Job Applicants 

with Disabilities 

Section III 

B. Plan to 

Establish Contacts 

with Disability 

Employment 

Organizations 

In addition to using USAJobs to advertise employment opportunities, the FDIC has more than 250 mission critical 

employees who serve as Corporate Recruiters. In 2019, they visited many colleges and universities with high 

population of Veterans with Disabilities. The Corporate Recruitment team provided training to over 300 

Corporate Recruiters which highlighted recruiting people with disabilities, including disabled veterans, and the 

value of diversity and inclusion in the workplace. Corporate Recruiters have been asked to broaden campus 

outreach activities to veteran organizations, such as Veteran Student Organizations and ROTC organizations. 

Corporate Recruiters send current vacancy announcements to these campus organizations in an effort to market 

FDIC employment opportunities to students with disabilities as well as veterans with disabilities. The FDIC 

Human Resources Branch also sends a bi-weekly list of all vacancy announcements to vocational rehabilitation 

offices across the United States. The Corporate Recruitment team participated in recruitment events targeting 

veterans and veterans with disabilities such as the Corporate Gray Veteran Career Fair, MBA Veterans Job Fair, 

and Recruit Military. The team conducted outreach with Wounded Warriors and their families at the Equal 

Opportunity Publications Careers & DisAbilities career fair. In addition, the Corporate Recruitment team 

participated in two virtual career fairs for people with disabilities, including disabled veterans through 

OPM/Bender Consultants. Corporate Recruiters are also encouraged to reach out to organizations on campuses 

for students with disabilities to establish relationships and share FDIC career opportunities. The FDIC uses the 

Workforce Recruitment Program (WRP). The Selective Placement Coordinator (SPC) regularly checks the OPM 

Shared List of People with Disabilities and the WRP database to locate applicants with needed skill sets for a 

particular position. FDIC plans to participate in Virtual Career fairs offered by Bender Consulting to expand our 

field of search to identify qualified candidates. 

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 encourages candidates with disabilities to apply. FDIC vacancy announcements and 

job postings have been widely distributed to attendees of the 2019 CAREERS & the disABLED Magazine's Career 

Expo and Rochester Institute of Technology National Technical Institute for the Deaf (RIT/NTID) Career 

Fair. 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 Corporate 

Employee Program (CEP) and Financial Management Scholars Program (FMSP). 

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 their applications 

are received by the Human Resources Specialist, 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.

Yes X No 0 N/A 0 

Every two years, all managers and supervisors are required to attend the mandatory, biennial EEO and Diversity 

training that includes topics on diversity and inclusion concepts, reasonable accommodation requests, the 

Disability Employment Program Strategic Plan, and the Schedule A hiring authority, and various special hiring 

authorities for Veterans. The previous training cycle covered 2018 through 2019, and 591 managers completed 

the training before the end of FY 2019. Guidance on Schedule A and other special hiring authorities is provided 

to all managers on an ongoing basis during the recruitment and hiring process. 

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. As previously mentioned, the 250 Corporate Recruiters are encouraged to build and 

maintain networks with organizations that assist persons with disabilities for job seeking purposes. FDIC 

FDIC / FY 2019 / Page 67 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

employees with disabilities participate in outreach and recruitment events, such as career fairs at Gallaudet 

University and Rochester Institute of Technology/National Technical Institution for the Deaf. 

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) Yes X No 0 

b. New Hires for Permanent Workforce (PWTD) Yes X No 0 

As shown in Table B1-1, the percentage of new hires of PWD within the permanent workforce was 4.25 percent 

and the percentage of new hires of PWTD was 0.33 percent. Both were below the benchmarks of 12 percent of 

PWD and 2 percent of PWTD. 

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. 

a. New Hires for MCO (PWD) Yes X No 0 

b. New Hires for MCO (PWTD) Yes X No 0 

For the vacancy announcements listed in Table B6P, the new hire selection rate for each of the three mission 

critical occupations [General Business and Industry (1101), Economist (0110), and Financial Institution 

Examining (0570)] was lower than the qualification rate for PWTD. The selection rate for PWD in the General 

Business and Industry (1101) and Economist (0110) occupational series was lower than the qualification rate. 

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. 

a. Qualified Applicants for MCO (PWD) Yes 0 No X 

b. Qualified Applicants for MCO (PWTD) Yes 0 No X 

The FDIC has initiated collaboration with applicant flow data service provider, Monster, to obtain more detailed 

data on applications in order to match with eligible onboard employees for “Relevant Applicant Pool” for 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. 

a. Promotions for MCO (PWD) Yes 0 No X 

b. Promotions for MCO (PWTD) Yes 0 No X 

For the vacancy announcements listed in Table B6P, the General Business and Industry (1101) occupational 

series had a selection rate of 4.76% for PWD and 0% for PWTD for internal competitive promotions. The 

percentage of PWD selections were higher than the percentage of applicants in the qualified applicant pool and 

equal for PWTD. For the Economist occupational series (0110), the qualification and application rates were 

equal, as there were no PWD and PWTD in the applicant pool. The percentage of selections of PWD and PWTD 

for internal competitive promotions in the Financial Institution Examining series (0570) was below the 

percentage of qualified applicants; however, the differences were less than one percent. The FDIC will continue 

to monitor all MCO selection rates, and where there are trends for PWD or PWTD where MCO selection rates fail 

to meet the benchmarks, a barrier analysis will be performed. 

Section III 

C. Progression 

Towards Goals 

(Recruitment and 

Hiring) 

Section IV: Plan to Ensure Advancement Opportunities for Employees with Disabilities 

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. 

FDIC / FY 2019 / Page 68

Section IV 

A. Advancement 

Program Plan 

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

The FDIC has integrated its Disability Employment Program Strategic Plan into the Diversity and Inclusion 

Strategic Plan. The new FDIC Diversity and Inclusion Strategic Plan will be in place for 2020-2022. The updated 

D&I Plan identifies that the agency will recruit from a diverse, qualified group of potential applicants to secure a 

high-performing 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 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Section IV 

B. Career 

Development 

Opportunities 

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 outreach to disabled Veterans 

organizations and the use of special hiring authorities for persons with disabilities. Additionally, the FDIC 

provides guidance to managers and recruiters on trends in the recruiting, hiring, advancement, and retention of 

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

targeted at persons with disabilities. The D&I Plan is included in mandatory training for managers. 

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 FDIC-wide 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. [Collection begins with the FY 2018 MD-715 report, 

which is due on February 28, 2019.] 

Career 

Development 

Opportunities 

Total Participants PWD PWTD 

Applicants (#) Selectees 

(#) 

Applicants 

(%) 

Selectees 

(%) 

Applicants 

(%) 

Selectee 

s 

(%) 

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. 

a. Applicants (PWD) Yes 0 No 0 N/A X 

b. Selections (PWD) Yes 0 No 0 N/A X 

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

as in Tables 7 and 8, 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 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. 

FDIC / FY 2019 / Page 69 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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

programs identified? (The appropriate benchmarks are the relevant applicant pool for applicants and the 

applicant pool for selectees.) If yes, describe the trigger(s) in the text box. 

a. Applicants (PWTD) Yes 0 No 0 N/A X 

b. Selections (PWTD) Yes 0 No 0 N/A X 

Section IV 

Please see response to question 3 above. 

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 

C. Awards box. 

a. Awards, Bonuses, & Incentives (PWD) Yes X No 0 

Section IV 

D. Promotions 

b. Awards, Bonuses, & Incentives (PWTD) Yes X No 0 

As shown in Table B9-2, the inclusion rate for PWD and PWTD was lower than those for individuals without 

disabilities at each of the cash award levels. While there were no time-off awards to individual with targeted 

disabilities, there was a small number of time-off awards (7) during the reporting period. 

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) Yes 0 No X 

b. Pay Increases (PWTD) Yes 0 No X 

The FDIC does not have traditional grades/steps as found in the GS scale. Consequently, the FDIC does not 

award QSIs. 

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) Yes 0 No 0 N/A X 

b. Other Types of Recognition (PWTD) Yes 0 No 0 N/A X 

N/A 

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. 

a. SES 

i. Qualified Internal Applicants (PWD) Yes 0 No X 

ii. Internal Selections (PWD) Yes 0 No X 

b. Grade GS-15 

i. Qualified Internal Applicants (PWD) Yes 0 No X 

ii. Internal Selections (PWD) Yes 0 No X 

c. Grade GS-14 

i. Qualified Internal Applicants (PWD) Yes 0 No X 

ii. Internal Selections (PWD) Yes 0 No X 

d. Grade GS-13 

i. Qualified Internal Applicants (PWD) Yes 0 No X 

ii. Internal Selections (PWD) Yes 0 No X 

The FDIC has initiated collaboration with applicant flow data service provider, Monster, to obtain more detailed 

data on applications in order to match with eligible onboard employees for “Relevant Applicant Pool” for future 

MD-715 reporting. 

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. 

a. SES 

FDIC / FY 2019 / Page 70 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

i. Qualified Internal Applicants (PWTD) Yes 0 No X 

ii. Internal Selections (PWTD) Yes 0 No X 

b. Grade GS-15 

i. Qualified Internal Applicants (PWTD) Yes 0 No X 

ii. Internal Selections (PWTD) Yes 0 No X 

c. Grade GS-14 

i. Qualified Internal Applicants (PWTD) Yes 0 No X 

ii. Internal Selections (PWTD) Yes 0 No X 

d. Grade GS-13 

i. Qualified Internal Applicants (PWTD) Yes 0 No X 

ii. Internal Selections (PWTD) Yes 0 No X 

The FDIC has initiated collaboration with applicant flow data service provider, Monster, to obtain more detailed 

data on applications in order to match with eligible onboard employees for “Relevant Applicant Pool” for future 

MD-715 reporting. 

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. 

a. New Hires to SES (PWD) Yes 0 No X 

b. New Hires to GS-15 (PWD) Yes X No 0 

c. New Hires to GS-14 (PWD) Yes 0 No X 

d. New Hires to GS-13 (PWD) Yes 0 No X 

For the vacancy announcements in Table B7, at the GS-15 or Equivalent level, 6.10 percent of qualified 

applicants identified as a PWD. Of those, 0 percent were selected. The FDIC will monitor to see if this continues 

as a trend. 

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. 

a. New Hires to SES (PWTD) Yes 0 No X 

b. New Hires to GS-15 (PWTD) Yes X No 0 

c. New Hires to GS-14 (PWTD) Yes 0 No X 

d. New Hires to GS-13 (PWTD) Yes 0 No X 

For the vacancy announcements in Table B7, at the GS-15 or Equivalent level, 2.36 percent of qualified 

applicants identified as an individual with a disability. Of those, 0 percent were selected. The FDIC will monitor 

to see if this continues as a trend. 

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. 

a. Executives 

i. Qualified Internal Applicants (PWD) Yes 0 No X 

ii. Internal Selections (PWD) Yes 0 No X 

b. Managers 

i. Qualified Internal Applicants (PWD) Yes 0 No X 

ii. Internal Selections (PWD) Yes 0 No X 

c. Supervisors 

i. Qualified Internal Applicants (PWD) Yes 0 No X 

ii. Internal Selections (PWD) Yes 0 No X 

The FDIC has initiated collaboration with applicant flow data service provider, Monster, to obtain more detailed 

data on applications in order to match with eligible onboard employees for “Relevant Applicant Pool” for future 

MD-715 reporting. 

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. 

a. Executives 

i. Qualified Internal Applicants (PWTD) Yes 0 No X 

ii. Internal Selections (PWTD) Yes 0 No X 

FDIC / FY 2019 / Page 71 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

b. Managers 

i. Qualified Internal Applicants (PWTD) Yes 0 No X 

ii. Internal Selections (PWTD) Yes 0 No X 

c. Supervisors 

i. Qualified Internal Applicants (PWTD) Yes 0 No X 

ii. Internal Selections (PWTD) Yes 0 No X 

The FDIC has initiated collaboration with applicant flow data service provider, Monster, to obtain more detailed 

data on applications in order to match with eligible onboard employees for “Relevant Applicant Pool” for future 

MD-715 reporting. 

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. 

a. New Hires for Executives (PWD) Yes 0 No X 

b. New Hires for Managers (PWD) Yes X No X 

c. New Hires for Supervisors (PWD) Yes X No X 

For the vacancy announcements in Table B8, the selection rate of new hires for Managers and Supervisors was 

lower than the qualification rate for PWD. The FDIC will monitor to see if this continues as a trend. 

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. 

a. New Hires for Executives (PWTD) Yes 0 No X 

b. New Hires for Managers (PWTD) Yes X No X 

c. New Hires for Supervisors (PWTD) Yes X No X 

For the vacancy announcements in Table B8, the selection rate of new hires for Managers and Supervisors was 

lower than the qualification rate for PWTD. The FDIC will monitor to see if this continues as a trend. 

Section V: Plan to Improve Retention of Persons with Disabilities 

To be a 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 personal assistance services. 

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. 

Yes 0 No X N/A 0 

Two Schedule A employees whose probationary periods expired prior to FY 2019 were converted in 2020. 

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) Yes 0 No X 

b. Involuntary Separations (PWD) Yes 0 No X 

As shown in Table B1-2, in FY 2019, the inclusion rate for PWD separating from the agency was slightly (0.50 

percentage points) higher than the rate for persons without disabilities for separations overall. The rate of 

resignation among PWD was lower than that of persons without disabilities. The rate differences between the 

removal and other separation categories were less than one percentage point. The retirement category was the 

only one with a rate for PWD higher than that of persons without disabilities (1.32 percentage points above). 

FDIC will monitor to see if this gap widens. 

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) Yes 0 No X 

b. Involuntary Separations (PWTD) Yes 0 No X 

Section V 

A. Voluntary and 

Involuntary 

Separations 

FDIC / FY 2019 / Page 72 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

As shown in table B1-2, in FY 2019, the inclusion rate for PWTD separating from the agency was lower than the 

rate for persons without targeted disabilities for separations overall as well as most of the individual separation 

categories, except for retirement and other separations. In the latter two categories, the rate for PWTD was 

slightly higher than for persons without targeted disabilities (1.69 percentage points above for retirement and 

0.46 percentage points above for other separations). The “other separations” category includes employees who

died, transferred to another agency, as well as separation of non-permanent employees due to expiration of 

appointment. 

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 

Pursuant to 29 C.F.R. § 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 

Section V 

B. Accessibility of 

Technology and 

Facilities 

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 

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. 

FDIC Directive 2711.1 “Information and Communication Technology (ICT) Accessibility Pursuant to Section 508

of the Rehabilitation Act of 1973” was approved through the Directive Management Center on 1/23/2019. The 

updated directive implements the updated technical standards, established by the US Access Board, as well as 

transfers the FDIC Section 508 Program from OMWI to the CIOO. A full time FDIC Section 508 Program 

Manager was appointed in August 2019. The full time FDIC Section 508 Program Manager provides program 

updates to the CIO and ensures the Section 508 Center of Excellence is up to date. The FDIC has two version 

5.0, Certified Trusted Testers. Version 5.0 is the most up to date certification level received through the DHS 

Section V 

C. Reasonable 

Accommodation 

Program 

Trusted Tester program. An increase in FDIC version 5.0 Trusted Testers will occur throughout 2020. 

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.) 

During FY 2019, the FDIC averaged 14 days to issue a final decision for reasonable accommodation requests 

once all pertinent documentation, such as supporting medical documentation from the employee or a response 

from the Federal Occupational Health Service, was received. 

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 Disability Program Manager received 153 reasonable accommodation requests during FY 2019, and of the 

accommodation requests, 129 received a decision. There were 113 (87.6%) 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 16 (12.4%) requests that did not meet the established time frame and an 

FDIC / FY 2019 / Page 73 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

interim accommodation could not be issued involved unique and uncommon situations that required additional 

consideration such as full-time telework, adjustments to testing or commissioning schedules for Examiners, 

assistive technology or devices, adjustment or removal of essential functions of a position or relocation. During 

FY 2019, OMWI included the updated response time frames and recommendations for interim accommodations 

when corresponding with managers and deciding officials to continue to hold decision-makers accountable for 

adhering to the timelines set forth in the policy. 

Section V 

D. Personal 

Assistance 

Services Allowing 

Employees to 

Participate in the 

Workplace 

Pursuant to 29 C.F.R. § 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. 

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 policy memo was issued in conjunction with the 

issuance of the finalized updated reasonable accommodation directive. Once PAS requests are received the 

effectiveness of the program will be evaluated. 

Section VI: EEO Complaint and Findings Data 

Section VI 

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 government-wide average? 

Yes 0 No X N/A 0 

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? 

Yes 0 No X N/A 0 

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 

Section VI 

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? 

Yes 0 No X N/A 0 

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? 

Yes 0 No X N/A 0 

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 VII: 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. 

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

opportunities for PWD and/or PWTD? 

Yes 0 No X 

2. Has the agency established a plan to correct the barrier(s) involving PWD and/or PWTD? 

Yes 0 No 0 N/A X 

FDIC / FY 2019 / Page 74 
 

 

 

 

 

 

 

 

 

 

 

 

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. 

Trigger 1 The FDIC identified a trigger for PWD and PWTD regarding cash awards of $501+ in 

FY 2018, which continued in FY 2019. New detailed FY 2019 data show that the 

inclusion rate for PWD and PWTD was lower than those for individuals without 

disabilities at each of the cash award levels. 

Barrier(s) None yet identified 

Objective(s) FDIC will review the trigger identified based on MD-715 workforce data tables and 

will conduct further analysis to identify where there may be a barrier. 

Responsible Official(s) Performance Standards Address the 

Plan? 

(Yes or No) 

Nancy Green, Assistant Director, Corporate Human Resources 

Performance & Compensation, DOA 

No 

Karen S. Rigby, Program Analyst, OMWI No 

Monica Flint, Disability Program Manager, OMWI No 

Barrier Analysis Process Completed? 

(Yes or No) 

Barrier(s) Identified? 

(Yes or No) 

No No 

Sources of Data Sources Reviewed? 

(Yes or No) 

Identify Information 

Collected 

Workforce Data Tables X 

Complaint Data (Trends) 

Grievance Data (Trends) 

Findings from Decisions (e.g., EEO, 

Grievance, MSPB, Anti-Harassment 

Processes) 

Climate Assessment Survey (e.g., 

FEVS) 

Exit Interview Data 

Focus Groups 

Interviews 

Reports (e.g., Congress, EEOC, MSPB, 

GAO, OPM) 

Other (Please Describe) 

Target Date 

(mm/dd/yyyy) 

Planned Activities Sufficient 

Staffing & 

Funding 

Modified Date 

(mm/dd/yyyy) 

Completion 

Date 

(mm/dd/yyyy) 

FDIC / FY 2019 / Page 75 
 

 

 

 

 

 

 

 

 

 

 

 

 

(Yes or No) 

9/30/2020 

Begin review of other 

sources of 

information to gain 

additional insights 

relative to trigger 

identified. 

Yes 

Fiscal Year Accomplishments 

2019 N/A 

Trigger 2 The FDIC identified a trigger for PWD and PWTD among new hires in the permanent 

workforce. 

Barrier(s) None yet identified 

Objective(s) The FDIC will review the trigger identified based on MD-715 workforce data tables 

and will conduct further analysis to identify where there may be a barrier. 

Responsible Official(s) Performance Standards Address the 

Plan? 

(Yes or No) 

Cathy Grossman, Assistant Director, HR Service Center, DOA No 

Alyssa Asonye, Chief, Staffing Policy, Recruiting and Corporate 

Employee Program Operations, DOA No 

Monica Flint, Disability Program Manager, OMWI No 

Krishawn Demby, Selective Placement Coordinator, DOA No 

Barrier Analysis Process Completed? (Yes or No) Barrier(s) Identified? 

(Yes or No) 

No No 

Sources of Data Sources Reviewed? 

(Yes or No) 

Workforce Data Tables X Identify Information Collected 

Complaint Data (Trends) 

Grievance Data (Trends) 

Findings from Decisions (e.g., EEO, 

Grievance, MSPB, Anti-Harassment 

Processes) 

Climate Assessment Survey (e.g., 

FEVS) 

Exit Interview Data 

Focus Groups 

FDIC / FY 2019 / Page 76 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Interviews 

Reports (e.g., Congress, EEOC, MSPB, 

GAO, OPM) 

Other (Please Describe) 

Target Date (mm/dd/yyyy) Planned Activities 

9/30/2020 

Begin review of 

other sources of 

information to gain 

additional insights 

relative to trigger 

identified. 

Sufficient 

Staffing & 

Funding 

(Yes or No) 

Modified Date 

(mm/dd/yyyy) 

Completion Date 

(mm/dd/yyyy) 

Yes 

Fiscal Year Accomplishments 

2019 N/A 

4. Please explain 

the factor(s) that 

prevented the 

agency from timely 

completing any of 

the planned 

activities. 

As indicated in the FY 2018 MD-715 report, planned activities to begin in FY 2020. 

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

review the identified triggers and will conduct further analysis to identify the possible existence of a barrier. 

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 the identified triggers and will conduct further analysis to identify the possible existence of a barrier. 

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 the identified triggers and will conduct further analysis to identify the possible existence of a barrier. 

FDIC / FY 2019 / Page 77 
–

U.S. Equal Employment Opportunity Commission 

FY 2019 FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT 

Federal Deposit Insurance Corporation 

ATTACHMENT A 

FDIC Workforce Data Tables 

FDIC / FY 2019 / Page 78 
 

 

Table A1: TOTAL WORKFORCE - Distribution by Race, Ethnicity, and Sex (Participation Rate) 

Employment 

Tenure Total Total 

Males 

Total 

Females 

Hispanic 

or Latino 

Males 

Hispanic 

or Latino 

Females 

White 

Males 

White 

Females 

Black or 

African 

American 

Males 

Black or 

African 

American 

Females 

Asian 

Males 

Asian 

Females 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Males 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Females 

American 

Indian or 

Alaska 

Native 

Males 

American 

Indian or 

Alaska 

Native 

Females 

Two 

or 

more 

races 

Males 

Two or 

more 

races 

Females 

CLF (2010) % 100.00 51.84 48.16 5.17 4.79 38.33 34.03 5.38 6.41 1.83 1.78 0.07 0.07 0.32 0.32 0.75 0.75 

Alternative 

Benchmark % 

TOTAL WORKFORCE 

Prior FY 

# 6035 3329 2706 145 107 2606 1637 334 725 171 176 3 4 20 13 50 44 

% 100.00 55.16 44.84 2.40 1.77 43.18 27.13 5.53 12.01 2.83 2.92 0.05 0.07 0.33 0.22 0.83 0.73 

Current FY 

# 5949 3286 2663 146 104 2550 1614 325 702 189 179 3 4 21 14 52 46 

% 100.00 55.24 44.76 2.45 1.75 42.86 27.13 5.46 11.80 3.18 3.01 0.05 0.07 0.35 0.24 0.87 0.77 

Difference # -86 -43 -43 1 -3 -56 -23 -9 -23 18 3 0 0 1 1 2 2 

Ratio Change % 0.00 0.07 -0.07 0.05 -0.02 -0.32 0.01 -0.07 -0.21 0.34 0.09 0.00 0.00 0.02 0.02 0.05 0.04 

Net Change % -1.43 -1.29 -1.59 0.69 -2.80 -2.15 -1.41 -2.69 -3.17 10.53 1.70 0.00 0.00 5.00 7.69 4.00 4.55 

EMPLOYEE GAINS 

New Hires 

# 480 245 235 27 31 184 152 16 38 15 13 0 0 2 1 1 0 

% 100.00 51.04 48.96 5.63 6.46 38.33 31.67 3.33 7.92 3.13 2.71 0.00 0.00 0.42 0.21 0.21 0.00 

EMPLOYEE LOSSES 

Reduction in 

Force 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Removal 

# 13 4 9 0 0 3 4 1 5 0 0 0 0 0 0 0 0 

% 100.00 30.77 69.23 0.00 0.00 23.08 30.77 7.69 38.46 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Resignation 

# 201 109 92 2 5 86 65 11 10 8 9 0 0 1 0 1 3 

% 100.00 54.23 45.77 1.00 2.49 42.79 32.34 5.47 4.98 3.98 4.48 0.00 0.00 0.50 0.00 0.50 1.49 

Page 79 
 

Retirement 

# 249 132 117 8 9 111 66 11 38 2 4 0 0 0 0 0 0 

% 100.00 53.01 46.99 3.21 3.61 44.58 26.51 4.42 15.26 0.80 1.61 0.00 0.00 0.00 0.00 0.00 0.00 

Other 

Separations 

# 105 60 45 4 3 41 23 12 14 3 4 0 0 0 0 0 1 

% 100.00 57.14 42.86 3.81 2.86 39.05 21.90 11.43 13.33 2.86 3.81 0.00 0.00 0.00 0.00 0.00 0.95 

Total 

Separations 

# 568 305 263 14 17 241 158 35 67 13 17 0 0 1 0 1 4 

% 100.00 53.70 46.30 2.46 2.99 42.43 27.82 6.16 11.80 2.29 2.99 0.00 0.00 0.18 0.00 0.18 0.70 

PERMANENT WORKFORCE 

Prior FY 

# 5605 3097 2508 133 97 2419 1518 315 680 163 158 3 4 20 12 44 39 

% 100.00 55.25 44.75 2.37 1.73 43.16 27.08 5.62 12.13 2.91 2.82 0.05 0.07 0.36 0.21 0.79 0.70 

Current FY 

# 5575 3083 2492 137 96 2386 1505 314 666 174 166 3 4 20 14 49 41 

% 100.00 55.30 44.70 2.46 1.72 42.80 27.00 5.63 11.95 3.12 2.98 0.05 0.07 0.36 0.25 0.88 0.74 

Difference # -30 -14 -16 4 -1 -33 -13 -1 -14 11 8 0 0 0 2 5 2 

Ratio Change % 0.00 0.05 -0.05 0.08 -0.01 -0.36 -0.09 0.01 -0.19 0.21 0.16 0.00 0.00 0.00 0.04 0.09 0.04 

Net Change % -0.54 -0.45 -0.64 3.01 -1.03 -1.36 -0.86 -0.32 -2.06 6.75 5.06 0.00 0.00 0.00 16.67 11.36 5.13 

EMPLOYEE GAINS 

New Hires 

# 306 160 146 22 25 118 87 10 23 9 11 0 0 1 0 0 0 

% 100.00 52.29 47.71 7.19 8.17 38.56 28.43 3.27 7.52 2.94 3.59 0.00 0.00 0.33 0.00 0.00 0.00 

EMPLOYEE LOSSES 

Reduction in 

Force 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Removal 

# 12 4 8 0 0 3 4 1 4 0 0 0 0 0 0 0 0 

% 100.00 33.33 66.67 0.00 0.00 25.00 33.33 8.33 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Resignation 

# 129 74 55 2 2 58 40 8 8 5 2 0 0 1 0 0 3 

% 100.00 57.36 42.64 1.55 1.55 44.96 31.01 6.20 6.20 3.88 1.55 0.00 0.00 0.78 0.00 0.00 2.33 

Retirement 

# 223 118 105 6 9 99 58 11 34 2 4 0 0 0 0 0 0 

% 100.00 52.91 47.09 2.69 4.04 44.39 26.01 4.93 15.25 0.90 1.79 0.00 0.00 0.00 0.00 0.00 0.00 

Other 

Separations 

# 37 23 14 1 1 17 7 4 4 1 1 0 0 0 0 0 1 

% 100.00 62.16 37.84 2.70 2.70 45.95 18.92 10.81 10.81 2.70 2.70 0.00 0.00 0.00 0.00 0.00 2.70 

Page 80 
 

Total 

Separations 

# 401 219 182 9 12 177 109 24 50 8 7 0 0 1 0 0 4 

% 100.00 54.61 45.39 2.24 2.99 44.14 27.18 5.99 12.47 2.00 1.75 0.00 0.00 0.25 0.00 0.00 1.00 

TEMPORARY WORKFORCE 

Prior FY 

# 430 232 198 12 10 187 119 19 45 8 18 0 0 0 1 6 5 

% 100.00 53.95 46.05 2.79 2.33 43.49 27.67 4.42 10.47 1.86 4.19 0.00 0.00 0.00 0.23 1.40 1.16 

Current FY 

# 374 203 171 9 8 164 109 11 36 15 13 1 0 3 5 

% 100.00 54.28 45.72 2.41 2.14 43.85 29.14 2.94 9.63 4.01 3.48 0.00 0.00 0.27 0.00 0.80 1.34 

Difference # -56 -29 -27 -3 -2 -23 -10 -8 -9 7 -5 0 0 1 -1 -3 0 

Ratio Change % 0.00 0.32 -0.32 -0.38 -0.19 0.36 1.47 -1.48 -0.84 2.15 -0.71 0.00 0.00 0.27 -0.23 -0.59 0.17 

Net Change % -13.02 -12.50 -13.64 -25.00 -20.00 -12.30 -8.40 -42.11 -20.00 87.50 -27.78 0.00 0.00 0.00 -100.00 -50.00 0.00 

EMPLOYEE GAINS 

New Hires 

# 174 85 89 5 6 66 65 6 15 6 2 0 0 1 1 1 0 

% 100.00 48.85 51.15 2.87 3.45 37.93 37.36 3.45 8.62 3.45 1.15 0.00 0.00 0.57 0.57 0.57 0.00 

EMPLOYEE LOSSES 

Reduction in 

Force 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Removal 

# 1 0 1 0 0 0 0 0 1 0 0 0 0 0 0 0 0 

% 100.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Resignation 

# 72 35 37 0 3 28 25 3 2 3 7 0 0 0 0 1 0 

% 100.00 48.61 51.39 0.00 4.17 38.89 34.72 4.17 2.78 4.17 9.72 0.00 0.00 0.00 0.00 1.39 0.00 

Retirement 

# 26 14 12 2 0 12 8 0 4 0 0 0 0 0 0 0 0 

% 100.00 53.85 46.15 7.69 0.00 46.15 30.77 0.00 15.38 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Other 

Separations 

# 68 37 31 3 2 24 16 8 10 2 3 0 0 0 0 0 0 

% 100.00 54.41 45.59 4.41 2.94 35.29 23.53 11.76 14.71 2.94 4.41 0.00 0.00 0.00 0.00 0.00 0.00 

Total 

Separations 

# 167 86 81 5 5 64 49 11 17 5 10 0 0 0 0 1 0 

% 100.00 51.50 48.50 2.99 2.99 38.32 29.34 6.59 10.18 2.99 5.99 0.00 0.00 0.00 0.00 0.60 0.00 

Page 81 
 

 

-

-

Table A2: PERMANENT WORKFORCE BY COMPONENT Distribution by Race, Ethnicity, and Sex (Participation Rate) 

Employment 

Tenure for 

Sub 

Components 

Total Total 

Males 

Total 

Females 

Hispanic 

or 

Latino 

Males 

Hispanic 

or Latino 

Females 

White 

Males 

White 

Females 

Black or 

African 

American 

Males 

Black or 

African 

American 

Females 

Asian 

Males 

Asian 

Females 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Males 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Females 

American 

Indian or 

Alaska 

Native 

Males 

American 

Indian or 

Alaska 

Native 

Females 

Two 

or 

more 

races 

Males 

Two or 

more 

races 

Females 

CLF 2010 % 100.00 51.84 48.16 5.17 4.79 38.33 34.03 5.38 6.41 1.83 1.78 0.07 0.07 0.32 0.32 0.75 0.75 

Alternative 

Benchmark % 

Permanent 

Workforce 

# 5575 3083 2492 137 96 2386 1505 314 666 174 166 3 4 20 14 49 41 

% 100.00 55.30 44.70 2.46 1.72 42.80 27.00 5.63 11.95 3.12 2.98 0.05 0.07 0.36 0.25 0.88 0.74 

Atlanta 

Regional 

Office 

# 454 263 191 10 6 186 98 58 77 3 5 0 1 3 0 3 4 

% 100.00 57.93 42.07 2.20 1.32 40.97 21.59 12.78 16.96 0.66 1.10 0.00 0.22 0.66 0.00 0.66 0.88 

Chicago 

Regional 

Office 

# 497 276 221 7 4 247 178 16 34 3 3 1 0 0 0 2 2 

% 100.00 55.53 44.47 1.41 0.80 49.70 35.81 3.22 6.84 0.60 0.60 0.20 0.00 0.00 0.00 0.40 0.40 

Dallas 

Regional 

Office 

# 774 447 327 38 15 332 206 50 89 14 8 0 2 7 1 6 6 

% 100.00 57.75 42.25 4.91 1.94 42.89 26.61 6.46 11.50 1.81 1.03 0.00 0.26 0.90 0.13 0.78 0.78 

Kansas City 

Regional 

Office 

# 485 310 175 7 4 289 163 6 7 2 0 0 0 2 1 4 0 

% 100.00 63.92 36.08 1.44 0.82 59.59 33.61 1.24 1.44 0.41 0.00 0.00 0.00 0.41 0.21 0.82 0.00 

New York 

Regional 

Office 

# 570 307 263 17 18 262 198 13 33 10 10 0 0 0 1 5 3 

% 100.00 53.86 46.14 2.98 3.16 45.96 34.74 2.28 5.79 1.75 1.75 0.00 0.00 0.00 0.18 0.88 0.53 

San 

Francisco 

Regional 

Office 

# 439 276 163 16 12 224 103 5 10 24 34 1 0 1 3 5 1 

% 100.00 62.87 37.13 3.64 2.73 51.03 23.46 1.14 2.28 5.47 7.74 0.23 0.00 0.23 0.68 1.14 0.23 

Headquarters 

Offices 

# 2356 1204 1152 42 37 846 559 166 416 118 106 1 1 7 8 24 25 

% 100.00 51.10 48.90 1.78 1.57 35.91 23.73 7.05 17.66 5.01 4.50 0.04 0.04 0.30 0.34 1.02 1.06 

Page 82 
 

Table A3: OCCUPATIONAL CATEGORIES - Distribution by Race, Ethnicity, and Sex (Participation Rate) 

Occupational 

Categories Total Total 

Males 

Total 

Females 

Hispanic 

or Latino 

Males 

Hispani 

c or 

Latino 

Females 

White 

Males 

White 

Females 

Black or 

African 

American 

Males 

Black or 

African 

American 

Females 

Asian 

Males 

Asian 

Females 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Males 

Native 

Hawaiia 

n or 

Other 

Pacific 

Islander 

Females 

American 

Indian or 

Alaska 

Native 

Males 

American 

Indian or 

Alaska 

Native 

Females 

Two 

or 

more 

races 

Males 

Two or 

more 

races 

Females 

Permanent 

Workforce 

# 5575 3083 2492 137 96 2386 1505 314 666 174 166 3 4 20 14 49 41 

% 100.0 

0 55.30 44.70 2.46 1.72 42.80 27.00 5.63 11.95 3.12 2.98 0.05 0.07 0.36 0.25 0.88 0.74 

Alternative 

Benchmark % 

1. Management 

Executives # 133 82 51 2 0 69 43 10 7 0 1 0 0 1 0 0 0 

% 100.0 

0 61.65 38.35 1.50 0.00 51.88 32.33 7.52 5.26 0.00 0.75 0.00 0.00 0.75 0.00 0.00 0.00 

Managers 

# 196 111 85 2 3 89 65 8 8 10 8 0 0 0 0 2 1 

% 100.0 

0 56.63 43.37 1.02 1.53 45.41 33.16 4.08 4.08 5.10 4.08 0.00 0.00 0.00 0.00 1.02 0.51 

Supervisors # 478 293 185 15 5 231 135 33 38 10 6 0 0 1 0 3 1 

% 100.0 

0 61.30 38.70 3.14 1.05 48.33 28.24 6.90 7.95 2.09 1.26 0.00 0.00 0.21 0.00 0.63 0.21 

Total 

Management 

# 807 486 321 19 8 389 243 51 53 20 15 0 0 2 0 5 2 

% 100.0 

0 60.22 39.78 2.35 0.99 48.20 30.11 6.32 6.57 2.48 1.86 0.00 0.00 0.25 0.00 0.62 0.25 

2. 

Professionals 

# 4392 2508 1884 107 70 1955 1141 236 480 150 140 3 4 17 13 40 36 

% 100.0 

0 57.10 42.90 2.44 1.59 44.51 25.98 5.37 10.93 3.42 3.19 0.07 0.09 0.39 0.30 0.91 0.82 

3. Technicians 

# 2 0 2 0 0 0 1 0 1 0 0 0 0 0 0 0 0 

% 100.0 

0 0.00 100.00 0.00 0.00 0.00 50.00 0.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

4. Sales 

Workers 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.0 

0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 83 
5. 

Administrative 

Support 

Workers 

# 325 51 274 8 17 15 113 23 129 1 11 0 0 1 1 3 3 

% 100.0 

0 15.69 84.31 2.46 5.23 4.62 34.77 7.08 39.69 0.31 3.38 0.00 0.00 0.31 0.31 0.92 0.92 

6. Craft 

Workers 

# 3 3 0 0 0 0 0 3 0 0 0 0 0 0 0 0 0 

% 100.0 

0 

100.0 

0 0.00 0.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

7.Operatives 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.0 

0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

8.Laborers and 

Helpers 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.0 

0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

9. Service 

Workers 

# 46 35 11 3 1 27 7 1 3 3 0 0 0 0 0 1 0 

% 100.0 

0 76.09 23.91 6.52 2.17 58.70 15.22 2.17 6.52 6.52 0.00 0.00 0.00 0.00 0.00 2.17 0.00 

Page 84 
 

Table A4P: SENIOR PAY & CORPORATE GRADED (CG) GRADES - Distribution by Race, Ethnicity, and Sex 

(Participation Rate) 

GS/GM/GL 

GRADES Total Total 

Males 

Total 

Females 

Hispanic 

or 

Latino 

Males 

Hispanic 

or 

Latino 

Females 

White 

Males 

White 

Females 

Black or 

African 

American 

Males 

Black or 

African 

American 

Females 

Asian 

Males 

Asian 

Females 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Males 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Females 

American 

Indian or 

Alaska 

Native 

Males 

American 

Indian or 

Alaska 

Native 

Females 

Two or 

more 

races 

Males 

Two or more 

races 

Females 

Permanent 

Workforce 

# 5575 3083 2492 137 96 2386 1505 314 666 174 166 3 4 20 14 49 41 

% 100.00 55.30 44.70 2.46 1.72 42.80 27.00 5.63 11.95 3.12 2.98 0.05 0.07 0.36 0.25 0.88 0.74 

Alternative 

Benchmark % 

CG-01 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-02 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-03 

# 2 0 2 0 0 0 0 0 1 0 1 0 0 0 0 0 0 

% 100.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 50.00 0.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-04 

# 77 41 36 1 5 32 24 5 3 2 1 0 0 0 0 1 3 

% 100.00 53.25 46.75 1.30 6.49 41.56 31.17 6.49 3.90 2.60 1.30 0.00 0.00 0.00 0.00 1.30 3.90 

CG-05 

# 21 5 16 0 1 2 3 3 12 0 0 0 0 0 0 0 0 

% 100.00 23.81 76.19 0.00 4.76 9.52 14.29 14.29 57.14 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-06 

# 109 14 95 2 5 4 59 7 25 0 5 0 0 0 0 1 1 

% 100.00 12.84 87.16 1.83 4.59 3.67 54.13 6.42 22.94 0.00 4.59 0.00 0.00 0.00 0.00 0.92 0.92 

CG-07 

# 275 123 152 7 11 78 75 20 53 13 7 0 0 1 2 4 4 

% 100.00 44.73 55.27 2.55 4.00 28.36 27.27 7.27 19.27 4.73 2.55 0.00 0.00 0.36 0.73 1.45 1.45 

CG-08 

# 68 7 61 2 5 2 18 2 36 0 2 0 0 1 0 0 0 

% 100.00 10.29 89.71 2.94 7.35 2.94 26.47 2.94 52.94 0.00 2.94 0.00 0.00 1.47 0.00 0.00 0.00 

CG-09 

# 213 90 123 5 4 64 51 14 52 3 9 0 2 0 2 4 3 

% 100.00 42.25 57.75 2.35 1.88 30.05 23.94 6.57 24.41 1.41 4.23 0.00 0.94 0.00 0.94 1.88 1.41 

CG-10 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 85 
 

CG-11 

# 287 150 137 11 9 114 76 18 43 3 6 0 0 0 0 4 3 

% 100.00 52.26 47.74 3.83 3.14 39.72 26.48 6.27 14.98 1.05 2.09 0.00 0.00 0.00 0.00 1.39 1.05 

CG-12 

# 953 509 444 30 12 383 285 56 118 24 17 1 0 5 2 10 10 

% 100.00 53.41 46.59 3.15 1.26 40.19 29.91 5.88 12.38 2.52 1.78 0.10 0.00 0.52 0.21 1.05 1.05 

CG-13 

# 919 514 405 19 13 407 233 54 128 25 21 0 1 1 2 8 7 

% 100.00 55.93 44.07 2.07 1.41 44.29 25.35 5.88 13.93 2.72 2.29 0.00 0.11 0.11 0.22 0.87 0.76 

CG-14 

# 1227 751 476 26 15 586 291 67 111 55 48 1 1 8 5 8 5 

% 100.00 61.21 38.79 2.12 1.22 47.76 23.72 5.46 9.05 4.48 3.91 0.08 0.08 0.65 0.41 0.65 0.41 

CG-15 

# 638 395 243 16 8 326 160 18 37 27 34 1 0 2 1 5 3 

% 100.00 61.91 38.09 2.51 1.25 51.10 25.08 2.82 5.80 4.23 5.33 0.16 0.00 0.31 0.16 0.78 0.47 

All other 

(unspecified 

CG) 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total CG 

Employees 

# 4789 2599 2190 119 88 1998 1275 264 619 152 151 3 4 18 14 45 39 

% 100.00 54.27 45.73 2.48 1.84 41.72 26.62 5.51 12.93 3.17 3.15 0.06 0.08 0.38 0.29 0.94 0.81 

AL 

# 1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CM-01 

# 442 277 165 14 5 221 121 29 32 10 6 0 0 1 0 2 1 

% 100.00 62.67 37.33 3.17 1.13 50.00 27.38 6.56 7.24 2.26 1.36 0.00 0.00 0.23 0.00 0.45 0.23 

CM-02 

# 196 111 85 2 3 89 65 8 8 10 8 0 0 0 0 2 1 

% 100.00 56.63 43.37 1.02 1.53 45.41 33.16 4.08 4.08 5.10 4.08 0.00 0.00 0.00 0.00 1.02 0.51 

CX 

# 11 10 1 0 0 8 1 0 0 2 0 0 0 0 0 0 0 

% 100.00 90.91 9.09 0.00 0.00 72.73 9.09 0.00 0.00 18.18 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

EM 

# 131 81 50 2 0 68 42 10 7 0 1 0 0 1 0 0 0 

% 100.00 61.83 38.17 1.53 0.00 51.91 32.06 7.63 5.34 0.00 0.76 0.00 0.00 0.76 0.00 0.00 0.00 

Other Senior 

Pay 

# 2 1 1 0 0 1 1 0 0 0 0 0 0 0 0 0 0 

% 100.00 50.00 50.00 0.00 0.00 50.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Senior 

Pay 

# 783 481 302 18 8 388 230 47 47 22 15 0 0 2 0 4 2 

% 100.00 61.43 38.57 2.30 1.02 49.55 29.37 6.00 6.00 2.81 1.92 0.00 0.00 0.26 0.00 0.51 0.26 

Page 86 
 

Table A4T: SENIOR PAY & CORPORATE GRADED (CG) GRADES - Distribution by Race, Ethnicity, and Sex (Participation Rate) 

GS/GM/GL 

GRADES Total Total 

Males 

Total 

Females 

Hispanic 

or 

Latino 

Males 

Hispanic 

or 

Latino 

Females 

White 

Males 

White 

Females 

Black or 

African 

American 

Males 

Black or 

African 

American 

Females 

Asian 

Males 

Asian 

Females 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Males 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Females 

American 

Indian or 

Alaska 

Native 

Males 

American 

Indian or 

Alaska 

Native 

Females 

Two or 

more 

races 

Males 

Two or 

more 

races 

Females 

Temporary 

Workforce 

# 374 203 171 9 8 164 109 11 36 15 13 0 0 1 0 3 5 

% 100.00 54.28 45.72 2.41 2.14 43.85 29.14 2.94 9.63 4.01 3.48 0.00 0.00 0.27 0.00 0.80 1.34 

Alternative 

Benchmark % 

CG-01 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-02 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-03 

# 7 3 4 0 0 3 4 0 0 0 0 0 0 0 0 0 0 

% 100.00 42.86 57.14 0.00 0.00 42.86 57.14 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-04 

# 123 65 58 3 5 46 31 5 15 9 6 0 0 1 0 1 1 

% 100.00 52.85 47.15 2.44 4.07 37.40 25.20 4.07 12.20 7.32 4.88 0.00 0.00 0.81 0.00 0.81 0.81 

CG-05 

# 8 4 4 0 0 2 2 2 2 0 0 0 0 0 0 0 0 

% 100.00 50.00 50.00 0.00 0.00 25.00 25.00 25.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-06 

# 4 0 4 0 1 0 2 0 1 0 0 0 0 0 0 0 0 

% 100.00 0.00 100.00 0.00 25.00 0.00 50.00 0.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-07 

# 114 63 51 4 1 53 37 1 8 3 3 0 0 0 0 2 2 

% 100.00 55.26 44.74 3.51 0.88 46.49 32.46 0.88 7.02 2.63 2.63 0.00 0.00 0.00 0.00 1.75 1.75 

CG-08 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-09 

# 95 55 40 1 1 48 27 3 8 3 3 0 0 0 0 0 1 

% 100.00 57.89 42.11 1.05 1.05 50.53 28.42 3.16 8.42 3.16 3.16 0.00 0.00 0.00 0.00 0.00 1.05 

CG-10 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Page 87 
 

CG-11 

# 9 4 5 0 0 4 2 0 2 0 0 0 0 0 0 0 1 

% 100.00 44.44 55.56 0.00 0.00 44.44 22.22 0.00 22.22 0.00 0.00 0.00 0.00 0.00 0.00 0.00 11.11 

CG-12 

# 2 1 1 0 0 1 1 0 0 0 0 0 0 0 0 0 0 

% 100.00 50.00 50.00 0.00 0.00 50.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-13 

# 2 1 1 1 0 0 1 0 0 0 0 0 0 0 0 0 0 

% 100.00 50.00 50.00 50.00 0.00 0.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-14 

# 2 2 0 0 0 2 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 100.0 

0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-15 

# 3 2 1 0 0 2 1 0 0 0 0 0 0 0 0 0 0 

% 100.00 66.67 33.33 0.00 0.00 66.67 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

All other 

(unspecified 

CG) 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total CG 

Employees 

# 369 200 169 9 8 161 108 11 36 15 12 0 0 1 0 3 5 

% 100.00 54.20 45.80 2.44 2.17 43.63 29.27 2.98 9.76 4.07 3.25 0.00 0.00 0.27 0.00 0.81 1.36 

AL 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CM-01 

# 1 0 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CM-02 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CX 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

EM 

# 3 2 1 0 0 2 0 0 0 0 1 0 0 0 0 0 0 

% 100.00 66.67 33.33 0.00 0.00 66.67 0.00 0.00 0.00 0.00 33.33 0.00 0.00 0.00 0.00 0.00 0.00 

Other Senior 

Pay 

# 1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 100.0 

0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Senior 

Pay 

# 5 3 2 0 0 3 1 0 0 0 1 0 0 0 0 0 0 

% 100.00 60.00 40.00 0.00 0.00 60.00 20.00 0.00 0.00 0.00 20.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 88 
 

Table A4P: WAGE GRADE (WG) - Distribution by Race, Ethnicity, and Sex (Participation Rate) 

GS/GM/GL 

GRADES Total Total 

Males 

Total 

Females 

Hispanic 

or 

Latino 

Males 

Hispanic 

or 

Latino 

Females 

White 

Males 

White 

Females 

Black or 

African 

American 

Males 

Black or 

African 

American 

Females 

Asian 

Males 

Asian 

Females 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Males 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Females 

American 

Indian or 

Alaska 

Native 

Males 

American 

Indian or 

Alaska 

Native 

Females 

Two or 

more 

races 

Males 

Two or 

more 

races 

Females 

Permanent 

Workforce 

# 5575 3083 2492 137 96 2386 1505 314 666 174 166 3 4 20 14 49 41 

% 100.00 55.30 44.70 2.46 1.72 42.80 27.00 5.63 11.95 3.12 2.98 0.05 0.07 0.36 0.25 0.88 0.74 

Alternative 

Benchmark % 

WG-01 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

WG-02 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-03 

# 1 1 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-04 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-05 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-06 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-07 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-08 

# 2 2 0 0 0 0 0 2 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-09 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 89 
 

WG-10 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-11 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-12 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-13 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-14 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-15 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

All other 

(unspecified 

WG) 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total WG 

Employees 

# 3 3 0 0 0 0 0 3 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 90 
 

Table A4T: WAGE GRADE (WG) - Distribution by Race, Ethnicity, and Sex (Participation Rate) 

GS/GM/GL 

GRADES Total Total 

Males 

Total 

Females 

Hispanic 

or 

Latino 

Males 

Hispanic 

or 

Latino 

Females 

White 

Males 

White 

Females 

Black or 

African 

American 

Males 

Black or 

African 

American 

Females 

Asian 

Males 

Asian 

Females 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Males 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Females 

American 

Indian or 

Alaska 

Native 

Males 

American 

Indian or 

Alaska 

Native 

Females 

Two 

or 

more 

races 

Males 

Two or 

more races 

Females 

Permanent 

Workforce 

# 374 203 171 9 8 164 109 11 36 15 13 0 0 1 0 3 5 

% 100.00 54.28 45.72 2.41 2.14 43.85 29.14 2.94 9.63 4.01 3.48 0.00 0.00 0.27 0.00 0.80 1.34 

Alternative 

Benchmark % 

WG-01 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-02 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-03 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-04 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-05 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-06 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-07 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-08 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-09 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 91 
 

 

WG-10 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-11 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-12 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-13 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-14 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-15 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

All other 

(unspecified 

WG) 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total WG 

Employees 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 92 
 

Table A5P: SALARY - Distribution by Race, Ethnicity, and Sex (Participation Rate) 

Salary Range Total Total 

Males 

Total 

Females 

Hispanic 

or 

Latino 

Males 

Hispanic 

or 

Latino 

Females 

White 

Males 

White 

Females 

Black or 

African 

American 

Males 

Black or 

African 

American 

Females 

Asian 

Males 

Asian 

Females 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Males 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Females 

American 

Indian or 

Alaska 

Native 

Males 

American 

Indian or 

Alaska 

Native 

Females 

Two 

or 

more 

races 

Males 

Two or more 

races Females 

Permanent 

Workforce 

# 5575 3083 2492 137 96 2386 1505 314 666 174 166 3 4 20 14 49 41 

% 100.00 55.30 44.70 2.46 1.72 42.80 27.00 5.63 11.95 3.12 2.98 0.05 0.07 0.36 0.25 0.88 0.74 

Alternative 

Benchmark % 

Up to $20,000 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$20,001-

$30,000 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$30,001-

$40,000 

# 10 4 6 0 1 0 1 2 2 1 1 0 0 0 0 1 1 

% 100.00 40.00 60.00 0.00 10.00 0.00 10.00 20.00 20.00 10.00 10.00 0.00 0.00 0.00 0.00 10.00 10.00 

$40,001-

$50,000 

# 87 37 50 0 2 31 30 6 15 0 1 0 0 0 0 0 2 

% 100.00 42.53 57.47 0.00 2.30 35.63 34.48 6.90 17.24 0.00 1.15 0.00 0.00 0.00 0.00 0.00 2.30 

$50,001-

$60,000 

# 187 93 94 6 8 61 56 13 21 8 4 0 0 1 1 4 4 

% 100.00 49.73 50.27 3.21 4.28 32.62 29.95 6.95 11.23 4.28 2.14 0.00 0.00 0.53 0.53 2.14 2.14 

$60,001-

$70,000 

# 213 97 116 7 5 69 65 11 38 6 3 0 2 0 1 4 2 

% 100.00 45.54 54.46 3.29 2.35 32.39 30.52 5.16 17.84 2.82 1.41 0.00 0.94 0.00 0.47 1.88 0.94 

$70,001-

$80,000 

# 190 84 106 4 12 62 59 14 32 4 1 0 0 0 1 0 1 

% 100.00 44.21 55.79 2.11 6.32 32.63 31.05 7.37 16.84 2.11 0.53 0.00 0.00 0.00 0.53 0.00 0.53 

$80,001-

$90,000 

# 266 121 145 4 4 91 75 18 48 2 13 0 0 3 2 3 3 

% 100.00 45.49 54.51 1.50 1.50 34.21 28.20 6.77 18.05 0.75 4.89 0.00 0.00 1.13 0.75 1.13 1.13 

$90,001-

$100,000 

# 322 156 166 14 5 112 89 14 65 5 6 1 0 3 0 7 1 

% 100.00 48.45 51.55 4.35 1.55 34.78 27.64 4.35 20.19 1.55 1.86 0.31 0.00 0.93 0.00 2.17 0.31 

$100,001-

$110,000 

# 327 176 151 9 4 125 79 28 55 9 7 0 0 1 0 4 6 

% 100.00 53.82 46.18 2.75 1.22 38.23 24.16 8.56 16.82 2.75 2.14 0.00 0.00 0.31 0.00 1.22 1.83 

$110,001-

$120,000 

# 282 150 132 7 8 106 78 22 39 8 3 0 0 1 0 6 4 

% 100.00 53.19 46.81 2.48 2.84 37.59 27.66 7.80 13.83 2.84 1.06 0.00 0.00 0.35 0.00 2.13 1.42 

# 359 207 152 4 7 174 94 21 35 6 12 0 0 1 1 1 3 

Page 93 
$120,001-

$130,000 % 100.00 57.66 42.34 1.11 1.95 48.47 26.18 5.85 9.75 1.67 3.34 0.00 0.00 0.28 0.28 0.28 0.84 

$130,001-

$140,000 

# 284 143 141 5 6 102 72 22 54 10 6 0 0 2 0 2 3 

% 100.00 50.35 49.65 1.76 2.11 35.92 25.35 7.75 19.01 3.52 2.11 0.00 0.00 0.70 0.00 0.70 1.06 

$140,001-

$150,000 

# 290 154 136 13 1 116 80 18 47 6 4 0 0 1 1 0 3 

% 100.00 53.10 46.90 4.48 0.34 40.00 27.59 6.21 16.21 2.07 1.38 0.00 0.00 0.34 0.34 0.00 1.03 

$150,001-

$160,000 

# 336 196 140 8 6 152 84 18 40 14 8 1 0 1 1 2 1 

% 100.00 58.33 41.67 2.38 1.79 45.24 25.00 5.36 11.90 4.17 2.38 0.30 0.00 0.30 0.30 0.60 0.30 

$161,001-

$170,000 

# 254 141 113 8 5 113 53 13 42 6 11 0 0 1 1 0 1 

% 100.00 55.51 44.49 3.15 1.97 44.49 20.87 5.12 16.54 2.36 4.33 0.00 0.00 0.39 0.39 0.00 0.39 

$170,001-

$180,000 

# 350 193 157 9 4 150 102 15 32 14 17 0 1 1 0 4 1 

% 100.00 55.14 44.86 2.57 1.14 42.86 29.14 4.29 9.14 4.00 4.86 0.00 0.29 0.29 0.00 1.14 0.29 

$180,001 and 

Greater 

# 1818 1131 687 39 18 922 488 79 101 75 69 1 1 4 5 11 5 

% 100.00 62.21 37.79 2.15 0.99 50.72 26.84 4.35 5.56 4.13 3.80 0.06 0.06 0.22 0.28 0.61 0.28 

Page 94 
 

Table A5T: SALARY - Distribution by Race, Ethnicity, and Sex (Participation Rate) 

Salary Range Total Total 

Males 

Total 

Females 

Hispanic 

or 

Latino 

Males 

Hispanic 

or 

Latino 

Females 

White 

Males 

White 

Females 

Black or 

African 

American 

Males 

Black or 

African 

American 

Females 

Asian 

Males 

Asian 

Females 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Males 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Females 

American 

Indian or 

Alaska 

Native 

Males 

American 

Indian or 

Alaska 

Native 

Females 

Two 

or 

more 

races 

Males 

Two or 

more races 

Females 

Temporary 

Workforce 

# 374 203 171 9 8 164 109 11 36 15 13 0 0 1 0 3 5 

% 100.00 54.28 45.72 2.41 2.14 43.85 29.14 2.94 9.63 4.01 3.48 0.00 0.00 0.27 0.00 0.80 1.34 

Alternative 

Benchmark % 

Up to $20,000 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$20,001-$30,000 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$30,001-$40,000 

# 38 18 20 0 0 13 8 2 12 2 0 0 0 0 0 1 0 

% 100.00 47.37 52.63 0.00 0.00 34.21 21.05 5.26 31.58 5.26 0.00 0.00 0.00 0.00 0.00 2.63 0.00 

$40,001-$50,000 

# 97 50 47 3 6 37 29 4 6 5 5 0 0 1 0 0 1 

% 100.00 51.55 48.45 3.09 6.19 38.14 29.90 4.12 6.19 5.15 5.15 0.00 0.00 1.03 0.00 0.00 1.03 

$50,001-$60,000 

# 86 48 38 2 1 36 27 3 6 5 3 0 0 0 0 2 1 

% 100.00 55.81 44.19 2.33 1.16 41.86 31.40 3.49 6.98 5.81 3.49 0.00 0.00 0.00 0.00 2.33 1.16 

$60,001-$70,000 

# 87 52 35 3 0 47 25 2 8 0 1 0 0 0 0 0 1 

% 100.00 59.77 40.23 3.45 0.00 54.02 28.74 2.30 9.20 0.00 1.15 0.00 0.00 0.00 0.00 0.00 1.15 

$70,001-$80,000 

# 39 19 20 0 1 16 14 0 2 3 2 0 0 0 0 0 1 

% 100.00 48.72 51.28 0.00 2.56 41.03 35.90 0.00 5.13 7.69 5.13 0.00 0.00 0.00 0.00 0.00 2.56 

$80,001-$90,000 

# 8 3 5 0 0 3 2 0 1 0 1 0 0 0 0 0 1 

% 100.00 37.50 62.50 0.00 0.00 37.50 25.00 0.00 12.50 0.00 12.50 0.00 0.00 0.00 0.00 0.00 12.50 

$90,001-$100,000 

# 2 2 0 0 0 2 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$100,001-$110,000 

# 3 2 1 0 0 2 0 0 1 0 0 0 0 0 0 0 0 

% 100.00 66.67 33.33 0.00 0.00 66.67 0.00 0.00 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$110,001-$120,000 

# 1 0 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 95 
$120,001-$130,000 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$130,001-$140,000 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$140,001-$150,000 

# 2 1 1 0 0 1 1 0 0 0 0 0 0 0 0 0 0 

% 100.00 50.00 50.00 0.00 0.00 50.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$150,001-$160,000 

# 1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$161,001-$170,000 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$170,001-$180,000 

# 4 3 1 1 0 2 1 0 0 0 0 0 0 0 0 0 0 

% 100.00 75.00 25.00 25.00 0.00 50.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$180,001 and 

Greater 

# 6 4 2 0 0 4 1 0 0 0 1 0 0 0 0 0 0 

% 100.00 66.67 33.33 0.00 0.00 66.67 16.67 0.00 0.00 0.00 16.67 0.00 0.00 0.00 0.00 0.00 0.00 

Page 96 
 

- -

-

Table A6P: MISSION CRITICAL OCCUPATIONS (PERMANENT) Distribution by Race, Ethnicity, and Sex (Participation Rate) 

Mission Critical 

Occupations Total Total 

Males 

Total 

Females 

Hispanic 

or 

Latino 

Males 

Hispanic 

or 

Latino 

Females 

White 

Males 

White 

Females 

Black or 

African 

American 

Males 

Black or 

African 

American 

Females 

Asian 

Males 

Asian 

Females 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Males 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Females 

American 

Indian or 

Alaska 

Native 

Males 

American 

Indian or 

Alaska 

Native 

Females 

Two 

or 

more 

races 

Males 

Two or 

more 

races 

Females 

General Business 

and Industry (1101) 

# 275 182 93 8 1 139 64 16 19 14 7 0 0 1 0 4 2 

% 100.00 66.18 33.82 2.91 0.36 50.55 23.27 5.82 6.91 5.09 2.55 0.00 0.00 0.36 0.00 1.45 0.73 

Occupational 

CLF/SOC Code % 100.00 36.71 63.29 2.86 5.87 27.06 43.84 3.56 8.77 2.41 3.24 0.03 0.05 0.17 0.39 0.62 1.14 

CG-09 

# 2 0 2 0 0 0 0 0 2 0 0 0 0 0 0 0 0 

% 100.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-11 

# 3 3 0 0 0 2 0 0 0 0 0 0 0 0 0 1 0 

% 100.00 100.00 0.00 0.00 0.00 66.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 33.33 0.00 

CG-12 

# 22 14 8 3 0 6 6 4 2 0 0 0 0 0 0 1 0 

% 100.00 63.64 36.36 13.64 0.00 27.27 27.27 18.18 9.09 0.00 0.00 0.00 0.00 0.00 0.00 4.55 0.00 

CG-13 

# 33 19 14 0 0 15 9 3 5 1 0 0 0 0 0 0 0 

% 100.00 57.58 42.42 0.00 0.00 45.45 27.27 9.09 15.15 3.03 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-14 

# 95 68 27 2 1 53 16 8 6 3 3 0 0 1 0 1 1 

% 100.00 71.58 28.42 2.11 1.05 55.79 16.84 8.42 6.32 3.16 3.16 0.00 0.00 1.05 0.00 1.05 1.05 

CG-15 

# 51 33 18 2 0 23 11 1 3 7 3 0 0 0 0 0 1 

% 100.00 64.71 35.29 3.92 0.00 45.10 21.57 1.96 5.88 13.73 5.88 0.00 0.00 0.00 0.00 0.00 1.96 

CM-01 

# 28 15 13 1 0 14 12 0 1 0 0 0 0 0 0 0 0 

% 100.00 53.57 46.43 3.57 0.00 50.00 42.86 0.00 3.57 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CM-02 

# 39 28 11 0 0 24 10 0 0 3 1 0 0 0 0 1 0 

% 100.00 71.79 28.21 0.00 0.00 61.54 25.64 0.00 0.00 7.69 2.56 0.00 0.00 0.00 0.00 2.56 0.00 

CX 

# 1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

EM 

# 1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 97 
 

 

Internal Competitive Promotions 

Vacancy 

Announcements # 13 

Relevant Applicant 

Pool % 

Internal Applications 

# 125 87 38 12 1 48 24 21 9 6 3 0 0 0 1 0 0 

% 100.00 69.60 30.40 9.60 0.80 38.40 19.20 16.80 7.20 4.80 2.40 0.00 0.00 0.00 0.80 0.00 0.00 

Qualified Internal 

Applicants 

# 84 59 25 7 0 39 18 11 4 2 3 0 0 0 0 0 0 

% 100.00 70.24 29.76 8.33 0.00 46.43 21.43 13.10 4.76 2.38 3.57 0.00 0.00 0.00 0.00 0.00 0.00 

Referred Applicants 

# 82 55 27 7 0 37 19 9 5 2 3 0 0 0 0 0 0 

% 100.00 67.07 32.93 8.54 0.00 45.12 23.17 10.98 6.10 2.44 3.66 0.00 0.00 0.00 0.00 0.00 0.00 

Interviewed 

Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Internal Selections 

# 17 8 9 1 0 6 7 1 2 0 0 0 0 0 0 0 0 

% 100.00 47.06 52.94 5.88 0.00 35.29 41.18 5.88 11.76 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

New Hires 

Vacancy 

Announcements # 18 

Voluntarily Identified 

Applicants 

# 534 296 238 32 26 124 62 85 129 43 11 0 0 7 0 5 10 

% 100.00 55.43 44.57 5.99 4.87 23.22 11.61 15.92 24.16 8.05 2.06 0.00 0.00 1.31 0.00 0.94 1.87 

Qualified External 

Applicants 

# 277 144 133 19 7 70 47 38 68 11 8 0 0 3 0 3 3 

% 100.00 51.99 48.01 6.86 2.53 25.27 16.97 13.72 24.55 3.97 2.89 0.00 0.00 1.08 0.00 1.08 1.08 

Referred Applicants 

# 81 53 28 5 0 30 15 10 11 6 1 0 0 2 0 0 1 

% 100.00 65.43 34.57 6.17 0.00 37.04 18.52 12.35 13.58 7.41 1.23 0.00 0.00 2.47 0.00 0.00 1.23 

Interviewed 

Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

External Selections 

# 14 8 6 1 0 5 5 0 1 2 0 0 0 0 0 0 0 

% 100.00 57.14 42.86 7.14 0.00 35.71 35.71 0.00 7.14 14.29 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Economist (0110) 

# 68 49 19 3 0 42 10 1 2 3 7 0 0 0 0 0 0 

% 100.00 72.06 27.94 4.41 0.00 61.76 14.71 1.47 2.94 4.41 10.29 0.00 0.00 0.00 0.00 0.00 0.00 

Occupational 

CLF/SOC Code % 100.00 67.07 32.93 3.34 1.85 55.79 25.20 2.84 2.66 4.40 2.66 0.00 0.05 0.16 0.10 0.55 0.41 

CG-09 

# 2 2 0 1 0 1 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 50.00 0.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 98 
 

CG-11 

# 4 3 1 0 0 2 1 1 0 0 0 0 0 0 0 0 0 

% 100.00 75.00 25.00 0.00 0.00 50.00 25.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-12 

# 6 5 1 0 0 5 0 0 1 0 0 0 0 0 0 0 0 

% 100.00 83.33 16.67 0.00 0.00 83.33 0.00 0.00 16.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-13 

# 6 4 2 0 0 4 0 0 1 0 1 0 0 0 0 0 0 

% 100.00 66.67 33.33 0.00 0.00 66.67 0.00 0.00 16.67 0.00 16.67 0.00 0.00 0.00 0.00 0.00 0.00 

CG-14 

# 39 31 8 2 0 26 5 0 0 3 3 0 0 0 0 0 0 

% 100.00 79.49 20.51 5.13 0.00 66.67 12.82 0.00 0.00 7.69 7.69 0.00 0.00 0.00 0.00 0.00 0.00 

CG-15 

# 6 2 4 0 0 2 2 0 0 0 2 0 0 0 0 0 0 

% 100.00 33.33 66.67 0.00 0.00 33.33 33.33 0.00 0.00 0.00 33.33 0.00 0.00 0.00 0.00 0.00 0.00 

CM-02 

# 4 2 2 0 0 2 1 0 0 0 1 0 0 0 0 0 0 

% 100.00 50.00 50.00 0.00 0.00 50.00 25.00 0.00 0.00 0.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 

EM 

# 1 0 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Internal Competitive Promotions 

Vacancy 

Announcements # 2 

Relevant Applicant 

Pool % 

Internal Applications 

# 8 6 2 0 0 3 0 1 0 2 2 0 0 0 0 0 0 

% 100.00 75.00 25.00 0.00 0.00 37.50 0.00 12.50 0.00 25.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 

Qualified Internal 

Applicants 

# 6 5 1 0 0 3 0 1 0 1 1 0 0 0 0 0 0 

% 100.00 83.33 16.67 0.00 0.00 50.00 0.00 16.67 0.00 16.67 16.67 0.00 0.00 0.00 0.00 0.00 0.00 

Referred Applicants 

# 6 5 1 0 0 3 0 1 0 1 1 0 0 0 0 0 0 

% 100.00 83.33 16.67 0.00 0.00 50.00 0.00 16.67 0.00 16.67 16.67 0.00 0.00 0.00 0.00 0.00 0.00 

Interviewed 

Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Internal Selections 

# 1 0 1 0 0 0 0 0 0 0 1 0 0 0 0 0 0 

% 100.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 99 
 

New Hires 

Vacancy 

Announcements # 3 

Voluntarily Identified 

Applicants 

# 31 24 7 4 1 11 3 5 0 3 3 1 0 0 0 0 0 

% 100.00 77.42 22.58 12.90 3.23 35.48 9.68 16.13 0.00 9.68 9.68 3.23 0.00 0.00 0.00 0.00 0.00 

Qualified External 

Applicants 

# 7 4 3 0 0 4 1 0 0 0 2 0 0 0 0 0 0 

% 100.00 57.14 42.86 0.00 0.00 57.14 14.29 0.00 0.00 0.00 28.57 0.00 0.00 0.00 0.00 0.00 0.00 

Referred Applicants 

# 7 4 3 0 0 4 1 0 0 0 2 0 0 0 0 0 0 

% 100.00 57.14 42.86 0.00 0.00 57.14 14.29 0.00 0.00 0.00 28.57 0.00 0.00 0.00 0.00 0.00 0.00 

Interviewed 

Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

External Selections 

# 4 3 1 0 0 3 1 0 0 0 0 0 0 0 0 0 0 

% 100.00 75.00 25.00 0.00 0.00 75.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Financial Institution 

Examining (0570) 

# 2575 1576 999 69 41 1316 728 105 161 53 45 2 3 11 7 20 14 

% 100.00 61.20 38.80 2.68 1.59 51.11 28.27 4.08 6.25 2.06 1.75 0.08 0.12 0.43 0.27 0.78 0.54 

Occupational 

CLF/SOC Code % 100.00 54.75 45.25 3.06 3.65 44.11 28.34 3.41 8.40 3.53 3.69 0.00 0.00 0.08 0.20 0.55 0.98 

CG-07 

# 191 108 83 5 6 73 55 13 14 12 4 0 0 1 1 4 3 

% 100.00 56.54 43.46 2.62 3.14 38.22 28.80 6.81 7.33 6.28 2.09 0.00 0.00 0.52 0.52 2.09 1.57 

CG-09 

# 132 72 60 4 2 58 33 5 16 2 3 0 2 0 2 3 2 

% 100.00 54.55 45.45 3.03 1.52 43.94 25.00 3.79 12.12 1.52 2.27 0.00 1.52 0.00 1.52 2.27 1.52 

CG-11 

# 132 83 49 4 5 72 33 6 8 0 2 0 0 0 0 1 1 

% 100.00 62.88 37.12 3.03 3.79 54.55 25.00 4.55 6.06 0.00 1.52 0.00 0.00 0.00 0.00 0.76 0.76 

CG-12 

# 675 395 280 22 6 323 216 23 38 16 12 1 0 4 2 6 6 

% 100.00 58.52 41.48 3.26 0.89 47.85 32.00 3.41 5.63 2.37 1.78 0.15 0.00 0.59 0.30 0.89 0.89 

CG-13 

# 442 

287 155 12 7 249 123 16 22 6 3 0 0 1 0 3 0 

% 100.00 64.93 35.07 2.71 1.58 56.33 27.83 3.62 4.98 1.36 0.68 0.00 0.00 0.23 0.00 0.68 0.00 

CG-14 

# 539 330 209 10 7 281 141 21 45 10 12 1 1 5 2 2 1 

% 100.00 61.22 38.78 1.86 1.30 52.13 26.16 3.90 8.35 1.86 2.23 0.19 0.19 0.93 0.37 0.37 0.19 

CG-15 

# 143 95 48 5 3 82 34 5 5 2 6 0 0 0 0 1 0 

% 100.00 66.43 33.57 3.50 2.10 57.34 23.78 3.50 3.50 1.40 4.20 0.00 0.00 0.00 0.00 0.70 0.00 

CM-01 

# 264 174 90 7 4 152 70 14 12 1 3 0 0 0 0 0 1 

% 100.00 65.91 34.09 2.65 1.52 57.58 26.52 5.30 4.55 0.38 1.14 0.00 0.00 0.00 0.00 0.00 0.38 

CM-02 # 56 32 24 0 1 26 22 2 1 4 0 0 0 0 0 0 0 

Page 100 
 

 

% 100.00 57.14 42.86 0.00 1.79 46.43 39.29 3.57 1.79 7.14 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

EM 

# 1 0 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Internal Competitive Promotions 

Vacancy 

Announcements # 99 

Relevant Applicant 

Pool % 

Internal Applications 

# 594 395 199 66 13 241 117 54 53 24 13 1 0 4 3 5 0 

% 100.00 66.50 33.50 11.11 2.19 40.57 19.70 9.09 8.92 4.04 2.19 0.17 0.00 0.67 0.51 0.84 0.00 

Qualified Internal 

Applicants 

# 560 369 191 63 12 227 116 51 49 18 12 1 0 4 2 5 0 

% 100.00 65.89 34.11 11.25 2.14 40.54 20.71 9.11 8.75 3.21 2.14 0.18 0.00 0.71 0.36 0.89 0.00 

Referred Applicants 

# 514 339 175 55 8 210 106 47 47 18 12 1 0 3 2 5 0 

% 100.00 65.95 34.05 10.70 1.56 40.86 20.62 9.14 9.14 3.50 2.33 0.19 0.00 0.58 0.39 0.97 0.00 

Interviewed 

Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Internal Selections 

# 132 82 50 13 3 46 34 11 12 8 1 1 0 1 0 2 0 

% 100.00 62.12 37.88 9.85 2.27 34.85 25.76 8.33 9.09 6.06 0.76 0.76 0.00 0.76 0.00 1.52 0.00 

New Hires 

Vacancy 

Announcements # 8 

Voluntarily Identified 

Applicants 

# 868 489 379 73 38 233 119 132 193 31 22 0 1 10 2 10 4 

% 100.00 56.34 43.66 8.41 4.38 26.84 13.71 15.21 22.24 3.57 2.53 0.00 0.12 1.15 0.23 1.15 0.46 

Qualified External 

Applicants 

# 545 307 238 52 23 153 86 75 111 16 16 0 0 6 2 5 0 

% 100.00 56.33 43.67 9.54 4.22 28.07 15.78 13.76 20.37 2.94 2.94 0.00 0.00 1.10 0.37 0.92 0.00 

Referred Applicants 

# 167 113 54 14 3 63 26 24 20 4 4 0 0 4 1 4 0 

% 100.00 67.66 32.34 8.38 1.80 37.72 15.57 14.37 11.98 2.40 2.40 0.00 0.00 2.40 0.60 2.40 0.00 

Interviewed 

Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

External Selections 

# 31 18 13 4 1 11 8 1 3 1 1 0 0 1 0 0 0 

% 100.00 58.06 41.94 12.90 3.23 35.48 25.81 3.23 9.68 3.23 3.23 0.00 0.00 3.23 0.00 0.00 0.00 

Page 101 
 

 

 

- -

-

Table A6T: MISSION CRITICAL OCCUPATIONS (TEMPORARY) Distribution by Race, Ethnicity, and Sex (Participation Rate) 

Mission Critical 

Occupations Total Total 

Males 

Total 

Females 

Hispanic 

or 

Latino 

Males 

Hispanic 

or 

Latino 

Females 

White 

Males 

White 

Females 

Black or 

African 

American 

Males 

Black or 

African 

American 

Females 

Asian 

Males 

Asian 

Females 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Males 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Females 

American 

Indian or 

Alaska 

Native 

Males 

American 

Indian or 

Alaska 

Native 

Females 

Two 

or 

more 

races 

Males 

Two or 

more 

races 

Females 

General Business and 

Industry (1101) 

# 2 2 0 0 0 2 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Occupational CLF/SOC 

Code % 100.00 36.71 63.29 2.86 5.87 27.06 43.84 3.56 8.77 2.41 3.24 0.03 0.05 0.17 0.39 0.62 1.14 

CG-12 

# 1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-14 

# 1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Internal Competitive Promotions 

Vacancy 

Announcements # 1 

Relevant Applicant 

Pool % 

Internal Applications 

# 2 1 1 0 0 1 0 0 1 0 0 0 0 0 0 0 0 

% 100.00 50.00 50.00 0.00 0.00 50.00 0.00 0.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Qualified Internal 

Applicants 

# 2 1 1 0 0 1 0 0 1 0 0 0 0 0 0 0 0 

% 100.00 50.00 50.00 0.00 0.00 50.00 0.00 0.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Referred Applicants 

# 2 1 1 0 0 1 0 0 1 0 0 0 0 0 0 0 0 

% 100.00 50.00 50.00 0.00 0.00 50.00 0.00 0.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Interviewed Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Internal Selections 

# 1 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 102 
 

 

New Hires 

Vacancy 

Announcements # 0 

Voluntarily Identified 

Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Qualified External 

Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Referred Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Interviewed Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

External Selections 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Economist (0110) 

# 13 9 4 0 0 5 3 1 1 3 0 0 0 0 0 0 0 

% 100.00 69.23 30.77 0.00 0.00 38.46 23.08 7.69 7.69 23.08 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Occupational CLF/SOC 

Code % 100.00 67.07 32.93 3.34 1.85 55.79 25.20 2.84 2.66 4.40 2.66 0.00 0.05 0.16 0.10 0.55 0.41 

CG-07 

# 4 3 1 0 0 1 1 0 0 2 0 0 0 0 0 0 0 

% 100.00 75.00 25.00 0.00 0.00 25.00 25.00 0.00 0.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-09 

# 9 6 3 0 0 4 2 1 1 1 0 0 0 0 0 0 0 

% 100.00 66.67 33.33 0.00 0.00 44.44 22.22 11.11 11.11 11.11 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Internal Competitive Promotions 

Vacancy 

Announcements # 0 

Relevant Applicant 

Pool % 

Internal Applications # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Qualified Internal 

Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Referred Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Interviewed Applicants # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Internal Selections 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 103 
 

 

New Hires 

Vacancy 

Announcements # 0 

Voluntarily Identified 

Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Qualified External 

Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Referred Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Interviewed Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

External Selections 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Financial Institution 

Examining (0570) 

# 184 103 81 5 2 93 58 1 12 2 5 0 0 0 0 2 4 

% 100.00 55.98 44.02 2.72 1.09 50.54 31.52 0.54 6.52 1.09 2.72 0.00 0.00 0.00 0.00 1.09 2.17 

Occupational CLF/SOC 

Code % 100.00 54.75 45.25 3.06 3.65 44.11 28.34 3.41 8.40 3.53 3.69 0.00 0.00 0.08 0.20 0.55 0.98 

CG-07 

# 98 56 42 4 1 49 32 0 5 1 2 0 0 0 0 2 2 

% 100.00 57.14 42.86 4.08 1.02 50.00 32.65 0.00 5.10 1.02 2.04 0.00 0.00 0.00 0.00 2.04 2.04 

CG-09 

# 83 47 36 1 1 44 24 1 7 1 3 0 0 0 0 0 1 

% 100.00 56.63 43.37 1.20 1.20 53.01 28.92 1.20 8.43 1.20 3.61 0.00 0.00 0.00 0.00 0.00 1.20 

CG-11 

# 3 0 3 0 0 0 2 0 0 0 0 0 0 0 0 0 1 

% 100.00 0.00 100.00 0.00 0.00 0.00 66.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 33.33 

Internal Competitive Promotions 

Vacancy 

Announcements # 28 

Relevant Applicant 

Pool % 

Internal Applications 

# 169 108 61 12 6 73 26 17 24 4 3 0 0 1 2 1 0 

% 100.00 63.91 36.09 7.10 3.55 43.20 15.38 10.06 14.20 2.37 1.78 0.00 0.00 0.59 1.18 0.59 0.00 

Qualified Internal 

Applicants 

# 157 103 54 12 6 69 22 17 21 3 3 0 0 1 2 1 0 

% 100.00 65.61 34.39 7.64 3.82 43.95 14.01 10.83 13.38 1.91 1.91 0.00 0.00 0.64 1.27 0.64 0.00 

Referred Applicants 

# 134 90 44 9 5 61 21 16 16 3 1 0 0 0 1 1 0 

% 100.00 67.16 32.84 6.72 3.73 45.52 15.67 11.94 11.94 2.24 0.75 0.00 0.00 0.00 0.75 0.75 0.00 

Page 104 
 

Interviewed Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Internal Selections 

# 27 15 12 1 1 11 11 3 0 0 0 0 0 0 0 0 0 

% 100.00 55.56 44.44 3.70 3.70 40.74 40.74 11.11 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

New Hires 

Vacancy 

Announcements # 0 

Voluntarily Identified 

Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Qualified External 

Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Referred Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Interviewed Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

External Selections 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 105 
 

 

Table A7: Senior Grade Levels by Race, Ethnicity, and Sex (Participation Rate) (PERMANENT) 

Senior Grade 

Levels Total Total 

Males 

Total 

Females 

Hispanic 

or 

Latino 

Males 

Hispanic 

or 

Latino 

Females 

White 

Males 

White 

Females 

Black or 

African 

American 

Males 

Black or 

African 

American 

Females 

Asian 

Males 

Asian 

Females 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Males 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Females 

American 

Indian or 

Alaska 

Native 

Males 

American 

Indian or 

Alaska 

Native 

Females 

Two 

or 

more 

races 

Males 

Two or 

more 

races 

Females 

Upward Mobility 

Benchmark % 100.00 61.68 38.32 2.26 1.21 49.93 25.92 4.82 7.48 3.54 3.12 0.07 0.07 0.36 0.16 0.69 0.36 

Alternative Benchmark % 

Total Senior Grades 

SES or Equivalent: 

# 3567 2141 1426 79 44 1707 914 186 323 129 118 2 2 13 8 25 17 

% 

# 

100.00 

144 

60.02 

92 

39.98 

52 

2.21 

2 

1.23 

0 

47.86 

77 

25.62 

44 

5.21 

10 

9.06 

7 

3.62 

2 

3.31 

1 

0.06 

0 

0.06 

0 

0.36 

1 

0.22 

0 

0.70 

0 

0.48 

0 

% 100.00 63.89 36.11 1.39 0.00 53.47 30.56 6.94 4.86 1.39 0.69 0.00 0.00 0.69 0.00 0.00 0.00 

Internal Competitive Promotions 

Vacancy 

Announcements # 6 

Relevant Applicant 

Pool % 

Internal Applications 

# 40 27 13 1 2 13 4 5 3 8 4 0 0 0 0 0 0 

% 100.00 67.50 32.50 2.50 5.00 32.50 10.00 12.50 7.50 20.00 10.00 0.00 0.00 0.00 0.00 0.00 0.00 

Qualified Internal 

Applicants 

# 26 17 9 0 1 9 4 3 2 5 2 0 0 0 0 0 0 

% 100.00 65.38 34.62 0.00 3.85 34.62 15.38 11.54 7.69 19.23 7.69 0.00 0.00 0.00 0.00 0.00 0.00 

Referred Applicants 

# 26 17 9 0 1 9 4 3 2 5 2 0 0 0 0 0 0 

% 100.00 65.38 34.62 0.00 3.85 34.62 15.38 11.54 7.69 19.23 7.69 0.00 0.00 0.00 0.00 0.00 0.00 

Interviewed Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Internal Selections 

# 4 4 0 0 0 4 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 106 
 

 

New Hires 

Vacancy 

Announcements # 7 

Voluntarily Identified 

Applicants 

# 320 174 146 15 14 80 54 61 67 13 7 0 0 2 1 3 3 

% 100.00 54.38 45.63 4.69 4.38 25.00 16.88 19.06 20.94 4.06 2.19 0.00 0.00 0.63 0.31 0.94 0.94 

Qualified External 

Applicants 

# 78 33 45 2 4 18 14 12 23 1 3 0 0 0 0 0 1 

% 100.00 42.31 57.69 2.56 5.13 23.08 17.95 15.38 29.49 1.28 3.85 0.00 0.00 0.00 0.00 0.00 1.28 

Referred Applicants 

# 31 18 13 0 1 12 6 5 5 1 1 0 0 0 0 0 0 

% 100.00 58.06 41.94 0.00 3.23 38.71 19.35 16.13 16.13 3.23 3.23 0.00 0.00 0.00 0.00 0.00 0.00 

Interviewed Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

External Selections 

# 3 2 1 0 0 1 1 1 0 0 0 0 0 0 0 0 0 

% 100.00 66.67 33.33 0.00 0.00 33.33 33.33 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Career Development Program 

Slots for Career 

Development Program # 

Eligible for Career 

Development Program 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Applicants for Career 

Development Program 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Selections for Career 

Development Program 

GS-15 or Equivalent: 

# 

% 

# 

100.00 

1277 

0.00 

784 

0.00 

493 

0.00 

32 

0.00 

16 

0.00 

637 

0.00 

346 

0.00 

55 

0.00 

77 

0.00 

47 

0.00 

48 

0.00 

1 

0.00 

0 

0.00 

3 

0.00 

1 

0.00 

9 

0.00 

5 

% 100.00 61.39 38.61 2.51 1.25 49.88 27.09 4.31 6.03 3.68 3.76 0.08 0.00 0.23 0.08 0.70 0.39 

Page 107 
 

 

Internal Competitive Promotions 

Vacancy 

Announcements # 55 

Relevant Applicant 

Pool % 

Internal Applications 

# 271 182 89 23 7 114 48 19 18 24 13 0 0 1 1 1 2 

% 100.00 67.16 32.84 8.49 2.58 42.07 17.71 7.01 6.64 8.86 4.80 0.00 0.00 0.37 0.37 0.37 0.74 

Qualified Internal 

Applicants 

# 220 145 75 21 5 97 44 12 16 13 9 0 0 1 0 1 1 

% 100.00 65.91 34.09 9.55 2.27 44.09 20.00 5.45 7.27 5.91 4.09 0.00 0.00 0.45 0.00 0.45 0.45 

Referred Applicants 

# 214 137 77 21 4 92 45 11 17 11 10 0 0 1 0 1 1 

% 100.00 64.02 35.98 9.81 1.87 42.99 21.03 5.14 7.94 5.14 4.67 0.00 0.00 0.47 0.00 0.47 0.47 

Interviewed Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Internal Selections 

# 48 22 26 1 2 18 14 1 7 1 3 0 0 0 0 1 0 

% 100.00 45.83 54.17 2.08 4.17 37.50 29.17 2.08 14.58 2.08 6.25 0.00 0.00 0.00 0.00 2.08 0.00 

New Hires 

Vacancy 

Announcements # 38 

Voluntarily Identified 

Applicants 

# 1429 985 444 99 49 423 127 252 191 191 63 0 1 8 5 12 8 

% 100.00 68.93 31.07 6.93 3.43 29.60 8.89 17.63 13.37 13.37 4.41 0.00 0.07 0.56 0.35 0.84 0.56 

Qualified External 

Applicants 

# 453 306 147 26 9 154 53 70 60 53 21 0 0 1 2 2 2 

% 100.00 67.55 32.45 5.74 1.99 34.00 11.70 15.45 13.25 11.70 4.64 0.00 0.00 0.22 0.44 0.44 0.44 

Referred Applicants 

# 302 211 91 19 9 109 38 48 28 33 12 0 0 1 2 1 2 

% 100.00 69.87 30.13 6.29 2.98 36.09 12.58 15.89 9.27 10.93 3.97 0.00 0.00 0.33 0.66 0.33 0.66 

Interviewed Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

External Selections 

# 36 20 16 1 2 15 8 2 1 2 5 0 0 0 0 0 0 

% 100.00 55.56 44.44 2.78 5.56 41.67 22.22 5.56 2.78 5.56 13.89 0.00 0.00 0.00 0.00 0.00 0.00 

Page 108 
 

 

Career Development Program 

Slots for Career 

Development Program # 

Eligible for Career 

Development Program 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Applicants for Career 

Development Program 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Selections for Career 

Development Program 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-14 or Equivalent: 

# 1227 751 476 26 15 586 291 67 111 55 48 1 1 8 5 8 5 

% 100.00 61.21 38.79 2.12 1.22 47.76 23.72 5.46 9.05 4.48 3.91 0.08 0.08 0.65 0.41 0.65 0.41 

Internal Competitive Promotions 

Vacancy 

Announcements # 43 

Relevant Applicant 

Pool % 

Internal Applications 

# 260 160 100 23 7 94 44 31 39 9 7 1 0 2 2 0 1 

% 100.00 61.54 38.46 8.85 2.69 36.15 16.92 11.92 15.00 3.46 2.69 0.38 0.00 0.77 0.77 0.00 0.38 

Qualified Internal 

Applicants 

# 198 125 73 19 5 78 36 20 29 6 3 1 0 1 0 0 0 

% 100.00 63.13 36.87 9.60 2.53 39.39 18.18 10.10 14.65 3.03 1.52 0.51 0.00 0.51 0.00 0.00 0.00 

Referred Applicants 

# 191 121 70 18 4 75 35 20 28 6 3 1 0 1 0 0 0 

% 100.00 63.35 36.65 9.42 2.09 39.27 18.32 10.47 14.66 3.14 1.57 0.52 0.00 0.52 0.00 0.00 0.00 

Interviewed Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Internal Selections 

# 53 32 21 3 1 19 15 4 4 4 1 1 0 1 0 0 0 

% 100.00 60.38 39.62 5.66 1.89 35.85 28.30 7.55 7.55 7.55 1.89 1.89 0.00 1.89 0.00 0.00 0.00 

Page 109 
 

 

New Hires 

Vacancy 

Announcements # 37 

Voluntarily Identified 

Applicants 

# 1782 1137 645 114 65 444 162 313 326 242 76 1 0 13 6 10 10 

% 100.00 63.80 36.20 6.40 3.65 24.92 9.09 17.56 18.29 13.58 4.26 0.06 0.00 0.73 0.34 0.56 0.56 

Qualified External 

Applicants 

# 642 378 264 36 22 143 73 103 124 89 36 1 0 4 5 2 4 

% 100.00 58.88 41.12 5.61 3.43 22.27 11.37 16.04 19.31 13.86 5.61 0.16 0.00 0.62 0.78 0.31 0.62 

Referred Applicants 

# 466 269 197 28 19 98 54 71 93 66 24 0 0 3 5 3 2 

% 100.00 57.73 42.27 6.01 4.08 21.03 11.59 15.24 19.96 14.16 5.15 0.00 0.00 0.64 1.07 0.64 0.43 

Interviewed Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

External Selections 

# 30 18 12 1 1 10 7 2 3 4 1 0 0 0 0 1 0 

% 100.00 60.00 40.00 3.33 3.33 33.33 23.33 6.67 10.00 13.33 3.33 0.00 0.00 0.00 0.00 3.33 0.00 

Career Development Program 

Slots for Career 

Development Program # 

Eligible for Career 

Development Program 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Applicants for Career 

Development Program 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Selections for Career 

Development Program 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-13 or Equivalent: 

# 919 514 405 19 13 407 233 54 128 25 21 0 1 1 2 8 7 

% 100.00 55.93 44.07 2.07 1.41 44.29 25.35 5.88 13.93 2.72 2.29 0.00 0.11 0.11 0.22 0.87 0.76 

Page 110 
 

 

Internal Competitive Promotions 

Vacancy 

Announcements # 78 

Relevant Applicant 

Pool % 

Internal Applications 

# 421 263 158 49 8 144 95 44 40 22 12 0 0 2 3 2 0 

% 100.00 62.47 37.53 11.64 1.90 34.20 22.57 10.45 9.50 5.23 2.85 0.00 0.00 0.48 0.71 0.48 0.00 

Qualified Internal 

Applicants 

# 380 240 140 46 5 134 90 35 32 21 11 0 0 2 2 2 0 

% 100.00 63.16 36.84 12.11 1.32 35.26 23.68 9.21 8.42 5.53 2.89 0.00 0.00 0.53 0.53 0.53 0.00 

Referred Applicants 

# 348 219 129 41 4 123 81 32 31 21 11 0 0 1 2 1 0 

% 100.00 62.93 37.07 11.78 1.15 35.34 23.28 9.20 8.91 6.03 3.16 0.00 0.00 0.29 0.57 0.29 0.00 

Interviewed Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Internal Selections 

# 99 59 40 12 2 31 27 8 8 6 3 0 0 1 0 1 0 

% 100.00 59.60 40.40 12.12 2.02 31.31 27.27 8.08 8.08 6.06 3.03 0.00 0.00 1.01 0.00 1.01 0.00 

New Hires 

Vacancy 

Announcements # 36 

Voluntarily Identified 

Applicants 

# 2047 1256 791 138 80 441 164 395 427 248 94 0 1 13 3 21 22 

% 100.00 61.36 38.64 6.74 3.91 21.54 8.01 19.30 20.86 12.12 4.59 0.00 0.05 0.64 0.15 1.03 1.07 

Qualified External 

Applicants 

# 689 354 335 38 30 144 73 98 182 63 40 0 0 6 1 5 9 

% 100.00 51.38 48.62 5.52 4.35 20.90 10.60 14.22 26.42 9.14 5.81 0.00 0.00 0.87 0.15 0.73 1.31 

Referred Applicants 

# 437 232 205 26 19 96 42 60 115 43 25 0 0 4 0 3 4 

% 100.00 53.09 46.91 5.95 4.35 21.97 9.61 13.73 26.32 9.84 5.72 0.00 0.00 0.92 0.00 0.69 0.92 

Interviewed Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

External Selections 

# 34 19 15 2 0 11 3 2 7 4 5 0 0 0 0 0 0 

% 100.00 55.88 44.12 5.88 0.00 32.35 8.82 5.88 20.59 11.76 14.71 0.00 0.00 0.00 0.00 0.00 0.00 

Page 111 
 

 

 

 

 

 

Career Development Program 

Slots for Career 

Development Program # 

Eligible for Career 

Development Program 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Applicants for Career 

Development Program 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Selections for Career 

Development Program 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

NOTE: EEOC instructed the FDIC that the definition of career development program/opportunities for this table requires 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 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. 

Page 112 
 

 

Table A8: MANAGEMENT POSITIONS (PERMANENT) - Distribution by Race, Ethnicity, and Sex (Participation Rate) 

Upward Mobility To 

Management 

Positions 

Total Total 

Males 

Total 

Females 

Hispanic 

or 

Latino 

Males 

Hispanic 

or 

Latino 

Females 

White 

Males 

White 

Females 

Black or 

African 

American 

Males 

Black or 

African 

American 

Females 

Asian 

Males 

Asian 

Females 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Males 

Native 

Hawaiian 

or Other 

Pacific 

Islander 

Females 

American 

Indian or 

Alaska 

Native 

Males 

American 

Indian or 

Alaska 

Native 

Females 

Two 

or 

more 

races 

Males 

Two or 

more 

races 

Females 

Upward Mobility To 

Management Positions % 100.00 60.79 39.21 2.31 1.09 49.12 29.85 6.11 6.11 2.44 2.04 0.00 0.00 0.14 0.00 0.68 0.14 

Alternative Benchmark % 

Total Management 

# 807 486 321 19 8 389 243 51 53 20 15 0 0 2 0 5 2 

% 100.00 60.22 39.78 2.35 0.99 48.20 30.11 6.32 6.57 2.48 1.86 0.00 0.00 0.25 0.00 0.62 0.25 

Executives 

# 133 82 51 2 0 69 43 10 7 0 1 0 0 1 0 0 0 

% 100.00 61.65 38.35 1.50 0.00 51.88 32.33 7.52 5.26 0.00 0.75 0.00 0.00 0.75 0.00 0.00 0.00 

EM 

# 131 81 50 2 0 68 42 10 7 0 1 0 0 1 0 0 0 

% 100.00 61.83 38.17 1.53 0.00 51.91 32.06 7.63 5.34 0.00 0.76 0.00 0.00 0.76 0.00 0.00 0.00 

EX 

# 2 1 1 0 0 1 1 0 0 0 0 0 0 0 0 0 0 

% 100.00 50.00 50.00 0.00 0.00 50.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

# 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 113 
 

 

Internal Competitive Promotions 

Vacancy 

Announcements # 5 

Relevant Applicant 

Pool % 

Internal Applications 

# 19 15 4 0 0 7 2 2 0 6 2 0 0 0 0 0 0 

% 100.00 78.95 21.05 0.00 0.00 36.84 10.53 10.53 0.00 31.58 10.53 0.00 0.00 0.00 0.00 0.00 0.00 

Qualified Internal 

Applicants 

# 16 12 4 0 0 6 2 1 0 5 2 0 0 0 0 0 0 

% 100.00 75.00 25.00 0.00 0.00 37.50 12.50 6.25 0.00 31.25 12.50 0.00 0.00 0.00 0.00 0.00 0.00 

Referred Applicants 

# 16 12 4 0 0 6 2 1 0 5 2 0 0 0 0 0 0 

% 100.00 75.00 25.00 0.00 0.00 37.50 12.50 6.25 0.00 31.25 12.50 0.00 0.00 0.00 0.00 0.00 0.00 

Interviewed Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Internal Selections 

# 3 3 0 0 0 3 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

New Hires 

Vacancy 

Announcements # 6 

Voluntarily Identified 

Applicants 

# 304 163 141 15 14 75 52 58 64 10 7 0 0 2 1 3 3 

% 100.00 53.62 46.38 4.93 4.61 24.67 17.11 19.08 21.05 3.29 2.30 0.00 0.00 0.66 0.33 0.99 0.99 

Qualified External 

Applicants 

# 75 32 43 2 4 18 12 12 23 0 3 0 0 0 0 0 1 

% 100.00 42.67 57.33 2.67 5.33 24.00 16.00 16.00 30.67 0.00 4.00 0.00 0.00 0.00 0.00 0.00 1.33 

Referred Applicants 

# 28 17 11 0 1 12 4 5 5 0 1 0 0 0 0 0 0 

% 100.00 60.71 39.29 0.00 3.57 42.86 14.29 17.86 17.86 0.00 3.57 0.00 0.00 0.00 0.00 0.00 0.00 

Interviewed Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

External Selections 

# 3 2 1 0 0 1 1 1 0 0 0 0 0 0 0 0 0 

% 100.00 66.67 33.33 0.00 0.00 33.33 33.33 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 114 
 

Career Development Program 

Slots for Career 

Development Program # 

Eligible for Career 

Development Program 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Applicants for Career 

Development Program 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Selections for Career 

Development Program 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Managers 

# 196 111 85 2 3 89 65 8 8 10 8 0 0 0 0 2 1 

% 100.00 56.63 43.37 1.02 1.53 45.41 33.16 4.08 4.08 5.10 4.08 0.00 0.00 0.00 0.00 1.02 0.51 

CM-02 

# 196 111 85 2 3 89 65 8 8 10 8 0 0 0 0 2 1 

% 100.00 56.63 43.37 1.02 1.53 45.41 33.16 4.08 4.08 5.10 4.08 0.00 0.00 0.00 0.00 1.02 0.51 

Pay Plan/Grade Level 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Pay Plan/Grade Level 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Pay Plan/Grade Level 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Pay Plan/Grade Level 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 115 
 

 

Internal Competitive Promotions 

Vacancy 

Announcements # 14 

Relevant Applicant 

Pool % 

Internal Applications 

# 55 30 25 2 1 19 14 3 3 6 6 0 0 0 1 0 0 

% 100.00 54.55 45.45 3.64 1.82 34.55 25.45 5.45 5.45 10.91 10.91 0.00 0.00 0.00 1.82 0.00 0.00 

Qualified Internal 

Applicants 

# 42 23 19 2 0 17 12 2 2 2 5 0 0 0 0 0 0 

% 100.00 54.76 45.24 4.76 0.00 40.48 28.57 4.76 4.76 4.76 11.90 0.00 0.00 0.00 0.00 0.00 0.00 

Referred Applicants 

# 44 24 20 2 0 18 13 2 2 2 5 0 0 0 0 0 0 

% 100.00 54.55 45.45 4.55 0.00 40.91 29.55 4.55 4.55 4.55 11.36 0.00 0.00 0.00 0.00 0.00 0.00 

Interviewed Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Internal Selections 

# 10 3 7 0 0 3 5 0 0 0 2 0 0 0 0 0 0 

% 100.00 30.00 70.00 0.00 0.00 30.00 50.00 0.00 0.00 0.00 20.00 0.00 0.00 0.00 0.00 0.00 0.00 

New Hires 

Vacancy 

Announcements # 9 

Voluntarily Identified 

Applicants 

# 56 23 33 3 5 9 10 10 15 1 2 0 0 0 1 0 0 

% 100.00 41.07 58.93 5.36 8.93 16.07 17.86 17.86 26.79 1.79 3.57 0.00 0.00 0.00 1.79 0.00 0.00 

Qualified External 

Applicants 

# 21 6 15 0 2 3 6 3 6 0 0 0 0 0 1 0 0 

% 100.00 28.57 71.43 0.00 9.52 14.29 28.57 14.29 28.57 0.00 0.00 0.00 0.00 0.00 4.76 0.00 0.00 

Referred Applicants 

# 22 7 15 0 2 4 6 3 6 0 0 0 0 0 1 0 0 

% 100.00 31.82 68.18 0.00 9.09 18.18 27.27 13.64 27.27 0.00 0.00 0.00 0.00 0.00 4.55 0.00 0.00 

Interviewed Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

External Selections 

# 6 2 4 0 0 2 2 0 1 0 1 0 0 0 0 0 0 

% 100.00 33.33 66.67 0.00 0.00 33.33 33.33 0.00 16.67 0.00 16.67 0.00 0.00 0.00 0.00 0.00 0.00 

Page 116 
 

Career Development Program 

Slots for Career 

Development Program # 

Eligible for Career 

Development Program 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Applicants for Career 

Development Program 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Selections for Career 

Development Program 

Supervisors 

# 

% 

# 

100.00 

478 

0.00 

293 

0.00 

185 

0.00 

15 

0.00 

5 

0.00 

231 

0.00 

135 

0.00 

33 

0.00 

38 

0.00 

10 

0.00 

6 

0.00 

0 

0.00 

0 

0.00 

1 

0.00 

0 

0.00 

3 

0.00 

1 

% 100.00 61.30 38.70 3.14 1.05 48.33 28.24 6.90 7.95 2.09 1.26 0.00 0.00 0.21 0.00 0.63 0.21 

CG-12 

# 2 0 2 0 0 0 1 0 1 0 0 0 0 0 0 0 0 

% 100.00 0.00 100.00 0.00 0.00 0.00 50.00 0.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-13 

# 16 6 10 0 0 4 8 2 2 0 0 0 0 0 0 0 0 

% 100.00 37.50 62.50 0.00 0.00 25.00 50.00 12.50 12.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-14 

# 17 9 8 1 0 5 5 2 3 0 0 0 0 0 0 1 0 

% 100.00 52.94 47.06 5.88 0.00 29.41 29.41 11.76 17.65 0.00 0.00 0.00 0.00 0.00 0.00 5.88 0.00 

CG-15 

# 1 1 0 0 1 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CM-01 

# 442 277 165 14 5 221 121 29 32 10 6 0 0 1 0 2 1 

% 100.00 62.67 37.33 3.17 1.13 50.00 27.38 6.56 7.24 2.26 1.36 0.00 0.00 0.23 0.00 0.45 0.23 

Page 117 
 

 

Internal Competitive Promotions 

Vacancy 

Announcements # 20 

Relevant Applicant 

Pool % 

Internal Applications 

# 97 72 25 9 1 46 17 12 5 4 1 0 0 0 0 1 1 

% 100.00 74.23 25.77 9.28 1.03 47.42 17.53 12.37 5.15 4.12 1.03 0.00 0.00 0.00 0.00 1.03 1.03 

Qualified Internal 

Applicants 

# 83 59 24 8 1 40 17 9 4 1 1 0 0 0 0 1 1 

% 100.00 71.08 28.92 9.64 1.20 48.19 20.48 10.84 4.82 1.20 1.20 0.00 0.00 0.00 0.00 1.20 1.20 

Referred Applicants 

# 83 56 27 8 1 38 19 8 5 1 1 0 0 0 0 1 1 

% 100.00 67.47 32.53 9.64 1.20 45.78 22.89 9.64 6.02 1.20 1.20 0.00 0.00 0.00 0.00 1.20 1.20 

Interviewed Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Internal Selections 

# 20 12 8 0 0 10 6 1 2 0 0 0 0 0 0 1 0 

% 100.00 60.00 40.00 0.00 0.00 50.00 30.00 5.00 10.00 0.00 0.00 0.00 0.00 0.00 0.00 5.00 0.00 

New Hires 

Vacancy 

Announcements # 11 

Voluntarily Identified 

Applicants 

# 687 413 274 49 34 155 51 146 157 56 23 0 0 3 4 4 5 

% 100.00 60.12 39.88 7.13 4.95 22.56 7.42 21.25 22.85 8.15 3.35 0.00 0.00 0.44 0.58 0.58 0.73 

Qualified External 

Applicants 

# 248 145 103 14 7 56 17 60 66 13 9 0 0 1 2 1 2 

% 100.00 58.47 41.53 5.65 2.82 22.58 6.85 24.19 26.61 5.24 3.63 0.00 0.00 0.40 0.81 0.40 0.81 

Referred Applicants 

# 187 106 81 11 6 40 13 45 52 8 6 0 0 1 2 1 2 

% 100.00 56.68 43.32 5.88 3.21 21.39 6.95 24.06 27.81 4.28 3.21 0.00 0.00 0.53 1.07 0.53 1.07 

Interviewed Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

External Selections 

# 9 3 6 0 1 3 1 0 2 0 2 0 0 0 0 0 0 

% 100.00 33.33 66.67 0.00 11.11 33.33 11.11 0.00 22.22 0.00 22.22 0.00 0.00 0.00 0.00 0.00 0.00 

Page 118 
 

 

 

 

 

 

Career Development Program 

Slots for Career 

Development Program # 

Eligible for Career 

Development Program 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Applicants for Career 

Development Program 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Selections for Career 

Development Program 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

NOTE: EEOC instructed the FDIC that the definition of career development program/opportunities for this table requires 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 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. 

Page 119 
 

Table A9: EMPLOYEE RECOGNITION AND AWARDS (PERMANENT) - Distribution by Race, Ethnicity, and Sex (Participation Rate) 

Awards Total Total 

Males 

Total 

Females 

Hispanic 

or Latino 

Males 

Hispanic or 

Latino 

Females 

White 

Males 

White 

Females 

Black or 

African 

American 

Males 

Black or 

African 

American 

Females 

Asian 

Males 

Asian 

Females 

Native 

Hawaiian or 

Other 

Pacific 

Islander 

Males 

Native 

Hawaiian or 

Other 

Pacific 

Islander 

Females 

American 

Indian or 

Alaska 

Native 

Males 

American 

Indian or 

Alaska 

Native 

Females 

Two or 

more 

races 

Males 

Two or 

more 

races 

Females 

Permanent 

Workforce 

# 5575 3083 2492 137 96 2386 1505 314 666 174 166 3 4 20 14 49 41 

% 100.00 55.30 44.70 2.46 1.72 42.80 27.00 5.63 11.95 3.12 2.98 0.05 0.07 0.36 0.25 0.88 0.74 

Alternative 

Benchmark % 

Time Off Awards 

Time-Off 

Awards: 1-10 

hours 

# 3 0 3 0 0 0 2 0 1 0 0 0 0 0 0 0 0 

% 100.00 0.00 100.00 0.00 0.00 0.00 66.67 0.00 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Hours # 25 0 25 0 0 0 16 0 9 0 0 0 0 0 0 0 0 

Average Hours # 8.33 0.00 8.33 0.00 0.00 0.00 8.00 0.00 9.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Time-Off 

Awards: 11-20 

hours 

# 3 0 3 0 0 0 3 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Hours # 47 0 47 0 0 0 47 0 0 0 0 0 0 0 0 0 0 

Average Hours # 15.50 0.00 15.50 0.00 0.00 0.00 15.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Time-Off 

Awards: 21-30 

hours 

# 1 0 1 0 0 0 1 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 100.00 0.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Hours # 27 0 27 0 0 0 27 0 0 0 0 0 0 0 0 0 0 

Average Hours # 27.00 0.00 27.00 0.00 0.00 0.00 27.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Time-Off 

Awards: 31-40 

hours 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

Average Hours # 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 120 
 

 

 

 

 

 

 

Time-Off 

Awards: 41 or 

more hours 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

Average Hours # 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Cash Awards 

Cash Awards: 

$500 and Under 

# 5525 2850 2675 145 112 2222 1667 287 687 121 137 3 1 24 21 48 50 

% 100.00 51.58 48.42 2.62 2.03 40.22 30.17 5.19 12.43 2.19 2.48 0.05 0.02 0.43 0.38 0.87 0.90 

Total Amount $ 17666 

04 921679 844925 47500 35660 72040 9 519253 90876 221125 42259 47871 900 250 6869 6225 12866 14541 

Average Amount $ 319.75 323.40 315.86 327.59 318.39 324.2 

2 311.49 316.64 321.87 349.2 5 349.42 300.00 250.00 286.21 296.43 268.0 4 290.82 

Cash Awards: 

$501 - $999 

# 265 132 133 4 10 89 64 18 48 19 9 1 0 1 1 0 1 

% 100.00 49.81 50.19 1.51 3.77 33.58 24.15 6.79 18.11 7.17 3.40 0.38 0.00 0.38 0.38 0.00 0.38 

Total Amount $ 20525 

8 101337 103921 3050 8023 68223 50416 13900 36656 14664 7176 750 0 750 750 0 900 

Average Amount $ 774.56 767.71 781.36 762.50 802.30 766.5 

5 787.75 772.22 763.67 771.7 9 797.33 750.00 0.00 750.00 750.00 0.00 900.00 

Cash Awards: 

$1000 - $1999 

# 1441 756 685 34 29 593 410 62 188 47 47 1 0 5 3 14 8 

% 100.00 52.46 47.54 2.36 2.01 41.15 28.45 4.30 13.05 3.26 3.26 0.07 0.00 0.35 0.21 0.97 0.56 

Total Amount $ 18696 

09 975518 894091 45873 38066 76947 3 537318 79015 244653 56776 59167 1500 0 7380 4381 15500 10506 

Average Amount $ 1297.4 

4 

1290.3 

7 1305.24 1349.21 1312.62 1297. 59 

1310.5 

3 1274.44 1301.35 1208. 00 

1258.8 

7 1500.00 0.00 1476.00 1460.33 1107. 14 1313.25 

Cash Awards: 

$2000 - $2999 

# 535 281 254 10 10 229 151 25 75 13 15 1 0 1 0 2 3 

% 100.00 52.52 47.48 1.87 1.87 42.80 28.22 4.67 14.02 2.43 2.80 0.19 0.00 0.19 0.00 0.37 0.56 

Total Amount $ 12570 

85 659319 597766 25595 24540 53672 1 355305 59599 175231 28762 35928 2000 0 2392 0 4250 6762 

Average Amount $ 2349.6 

9 

2346.3 

3 2353.41 2559.50 2454.00 2343. 76 

2353.0 

1 2383.96 2336.41 2212. 46 

2395.2 

0 2000.00 0.00 2392.00 0.00 2125. 00 2254.00 

Cash Awards: 

$3000 - $3999 

# 274 157 117 7 0 133 91 8 15 5 8 0 0 2 2 2 1 

% 100.00 57.30 42.70 2.55 0.00 48.54 33.21 2.92 5.47 1.82 2.92 0.00 0.00 0.73 0.73 0.73 0.36 

Total Amount $ 94977 

5 550417 399358 24689 0 46775 4 312752 26918 49351 17005 26884 0 0 6763 6908 7288 3463 

Average Amount $ 3466.3 

3 

3505.8 

4 3413.32 3527.00 0.00 3516. 95 

3436.8 

4 3364.75 3290.07 3401. 00 

3360.5 

0 0.00 0.00 3381.50 3454.00 3644. 00 3463.00 

Cash Awards: 

$4000 - $4999 # 295 176 119 9 5 154 82 9 21 4 10 0 0 0 1 0 0 

Page 121 
 

% 100.00 59.66 40.34 3.05 1.69 52.20 27.80 3.05 7.12 1.36 3.39 0.00 0.00 0.00 0.34 0.00 0.00 

Total Amount $ 13083 

18 775883 532435 39111 22370 68032 3 367231 38603 93210 17846 44670 0 0 0 4954 0 0 

Average Amount $ 4434.9 

8 

4408.4 

3 4474.24 4345.67 4474.00 4417. 68 

4478.4 

3 4289.22 4438.57 4461. 50 

4467.0 

0 0.00 0.00 0.00 4954.00 0.00 0.00 

Cash Awards: 

$5000 or more 

# 465 288 177 6 5 245 137 16 21 18 14 0 0 1 0 2 0 

% 100.00 61.94 38.06 1.29 1.08 52.69 29.46 3.44 4.52 3.87 3.01 0.00 0.00 0.22 0.00 0.43 0.00 

Total Amount $ 31550 

83 

192974 

6 1225337 35146 31737 16326 85 930675 113028 173517 12370 9 89408 0 0 6321 0 18857 0 

Average Amount $ 6785.1 

2 

6700.5 

1 6922.81 5857.67 6347.40 6664. 02 

6793.2 

5 7064.25 8262.71 6872. 72 

6386.2 

9 0.00 0.00 6321.00 0.00 9428. 50 0.00 

Other Awards 

Quality Step 

Increases (QSI) 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Benefit $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

Average Benefit $ 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Performance 

Based Pay 

Increase 

# 5442 3821 3151 172 125 3014 1948 361 828 196 189 3 4 23 17 52 40 

% 100.00 70.21 57.90 3.16 2.30 55.38 35.80 6.63 15.21 3.60 3.47 0.06 0.07 0.42 0.31 0.96 0.74 

Total Benefit $ 18867 

161 

108437 

33 8023428 467362 269406 84912 92 

515127 

2 1049521 1898128 62295 5 538818 11991 12601 61236 39746 13937 6 113457 

Average Benefit $ 3466.9 

5 

2837.9 

3 2546.31 2717.22 2155.25 2817. 28 

2644.3 

9 2907.26 2292.43 3178. 34 

2850.8 

9 3997.00 3150.25 2662.43 2338.00 2680. 31 2836.43 

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- -

- -

-

Table B1 1: TOTAL WORKFORCE Distribution by Disability Status (Participation Rate) 

Employment 

Tenure by 

Sub 

Component 

Total 

No 

Disability 

(05) 

Not 

Identified 

(01) 

Disability 

(02 03, 

06 99) 

Persons 

With 

Targeted 

Disability 

Developmental 

Disability 

(2) 

Traumatic 

Brain 

Injury 

(3) 

Deaf or 

Serious 

Difficulty 

Hearing 

(19) 

Blind or 

Serious 

Difficulty 

Seeing 

(20) 

Missing 

Extremities 

(31) 

Significant 

Mobility 

Impairment 

(40) 

Partial or 

Complete 

Paralysis 

(60) 

Epilepsy 

or Other 

Seizure 

Disorders 

(82) 

Intellectual 

Disability 

(90) 

Significant 

Psychiatric 

Disorder 

(91) 

Dwarfism 

(92) 

Significant Disfigurement 

(93) 

TOTAL WORKFORCE 

Prior FY 

# 6035 5225 112 698 136 1 4 62 17 2 15 12 6 0 15 0 2 

% 100.00 86.58 1.86 11.57 2.25 0.02 0.07 1.03 0.28 0.03 0.25 0.20 0.10 0.00 0.25 0.00 0.03 

Current FY 

# 5949 5115 123 711 140 2 9 64 18 2 12 10 7 0 14 0 2 

% 100.00 85.98 2.07 11.95 2.35 0.03 0.15 1.08 0.30 0.03 0.20 0.17 0.12 0.00 0.24 0.00 0.03 

501 Goal % 12.00 2.00 

Difference # -86 -110 11 13 4 1 5 2 1 0 -3 -2 1 0 -1 0 1 

Ratio Change % 0.00 -0.60 0.21 0.39 0.10 0.02 0.09 0.05 0.02 0.00 -0.05 -0.03 0.02 0.00 -0.01 0.00 0.02 

Net Change % -1.43 -2.11 9.82 1.86 2.94 100.00 125.00 3.23 5.88 0.00 -20.00 -16.67 16.67 0.00 -6.67 0.00 100.00 

EMPLOYEE GAINS 

New Hires 

# 480 459 4 17 1 0 0 0 0 0 0 0 0 0 1 0 0 

% 100.00 95.63 0.83 3.54 0.21 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.21 0.00 0.00 

EMPLOYEE LOSSES 

Reduction in 

Force 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Removal 

# 13 11 0 2 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 84.62 0.00 15.38 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Resignation 

# 201 182 5 14 1 0 0 0 0 0 0 1 0 0 0 0 0 

% 100.00 90.55 2.49 6.97 0.50 0.00 0.00 0.00 0.00 0.00 0.00 0.50 0.00 0.00 0.00 0.00 0.00 

Retirement 

# 249 207 4 38 8 0 0 2 1 0 3 1 0 0 1 0 0 

% 100.00 83.13 1.61 15.26 3.21 0.00 0.00 0.80 0.40 0.00 1.20 0.40 0.00 0.00 0.40 0.00 0.00 

Page 123 
 

Other 

Separations 

# 105 84 4 17 3 0 0 1 0 0 0 0 0 0 2 0 0 

% 100.00 80.00 3.81 16.19 2.86 0.00 0.00 0.95 0.00 0.00 0.00 0.00 0.00 0.00 1.90 0.00 0.00 

Total Separations 

# 568 484 13 71 12 0 0 3 1 0 3 2 0 0 3 0 0 

% 100.00 85.21 2.29 12.50 2.11 0.00 0.00 0.53 0.18 0.00 0.53 0.35 0.00 0.00 0.53 0.00 0.00 

PERMANENT WORKFORCE 

Prior FY 

# 5605 4865 94 646 128 1 4 59 14 2 15 12 6 0 13 0 2 

% 100.00 86.80 1.68 11.53 2.28 0.02 0.07 1.05 0.25 0.04 0.27 0.21 0.11 0.00 0.23 0.00 0.04 

Current FY 

# 5575 4797 104 674 135 2 9 63 16 2 12 10 7 0 12 0 2 

% 100.00 86.04 1.87 12.09 2.42 0.04 0.16 1.13 0.29 0.04 0.22 0.18 0.13 0.00 0.22 0.00 0.04 

Difference # -30 -68 10 28 7 1 5 4 2 0 -3 -2 1 0 -1 0 0 

Ratio Change % 0.00 -0.75 0.19 0.56 0.14 0.02 0.09 0.08 0.04 0.00 -0.05 -0.03 0.02 0.00 -0.02 0.00 0.00 

Net Change % -0.54 -1.40 10.64 4.33 5.47 100.00 125.00 6.78 14.29 0.00 -20.00 -16.67 16.67 0.00 -7.69 0.00 0.00 

EMPLOYEE GAINS 

New Hires 

# 306 289 4 13 1 0 0 0 0 0 0 0 0 0 1 0 0 

% 100.00 94.44 1.31 4.25 0.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.33 0.00 0.00 

EMPLOYEE LOSSES 

Reduction in 

Force 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Removal 

# 12 10 0 2 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 83.33 0.00 16.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Resignation 

# 129 118 2 9 1 0 0 0 0 0 0 1 0 0 0 0 0 

% 100.00 91.47 1.55 6.98 0.78 0.00 0.00 0.00 0.00 0.00 0.00 0.78 0.00 0.00 0.00 0.00 0.00 

Retirement 

# 223 193 2 28 7 0 0 2 0 0 3 1 0 0 1 0 0 

% 100.00 86.55 0.90 12.56 3.14 0.00 0.00 0.90 0.00 0.00 1.35 0.45 0.00 0.00 0.45 0.00 0.00 

Other 

Separations 

# 37 31 1 5 2 0 0 0 0 0 0 0 0 0 2 0 0 

% 100.00 83.78 2.70 13.51 5.41 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 5.41 0.00 0.00 

Total Separations 

# 401 352 5 44 10 0 0 2 0 0 3 2 0 0 3 0 0 

% 100.00 87.78 1.25 10.97 2.49 0.00 0.00 0.50 0.00 0.00 0.75 0.50 0.00 0.00 0.75 0.00 0.00 

Page 124 
 

TEMPORARY WORKFORCE 

Prior FY 

# 430 360 18 52 8 0 0 3 3 0 0 0 0 0 2 0 0 

% 100.00 83.72 4.19 12.09 1.86 0.00 0.00 0.70 0.70 0.00 0.00 0.00 0.00 0.00 0.47 0.00 0.00 

Current FY 

# 374 318 19 37 5 0 0 1 2 0 0 0 0 0 2 0 0 

% 100.00 85.03 5.08 9.89 1.34 0.00 0.00 0.27 0.53 0.00 0.00 0.00 0.00 0.00 0.53 0.00 0.00 

Difference # -56 -42 1 -15 -3 0 0 -2 -1 0 0 0 0 0 0 0 0 

Ratio Change % 0.00 1.31 0.89 -2.20 -0.52 0.00 0.00 -0.43 -0.16 0.00 0.00 0.00 0.00 0.00 0.07 0.00 0.00 

Net Change % -13.02 -11.67 5.56 -28.85 -37.50 0.00 0.00 -66.67 -33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

EMPLOYEE GAINS 

New Hires 

# 174 170 0 4 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 97.70 0.00 2.30 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

EMPLOYEE LOSSES 

Reduction in 

Force 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Removal 

# 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Resignation 

# 72 64 3 5 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 88.89 4.17 6.94 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Retirement 

# 26 14 2 10 1 0 0 0 1 0 0 0 0 0 0 0 0 

% 100.00 53.85 7.69 38.46 3.85 0.00 0.00 0.00 3.85 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Other 

Separations 

# 68 53 3 12 1 0 0 1 0 0 0 0 0 0 0 0 0 

% 100.00 77.94 4.41 17.65 1.47 0.00 0.00 1.47 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Separations 

# 167 132 8 27 2 0 0 1 1 0 0 0 0 0 0 0 0 

% 100.00 79.04 4.79 16.17 1.20 0.00 0.00 0.60 0.60 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

SCHEDULE A EMPLOYEES IN PERMANENT WORKFORCE 

Prior FY 

# 39 6 2 31 13 0 0 6 1 0 0 1 1 0 3 0 1 

% 100.00 15.38 5.13 79.49 33.33 0.00 0.00 15.38 2.56 0.00 0.00 2.56 2.56 0.00 7.69 0.00 2.56 

Page 125 
 

 

Current FY 

# 46 7 4 35 10 0 0 4 0 0 0 0 1 0 4 0 1 

% 100.00 15.22 8.70 76.09 21.74 0.00 0.00 8.70 0.00 0.00 0.00 0.00 2.17 0.00 8.70 0.00 2.17 

Difference # 7 1 2 4 -3 0 0 -2 -1 0 0 -1 0 0 1 0 0 

Ratio Change % 0.00 -0.17 3.57 -3.40 -11.59 0.00 0.00 -6.69 -2.56 0.00 0.00 -2.56 -0.39 0.00 1.00 0.00 -0.39 

Net Change % 17.95 16.67 100.00 12.90 -23.08 0.00 0.00 -33.33 -

100.00 0.00 0.00 -100.00 0.00 0.00 33.33 0.00 0.00 

EMPLOYEE GAINS 

New Hires 

# 7 0 2 5 2 0 0 0 0 0 0 0 0 0 2 0 0 

% 100.00 0.00 28.57 71.43 28.57 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 28.57 0.00 0.00 

EMPLOYEE LOSSES 

Total Separations 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

NOTE: Disability designations for Schedule A employees in the permanent workforce is as self-reported by the employees on the SF-256. While all of these employees were required to prove an 

intellectual disability, severe physical disability, or psychiatric disability prior to appointment under the Schedule A hiring authority for persons with disabilities, some chose not to self-identify on the SF256. 

Page 126 
 

 

 

 

 

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Table B1 2: TOTAL WORKFORCE Distribution by Disability Status (Inclusion Rate) 

Employment 

Tenure by Sub 

Component 

Total 

Persons 

Without 

Disability 

No 

Disability 

(05) 

Not 

Identified 

(01) 

Disability 

(02 03, 06 

99) 

Persons 

With 

Targeted 

Disability 

Developm 

ental 

Disability 

(2) 

Traumatic 

Brain 

Injury (3) 

Deaf or 

Serious 

Difficulty 

Hearing 

(19) 

Blind or 

Serious 

Difficulty 

Seeing (20) 

Missing 

Extremities 

(31) 

Significant 

Mobility 

Impairment 

(40) 

Partial or 

Complete 

Paralysis (60) 

Epilep 

sy or 

Other 

Seizur 

e 

Disord 

ers 

(82) 

Intellectual 

Disability 

(90) 

Significant 

Psychiatric 

Disorder 

(91) 

Dwarfism 

(92) 

Signif 

icant 

Disfig 

urem 

ent 

(93) 

TOTAL WORKFORCE 

Prior FY 

# 6035 5337 5225 112 698 136 1 4 62 17 2 15 12 6 0 15 0 2 

% 100.00 88.43 86.58 1.86 11.57 2.25 0.02 0.07 1.03 0.28 0.03 0.25 0.20 0.10 0.00 0.25 0.00 0.0 

3 

Current FY 

# 5949 5238 5115 123 711 140 2 9 64 18 2 12 10 7 0 14 0 2 

% 100.00 88.05 85.98 2.07 11.95 2.35 0.03 0.15 1.08 0.30 0.03 0.20 0.17 0.12 0.00 0.24 0.00 0.0 

3 

501 Goal % 12.00 2.00 

Difference # -86 -99 -110 11 13 4 1 5 2 1 0 -3 -2 1 0 -1 0 1 

Ratio Change % 0.00 -0.39 -0.60 0.21 0.39 0.10 0.02 0.09 0.05 0.02 0.00 -0.05 -0.03 0.02 0.00 -0.01 0.00 0.0 

2 

Net Change % -1.43 -1.85 -2.11 9.82 1.86 2.94 100.00 125.00 3.23 5.88 0.00 -20.00 -16.67 16.6 

7 0.00 -6.67 0.00 100 .00 

EMPLOYEE GAINS (Inclusion Rate) 

New Hires 

# 480 463 459 4 17 1 0 0 0 0 0 0 0 0 0 1 0 0 

% 100.00 8.84 8.97 3.25 2.39 0.71 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 7.14 0.00 0.0 

0 

EMPLOYEE LOSSES (Inclusion Rate) 

Reduction in 

Force 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0 

0 

Removal 

# 13 11 11 0 2 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.21 0.22 0.00 0.28 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0 

0 

Resignation 

# 201 187 182 5 14 1 0 0 0 0 0 0 1 0 0 0 0 0 

% 100.00 3.57 3.56 4.07 1.97 0.71 0.00 0.00 0.00 0.00 0.00 0.00 10.00 0.00 0.00 0.00 0.00 0.0 

0 

Retirement 

# 249 211 207 4 38 8 0 0 2 1 0 3 1 0 0 1 0 0 

% 100.00 4.03 4.05 3.25 5.34 5.71 0.00 0.00 3.13 5.56 0.00 25.00 10.00 0.00 0.00 7.14 0.00 0.0 

0 

Page 127 
 

Other 

Separations 

# 105 88 84 4 17 3 0 0 1 0 0 0 0 0 0 2 0 0 

% 100.00 1.68 1.64 3.25 2.39 2.14 0.00 0.00 1.56 0.00 0.00 0.00 0.00 0.00 0.00 14.29 0.00 0.0 

0 

Total 

Separations 

# 568 497 484 13 71 12 0 0 3 1 0 3 2 0 0 3 0 0 

% 100.00 9.49 9.46 10.57 9.99 8.57 0.00 0.00 4.69 5.56 0.00 25.00 20.00 0.00 0.00 21.43 0.00 0.0 

0 

PERMANENT WORKFORCE 

Prior FY 

# 5605 4959 4865 94 646 128 1 4 59 14 2 15 12 6 0 13 0 2 

% 100.00 88.47 86.80 1.68 11.53 2.28 0.02 0.07 1.05 0.25 0.04 0.27 0.21 0.11 0.00 0.23 0.00 0.0 

4 

Current FY 

# 5575 4901 4797 104 674 135 2 9 63 16 2 12 10 7 0 12 0 2 

% 100.00 87.91 86.04 1.87 12.09 2.42 0.04 0.16 1.13 0.29 0.04 0.22 0.18 0.13 0.00 0.22 0.00 0.0 

4 

Difference # 

-30 -58 -68 10 28 7 1 5 4 2 0 -3 -2 1 0 -1 0 0 

Ratio Change % 0.00 

-0.56 -0.75 0.19 0.56 0.14 0.02 0.09 0.08 0.04 0.00 -0.05 -0.03 0.02 0.00 -0.02 0.00 0.0 

0 

Net Change % 

-0.54 -1.17 -1.40 10.64 4.33 5.47 100.00 125.00 6.78 14.29 0.00 -20.00 -16.67 16.6 

7 

0.00 -7.69 0.00 0.0 

0 

EMPLOYEE GAINS (Inclusion Rate) 

New Hires 

# 306 293 289 4 13 1 0 0 0 0 0 0 0 0 0 1 0 0 

% 100.00 5.98 6.02 3.85 1.93 0.74 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 8.33 0.00 0.0 

0 

EMPLOYEE LOSSES (Inclusion Rate) 

Reduction in 

Force 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0 

0 

Removal 

# 12 10 10 0 2 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.20 0.21 0.00 0.30 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0 

0 

Resignation 

# 129 120 118 2 9 1 0 0 0 0 0 0 1 0 0 0 0 0 

% 100.00 2.45 2.46 1.92 1.34 0.74 0.00 0.00 0.00 0.00 0.00 0.00 10.00 0.00 0.00 0.00 0.00 0.0 

0 

Retirement 

# 223 195 193 2 28 7 0 0 2 0 0 3 1 0 0 1 0 0 

% 100.00 3.98 4.02 1.92 4.15 5.19 0.00 0.00 3.17 0.00 0.00 25.00 10.00 0.00 0.00 8.33 0.00 0.0 

0 

Other 

Separations 

# 37 32 31 1 5 2 0 0 0 0 0 0 0 0 0 2 0 0 

% 100.00 0.65 0.65 0.96 0.74 1.48 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 16.67 0.00 0.0 

0 

Total 

Separations 

# 401 357 352 5 44 10 0 0 2 0 0 3 2 0 0 3 0 0 

% 100.00 7.28 7.34 4.81 6.53 7.41 0.00 0.00 3.17 0.00 0.00 25.00 20.00 0.00 0.00 25.00 0.00 0.0 

0 

Page 128 
 

TEMPORARY WORKFORCE 

Prior FY 

# 430 378 360 18 52 8 0 0 3 3 0 0 0 0 0 2 0 0 

% 100.00 87.91 83.72 4.19 12.09 1.86 0.00 0.00 0.70 0.70 0.00 0.00 0.00 0.00 0.00 0.47 0.00 0.0 

0 

Current FY 

# 374 337 318 19 37 5 0 0 1 2 0 0 0 0 0 2 0 0 

% 100.00 90.11 85.03 5.08 9.89 1.34 0.00 0.00 0.27 0.53 0.00 0.00 0.00 0.00 0.00 0.53 0.00 0.0 

0 

Difference # -56 -41 -42 1 -15 -3 0 0 -2 -1 0 0 0 0 0 0 0 0 

Ratio Change % 0.00 2.20 1.31 0.89 -2.20 -0.52 0.00 0.00 -0.43 -0.16 0.00 0.00 0.00 0.00 0.00 0.07 0.00 0.0 

0 

Net Change % -13.02 -10.85 -11.67 5.56 -28.85 -37.50 0.00 0.00 -66.67 -33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0 

0 

EMPLOYEE GAINS (Inclusion Rate) 

New Hires 

# 174 170 170 0 4 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 50.45 53.46 0.00 10.81 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0 

0 

EMPLOYEE LOSSES (Inclusion Rate) 

Reduction in 

Force 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0 

0 

Removal 

# 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.30 0.31 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0 

0 

Resignation 

# 72 67 64 3 5 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 19.88 20.13 15.79 13.51 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0 

0 

Retirement 

# 26 16 14 2 10 1 0 0 0 1 0 0 0 0 0 0 0 0 

% 100.00 4.75 4.40 10.53 27.03 20.00 0.00 0.00 0.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0 

0 

Other 

Separations 

# 68 56 53 3 12 1 0 0 1 0 0 0 0 0 0 0 0 0 

% 100.00 16.62 16.67 15.79 32.43 20.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0 

0 

Total 

Separations 

# 167 140 132 8 27 2 0 0 1 1 0 0 0 0 0 0 0 0 

% 100.00 41.54 41.51 42.11 72.97 40.00 0.00 0.00 100.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0 

0 

SCHEDULE A EMPLOYEES IN PERMANENT WORKFORCE 

Prior FY 

# 39 8 6 2 31 13 0 0 6 1 0 0 1 1 0 3 0 1 

% 100.00 20.51 15.38 5.13 79.49 33.33 0.00 0.00 15.38 2.56 0.00 0.00 2.56 2.56 0.00 7.69 0.00 2.5 

6 

Current FY # 46 11 7 4 35 10 0 0 4 0 0 0 0 1 0 4 0 1 

Page 129 
 

 

% 100.00 23.91 15.22 8.70 76.09 21.74 0.00 0.00 8.70 0.00 0.00 0.00 0.00 2.1 

7 0.00 8.70 0.00 2.1 7 

Difference # 7 3 1 2 4 -3 0 0 -2 -1 0 0 -1 0 0 1 0 0 

Ratio Change % 0.00 3.40 -0.17 3.57 -3.40 -11.59 0.00 0.00 -6.69 -2.56 0.00 0.00 -2.56 

-

0.3 

9 

0.00 1.00 0.00 

-

0.3 

9 

Net Change % 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0 

0 0.00 0.00 0.00 0.0 0 

EMPLOYEE GAINS (Inclusion Rate) 

New Hires 

# 7 2 0 2 5 2 0 0 0 0 0 0 0 0 0 2 0 0 

% 100.00 0.04 0.00 1.92 0.74 1.48 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0 

0 0.00 16.67 0.00 0.0 0 

EMPLOYEE LOSSES (Inclusion Rate) 

Total 

Separations 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0 

0 0.00 0.00 0.00 0.0 0 

NOTE: Disability designations for Schedule A employees in the permanent workforce is as self-reported by the employees on the SF-256. While all of these employees were required to prove an 

intellectual disability, severe physical disability, or psychiatric disability prior to appointment under the Schedule A hiring authority for persons with disabilities, some chose not to self-identify on the SF256. 

Page 130 
 

 

 

 

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Table B2: PERMANENT WORKFORCE BY COMPONENT Distribution by Disability Status (Participation Rate) 

Employment 

Tenure Total 

No 

Disability 

(05) 

Not 

Identified 

(01) 

Disability 

(02 03, 06 

99) 

Persons 

With 

Targeted 

Disability 

Developme 

ntal 

Disability 

(2) 

Traumatic 

Brain Injury 

(3) 

Deaf or 

Serious 

Difficulty 

Hearing 

(19) 

Blind or 

Serious 

Difficulty 

Seeing (20) 

Missing 

Extremities 

(31) 

Significant 

Mobility 

Impairment 

(40) 

Partial or 

Complete 

Paralysis 

(60) 

Epilepsy or 

Other 

Seizure 

Disorders 

(82) 

Intellectual 

Disability 

(90) 

Significant 

Psychiatric 

Disorder 

(91) 

Dwarfism 

(92) 

Significant 

Disfigureme 

nt (93) 

501 Goal % 12.00 2.00 

Permanent 

Workforce 

# 5575 4797 104 674 135 2 9 63 16 2 12 10 7 0 12 0 2 

% 100.00 86.04 1.87 12.09 2.42 0.04 0.16 1.13 0.29 0.04 0.22 0.18 0.13 0.00 0.22 0.00 0.04 

Atlanta Regional 

Office 

# 454 395 4 55 11 0 0 5 0 0 0 3 1 0 2 0 0 

% 100.00 87.00 0.88 12.11 2.42 0.00 0.00 1.10 0.00 0.00 0.00 0.66 0.22 0.00 0.44 0.00 0.00 

Chicago Regional 

Office 

# 497 433 4 60 12 0 0 7 1 0 1 0 1 0 2 0 0 

% 100.00 87.12 0.80 12.07 2.41 0.00 0.00 1.41 0.20 0.00 0.20 0.00 0.20 0.00 0.40 0.00 0.00 

Dallas Regional 

Office 

# 774 637 14 123 18 0 1 10 4 0 0 2 0 0 1 0 0 

% 100.00 82.30 1.81 15.89 2.33 0.00 0.13 1.29 0.52 0.00 0.00 0.26 0.00 0.00 0.13 0.00 0.00 

Kansas City 

Regional Office 

# 485 430 8 47 13 0 0 6 2 0 1 1 2 0 1 0 0 

% 100.00 88.66 1.65 9.69 2.68 0.00 0.00 1.24 0.41 0.00 0.21 0.21 0.41 0.00 0.21 0.00 0.00 

New York Regional 

Office 

# 570 514 9 47 13 0 4 5 0 0 3 0 0 0 0 0 1 

% 100.00 90.18 1.58 8.25 2.28 0.00 0.70 0.88 0.00 0.00 0.53 0.00 0.00 0.00 0.00 0.00 0.18 

San Francisco 

Regional Office 

# 439 390 7 42 10 0 1 4 1 2 0 0 1 0 1 0 0 

% 100.00 88.84 1.59 9.57 2.28 0.00 0.23 0.91 0.23 0.46 0.00 0.00 0.23 0.00 0.23 0.00 0.00 

Headquarters 

Offices 

# 2356 1998 58 300 58 2 3 26 8 0 7 4 2 0 5 0 1 

% 100.00 84.80 2.46 12.73 2.46 0.08 0.13 1.10 0.34 0.00 0.30 0.17 0.08 0.00 0.21 0.00 0.04 

Page 131 
 

 

 

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Table B3: OCCUPATIONAL CATEGORIES Distribution by Disability (Participation Rate) 

Occupational 

Categories Total 

No 

Disability 

(05) 

Not 

Identified 

(01) 

Disability 

(02 03, 06 

99) 

Persons 

With 

Targeted 

Disability 

Developme 

ntal 

Disability 

(2) 

Traumatic 

Brain Injury 

(3) 

Deaf or 

Serious 

Difficulty 

Hearing 

(19) 

Blind or 

Serious 

Difficulty 

Seeing (20) 

Missing 

Extremities 

(31) 

Significant 

Mobility 

Impairment 

(40) 

Partial or 

Complete 

Paralysis 

(60) 

Epilepsy or 

Other 

Seizure 

Disorders 

(82) 

Intellectual 

Disability 

(90) 

Significant 

Psychiatric 

Disorder 

(91) 

Dwarfism 

(92) 

Significant 

Disfigureme 

nt (93) 

501 Goal % 12.00 2.00 

1. Management 

Executives # 133 118 2 13 2 0 0 1 0 0 0 0 0 0 0 0 1 

% 100.00 88.72 1.50 9.77 1.50 0.00 0.00 0.75 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.75 

Managers 

# 196 171 4 21 1 0 1 0 0 0 0 0 0 0 0 0 0 

% 100.00 87.24 2.04 10.71 0.51 0.00 0.51 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Supervisors # 478 425 3 50 12 0 0 6 3 0 2 1 0 0 0 0 0 

% 100.00 88.91 0.63 10.46 2.51 0.00 0.00 1.26 0.63 0.00 0.42 0.21 0.00 0.00 0.00 0.00 0.00 

Total Management 

# 807 714 9 84 15 0 1 7 3 0 2 1 0 0 0 0 1 

% 100.00 88.48 1.12 10.41 1.86 0.00 0.12 0.87 0.37 0.00 0.25 0.12 0.00 0.00 0.00 0.00 0.12 

2.Professionals 

# 4392 3780 87 525 107 1 8 50 11 2 9 8 7 0 11 0 0 

% 100.00 86.07 1.98 11.95 2.44 0.02 0.18 1.14 0.25 0.05 0.20 0.18 0.16 0.00 0.25 0.00 0.00 

3.Technicians 

# 2 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 50.00 0.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

4. Sales Workers 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

5.Administrative 

Support Workers 

# 325 254 8 63 12 1 0 6 2 0 1 0 0 0 1 0 1 

% 100.00 78.15 2.46 19.38 3.69 0.31 0.00 1.85 0.62 0.00 0.31 0.00 0.00 0.00 0.31 0.00 0.31 

6. Craft Workers 

# 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

7.Operatives 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 132 
8. Laborers and 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

Helpers % 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

9. Service Workers 

# 46 45 0 1 1 0 0 0 0 0 0 1 0 0 0 0 0 

% 100.00 97.83 0.00 2.17 2.17 0.00 0.00 0.00 0.00 0.00 0.00 2.17 0.00 0.00 0.00 0.00 0.00 

Page 133 
 

 

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Table B4P: GENERAL SCHEDULE (GS) GRADES (PERMANENT) Distribution by Disability (Participation Rate) 

GS/GM/GL 

GRADES Total No Disability 

(05) 

Not 

Identified 

(01) 

Disability 

(02 03, 06 

99) 

Persons 

With 

Targeted 

Disability 

Developmen 

tal Disability 

(2) 

Traumatic 

Brain Injury 

(3) 

Deaf or 

Serious 

Difficulty 

Hearing (19) 

Blind or 

Serious 

Difficulty 

Seeing (20) 

Missing 

Extremities 

(31) 

Significant 

Mobility 

Impairment 

(40) 

Partial or 

Complete 

Paralysis 

(60) 

Epilepsy or 

Other 

Seizure 

Disorders 

(82) 

Intellectual 

Disability 

(90) 

Significant 

Psychiatric 

Disorder 

(91) 

Dwarfism 

(92) 

Significant 

Disfigurem 

ent (93) 

501 Goal % 12.00 2.00 

CG-01 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-02 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-03 

# 2 2 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-04 

# 77 70 3 4 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 90.91 3.90 5.19 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-05 

# 21 17 1 3 2 0 0 2 0 0 0 0 0 0 0 

% 100.00 80.95 4.76 14.29 9.52 0.00 0.00 9.52 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-06 

# 109 85 2 22 5 0 0 2 1 0 1 0 0 1 0 

% 100.00 77.98 1.83 20.18 4.59 0.00 0.00 1.83 0.92 0.00 0.92 0.00 0.00 0.00 0.92 0.00 0.00 

CG-07 

# 275 237 6 32 6 0 0 3 0 0 0 0 0 2 1 

% 100.00 86.18 2.18 11.64 2.18 0.00 0.00 1.09 0.00 0.00 0.00 0.00 0.00 0.00 0.73 0.00 0.36 

CG-08 

# 68 53 0 15 3 1 0 2 0 0 0 0 0 0 0 

% 100.00 77.94 0.00 22.06 4.41 1.47 0.00 2.94 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-09 

# 213 175 8 30 6 0 0 2 0 0 1 0 1 2 0 

% 100.00 82.16 3.76 14.08 2.82 0.00 0.00 0.94 0.00 0.00 0.47 0.00 0.47 0.00 0.94 0.00 0.00 

CG-10 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CG-11 

# 287 236 7 44 8 0 0 3 3 0 0 0 1 1 0 

% 100.00 82.23 2.44 15.33 2.79 0.00 0.00 1.05 1.05 0.00 0.00 0.00 0.35 0.00 0.35 0.00 0.00 

Page 134 
 

CG-12 

# 953 797 17 139 30 0 5 15 3 1 2 2 2 0 0 

% 100.00 83.63 1.78 14.59 3.15 0.00 0.52 1.57 0.31 0.10 0.21 0.21 0.21 0.00 0.00 0.00 0.00 

CG-13 

# 919 781 19 119 28 0 0 12 0 0 5 4 2 5 0 

% 100.00 84.98 2.07 12.95 3.05 0.00 0.00 1.31 0.00 0.00 0.54 0.44 0.22 0.00 0.54 0.00 0.00 

CG-14 

# 1227 1078 18 131 22 1 2 7 6 1 1 3 1 0 0 

% 100.00 87.86 1.47 10.68 1.79 0.08 0.16 0.57 0.49 0.08 0.08 0.24 0.08 0.00 0.00 0.00 0.00 

CG-15 

# 638 567 13 58 12 0 1 8 1 0 0 1 0 1 0 

% 100.00 88.87 2.04 9.09 1.88 0.00 0.16 1.25 0.16 0.00 0.00 0.16 0.00 0.00 0.16 0.00 0.00 

Total CG 

Employees 

# 4789 4098 94 597 122 2 8 56 14 2 10 10 7 0 12 0 1 

% 100.00 85.57 1.96 12.47 2.55 0.04 0.17 1.17 0.29 0.04 0.21 0.21 0.15 0.00 0.25 0.00 0.02 

AL 

# 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CM-01 

# 442 396 3 43 10 0 0 6 2 0 2 0 0 0 0 0 0 

% 100.00 89.59 0.68 9.73 2.26 0.00 0.00 1.36 0.45 0.00 0.45 0.00 0.00 0.00 0.00 0.00 0.00 

CM-02 

# 196 171 4 21 1 0 1 0 0 0 0 0 0 0 0 0 0 

% 100.00 87.24 2.04 10.71 0.51 0.00 0.51 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CX 

# 11 10 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 90.91 9.09 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

EM 

# 131 116 2 13 2 0 0 1 0 0 0 0 0 0 0 0 1 

% 100.00 88.55 1.53 9.92 1.53 0.00 0.00 0.76 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.76 

Other Senior 

Pay 

# 2 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Senior 

Pay 

# 783 696 10 77 13 0 1 7 2 0 2 0 0 0 0 0 1 

% 100.00 88.89 1.28 9.83 1.66 0.00 0.13 0.89 0.26 0.00 0.26 0.00 0.00 0.00 0.00 0.00 0.13 

CG-1 to CG-10 

# 765 639 20 106 22 1 0 11 1 0 2 0 1 0 5 0 1 

% 100.00 83.53 2.61 13.86 2.88 0.13 0.00 1.44 0.13 0.00 0.26 0.00 0.13 0.00 0.65 0.00 0.13 

CG-11 to 

Senior Pay 

# 4807 4155 84 568 113 1 9 52 15 2 10 10 6 0 7 0 1 

% 100.00 86.44 1.75 11.82 2.35 0.02 0.19 1.08 0.31 0.04 0.21 0.21 0.12 0.00 0.15 0.00 0.02 

Page 135 
 

 

 

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Table B4P: WAGE GRADE (WG) (PERMANENT) Distribution by Disability (Participation Rate) 

GS/GM/GL 

GRADES Total 

No 

Disability 

(05) 

Not 

Identified 

(01) 

Disability 

(02 03, 

06 99) 

Persons 

With 

Targeted 

Disability 

Developm 

ental 

Disability 

(2) 

Traumatic 

Brain 

Injury (3) 

Deaf or 

Serious 

Difficulty 

Hearing 

(19) 

Blind or 

Serious 

Difficulty 

Seeing 

(20) 

Missing 

Extremitie 

s (31) 

Significant 

Mobility 

Impairmen 

t (40) 

Partial or 

Complete 

Paralysis 

(60) 

Epilepsy 

or Other 

Seizure 

Disorders 

(82) 

Intellectual 

Disability 

(90) 

Significant 

Psychiatric 

Disorder 

(91) 

Dwarfism 

(92) 

Significant 

Disfigure 

ment (93) 

501 Goal % 12.00 2.00 

WG-01 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-02 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-03 

# 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-04 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-05 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-06 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-07 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-08 

# 2 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-09 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-10 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-11 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 136 
WG-12 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-13 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-14 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-15 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total WG 

Employees 

# 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 137 
 

 

 

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Table B4T: GENERAL SCHEDULE (GS) GRADES (TEMPORARY) Distribution by Disability (Participation Rate) 

GS/GM/GL 

GRADES Total 

No 

Disability 

(05) 

Not 

Identified 

(01) 

Disability 

(02 03, 

06 99) 

Persons 

With 

Targeted 

Disability 

Developm 

ental 

Disability 

(2) 

Traumatic 

Brain 

Injury 

(3) 

Deaf or 

Serious 

Difficulty 

Hearing 

(19) 

Blind or 

Serious 

Difficulty 

Seeing 

(20) 

Missing 

Extremitie 

s (31) 

Significant 

Mobility 

Impairmen 

t (40) 

Partial or 

Complete 

Paralysis 

(60) 

Epilepsy 

or Other 

Seizure 

Disorders 

(82) 

Intellectua 

l Disability 

(90) 

Significant 

Psychiatri 

c Disorder 

(91) 

Dwarfism 

(92) 

Significan 

t 

Disfigure 

ment (93) 

501 Goal % 12.00 2.00 

CG-01 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-02 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-03 

# 7 7 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-04 

# 123 108 6 9 3 0 0 0 2 0 0 0 0 0 1 0 0 

% 100.00 87.80 4.88 7.32 2.44 0.00 0.00 0.00 1.63 0.00 0.00 0.00 0.00 0.00 0.81 0.00 0.00 

CG-05 

# 8 5 2 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 62.50 25.00 12.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-06 

# 4 3 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 75.00 0.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-07 

# 114 93 9 12 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 81.58 7.89 10.53 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-08 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-09 

# 95 84 2 9 2 0 0 1 0 0 0 0 0 0 1 0 0 

% 100.00 88.42 2.11 9.47 2.11 0.00 0.00 1.05 0.00 0.00 0.00 0.00 0.00 0.00 1.05 0.00 0.00 

CG-10 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-11 

# 9 6 0 3 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 66.67 0.00 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-12 # 2 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

Page 138 
 

% 100.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-13 

# 2 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-14 

# 2 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 50.00 0.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-15 

# 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total CG 

Employees 

# 369 314 19 36 5 0 0 1 2 0 0 0 0 0 2 0 0 

% 100.00 85.09 5.15 9.76 1.36 0.00 0.00 0.27 0.54 0.00 0.00 0.00 0.00 0.00 0.54 0.00 0.00 

AL 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

CM-01 

# 1 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CM-02 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CX 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

EM 

# 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Other Senior 

Pay 

# 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Senior 

Pay 

# 5 4 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 80.00 0.00 20.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-1 to CG-10 

# 351 300 19 32 5 0 0 1 2 0 0 0 0 0 2 0 0 

% 100.00 85.47 5.41 9.12 1.42 0.00 0.00 0.28 0.57 0.00 0.00 0.00 0.00 0.00 0.57 0.00 0.00 

CG-11 to Senior 

Pay 

# 23 18 0 5 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 78.26 0.00 21.74 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 139 
 

 

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Table B4T: WAGE GRADE (WG) (TEMPORARY) Distribution by Disability (Participation Rate) 

GS/GM/GL 

GRADES Total No Disability 

(05) 

Not 

Identified 

(01) 

Disability 

(02 03, 06 

99) 

Persons 

With 

Targeted 

Disability 

Developmen 

tal Disability 

(2) 

Traumatic 

Brain Injury 

(3) 

Deaf or 

Serious 

Difficulty 

Hearing (19) 

Blind or 

Serious 

Difficulty 

Seeing (20) 

Missing 

Extremities 

(31) 

Significant 

Mobility 

Impairment 

(40) 

Partial or 

Complete 

Paralysis 

(60) 

Epilepsy or 

Other 

Seizure 

Disorders 

(82) 

Intellectual 

Disability 

(90) 

Significant 

Psychiatric 

Disorder 

(91) 

Dwarfism 

(92) 

Significant 

Disfiguremen 

t (93) 

501 Goal % 12.00 2.00 

WG-01 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-02 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-03 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-04 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-05 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-06 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-07 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-08 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-09 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-10 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-11 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 140 
WG-12 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-13 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-14 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

WG-15 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total WG 

Employees 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 141 
 

 

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Table B5P: SALARY (PERMANENT) Distribution by Disability (Participation Rate) 

Salary Range Total No Disability 

(05) 

Not Identified 

(01) 

Disability 

(02 03, 06 

99) 

Persons 

With 

Targeted 

Disability 

Developmen 

tal Disability 

(2) 

Traumatic 

Brain Injury 

(3) 

Deaf or 

Serious 

Difficulty 

Hearing (19) 

Blind or 

Serious 

Difficulty 

Seeing (20) 

Missing 

Extremities 

(31) 

Significant 

Mobility 

Impairment 

(40) 

Partial or 

Complete 

Paralysis 

(60) 

Epilepsy or 

Other 

Seizure 

Disorders 

(82) 

Intellectual 

Disability 

(90) 

Significant 

Psychiatric 

Disorder 

(91) 

Dwarfism 

(92) 

Significant 

Disfigurem 

ent (93) 

501 Goal % 12.00 2.00 

Up to $20,000 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$20,001-

$30,000 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$30,001-

$40,000 

# 10 7 2 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 70.00 20.00 10.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$40,001-

$50,000 

# 87 81 1 5 1 0 0 0 0 0 1 0 0 0 0 0 0 

% 100.00 93.10 1.15 5.75 1.15 0.00 0.00 0.00 0.00 0.00 1.15 0.00 0.00 0.00 0.00 0.00 0.00 

$50,001-

$60,000 

# 187 158 4 25 5 0 0 1 1 0 0 0 0 0 3 0 0 

% 100.00 84.49 2.14 13.37 2.67 0.00 0.00 0.53 0.53 0.00 0.00 0.00 0.00 0.00 1.60 0.00 0.00 

$60,001-

$70,000 

# 213 178 9 26 5 0 0 3 0 0 0 0 0 0 2 0 0 

% 100.00 83.57 4.23 12.21 2.35 0.00 0.00 1.41 0.00 0.00 0.00 0.00 0.00 0.00 0.94 0.00 0.00 

$70,001-

$80,000 

# 190 158 2 30 9 0 0 5 1 0 1 0 1 0 0 0 1 

% 100.00 83.16 1.05 15.79 4.74 0.00 0.00 2.63 0.53 0.00 0.53 0.00 0.53 0.00 0.00 0.00 0.53 

$80,001-

$90,000 

# 266 226 2 38 10 0 0 6 1 0 0 1 2 0 0 0 0 

% 100.00 84.96 0.75 14.29 3.76 0.00 0.00 2.26 0.38 0.00 0.00 0.38 0.75 0.00 0.00 0.00 0.00 

$90,001-

$100,000 

# 322 260 8 54 10 1 0 7 0 0 0 0 0 0 2 0 0 

% 100.00 80.75 2.48 16.77 3.11 0.31 0.00 2.17 0.00 0.00 0.00 0.00 0.00 0.00 0.62 0.00 0.00 

$100,001-

$110,000 

# 327 274 5 48 5 0 0 4 0 0 0 0 0 0 1 0 0 

% 100.00 83.79 1.53 14.68 1.53 0.00 0.00 1.22 0.00 0.00 0.00 0.00 0.00 0.00 0.31 0.00 0.00 

$110,001-

$120,000 

# 282 240 9 33 7 0 0 2 2 0 0 1 2 0 0 0 0 

% 100.00 85.11 3.19 11.70 2.48 0.00 0.00 0.71 0.71 0.00 0.00 0.35 0.71 0.00 0.00 0.00 0.00 

# 359 295 8 56 10 0 4 1 2 0 0 2 0 0 1 0 0 

Page 142 
$120,001-

$130,000 % 100.00 82.17 2.23 15.60 2.79 0.00 1.11 0.28 0.56 0.00 0.00 0.56 0.00 0.00 0.28 0.00 0.00 

$130,001-

$140,000 

# 284 248 5 31 5 0 1 1 0 0 2 1 0 0 0 0 0 

% 100.00 87.32 1.76 10.92 1.76 0.00 0.35 0.35 0.00 0.00 0.70 0.35 0.00 0.00 0.00 0.00 0.00 

$140,001-

$150,000 

# 290 245 6 39 8 0 1 5 1 0 0 1 0 0 0 0 0 

% 100.00 84.48 2.07 13.45 2.76 0.00 0.34 1.72 0.34 0.00 0.00 0.34 0.00 0.00 0.00 0.00 0.00 

$150,001-

$160,000 

# 336 293 7 36 10 0 1 3 0 0 3 1 1 0 1 0 0 

% 100.00 87.20 2.08 10.71 2.98 0.00 0.30 0.89 0.00 0.00 0.89 0.30 0.30 0.00 0.30 0.00 0.00 

$161,001-

$170,000 

# 254 220 3 31 7 0 0 4 0 1 1 0 0 0 1 0 0 

% 100.00 86.61 1.18 12.20 2.76 0.00 0.00 1.57 0.00 0.39 0.39 0.00 0.00 0.00 0.39 0.00 0.00 

$170,001-

$180,000 

# 350 308 9 33 6 0 0 2 1 1 2 0 0 0 0 0 0 

% 100.00 88.00 2.57 9.43 1.71 0.00 0.00 0.57 0.29 0.29 0.57 0.00 0.00 0.00 0.00 0.00 0.00 

$180,001 and 

Greater 

# 1818 1606 24 188 37 1 2 19 7 0 2 3 1 0 1 0 1 

% 100.00 88.34 1.32 10.34 2.04 0.06 0.11 1.05 0.39 0.00 0.11 0.17 0.06 0.00 0.06 0.00 0.06 

Page 143 
 

 

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Table B5T: SALARY (TEMPORARY) Distribution by Disability (Participation Rate) 

Salary 

Range Total No Disability 

(05) 

Not 

Identified 

(01) 

Disability 

(02 03, 06 

99) 

Persons 

With 

Targeted 

Disability 

Developmen 

tal Disability 

(2) 

Traumatic 

Brain Injury 

(3) 

Deaf or 

Serious 

Difficulty 

Hearing (19) 

Blind or 

Serious 

Difficulty 

Seeing (20) 

Missing 

Extremities 

(31) 

Significant 

Mobility 

Impairment 

(40) 

Partial or 

Complete 

Paralysis 

(60) 

Epilepsy or 

Other 

Seizure 

Disorders 

(82) 

Intellectual 

Disability 

(90) 

Significant 

Psychiatric 

Disorder 

(91) 

Dwarfism 

(92) 

Significant 

Disfigurem 

ent (93) 

501 Goal % 12.00 2.00 

Up to $20,000 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$20,001-

$30,000 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$30,001-

$40,000 

# 38 34 0 4 2 0 0 0 1 0 0 0 0 0 1 0 0 

% 100.00 89.47 0.00 10.53 5.26 0.00 0.00 0.00 2.63 0.00 0.00 0.00 0.00 0.00 2.63 0.00 0.00 

$40,001-

$50,000 

# 97 84 7 6 1 0 0 0 1 0 0 0 0 0 0 0 0 

% 100.00 86.60 7.22 6.19 1.03 0.00 0.00 0.00 1.03 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$50,001-

$60,000 

# 86 69 6 11 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 80.23 6.98 12.79 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$60,001-

$70,000 

# 87 74 4 9 2 0 0 1 0 0 0 0 0 0 1 0 0 

% 100.00 85.06 4.60 10.34 2.30 0.00 0.00 1.15 0.00 0.00 0.00 0.00 0.00 0.00 1.15 0.00 0.00 

$70,001-

$80,000 

# 39 35 2 2 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 89.74 5.13 5.13 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$80,001-

$90,000 

# 8 7 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 87.50 0.00 12.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$90,001-

$100,000 

# 2 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 50.00 0.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$100,001-

$110,000 

# 3 2 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 66.67 0.00 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$110,001-

$120,000 

# 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 144 
$120,001-

$130,000 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$130,001-

$140,000 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$140,001-

$150,000 

# 2 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$150,001-

$160,000 

# 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$161,001-

$170,000 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$170,001-

$180,000 

# 4 2 0 2 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 50.00 0.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

$180,001 and 

Greater 

# 6 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 145 
 

 

 

 

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Table B6P: MISSION CRITICAL OCCUPATIONS (PERMANENT) Distribution by Disability (Participation Rate) 

Mission Critical 

Occupations Total 

No 

Disability 

(05) 

Not 

Identified 

(01) 

Disability 

(02 03, 

06 99) 

Persons 

With 

Targeted 

Disability 

Developmental 

Disability (2) 

Traumatic 

Brain 

Injury 

(3) 

Deaf or 

Serious 

Difficulty 

Hearing 

(19) 

Blind or 

Serious 

Difficulty 

Seeing 

(20) 

Missing 

Extremities 

(31) 

Significant 

Mobility 

Impairment 

(40) 

Partial or 

Complete 

Paralysis 

(60) 

Epilepsy 

or Other 

Seizure 

Disorders 

(82) 

Intellectual 

Disability 

(90) 

Significant 

Psychiatric 

Disorder 

(91) 

Dwarfism 

(92) 

Significant Disfigurement 

(93) 

501 Goal % 12.00 2.00 

General Business and 

Industry (1101) 

# 275 216 3 56 7 0 0 4 0 0 1 1 1 0 0 0 

% 100.00 78.55 1.09 20.36 2.55 0.00 0.00 1.45 0.00 0.00 0.36 0.36 0.36 0.00 0.00 0.00 0.00 

CG-09 

# 2 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 50.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-11 

# 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-12 

# 22 15 1 6 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 68.18 4.55 27.27 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-13 

# 33 19 1 13 1 0 0 1 0 0 0 0 0 0 0 0 

% 100.00 57.58 3.03 39.39 3.03 0.00 0.00 3.03 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-14 

# 95 75 0 20 3 0 0 1 0 0 1 0 1 0 0 0 

% 100.00 78.95 0.00 21.05 3.16 0.00 0.00 1.05 0.00 0.00 1.05 0.00 1.05 0.00 0.00 0.00 0.00 

CG-15 

# 51 43 0 8 2 0 0 1 0 0 0 1 0 0 0 0 

% 100.00 84.31 0.00 15.69 3.92 0.00 0.00 1.96 0.00 0.00 0.00 1.96 0.00 0.00 0.00 0.00 0.00 

CM-01 

# 28 24 0 4 1 0 0 1 0 0 0 0 0 0 0 0 

% 100.00 85.71 0.00 14.29 3.57 0.00 0.00 3.57 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CM-02 

# 39 34 0 5 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 87.18 0.00 12.82 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CX # 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

Page 146 
 

% 100.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

EM 

# 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Internal Competitive Promotions 

Vacancy 

Announcements # 13 

Relevant Applicant 

Pool % 

Internal Applications 

# 147 72 64 11 1 0 0 0 0 0 0 0 0 0 1 0 0 

% 100.00 48.98 43.54 7.48 0.68 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.68 0.00 0.00 

Qualified Internal 

Applicants 

# 96 47 45 4 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 48.96 46.88 4.17 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Referred Applicants 

# 90 44 42 4 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 48.89 46.67 4.44 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Interviewed Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Internal Selections 

# 21 10 10 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 47.62 47.62 4.76 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

New Hires 

Vacancy 

Announcements # 18 

Voluntarily Identified 

# 613 341 177 95 42 0 13 8 8 0 4 4 3 0 17 0 0 

% 100.00 55.63 28.87 15.50 6.85 0.00 2.12 1.31 1.31 0.00 0.65 0.65 0.49 0.00 2.77 0.00 0.00 

Qualified External 

Applicants 

# 308 187 73 48 13 0 3 4 2 0 3 3 2 0 1 0 0 

% 100.00 60.71 23.70 15.58 4.22 0.00 0.97 1.30 0.65 0.00 0.97 0.97 0.65 0.00 0.32 0.00 0.00 

Referred Applicants # 92 42 28 22 7 0 2 3 1 0 1 2 0 0 1 0 0 

Page 147 
% 100.00 45.65 30.43 23.91 7.61 0.00 2.17 3.26 1.09 0.00 1.09 2.17 0.00 0.00 1.09 0.00 0.00 

Interviewed Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

External Selections 

# 18 7 9 2 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 38.89 50.00 11.11 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Economist (0110) 

# 68 56 4 8 1 0 0 0 1 0 0 0 0 0 0 0 0 

% 100.00 82.35 5.88 11.76 1.47 0.00 0.00 0.00 1.47 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-09 

# 2 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-11 

# 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-12 

# 6 4 0 2 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 66.67 0.00 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-13 

# 6 5 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 83.33 0.00 16.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-14 

# 39 31 3 5 1 0 0 0 1 0 0 0 0 0 0 0 0 

% 100.00 79.49 7.69 12.82 2.56 0.00 0.00 0.00 2.56 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-15 

# 6 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CM-02 

# 4 3 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 75.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

EM 

# 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 148 
 

Internal Competitive Promotions 

Vacancy 

Announcements # 2 

Relevant Applicant 

Pool % 

Internal Applications 

# 11 4 7 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 36.36 63.64 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Qualified Internal 

Applicants 

# 9 3 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 33.33 66.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Referred Applicants 

# 9 3 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 33.33 66.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Interviewed Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Internal Selections 

# 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

New Hires 

Vacancy 

Announcements # 3 

Voluntarily Identified 

# 39 17 16 6 4 0 0 1 0 0 1 0 0 0 2 0 0 

% 100.00 43.59 41.03 15.38 10.26 0.00 0.00 2.56 0.00 0.00 2.56 0.00 0.00 0.00 5.13 0.00 0.00 

Qualified External 

Applicants 

# 11 4 5 2 1 0 0 1 0 0 0 0 0 0 0 0 0 

% 100.00 36.36 45.45 18.18 9.09 0.00 0.00 9.09 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Referred Applicants 

# 11 4 5 2 1 0 0 1 0 0 0 0 0 0 0 0 0 

% 100.00 36.36 45.45 18.18 9.09 0.00 0.00 9.09 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Interviewed Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 149 
External Selections 

# 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Financial Institution 

Examining (0570) 

# 2575 2285 37 253 57 1 5 31 5 2 3 3 3 0 4 0 0 

% 100.00 88.74 1.44 9.83 2.21 0.04 0.19 1.20 0.19 0.08 0.12 0.12 0.12 0.00 0.16 0.00 0.00 

CG-07 

# 191 166 5 20 4 0 0 2 0 0 0 0 0 0 2 0 0 

% 100.00 86.91 2.62 10.47 2.09 0.00 0.00 1.05 0.00 0.00 0.00 0.00 0.00 0.00 1.05 0.00 0.00 

CG-09 

# 132 111 6 15 1 0 0 0 0 0 1 0 0 0 0 0 0 

% 100.00 84.09 4.55 11.36 0.76 0.00 0.00 0.00 0.00 0.00 0.76 0.00 0.00 0.00 0.00 0.00 0.00 

CG-11 

# 132 114 1 17 3 0 0 2 1 0 0 0 0 0 0 0 0 

% 100.00 86.36 0.76 12.88 2.27 0.00 0.00 1.52 0.76 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-12 

# 675 575 9 91 20 0 4 10 2 1 0 1 2 0 0 0 0 

% 100.00 85.19 1.33 13.48 2.96 0.00 0.59 1.48 0.30 0.15 0.00 0.15 0.30 0.00 0.00 0.00 0.00 

CG-13 

# 442 403 7 32 10 0 0 6 0 0 1 0 1 0 2 0 0 

% 100.00 91.18 1.58 7.24 2.26 0.00 0.00 1.36 0.00 0.00 0.23 0.00 0.23 0.00 0.45 0.00 0.00 

CG-14 

# 539 494 7 38 10 1 1 3 2 1 0 2 0 0 0 0 0 

% 100.00 91.65 1.30 7.05 1.86 0.19 0.19 0.56 0.37 0.19 0.00 0.37 0.00 0.00 0.00 0.00 0.00 

CG-15 

# 143 127 1 15 4 0 0 4 0 0 0 0 0 0 0 0 0 

% 100.00 88.81 0.70 10.49 2.80 0.00 0.00 2.80 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CM-01 

# 264 242 1 21 5 0 0 4 0 0 1 0 0 0 0 0 0 

% 100.00 91.67 0.38 7.95 1.89 0.00 0.00 1.52 0.00 0.00 0.38 0.00 0.00 0.00 0.00 0.00 0.00 

CM-02 

# 56 52 0 4 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 92.86 0.00 7.14 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

EM 

# 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 150 
 

Internal Competitive Promotions 

Vacancy 

Announcements # 99 

Relevant Applicant 

Pool % 

Internal Applications 

# 781 373 384 24 17 2 4 5 1 0 0 0 1 0 10 0 0 

% 100.00 47.76 49.17 3.07 2.18 0.26 0.51 0.64 0.13 0.00 0.00 0.00 0.13 0.00 1.28 0.00 0.00 

Qualified Internal 

Applicants 

# 741 353 369 19 15 1 4 5 1 0 0 0 1 0 8 0 0 

% 100.00 47.64 49.80 2.56 2.02 0.13 0.54 0.67 0.13 0.00 0.00 0.00 0.13 0.00 1.08 0.00 0.00 

Referred Applicants 

# 683 324 342 17 13 1 4 5 0 0 0 0 1 0 7 0 0 

% 100.00 47.44 50.07 2.49 1.90 0.15 0.59 0.73 0.00 0.00 0.00 0.00 0.15 0.00 1.02 0.00 0.00 

Interviewed Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Internal Selections 

# 177 75 98 4 2 0 0 1 0 0 0 0 0 0 1 0 0 

% 100.00 42.37 55.37 2.26 1.13 0.00 0.00 0.56 0.00 0.00 0.00 0.00 0.00 0.00 0.56 0.00 0.00 

New Hires 

Vacancy 

Announcements # 8 

Voluntarily Identified 

# 941 581 283 77 43 2 3 10 6 0 5 7 1 0 14 1 0 

% 100.00 61.74 30.07 8.18 4.57 0.21 0.32 1.06 0.64 0.00 0.53 0.74 0.11 0.00 1.49 0.11 0.00 

Qualified External 

Applicants 

# 574 362 169 43 24 1 0 7 5 0 2 3 1 0 6 1 0 

% 100.00 63.07 29.44 7.49 4.18 0.17 0.00 1.22 0.87 0.00 0.35 0.52 0.17 0.00 1.05 0.17 0.00 

Referred Applicants 

# 178 100 57 21 9 0 0 2 3 0 1 2 0 0 1 0 0 

% 100.00 56.18 32.02 11.80 5.06 0.00 0.00 1.12 1.69 0.00 0.56 1.12 0.00 0.00 0.56 0.00 0.00 

Interviewed Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

External Selections 

# 35 18 14 3 1 0 0 0 1 0 0 0 0 0 0 0 0 

% 100.00 51.43 40.00 8.57 2.86 0.00 0.00 0.00 2.86 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 151 
 

 

 

 

 

 

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Table B6T: MISSION CRITICAL OCCUPATIONS (TEMPORARY) Distribution by Disability (Participation Rate) 

Mission Critical 

Occupations Total 

No 

Disability 

(05) 

Not 

Identified 

(01) 

Disability 

(02 03, 

06 99) 

Persons 

With 

Targeted 

Disability 

Developmental 

Disability (2) 

Traumatic 

Brain 

Injury (3) 

Deaf or 

Serious 

Difficulty 

Hearing 

(19) 

Blind or 

Serious 

Difficulty 

Seeing 

(20) 

Missing 

Extremities 

(31) 

Significant 

Mobility 

Impairment 

(40) 

Partial or 

Complete 

Paralysis 

(60) 

Epilepsy 

or Other 

Seizure 

Disorders 

(82) 

Intellectual 

Disability 

(90) 

Significant 

Psychiatric 

Disorder 

(91) 

Dwarfism 

(92) Significant Disfigurement (93) 

501 Goal % 12.00 2.00 

General Business and 

Industry (1101) 

# 2 1 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 50.00 0.00 50.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-12 

# 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-14 

# 1 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Internal Competitive Promotions 

Vacancy 

Announcements # 1 

Relevant Applicant 

Pool % 

Internal Applications 

# 3 1 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 33.33 66.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Qualified Internal 

Applicants 

# 3 1 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 33.33 66.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Referred Applicants # 3 1 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

Page 152 
% 100.00 33.33 66.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Interviewed Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Internal Selections 

# 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

New Hires 

Vacancy 

Announcements # 0 

Voluntarily Identified 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Qualified External 

Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Referred Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Interviewed Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

External Selections 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Economist (0110) 

# 13 11 0 2 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 84.62 0.00 15.38 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-07 

# 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-09 

# 9 7 0 2 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 77.78 0.00 22.22 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 153 
 

Internal Competitive Promotions 

Vacancy 

Announcements # 0 

Relevant Applicant 

Pool % 

Internal Applications 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Qualified Internal 

Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Referred Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Interviewed Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Internal Selections 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

New Hires 

Vacancy 

Announcements # 0 

Voluntarily Identified 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Qualified External 

Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Referred Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Interviewed Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 154 
 

External Selections 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Financial Institution 

Examining (0570) 

# 184 157 11 16 2 0 0 1 0 0 0 0 0 0 1 0 0 

% 100.00 85.33 5.98 8.70 1.09 0.00 0.00 0.54 0.00 0.00 0.00 0.00 0.00 0.00 0.54 0.00 0.00 

CG-07 

# 98 79 9 10 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 80.61 9.18 10.20 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-09 

# 83 75 2 6 2 0 0 1 0 0 0 0 0 0 1 0 0 

% 100.00 90.36 2.41 7.23 2.41 0.00 0.00 1.20 0.00 0.00 0.00 0.00 0.00 0.00 1.20 0.00 0.00 

CG-11 

# 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Internal Competitive Promotions 

Vacancy 

Announcements # 28 

Relevant Applicant 

Pool % 

Internal Applications 

# 250 128 118 4 2 0 1 1 0 0 0 0 0 0 0 0 0 

% 100.00 51.20 47.20 1.60 0.80 0.00 0.40 0.40 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Qualified Internal 

Applicants 

# 233 122 107 4 2 0 1 1 0 0 0 0 0 0 0 0 0 

% 100.00 52.36 45.92 1.72 0.86 0.00 0.43 0.43 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Referred Applicants 

# 201 106 92 3 1 0 1 0 0 0 0 0 0 0 0 0 0 

% 100.00 52.74 45.77 1.49 0.50 0.00 0.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Interviewed Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Internal Selections 

# 37 19 17 1 1 0 1 0 0 0 0 0 0 0 0 0 0 

% 100.00 51.35 45.95 2.70 2.70 0.00 2.70 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 155 
New Hires 

Vacancy 

Announcements # 0 

Voluntarily Identified 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Qualified External 

Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Referred Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Interviewed Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

External Selections 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 156 
 

 

 

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-

-

Table B7: SENIOR GRADE LEVELS (PERMANENT) Distribution by Disability (Participation Rate) 

Upward Mobility 

to Senior Grade 

Levels 

Total 

No 

Disability 

(05) 

Not 

Identified 

(01) 

Disability 

(02 03, 

06 99) 

Persons 

With 

Targeted 

Disability 

Developmental 

Disability 

(2) 

Traumatic 

Brain 

Injury 

(3) 

Deaf or 

Serious 

Difficulty 

Hearing 

(19) 

Blind or 

Serious 

Difficulty 

Seeing 

(20) 

Missing 

Extremities 

(31) 

Significant 

Mobility 

Impairment 

(40) 

Partial or 

Complete 

Paralysis 

(60) 

Epilepsy 

or Other 

Seizure 

Disorders 

(82) 

Intellectual 

Disability 

(90) 

Significant 

Psychiatric 

Disorder 

(91) 

Dwarfism 

(92) 

Significant 

Disfigurement 

(93) 

501 Goal % 12.00 2.00 

Total Senior Grades 

# 3567 3122 60 385 75 1 4 34 9 1 8 8 3 0 6 0 1 

% 100.00 87.52 1.68 10.79 2.10 0.03 0.11 0.95 0.25 0.03 0.22 0.22 0.08 0.00 0.17 0.00 0.03 

SES or Equivalent: 

# 144 128 3 13 2 0 0 1 0 0 0 0 0 0 0 0 1 

% 100.00 88.89 2.08 9.03 1.39 0.00 0.00 0.69 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.69 

Internal Competitive Promotions 

Vacancy 

Announcements # 6 

Relevant Applicant 

Pool % 

Internal 

Applications 

# 43 25 16 2 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 58.14 37.21 4.65 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Qualified Internal 

Applicants 

# 29 17 11 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 58.62 37.93 3.45 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Referred Applicants 

# 29 17 11 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 58.62 37.93 3.45 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Interviewed 

Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Internal Selections 

# 4 3 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 75.00 25.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 157 
 

New Hires 

Vacancy 

Announcements # 7 

Voluntarily 

Identified 

# 412 205 179 28 13 1 3 2 2 0 1 1 0 0 4 0 0 

% 100.00 49.76 43.45 6.80 3.16 0.24 0.73 0.49 0.49 0.00 0.24 0.24 0.00 0.00 0.97 0.00 0.00 

Qualified External 

Applicants 

# 103 57 46 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 55.34 44.66 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Referred Applicants 

# 47 25 22 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 53.19 46.81 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Interviewed 

Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

External Selections 

# 6 2 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 33.33 66.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Career Development Program 

Slots for Career 

Development 

Program 

# 

Eligible for Career 

Development 

Program 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Applicants for 

Career Development 

Program 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Selections for 

Career Development 

Program 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-15 or 

Equivalent: 

# 1277 1135 20 122 23 0 2 14 3 0 2 1 0 0 1 0 0 

% 100.00 88.88 1.57 9.55 1.80 0.00 0.16 1.10 0.23 0.00 0.16 0.08 0.00 0.00 0.08 0.00 0.00 

Internal Competitive Promotions 

Page 158 
 

Vacancy 

Announcements # 55 

Relevant Applicant 

Pool % 

Internal 

Applications 

# 368 145 209 14 5 2 1 1 0 0 1 0 1 1 2 0 0 

% 100.00 39.40 56.79 3.80 1.36 0.54 0.27 0.27 0.00 0.00 0.27 0.00 0.27 0.27 0.54 0.00 0.00 

Qualified Internal 

Applicants 

# 295 118 169 8 3 0 1 1 0 0 1 0 1 1 0 0 0 

% 100.00 40.00 57.29 2.71 1.02 0.00 0.34 0.34 0.00 0.00 0.34 0.00 0.34 0.34 0.00 0.00 0.00 

Referred Applicants 

# 282 116 159 7 3 0 1 1 0 0 1 0 1 1 0 0 0 

% 100.00 41.13 56.38 2.48 1.06 0.00 0.35 0.35 0.00 0.00 0.35 0.00 0.35 0.35 0.00 0.00 0.00 

Interviewed 

Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Internal Selections 

# 65 30 34 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 46.15 52.31 1.54 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

New Hires 

Vacancy 

Announcements # 38 

Voluntarily 

Identified 

# 1662 881 641 140 62 0 6 7 8 0 5 6 6 1 34 0 4 

% 100.00 53.01 38.57 8.42 3.73 0.00 0.36 0.42 0.48 0.00 0.30 0.36 0.36 0.06 2.05 0.00 0.24 

Qualified External 

Applicants 

# 508 275 202 31 12 0 1 1 0 0 2 1 3 0 4 0 0 

% 100.00 54.13 39.76 6.10 2.36 0.00 0.20 0.20 0.00 0.00 0.39 0.20 0.59 0.00 0.79 0.00 0.00 

Referred Applicants 

# 358 187 153 18 7 0 1 0 0 0 1 0 3 0 2 0 0 

% 100.00 52.23 42.74 5.03 1.96 0.00 0.28 0.00 0.00 0.00 0.28 0.00 0.84 0.00 0.56 0.00 0.00 

Interviewed 

Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

External Selections 

# 39 22 17 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 56.41 43.59 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 159 
 

 

Career Development Program 

Slots for Career 

Development 

Program 

# 

Eligible for Career 

Development 

Program 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Applicants for 

Career Development 

Program 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Selections for 

Career Development 

Program 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-14 or Equivalent: 

# 1227 1078 18 131 22 1 2 7 6 1 1 3 1 0 0 0 0 

% 100.00 87.86 1.47 10.68 1.79 0.08 0.16 0.57 0.49 0.08 0.08 0.24 0.08 0.00 0.00 0.00 0.00 

Internal Competitive Promotions 

Vacancy 

Announcements # 43 

Relevant Applicant 

Pool % 

Internal 

Applications 

# 332 165 155 12 8 2 0 4 0 0 0 0 0 0 4 0 0 

% 100.00 49.70 46.69 3.61 2.41 0.60 0.00 1.20 0.00 0.00 0.00 0.00 0.00 0.00 1.20 0.00 0.00 

Qualified Internal 

Applicants 

# 254 121 123 10 6 2 0 4 0 0 0 0 0 0 2 0 0 

% 100.00 47.64 48.43 3.94 2.36 0.79 0.00 1.57 0.00 0.00 0.00 0.00 0.00 0.00 0.79 0.00 0.00 

Referred Applicants 

# 242 116 116 10 6 2 0 4 0 0 0 0 0 0 2 0 0 

% 100.00 47.93 47.93 4.13 2.48 0.83 0.00 1.65 0.00 0.00 0.00 0.00 0.00 0.00 0.83 0.00 0.00 

Interviewed 

Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Internal Selections 

# 68 25 39 4 1 0 0 1 0 0 0 0 0 0 0 0 0 

% 100.00 36.76 57.35 5.88 1.47 0.00 0.00 1.47 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 160 
 

New Hires 

Vacancy 

Announcements # 37 

Voluntarily 

Identified 

# 2201 1140 879 182 67 0 10 14 12 0 13 3 6 1 24 0 5 

% 100.00 51.79 39.94 8.27 3.04 0.00 0.45 0.64 0.55 0.00 0.59 0.14 0.27 0.05 1.09 0.00 0.23 

Qualified External 

Applicants 

# 818 395 358 65 20 0 1 3 4 0 5 2 1 1 7 0 0 

% 100.00 48.29 43.77 7.95 2.44 0.00 0.12 0.37 0.49 0.00 0.61 0.24 0.12 0.12 0.86 0.00 0.00 

Referred Applicants 

# 605 285 269 51 18 0 1 1 4 0 4 2 1 1 7 0 0 

% 100.00 47.11 44.46 8.43 2.98 0.00 0.17 0.17 0.66 0.00 0.66 0.33 0.17 0.17 1.16 0.00 0.00 

Interviewed 

Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

External Selections 

# 43 14 24 5 2 0 0 0 1 0 0 0 0 0 1 0 0 

% 100.00 32.56 55.81 11.63 4.65 0.00 0.00 0.00 2.33 0.00 0.00 0.00 0.00 0.00 2.33 0.00 0.00 

Career Development Program 

Slots for Career 

Development 

Program 

# 

Eligible for Career 

Development 

Program 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Applicants for 

Career Development 

Program 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Selections for 

Career Development 

Program 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

GS-13 or Equivalent: 

# 919 781 19 119 28 0 0 12 0 0 5 4 2 0 5 0 0 

% 100.00 84.98 2.07 12.95 3.05 0.00 0.00 1.31 0.00 0.00 0.54 0.44 0.22 0.00 0.54 0.00 0.00 

Page 161 
 

Internal Competitive Promotions 

Vacancy 

Announcements # 78 

Relevant Applicant 

Pool % 

Internal 

Applications 

# 532 264 246 22 8 0 2 1 1 0 0 0 0 0 6 0 0 

% 100.00 49.62 46.24 4.14 1.50 0.00 0.38 0.19 0.19 0.00 0.00 0.00 0.00 0.00 1.13 0.00 0.00 

Qualified Internal 

Applicants 

# 482 237 230 15 7 0 2 1 1 0 0 0 0 0 5 0 0 

% 100.00 49.17 47.72 3.11 1.45 0.00 0.41 0.21 0.21 0.00 0.00 0.00 0.00 0.00 1.04 0.00 0.00 

Referred Applicants 

# 447 217 217 13 5 0 2 1 0 0 0 0 0 0 4 0 0 

% 100.00 48.55 48.55 2.91 1.12 0.00 0.45 0.22 0.00 0.00 0.00 0.00 0.00 0.00 0.89 0.00 0.00 

Interviewed 

Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Internal Selections 

# 125 62 61 2 1 0 0 0 0 0 0 0 0 0 1 0 0 

% 100.00 49.60 48.80 1.60 0.80 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.80 0.00 0.00 

New Hires 

Vacancy 

Announcements # 36 

Voluntarily 

Identified 

# 2436 1343 891 202 69 0 11 20 10 1 11 3 5 0 20 0 3 

% 100.00 55.13 36.58 8.29 2.83 0.00 0.45 0.82 0.41 0.04 0.45 0.12 0.21 0.00 0.82 0.00 0.12 

Qualified External 

Applicants 

# 843 460 319 64 16 0 4 7 3 0 2 0 0 0 4 0 0 

% 100.00 54.57 37.84 7.59 1.90 0.00 0.47 0.83 0.36 0.00 0.24 0.00 0.00 0.00 0.47 0.00 0.00 

Referred Applicants 

# 539 281 206 52 11 0 2 6 1 0 2 0 0 0 3 0 0 

% 100.00 52.13 38.22 9.65 2.04 0.00 0.37 1.11 0.19 0.00 0.37 0.00 0.00 0.00 0.56 0.00 0.00 

Interviewed 

Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

External Selections 

# 38 20 14 4 1 0 0 0 0 0 0 0 0 0 1 0 0 

% 100.00 52.63 36.84 10.53 2.63 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.63 0.00 0.00 

Page 162 
 

 

 

 

 

 

Career Development Program 

Slots for Career 

Development 

Program 

# 

Eligible for Career 

Development 

Program 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Applicants for 

Career Development 

Program 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Selections for 

Career Development 

Program 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Note: EEOC instructed the FDIC that the definition of career development program/opportunities for this table requires 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 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. 

Page 163 
 

 

 

-

-

-

Table B8: MANAGEMENT POSITIONS (PERMANENT) Distribution by Disability (Participation Rate) 

Upward Mobility to 

Management Positions Total 

No 

Disability 

(05) 

Not 

Identified 

(01) 

Disability 

(02 03, 

06 99) 

Persons 

With 

Targeted 

Disability 

Developmental 

Disability 

(2) 

Traumatic 

Brain 

Injury (3) 

Deaf or 

Serious 

Difficulty 

Hearing 

(19) 

Blind or 

Serious 

Difficulty 

Seeing 

(20) 

Missing 

Extremities 

(31) 

Significant 

Mobility 

Impairment 

(40) 

Partial or 

Complete 

Paralysis 

(60) 

Epilepsy 

or Other 

Seizure 

Disorders 

(82) 

Intellectual 

Disability 

(90) 

Significant 

Psychiatric 

Disorder 

(91) 

Dwarfism 

(92) 

Significant Disfigurement 

(93) 

501 Goal % 12.00 2.00 

Total Management 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Executives 

# 133 118 2 13 2 0 0 1 0 0 0 0 0 0 0 0 1 

% 100.00 88.72 1.50 9.77 1.50 0.00 0.00 0.75 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.75 

EM 

# 131 116 2 13 2 0 0 1 0 0 0 0 0 0 0 0 1 

% 100.00 88.55 1.53 9.92 1.53 0.00 0.00 0.76 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.76 

EX 

# 2 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Internal Competitive Promotions 

Vacancy Announcements # 5 

Relevant Applicant Pool % 

Internal Applications 

# 19 10 7 2 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 52.63 36.84 10.53 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Qualified Internal Applicants 

# 17 9 7 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 52.94 41.18 5.88 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Referred Applicants 

# 17 9 7 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 52.94 41.18 5.88 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Interviewed Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Internal Selections 

# 3 2 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 66.67 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 164 
 

New Hires 

Vacancy Announcements # 6 

Voluntarily Identified 

# 395 196 174 25 11 1 3 0 2 0 1 1 0 0 4 0 0 

% 100.00 49.62 44.05 6.33 2.78 0.25 0.76 0.00 0.51 0.00 0.25 0.25 0.00 0.00 1.01 0.00 0.00 

Qualified External Applicants 

# 99 54 45 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 54.55 45.45 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Referred Applicants 

# 43 22 21 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 51.16 48.84 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Interviewed Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

External Selections 

# 5 2 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 40.00 60.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Career Development Program 

Slots for Career Development 

Program # 

Eligible for Career 

Development Program 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Applicants for Career 

Development Program 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Selections for Career 

Development Program 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Managers 

# 196 171 4 21 1 0 1 0 0 0 0 0 0 0 0 0 0 

% 100.00 87.24 2.04 10.71 0.51 0.00 0.51 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CM-02 

# 196 171 4 21 1 0 1 0 0 0 0 0 0 0 0 0 0 

% 100.00 87.24 2.04 10.71 0.51 0.00 0.51 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 165 
Internal Competitive Promotions 

Vacancy Announcements # 14 

Relevant Applicant Pool % 

Internal Applications 

# 78 26 50 2 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 33.33 64.10 2.56 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Qualified Internal Applicants 

# 60 21 38 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 35.00 63.33 1.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Referred Applicants 

# 62 22 39 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 35.48 62.90 1.61 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Interviewed Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Internal Selections 

# 14 9 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 64.29 35.71 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

New Hires 

Vacancy Announcements # 9 

Voluntarily Identified 

# 67 30 29 8 5 0 0 1 0 0 1 1 0 1 2 0 0 

% 100.00 44.78 43.28 11.94 7.46 0.00 0.00 1.49 0.00 0.00 1.49 1.49 0.00 1.49 2.99 0.00 0.00 

Qualified External Applicants 

# 31 11 16 4 1 0 0 0 0 0 1 0 0 0 0 0 0 

% 100.00 35.48 51.61 12.90 3.23 0.00 0.00 0.00 0.00 0.00 3.23 0.00 0.00 0.00 0.00 0.00 0.00 

Referred Applicants 

# 31 12 15 4 1 0 0 0 0 0 1 0 0 0 0 0 0 

% 100.00 38.71 48.39 12.90 3.23 0.00 0.00 0.00 0.00 0.00 3.23 0.00 0.00 0.00 0.00 0.00 0.00 

Interviewed Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

External Selections 

# 9 4 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 44.44 55.56 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 166 
 

Career Development Program 

Slots for Career Development 

Program # 

Eligible for Career 

Development Program 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Applicants for Career 

Development Program 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Selections for Career 

Development Program 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Supervisors 

# 478 425 3 50 12 0 0 6 3 0 2 1 0 0 0 0 0 

% 100.00 88.91 0.63 10.46 2.51 0.00 0.00 1.26 0.63 0.00 0.42 0.21 0.00 0.00 0.00 0.00 0.00 

CG-12 

# 2 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-13 

# 16 12 0 4 1 0 0 0 0 0 0 1 0 0 0 0 0 

% 100.00 75.00 0.00 25.00 6.25 0.00 0.00 0.00 0.00 0.00 0.00 6.25 0.00 0.00 0.00 0.00 0.00 

CG-14 

# 17 14 0 3 1 0 0 0 1 0 0 0 0 0 0 0 0 

% 100.00 82.35 0.00 17.65 5.88 0.00 0.00 0.00 5.88 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CG-15 

# 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

CM-01 

# 442 396 3 43 10 0 0 6 2 0 2 0 0 0 0 0 0 

% 100.00 89.59 0.68 9.73 2.26 0.00 0.00 1.36 0.45 0.00 0.45 0.00 0.00 0.00 0.00 0.00 0.00 

Page 167 
Internal Competitive Promotions 

Vacancy Announcements # 20 

Relevant Applicant Pool % 

Internal Applications 

# 122 59 60 3 2 0 1 0 0 0 1 0 1 1 0 0 0 

% 100.00 48.36 49.18 2.46 1.64 0.00 0.82 0.00 0.00 0.00 0.82 0.00 0.82 0.82 0.00 0.00 0.00 

Qualified Internal Applicants 

# 104 50 52 2 2 0 1 0 0 0 1 0 1 1 0 0 0 

% 100.00 48.08 50.00 1.92 1.92 0.00 0.96 0.00 0.00 0.00 0.96 0.00 0.96 0.96 0.00 0.00 0.00 

Referred Applicants 

# 102 48 51 3 2 0 1 0 0 0 1 0 1 1 0 0 0 

% 100.00 47.06 50.00 2.94 1.96 0.00 0.98 0.00 0.00 0.00 0.98 0.00 0.98 0.98 0.00 0.00 0.00 

Interviewed Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Internal Selections 

# 25 9 15 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 36.00 60.00 4.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

New Hires 

Vacancy Announcements # 11 

Voluntarily Identified 

# 842 419 354 69 26 0 2 6 2 0 2 2 2 0 12 0 2 

% 100.00 49.76 42.04 8.19 3.09 0.00 0.24 0.71 0.24 0.00 0.24 0.24 0.24 0.00 1.43 0.00 0.24 

Qualified External Applicants 

# 301 149 133 19 4 0 1 1 0 0 1 0 0 0 1 0 0 

% 100.00 49.50 44.19 6.31 1.33 0.00 0.33 0.33 0.00 0.00 0.33 0.00 0.00 0.00 0.33 0.00 0.00 

Referred Applicants 

# 232 110 110 12 2 0 1 0 0 0 0 0 0 0 1 0 0 

% 100.00 47.41 47.41 5.17 0.86 0.00 0.43 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.43 0.00 0.00 

Interviewed Applicants 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

External Selections 

# 10 4 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 40.00 60.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 168 
 

 

 

 

 

 

Career Development Program 

Slots for Career Development 

Program # 

Eligible for Career 

Development Program 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Applicants for Career 

Development Program 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Selections for Career 

Development Program 

# 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Note: EEOC instructed the FDIC that the definition of career development program/opportunities for this table requires 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 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. 

Page 169 
 

 

 

 

 

 

 

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Table B9 1: EMPLOYEE RECOGNITION AND AWARDS (PERMANENT) Distribution by Disability (Participation Rate) 

Recognition 

and Awards Total No Disability 

(05) 

Not 

Identified 

(01) 

Disability 

(02 03, 06 

99) 

Persons 

With 

Targeted 

Disability 

Developmen 

tal Disability 

(2) 

Traumatic 

Brain Injury 

(3) 

Deaf or 

Serious 

Difficulty 

Hearing (19) 

Blind or 

Serious 

Difficulty 

Seeing (20) 

Missing 

Extremities 

(31) 

Significant 

Mobility 

Impairment 

(40) 

Partial or 

Complete 

Paralysis 

(60) 

Epilepsy or 

Other 

Seizure 

Disorders 

(82) 

Intellectual 

Disability 

(90) 

Significant 

Psychiatric 

Disorder 

(91) 

Dwarfism 

(92) 

Significant 

Disfigureme 

nt (93) 

Time Off Awards 

Time-Off Awards: 

1-10 hours 

# 3 2 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 66.67 0.00 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Hours # 25 17 0 8 0 0 0 0 0 0 0 0 0 0 0 0 0 

Average Hours # 8.33 8.50 0.00 8.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Time-Off Awards: 

11-20 hours 

# 3 2 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 66.67 0.00 33.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Hours # 47 35 0 12 0 0 0 0 0 0 0 0 0 0 0 0 0 

Average Hours # 15.50 17.25 0.00 12.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Time-Off Awards: 

21-30 hours 

# 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Hours # 27 27 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

Average Hours # 27.00 27.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Time-Off Awards: 

31-40 hours 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

Average Hours # 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Time-Off Awards: 

41 or more hours 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Page 170 
 

 

 

 

 

 

Total Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

Average Hours # 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Cash Awards 

Cash Awards: 

$500 and Under 

# 5525 4882 98 545 119 2 6 55 13 1 15 8 10 0 9 0 0 

% 100.00 88.36 1.77 9.86 2.15 0.04 0.11 1.00 0.24 0.02 0.27 0.14 0.18 0.00 0.16 0.00 0.00 

Total Amount $ 1766604 1564243 27585 174776 39450 550 1950 18900 4300 250 4500 2850 2900 0 3250 0 0 

Average Amount $ 319.75 320.41 281.48 320.69 331.51 275.00 325.00 343.64 330.77 250.00 300.00 356.25 290.00 0.00 361.11 0.00 0.00

Cash Awards: 

$501 - $999 

# 265 233 5 27 5 0 2 3 0 0 0 0 0 0 0 0 0 

% 100.00 87.92 1.89 10.19 1.89 0.00 0.75 1.13 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Amount $ 205258 180330 3750 21178 4153 0 1500 2653 0 0 0 0 0 0 0 0 0 

Average Amount $ 774.56 773.95 750.00 784.37 830.60 0.00 750.00 884.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Cash Awards: 

$1000 - $1999 

# 1441 1282 21 138 26 1 2 13 4 0 3 2 1 0 0 0 0 

% 100.00 88.97 1.46 9.58 1.80 0.07 0.14 0.90 0.28 0.00 0.21 0.14 0.07 0.00 0.00 0.00 0.00 

Total Amount $ 1869609 1657568 29359 182682 33882 1236 3195 17651 5050 0 3200 2050 1500 0 0 0 0 

Average Amount $ 1297.44 1292.95 1398.05 1323.78 1303.15 1236.00 1597.50 1357.77 1262.50 0.00 1066.67 1025.00 1500.00 0.00 0.00 0.00 0.00

Cash Awards: 

$2000 - $2999 

# 535 475 3 57 9 0 1 5 1 1 0 1 0 0 0 0 0 

% 100.00 88.79 0.56 10.65 1.68 0.00 0.19 0.93 0.19 0.19 0.00 0.19 0.00 0.00 0.00 0.00 0.00 

Total Amount $ 1257085 1115907 6513 134665 22324 0 2500 12754 2472 2598 0 2000 0 0 0 0 0 

Average Amount $ 2349.69 2349.28 2171.00 2362.54 2480.44 0.00 2500.00 2550.80 2472.00 2598.00 0.00 2000.00 0.00 0.00 0.00 0.00 0.00

Cash Awards: 

$3000 - $3999 

# 274 238 3 33 9 0 0 4 0 0 1 1 2 0 1 0 0 

% 100.00 86.86 1.09 12.04 3.28 0.00 0.00 1.46 0.00 0.00 0.36 0.36 0.73 0.00 0.36 0.00 0.00 

Total Amount $ 949775 821521 10257 117997 30939 0 0 13393 0 0 3228 3929 7036 0 3353 0 0 

Average Amount $ 3466.33 3451.77 3419.00 3575.67 3437.67 0.00 0.00 3348.25 0.00 0.00 3228.00 3929.00 3518.00 0.00 3353.00 0.00 0.00

Cash Awards: 

$4000 - $4999 

# 295 272 3 20 1 0 0 0 1 0 0 0 0 0 0 0 0 

% 100.00 92.20 1.02 6.78 0.34 0.00 0.00 0.00 0.34 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Amount $ 1308318 1207948 13524 86846 4410 0 0 0 4410 0 0 0 0 0 0 0 0 

Page 171 
 

Average Amount $ 4434.98 4440.99 4508.00 4342.30 4410.00 0.00 0.00 0.00 4410.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Cash Awards: 

$5000 or more 

# 465 425 3 37 8 0 1 3 1 0 0 2 0 0 0 0 1 

% 100.00 91.40 0.65 7.96 1.72 0.00 0.22 0.65 0.22 0.00 0.00 0.43 0.00 0.00 0.00 0.00 0.22 

Total Amount $ 3155083 2904435 17310 233338 50760 0 7249 18394 6493 0 0 11814 0 0 0 0 6810 

Average Amount $ 6785.12 6833.96 5770.00 6306.43 6345.00 0.00 7249.00 6131.33 6493.00 0.00 0.00 5907.00 0.00 0.00 0.00 0.00 6810.00 

Other Awards 

Quality Step 

Increases (QSI) 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Benefit $ 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Average Benefit $ 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Performance 

Based Pay 

Increase 

# 5442 4751 104 587 131 2 8 60 15 2 11 12 7 0 12 0 2 

% 100.00 87.30 1.91 10.79 2.41 0.04 0.15 1.10 0.28 0.04 0.20 0.22 0.13 0.00 0.22 0.00 0.04 

Total Benefit $ 1886716 

1 

1655711 

4 371969 1938077 451901 5843 27594 197428 67276 5363 54372 33078 17354 0 34599 0 8994 

Average Benefit $ 3466.95 3484.97 3576.63 3301.67 3449.63 2921.50 3449.25 3290.47 4485.07 2681.50 4942.91 2756.50 2479.14 0.00 2883.25 0.00 4497.00 

Page 172 
 

 

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Table B9 2: EMPLOYEE RECOGNITION AND AWARDS (PERMANENT) Distribution by Disability (Inclusion Rate) 

Recognition 

and Awards Total 

Persons 

Without 

Disability 

No 

Disability 

(05) 

Not 

Identified 

(01) 

Disability 

(02 03, 06 

99) 

Persons 

With 

Targeted 

Disability 

Developme 

ntal 

Disability 

(2) 

Traumatic 

Brain Injury 

(3) 

Deaf or 

Serious 

Difficulty 

Hearing 

(19) 

Blind or 

Serious 

Difficulty 

Seeing (20) 

Missing 

Extremities 

(31) 

Significant 

Mobility 

Impairment 

(40) 

Partial or 

Complete 

Paralysis 

(60) 

Epilepsy or 

Other 

Seizure 

Disorders 

(82) 

Intellectual 

Disability 

(90) 

Significant 

Psychiatric 

Disorder 

(91) 

Dwarfism 

(92) 

Significant 

Disfigureme 

nt (93) 

Permanent 

Workforce # 5575 4901 4797 104 674 135 2 9 63 16 2 12 10 7 0 12 0 2 

Time Off Awards 

Time-Off 

Awards: 1-10 

hours 

# 3 2 2 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.04 0.04 0.00 0.15 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Hours # 25 17 17 0 8 0 0 0 0 0 0 0 0 0 0 0 0 0 

Average Hours # 0.45 0.35 0.35 0.00 1.19 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Time-Off 

Awards: 11-20 

hours 

# 3 2 2 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.04 0.04 0.00 0.15 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Hours # 47 35 35 0 12 0 0 0 0 0 0 0 0 0 0 0 0 0 

Average Hours # 0.84 0.71 0.72 0.00 1.78 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Time-Off 

Awards: 21-30 

hours 

# 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.02 0.02 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Hours # 27 27 27 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

Average Hours # 0.48 0.55 0.56 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Time-Off 

Awards: 31-40 

hours 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

Average Hours # 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

# 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

Page 173 
 

 

 

 

 

 

 

Time-Off 

Awards: 41 or 

more hours 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Hours # 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 

Average Hours # 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Cash Awards 

Cash Awards: 

$500 and Under 

# 5525 4980 4882 98 545 119 2 6 55 13 1 15 8 10 0 9 0 0 

% 100.00 101.61 101.77 94.23 80.86 88.15 100.00 66.67 87.30 81.25 50.00 125.00 80.00 142.86 0.00 75.00 0.00 0.00 

Total Amount $ 176660 

4 

159182 

8 

156424 

3 27585 174776 39450 550 1950 18900 4300 250 4500 2850 2900 0 3250 0 0 

Average Amount $ 31687.9 

6 

32479.6 

6 

32608.7 

8 

26524.0 

4 

25931.1 

6 

29222.2 

2 

27500.0 

0 

21666.6 

7 

30000.0 

0 

26875.0 

0 

12500.0 

0 

37500.0 

0 

28500.0 

0 

41428.5 

7 0.00 27083.3 3 0.00 0.00 

Cash Awards: 

$501 - $999 

# 265 238 233 5 27 5 0 2 3 0 0 0 0 0 0 0 0 0 

% 100.00 4.86 4.86 4.81 4.01 3.70 0.00 22.22 4.76 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Amount $ 205258 184080 180330 3750 21178 4153 0 1500 2653 0 0 0 0 0 0 0 0 0 

Average Amount $ 3681.77 3755.98 3759.23 3605.77 3142.14 3076.30 0.00 16666.6 

7 4211.11 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Cash Awards: 

$1000 - $1999 

# 1441 1303 1282 21 138 26 1 2 13 4 0 3 2 1 0 0 0 0 

% 100.00 26.59 26.73 20.19 20.47 19.26 50.00 22.22 20.63 25.00 0.00 25.00 20.00 14.29 0.00 0.00 0.00 0.00 

Total Amount $ 186960 

9 

168692 

7 

165756 

8 29359 182682 33882 1236 3195 17651 5050 0 3200 2050 1500 0 0 0 0 

Average Amount $ 33535.5 

8 

34420.0 

5 

34554.2 

5 

28229.8 

1 

27104.1 

5 

25097.7 

8 

61800.0 

0 

35500.0 

0 

28017.4 

6 

31562.5 

0 0.00 26666.6 7 

20500.0 

0 

21428.5 

7 0.00 0.00 0.00 0.00 

Cash Awards: 

$2000 - $2999 

# 535 478 475 3 57 9 0 1 5 1 1 0 1 0 0 0 0 0 

% 100.00 9.75 9.90 2.88 8.46 6.67 0.00 11.11 7.94 6.25 50.00 0.00 10.00 0.00 0.00 0.00 0.00 0.00 

Total Amount $ 125708 

5 

112242 

0 

111590 

7 6513 134665 22324 0 2500 12754 2472 2598 0 2000 0 0 0 0 0 

Average Amount $ 22548.6 

1 

22901.8 

6 

23262.6 

0 6262.50 19979.9 7 

16536.3 

0 0.00 27777.7 8 

20244.4 

4 

15450.0 

0 

129900. 

00 0.00 20000.0 0 0.00 0.00 0.00 0.00 0.00 

Cash Awards: 

$3000 - $3999 

# 274 241 238 3 33 9 0 0 4 0 0 1 1 2 0 1 0 0 

% 100.00 4.92 4.96 2.88 4.90 6.67 0.00 0.00 6.35 0.00 0.00 8.33 10.00 28.57 0.00 8.33 0.00 0.00 

Total Amount $ 949775 831778 821521 10257 117997 30939 0 0 13393 0 0 3228 3929 7036 0 3353 0 0 

Average Amount $ 17036.3 

2 

16971.6 

0 

17125.7 

2 9862.50 17506.9 7 

22917.7 

8 0.00 0.00 21258.7 3 0.00 0.00 26900.0 0 

39290.0 

0 

100514. 

29 0.00 27941.6 7 0.00 0.00 

Cash Awards: 

$4000 - $4999 # 295 275 272 3 20 1 0 0 0 1 0 0 0 0 0 0 0 0 

Page 174 
 

 

 

 

 

 

% 100.00 5.61 5.67 2.88 2.97 0.74 0.00 0.00 0.00 6.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Amount $ 130831 

8 

122147 

2 

120794 

8 13524 86846 4410 0 0 0 4410 0 0 0 0 0 0 0 0 

Average Amount $ 23467.5 

9 

24922.9 

1 

25181.3 

2 

13003.8 

5 

12885.1 

6 3266.67 0.00 0.00 0.00 27562.5 0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Cash Awards: 

$5000 or more 

# 465 428 425 3 37 8 0 1 3 1 0 0 2 0 0 0 0 1 

% 100.00 8.73 8.86 2.88 5.49 5.93 0.00 11.11 4.76 6.25 0.00 0.00 20.00 0.00 0.00 0.00 0.00 50.00 

Total Amount $ 315508 

3 

292174 

5 

290443 

5 17310 233338 50760 0 7249 18394 6493 0 0 11814 0 0 0 0 6810 

Average Amount $ 56593.4 

2 

59615.2 

8 

60546.9 

0 

16644.2 

3 

34619.8 

8 

37600.0 

0 0.00 80544.4 4 

29196.8 

3 

40581.2 

5 0.00 0.00 118140. 00 0.00 0.00 0.00 0.00 340500. 00 

Other Awards 

Quality Step 

Increases (QSI) 

# 0 

% 100.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Total Benefit $ 0.00 

Average Benefit $ 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 

Performance 

Based Pay 

Increase 

# 5442 4855 4751 104 587 131 2 8 60 15 2 11 12 7 0 12 0 2 

% 100.00 99.06 99.04 100.00 87.09 97.04 100.00 88.89 95.24 93.75 100.00 91.67 120.00 100.00 0.00 100.00 0.00 100.00 

Total Benefit $ 188671 

61 

169290 

83 

165571 

14 

371969 193807 

7 

451901 5843 27594 197428 67276 5363 54372 33078 17354 0 34599 0 8994 

Average Benefit $ 338424. 

41 

345421. 

00 

345155. 

60 

357662. 

50 

287548. 

59 

334741. 

48 

292150. 

00 

306600. 

00 

313377. 

78 

420475. 

00 

268150. 

00 

453100. 

00 

330780. 

00 

247914. 

29 0.00 288325. 00 0.00 449700. 00 

NOTE: While the FDIC does not have career 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. Since the 

FDIC does not have career development programs that, upon completion, “qualify a participant for a promotion,” an EEOC Technical Advisor advised the FDIC to include blank Tables A9 and B9 and

annotate the tables with a note to the effect that FDIC has no career development programs as defined in the instructions to MD-715. 

Page 175 
-

U.S. Equal Employment Opportunity Commission 

FY 2019 FEDERAL AGENCY ANNUALEEO PROGRAM STATUS REPORT 

Federal Deposit Insurance Corporation 

ATTACHMENT B 

FDIC EEO Policy Statement 

Page 176 
FDIC 

EQUAL EMPLOYMENT OPPORTUNITY POLICY STATEMENT 

November 5, 2019 

The FDIC's greatest asset is its employees, with their subject matter expertise and dedication to the 

agency's vital mission. 

I am proud to reaffirm my commitment to the principles of equal opportunity, non-discrimination, 

diversity and inclusion, and equal access for all individuals across all our activities. 

As an agency, we must ensure equal opportunity for all employees and applicants for employment 

regardless of race, color, religion, sex (including pregnancy, gender identity, and sexual orientation), 

national origin, disability, age, genetic information, and status as a parent. These protections extend to 

all management practices and decisions, including recruitment and hiring, appraisals, promotions, 

transfers, reassignments, training and career development, benefits, separation, and retention efforts. 

We are also committed to a fair and level playing field for all. As such, the FDIC provides reasonable 

accommodations to employees and applicants with disabilities, and for religious observances and 

practices. 

The FDIC does not tolerate discrimination, harassment (including sexual harassment), or retaliation. 

Every allegation of these unlawful behaviors is taken seriously. Managers and supervisors will address 

harassment allegations immediately and appropriately. Retaliation against individuals for participating 

in the EEO complaint process or opposing discriminatory practices is prohibited. 

We will continue to work together to cultivate an FDIC that is accessible, inclusive, and diverse—

treating everyone with dignity and respect, while embracing our differences. 

For more information on the FDIC's Equal Opportunity Policy and the Anti-Harassment Program, I 

encourage you to read Circular 2710.1 and Circular 2710.3. Bargaining unit employees may wish to 

review the grievance procedures included in the FDIC-NTEU Collective Bargaining Agreement related 

to equal employment opportunity. 

r ~~, 

McWillia - -"-- - - 
-

U.S. Equal Employment Opportunity Commission 

FY 2019 FEDERAL AGENCY ANNUALEEO PROGRAM STATUS REPORT 

Federal Deposit Insurance Corporation 

ATTACHMENT C 

FDIC Organizational Chart 
Federal Deposit Insurance Corporation

Deputy to the Chairman

and Chief of Staff

Brandon Milhorn

Division of Information

Technology

Sylvia Burns

Director

Office of Chief Info

Security Officer

Zachary Brown

CISO

Office of Minority

and Women Inclusion*

Claire Lam

Acting Director

Office of Legislative

Affairs

Andy Jiminez

Director

Division of Resolutions

and Receiverships

Maureen Sweeney

Director

Division of Insurance

and Research

Diane Ellis

Director

Legal Division

Nicholas Podsiadly

General Counsel

Office of the

Ombudsman

M. Anthony Lowe

Director

Corporate

University

Suzannah Susser

Chief Learning Officer

Office of

Communications

Amy Thompson

Director

Office of

Inspector General

Jay Lerner

Inspector General

Complex Institution

Supervision & Resolution

Rick Delfin

Director

Chief Information

Officer & Chief

Privacy Officer

Sylvia Burns

Deputy to the

Chairman and

Chief Financial Officer

Division of Finance

Bret Edwards

Deputy to the

Chairman and Chief

Operating Officer

Division of Admin.

Arleas Upton Kea

Deputy to the

Chairman for

Financial Stability

Arthur Murton

General Counsel

Nicholas Podsiadly

Deputy to the

Chairman for

External Affairs

Chad Davis

Chairman

Jelena McWilliams

Deputy to the Chair

for Policy

Travis Hill

* OMWI Director rep

chairman

Rev. 06/22/2020
-

U.S. Equal Employment Opportunity Commission 

FY 2019 FEDERAL AGENCY ANNUALEEO PROGRAM STATUS REPORT 

Federal Deposit Insurance Corporation 

ATTACHMENT D 

FDIC Circular 2710.3 - Anti-Harassment Program 
 

 

 

FDl8 

I 

Pedestrian Changes effective 07/02/2020 

FEDERAL DEPOSIT INSURANCE CORPORATION 

DIRECTIVE SYSTEM 

TYPE AND NUMBER 

Circular 2710.3 

CONTACT TELEPHONE NUMBER 

Tony Pagano (703) 562-6062 

DATE 

December 8, 2015 

DATE OF CANCELLATION (Bulletins Only) 

TO: All Employees and Contractors 

FROM: Segundo Pereira 

Director, Office of Minority and Women Inclusion 

SUBJECT: Anti-Harassment Program 

1. Purpose To document the Federal Deposit Insurance Corporation’s (FDIC) 

Anti-Harassment Program and outline the requirements for FDIC 

employees to report allegations of harassment. To describe 

managers' and supervisors' responsibilities to maintain a 

harassment-free workplace and to take prompt and effective 

action when allegations of harassment arise. Also, to identify roles 

and responsibilities for the coordination of anti-harassment efforts 

at FDIC, and provide guidance and instruction to FDIC supervisors 

and managers on receiving, coordinating, reviewing, processing, 

and resolving allegations of unlawful harassment. 

It is important that all employees understand FDIC’s policy 

prohibiting harassment and take all steps within their power to 

ensure that this form of discrimination does not exist in the FDIC. 

2. Revision FDIC Circular 2710.3, FDIC’s Anti-Harassment Program, dated 

February 4, 2015, is hereby revised and superseded. 

3. Scope The Anti-Harassment Program applies to all employees and 

covers harassment between supervisors and subordinates, 

between employees, by employees conducting business for the 

FDIC outside the workplace, and non-employees while 

conducting business in the FDIC’s workplace. 

The Anti-Harassment Program is implemented in accordance 

with the legal requirements of the applicable laws, regulations, 

and guidance promulgated by the U.S. Equal Employment 

Opportunity Commission (EEOC). 

FDIC 1212/03 (6-99) 
 

 

 

 

 

 

 

 

4. Background The FDIC is committed to providing its employees with a 

workplace that is free of harassment. The Director, Office of 

Minority and Women Inclusion (OMWI), has the delegated 

responsibility for the FDIC diversity and inclusion, civil rights, and 

minority and women outreach programs. These programs seek 

to ensure that the FDIC workplace is inclusive, free from unlawful 

discrimination and harassment, and provides equal opportunity 

and access to all employment and business activities. 

5. Definitions Terms used in this Circular are defined below: 

a. Anti-Harassment Program Coordinator. The designated 

OMWI employee who is responsible for overseeing the 

implementation of the Anti-Harassment Program. 

b. Fact-Finder. An individual who may be assigned by the 

Division of Administration (DOA), Human Resources Branch 

(HRB), Labor and Employee Relations Section (LERS), to 

conduct a prompt, independent, thorough, and impartial 

investigation into an alleged harassment. 

c. Harassment/Harassing Conduct. Whether in violation of 

federal law or regulation, is defined as unwelcome verbal or 

physical misconduct. Examples of harassing conduct prohibited 

by the Anti-Harassment Program may include, but are not limited 

to, the following: 

(1) Threatening that rejection of sexual overtures will affect 

assignments, appointments, promotions, transfers, or 

evaluations; 

(2) Belittling caricatures or objects depicting persons of a 

particular race, national origin, religion, or other protected 

class; 

(3) Telling derogatory religious, racial, or ethnic jokes or 

stories; 

(4) Teasing, mimicking, or repeatedly commenting on an 

individual’s disability, accent, or other protected class; 

(5) Making offensive comments, jokes, or suggestions about 

an employee’s gender; 

(6) Making obscene or lewd comments, slurs, jokes, epithets, 

suggestions, or gestures; 

Circular 2710.3 2 December 8, 2015 
 

 

 

 

 

 

 

 

 

 

Definitions (cont.) (7) Commenting repeatedly on an employee’s body or sexual 

characteristics; 

(8) Displaying nude or sexually suggestive objects, pictures, 

images, or cartoons; 

(9) Continuing prohibited behavior after a co-worker has 

objected; 

(10) Laughing at, ignoring, or retaliating against an employee 

who raises a harassment allegation; or 

(11) Engaging in bullying, intimidating, or threatening 

behavior with respect to an individual’s protected class. 

d. Protected Class. An individual’s membership in a group 

characterized by race, color, religion, sex (including pregnancy, 

equal pay, gender identity and sexual orientation), national origin, 

disability, age, genetic information, status as a parent, or 

participation in protected activity under anti-discrimination 

statutes or Executive Orders. 

e. Unlawful Harassment/Hostile Work Environment. Involves 

discriminatory conduct on the basis of an individual’s membership 

in a protected class, where such conduct is so objectively 

offensive as to alter the conditions of the victim’s employment 

(i.e., the harassment culminates in a tangible employment action 

or was sufficiently severe or pervasive to create a hostile work 

environment). 

6. Authorities Unlawful Harassment is a form of discrimination that is prohibited 

under Title VII of the Civil Rights Act of 1964, as amended; the 

Rehabilitation Act, as amended; the Age Discrimination in 

Employment Act, as amended; and the Genetic Information 

Nondiscrimination Act of 2008. FDIC policy prohibits harassment 

pursuant to Executive Order 13087 (May 28, 1998), prohibiting 

discrimination in employment based on sexual orientation and 

Executive Order 13152 (May 2, 2000), prohibiting discrimination 

in employment based on status as a parent. 

7. Policy It is FDIC’s policy to strictly prohibit harassment in the workplace, 

including unlawful harassment in the workplace based on a 

prohibited basis: race, color, religion, gender (including sexual or 

nonsexual, pregnancy, gender identity or sexual orientation), 

national origin, disability (physical and/or mental), age (40 years 

or older), genetic information (information about an individual’s 

genetic tests, or the manifestation of a disease or disorder in the 

individual’s family members), status as a parent, and retaliation 

Circular 2710.3 3 December 8, 2015 
 

 

 

 

 

 

 

 

 

 

 

Policy (cont.) (for participating in the EEO complaint process or opposing 

discriminatory practices). 

The FDIC will not condone harassment in any form. Any 

employee who is found to have harassed anyone while 

conducting FDIC business shall be subject to disciplinary action, 

up to and including removal from FDIC employment. Managers 

and supervisors who participate in or fail to take immediate and 

appropriate action on reported incidents of harassment, or who 

retaliate against employees who report such incidents or who file 

harassment complaints, are also subject to appropriate (including 

disciplinary) action for failure to perform their managerial or 

supervisory duties. 

The FDIC will not tolerate retaliation against any employee for 

reporting harassment under this or any other non-discrimination 

policy or process. Neither will FDIC tolerate retaliation against 

any employee for assisting or participating in a fact-finding inquiry 

or investigation about a reported harassment. 

8. Roles and 

Responsibilities 

Specific roles and responsibilities pertaining to the AntiHarassment Program are as follows: 

a. Employees. It is the responsibility of every employee, 

regardless of position, grade, or occupation to refrain from 

engaging in harassing conduct. An employee can prevent or 

eliminate harassment by: 

(1) Examining his/her behavior on the job, or when 

conducting FDIC business, by eliminating inappropriate 

conduct; 

(2) Supporting and meeting the requirements of the AntiHarassment Program; and 

(3) Identifying and taking individual action to stop 

inappropriate behavior by communicating directly and 

immediately with the person(s) whose behavior is offensive, or 

immediately bringing the matter to the attention of supervisory 

or managerial officials, or in the case of unlawful harassment, 

the Anti-Harassment Program Coordinator, OMWI. 

Note: Employees must cooperate in any fact-finding inquiry or 

investigation regarding an allegation of harassment. 

b. Supervisors and Managers. It is the responsibility of all 

supervisors and managers to maintain a work environment free of 

harassment and to take all allegations of harassment seriously. 

To this end, supervisors and managers are required to take 

Circular 2710.3 4 December 8, 2015 
 

 

 

 

 

 

 

 

 

 

Roles and 

Responsibilities

(cont.) 

immediate action to assess whether or not the alleged 

harassment occurred. Supervisors and managers must: 

(1) Prevent and take appropriate action with respect to any 

alleged prohibited conduct that can be construed as 

harassment; 

(2) Take prompt, appropriate, and effective action when 

presented with an allegation of harassment; and 

(3) Seek assistance in conducting an inquiry or investigation, 

if necessary, and how best to correct the problem, by 

consulting with: 

(a) The Anti-Harassment Program Coordinator, OMWI; 

and/or 

(b) A Human Resources Specialist in LERS, HRB, DOA 

(Note: Office of Inspector General (OIG) supervisors and 

managers should consult with the OIG Human Resources 

in the OIG); and/or 

(c) The Assistant General Counsel, any Senior or Field 

Counsel, in the Labor, Employment & Administration 

Section (LEAS), Legal Division. 

c. Anti-Harassment Program Coordinator. The AntiHarassment Program Coordinator is responsible for: 

(1) Coordinating program implementation with LERS, DOA; 

LEAS, Legal Division, and other Divisions and Offices as 

appropriate; 

(2) Advising and providing technical assistance to managers 

and supervisors in preventing and addressing allegations of 

unlawful harassment; 

(3) Monitoring the effectiveness of the Anti-Harassment 

Program by maintaining information on the number of 

allegations of unlawful harassment, bases for the allegations, 

actions taken, and assessing trends and patterns to develop 

prevention strategies; 

(4) Recommending program changes to enhance the AntiHarassment Program; 

(5) Working with other FDIC program officials to effectively 

prevent and eliminate unlawful harassment in the workplace 

through a continuing education program; and 

Circular 2710.3 5 December 8, 2015 
 

 

 

 

 

 

 

 

 

Roles and 

Responsibilities

(cont.) 

(6) Ensuring that the Anti-Harassment Program policies and

procedures are posted on the OMWI website and publicized

throughout FDIC, including dissemination of the policy and

procedures to employees through written informational

materials.

d. Fact-Finder. The Fact-Finder is responsible for:

(1) Conducting an expedited investigation into the alleged

harassment;

(2) Preparing a report of factual findings, as necessary, and

submitting the report to the appropriate management official;

and

(3) Maintaining all documents collected relevant to the factfinding inquiry in accordance with FDIC Circular 1210.1, FDIC

Records and Information Management (RIM) Policy Manual.

9. Anti-Harassment

Complaint

Procedures

The procedures outlined in this Section will assist FDIC in 

fulfilling its obligations to: (a) prevent harassment before it 

becomes severe or pervasive; (b) conduct a prompt, thorough, 

and impartial inquiry or investigation into allegations of 

harassment; and (c) take prompt and appropriate corrective 

action when FDIC determines that harassing conduct has 

occurred. 

a. Initiator Action. Any employee who believes that he/she has

been subjected to harassment prohibited by this policy is

expected to report the matter immediately to:

(1) A supervisor or manager in his/her chain of supervision;

or

(2) The Anti-Harassment Program Coordinator, OMWI.

To the maximum extent possible, FDIC will protect the 

confidentiality of employees who allege harassment. Since FDIC 

cannot conduct an effective fact-finding inquiry or investigation 

without revealing certain information to the alleged harasser and 

potential witnesses, FDIC cannot guarantee complete 

confidentiality. However, FDIC will share information and records 

about the allegation only with those who have a need to know. 

b. Management Action. Upon receiving an allegation of

harassment or witnessing conduct that may be perceived as

harassment, the supervisor and/or manager (or other official to

whom the harassment was reported) must immediately assess

the situation to determine the severity of the alleged misconduct

Circular 2710.3 6 December 8, 2015 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

Anti-Harassment 

Complaint

Procedures (cont.) 

and whether any immediate interim corrective action is required 

to ensure that further prohibited harassment does not occur. 

Examples of such interim measures may include, but are not 

limited to: 

(1) Making schedule changes to avoid contact between the 

parties; 

(2) Transferring the alleged harasser; or 

(3) Placing the alleged harasser on non-disciplinary leave 

with pay pending the conclusion of the inquiry or 

investigation. 

It is important that the supervisor and manager (or other official to 

whom the harassment was reported) promptly consult with a 

Human Resources Specialist, LERS, DOA; the Anti-Harassment 

Program Coordinator, OMWI, and/or LEAS Assistant General 

Counsel or Senior or Field Counsel, Legal Division and request 

assistance in conducting a fact-finding inquiry, investigation, or 

other action (including interim measures), as appropriate. 

Management should ensure that the individual who conducts an 

inquiry will objectively gather the relevant facts. The alleged 

harasser should not have supervisory authority over the 

individual who conducts the inquiry and should not have any 

direct or indirect control over the inquiry. 

Where it is appropriate, an independent Fact-Finder will be 

assigned to conduct a prompt, thorough, and impartial 

investigation into the alleged harassment. The Fact-Finder will 

commence the investigation within five (5) business days of 

assignment. 

The Chief, LERS, DOA, will advise the Anti-Harassment Program 

Coordinator, OMWI that an investigation is being conducted for 

coordination purposes. 

Upon completion of the investigation, a report of findings may be 

prepared (as appropriate) and provided to the office requesting 

the investigation and/or to the person responsible for taking 

corrective action. 

c. Agency Action. The management official receiving the report 

will review the results and determine, in consultation with the 

Human Resources Specialist, LERS, DOA, the appropriate action 

(including disciplinary) to be taken. 

The responsible management official will take prompt and 

appropriate remedial measures, including disciplinary action; 

whenever it is determined that harassment has occurred in 

violation of this policy. Remedial measures should be designed 

Circular 2710.3 7 December 8, 2015 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Anti-Harassment 

Complaint

Procedures (cont.) 

to stop the harassment, correct its effects on the affected 

employee, and ensure that the harassment does not recur. The 

remedial measures need not be those that the affected employee 

requests or prefers, as long as they are effective. 

After the fact-finding inquiry or investigation is completed, the 

management official and/or Human Resources Specialist, LERS, 

DOA, will notify the employee raising the alleged harassment and 

the individual involved in the alleged harassing conduct, in 

writing, of the completion of the investigation, consistent with the 

Privacy Act. 

10. Relationship to 

Other 

Complaint

Procedures 

The Anti-Harassment Program complaint procedures contained in 

this policy are separate and apart from the Federal EEOC 

Discrimination Complaint Procedures (FDIC Circular 2710.2) and 

the FDIC Discrimination Complaint Procedures (FDIC Circular 

2710.4). Allegations of harassment will be addressed as 

described in this policy with the intent of taking prompt and 

appropriate corrective action to eliminate harassing conduct. An 

inquiry or investigation conducted pursuant to the AntiHarassment Program may occur or continue, regardless of 

whether the employee has initiated the EEO complaint process. 

11. Training The OMWI conducts or provides training for managers, 

supervisors, and employees on the Anti-Harassment Program. 

The training includes information on the legal definition of 

unlawful harassment, conduct that constitutes harassment, the 

anti-harassment complaint process, and the responsibilities of 

employees, supervisors, and managers when an allegation of 

prohibited harassment has been reported. The training also 

reinforces FDIC’s policy against retaliation as a result of reporting 

or participating in a fact-finding inquiry or investigation regarding 

a reported allegation of prohibited harassment. 

12. Reporting

Requirements 

The Anti-Harassment Program Coordinator, OMWI, will obtain 

information from LERS, DOA and/or LEAS, Legal Division on a 

quarterly basis on the number of unlawful harassment 

complaints, the bases and issues, and the actions taken. He/she 

will use the information to assess patterns and trends for 

identifying prevention methodologies and training needs for 

reporting purposes. 

Circular 2710.3 8 December 8, 2015 
 

13. Contacts Questions concerning the Anti-Harassment Program may be 

directed to the Anti-Harassment Program Coordinator at (703) 

562-6062, or the FDIC’s Complaints Processing Branch, OMWI 

at (703) 562-6073 or for TTY (703) 562-2473, or by email at 

AntiHarassment@fdic.gov. 

14. Effective Date The provisions outlined in this Circular are effective immediately. 

Circular 2710.3 9 December 8, 2015 
FY 2019 -

U.S. Equal Employment Opportunity Commission 

FEDERAL AGENCY ANNUALEEO PROGRAM STATUS REPORT 

Federal Deposit Insurance Corporation 

ATTACHMENT E 

FDIC Strategic Plan 
Federal Deposit Insurance Corporation 2018 – 2022Strategic Plan 

FEDERALDEPOSIT

INSURANCECORPORATION

FDICStrategicPlan

2018– 2022
 

 

 

 

 

 

 

 

 

 

Federal Deposit Insurance Corporation 2018 – 2022 Strategic Plan 

TABLE OF CONTENTS 

CHAIRMAN’S MESSAGE 2 

MISSION, VISION, AND VALUES 3 

THE FDIC AND THE BANKING INDUSTRY: PERSPECTIVE AND 4 

OUTLOOK 

THE FDIC’S MAJOR PROGRAMS 8 

INSURANCE PROGRAM 9 

SUPERVISION PROGRAM 14 

RECEIVERSHIP MANAGEMENT PROGRAM 23 

OFFICE OF INSPECTOR GENERAL 27 

APPENDIX: THE FDIC’s STRATEGIC PLANNING PROCESS 28 
 

 

 

 

 

Federal Deposit Insurance Corporation 2018 – 2022 Strategic Plan 

CHAIRMAN’S MESSAGE

I am pleased to present the FDIC Strategic Plan, 2018 – 2022, which was approved by the Board 

of Directors on January 25, 2018. The plan has been updated in accordance with the 

requirements of the Government Performance and Results Act (GPRA) of 1993 (as amended) 

and the GPRA Modernization Act of 2010, and supersedes the FDIC Strategic Plan, 2015 –

2019, which was approved in April 2015. 

The plan sets forth the FDIC’s long-term strategic goals and objectives for carrying out its core 

mission responsibilities for insuring depositors, supervising insured institutions, and resolving 

the failure of insured institutions. It describes the means and strategies that will be employed in 

pursuit of these goals and objectives and identifies factors outside the FDIC’s control that could 

potentially affect their achievement. The FDIC pursues these goals and objectives through 

annual performance goals that are established each year and published in the agency’s Annual 

Performance Plan. The FDIC reports on its performance against the annual performance goals 

in its Annual Report. 

For more than 80 years, the FDIC has carried out its mission of maintaining public confidence 

and stability in the nation’s financial system. The FDIC is committed to carrying forward that 

mission as outlined in this Strategic Plan. 

Martin J. Gruenberg 

Chairman 

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Federal Deposit Insurance Corporation 2018 – 2022 Strategic Plan 

MISSION, VISION, AND VALUES 

MISSION 

The Federal Deposit Insurance Corporation (FDIC) is an independent agency created by the 

Congress to maintain stability and public confidence in the nation’s financial system by: 

 Insuring deposits, 

 Examining and supervising financial institutions for safety and soundness and consumer 

protection, 

 Making large and complex financial institutions resolvable, and 

 Managing receiverships. 

VISION 

The FDIC is a recognized leader in promoting sound public policies; addressing risks in the 

nation’s financial system; and carrying out its insurance, supervisory, consumer protection, 

resolution planning, and receivership management responsibilities. 

VALUES 

The FDIC and its employees have a tradition of distinguished public service. Six core values 

guide us in accomplishing our mission: 

Integrity We adhere to the highest ethical and professional standards. 

Competence We are a highly skilled, dedicated, and diverse workforce that is 

empowered to achieve outstanding results. 

Teamwork We communicate and collaborate effectively with one another and 

with other regulatory agencies. 

Effectiveness We respond quickly and successfully to risks in insured depository 

institutions and the financial system. 

Accountability We are accountable to each other and to our stakeholders to operate in 

a financially responsible and operationally effective manner. 

Fairness We respect individual viewpoints and treat one another and our 

stakeholders with impartiality, dignity, and trust. 

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Federal Deposit Insurance Corporation 2018 – 2022 Strategic Plan 

THE FDIC AND THE BANKING INDUSTRY: 

PERSPECTIVE AND OUTLOOK 

Introduction 

Congress created the FDIC in the Banking Act of 1933 to maintain stability and public 

confidence in the nation’s banking system. The statute provided a federal government guarantee 

of deposits in U.S. depository institutions so that depositors’ funds, within certain limits, would 

be safe and available to them in the event of a financial institution failure. In addition to its role 

as insurer, the FDIC is the primary federal regulator of federally insured state-chartered banks 

that are not members of the Federal Reserve System. The FDIC also acts as receiver for insured 

depository institutions (IDIs) that fail, and has resolution planning responsibilities (jointly with 

the Federal Reserve Board) for large and complex financial companies. 

The FDIC carries out its mission through three major programs: insurance, supervision, and 

receivership management. 

 The Insurance Program encompasses the activities undertaken by the FDIC to administer 

the Deposit Insurance Fund (DIF), which is funded through assessments on IDIs as well 

as investment income, and to provide depositors with access to their insured funds when 

an IDI fails. 

 The Supervision Program encompasses the activities undertaken by the FDIC to promote 

safe and sound operations and compliance with fair lending, consumer protection, and 

other applicable statutes and regulations by IDIs for which the FDIC is the primary 

federal regulator (in cooperation with state banking agencies). The FDIC also has backup 

supervisory responsibility for other IDIs for which the Board of Governors of the Federal 

Reserve System (FRB) and the Office of the Comptroller of the Currency (OCC) are the 

primary federal regulators. 

Primary Federal 

Regulator 

Number of Institutions Total Assets 

(Dollars in Millions) 

FDIC 3,668 $2,881,537 

OCC 1,247 $11,689,460 

FRB 822 $2,671,406 

TOTAL 5,737 $17,242,403 

Source: Quarterly Banking Profile. Data as of 9/30/2017. 

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Federal Deposit Insurance Corporation 2018 – 2022 Strategic Plan 

In addition, the FDIC and the FRB have joint responsibility for reviewing resolution 

plans submitted by large bank holding companies and designated nonbank financial 

companies that demonstrate how they would be resolved in a rapid and orderly manner 

under the U.S. Bankruptcy Code in the event of financial distress. 

 The Receivership Management Program encompasses activities undertaken by the FDIC, 

in its capacity as receiver, to resolve failed IDIs in the least costly manner to the DIF; 

maximize net recoveries to the creditors of receiverships; and, under specified 

circumstances, administer the orderly liquidations of covered financial companies. 

Over the next four years, the FDIC will face numerous issues and challenges in each of these 

major programs due to changing economic conditions, continuing changes in the nature of the 

financial services industry, expected changes in financial services regulation, and emerging 

consumer protection issues that affect the financial services industry. Some of the major issues 

and challenges are addressed in more detail below. 

The Impact of the Economy 

The performance of the economy directly affects the performance of individual financial 

institutions and the overall banking industry. Interest rates, inflation, unemployment, the 

business cycle, and shocks to specific sectors like agriculture, energy, housing, or commercial 

real estate all influence lending and funding strategies of IDIs. Economic and financial 

conditions abroad also have an impact on the U.S. economy and on the performance of banks. 

The United States is in the midst of one of the longest recorded economic expansions. Economic 

growth has been subdued but sustained since the last recession ended in mid-2009. Household 

balance sheets have recovered from the financial crisis, as household wealth has increased from 

rising home prices and stock market valuations. While residential fixed investment remains 

below pre-crisis levels, business investment has returned to long-term trends. The economic 

outlook is for continued moderate growth, although downside risks remain. 

Banks generally have improved their asset quality and capital and liquidity ratios. Although 

annual loan growth has slowed in recent quarters, all major loan categories continue to grow. 

Industry-wide profitability (as measured by return on assets) has been trending up, and the 

majority of banks report year-over-year growth in their quarterly net income. The number of 

problem institutions has fallen dramatically from the post-crisis high and is at its lowest level 

since 2008. 

While the banking industry continues to perform well, the interest-rate environment and 

competitive lending conditions continue to pose challenges for many institutions. Some banks 

have responded to this environment by investing in longer-term or higher-risk assets. In some 

cases, banks may be entering unfamiliar business lines or offering new products to increase 

profitability. For these reasons, banking institutions remain vulnerable to interest-rate risk when 

interest rates eventually normalize to their longer-run levels. Overall, the industry must manage 

interest-rate risk, liquidity risk, and credit risk carefully to remain on a long-run, sustainable 

growth path. 

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Federal Deposit Insurance Corporation 2018 – 2022 Strategic Plan 

Other Major Strategic Challenges 

In addition to the challenges posed by the economy, the FDIC expects to face other challenges 

that will shape its priorities over the next four years. 

 Future of Community Banking. The FDIC is the primary federal regulator for most 

community banks, which make up 92 percent of FDIC-insured bank and thrift charters 

(up from 87 percent in 1984); hold a majority of deposits in rural and “micropolitan”

counties (those with populations up to 50,000 people), including more than 600 U.S. 

counties where community banks hold 100 percent of all bank deposits; and account for 

46 percent of the industry’s small loans to farms and businesses.

1 Despite their long-term 

resilience and continuing importance as a source of credit to the vital small business 

sector, community bankers remain concerned about their competitive position vis-à-vis 

larger non-community banks. 

 Large and Complex Financial Institutions. Although the FDIC is not the primary 

federal regulator for most large and complex IDIs, it has both insurance and back-up 

supervisory responsibilities for those institutions and acts as receiver for those that fail. 

The assets within the banking industry are concentrated today in a small number of large, 

complex banks and other financial institutions that have highly diverse business strategies 

and complex legal and business structures that make it difficult for the management of 

these companies to fully understand and manage their risks. These risks are intertwined 

among both their insured and uninsured subsidiaries, and the largest and most complex of 

these companies often have global footprints and interdependent counterparty 

relationships with one another that increase their complexity and risk. 

 Information Technology and Cybersecurity. Cybersecurity threats continue to pose 

risks to banks, businesses, consumers, financial markets, and the FDIC. In addition to 

addressing cybersecurity threats internally, the FDIC works collaboratively with other 

federal and state agencies to help ensure that FDIC-insured institutions also take 

appropriate steps to address this risk. 

 Economic Inclusion. Based on a 2015 FDIC survey, more than one-quarter of U.S. 

households do not have an account at an IDI or obtain financial services and products 

from alternative, nonbank financial firms.2 

1 Based on the definition of community banks in the FDIC Community Banking Study, 2012. 2 2015 National Survey of Unbanked and Underbanked Households, October 2016. The survey reported that 7. 0 percent of U.S. 

households (9.0 million households) had no relationship with a mainstream financial institution and that another 19.9 percent of 

U.S. households (24.5 million households) were underbanked (“underbanked” households were defined as those that had a bank 

account but had also obtained during the 12-month period prior to the survey financial services or products from alternative 

financial services providers outside of the banking system). 

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Federal Deposit Insurance Corporation 2018 – 2022 Strategic Plan 

The FDIC recognizes that public confidence in the banking system is strengthened when 

households effectively use the mainstream banking system to deposit funds securely, 

conduct basic financial transactions, accumulate savings, and access credit on safe and 

affordable terms. The FDIC will continue to pursue the challenge of expanding the 

access of underserved households and communities to the products and services of FDICinsured institutions. This requires engagement with both large and small banks across the 

country as well as with local governments and community leaders to understand business 

and partnership opportunities and promote financial education. By helping connect banks 

and communities in new ways and increasing awareness and use of safe and affordable 

banking services, the FDIC expects that it can strengthen the country’s banking system 

and communities nationwide. 

 Workforce Management and Development. The FDIC depends upon the talents and 

skills of its employees to accomplish its mission. Much of the FDIC’s current workforce

will transition into retirement over the next decade, even as the need for employees with 

advanced technical skills continues to increase. To address these challenges, the FDIC 

will develop and implement strategies over the next several years to recruit, train, 

develop, and maintain a highly skilled and engaged workforce drawn from all segments 

of U.S. society that embodies at all levels the principles of diversity, inclusion, and 

workplace excellence.3 

3 The FDIC has issued (and updates annually, as needed) a Diversity and Inclusion Strategic Plan that guides its efforts in this 

area. 

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Federal Deposit Insurance Corporation 2018 – 2022 Strategic Plan 

THE FDIC’S MAJOR PROGRAMS

The FDIC has three major program areas or lines of business. The agency’s strategic goals for 

each of these programs are presented in the diagram below. 

Program Areas Strategic Goals 

Insurance 

Insured depositors are protected from 

loss without recourse to taxpayer 

funding. 

Large and complex financial 

institutions are resolvable in an 

orderly manner under bankruptcy. 

FDIC-insured institutions are safe and 

sound. 

Consumers’ rights are protected and 

FDIC-supervised institutions invest in 

their communities. 

Supervision 

Receivership 

Management 

Resolutions are orderly and 

receiverships are managed effectively. 

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Federal Deposit Insurance Corporation 2018 – 2022 Strategic Plan 

Insurance Program 

Program Description 

Deposit insurance is a fundamental component of the FDIC’s role in maintaining stability and 

public confidence in the U.S. financial system. By promoting industry and consumer awareness 

of deposit insurance, the FDIC protects depositors at banks and savings associations of all sizes. 

When these IDIs fail, the FDIC ensures that the customers have timely access to their insured 

deposits and other services. The basic limit of federal deposit insurance coverage is currently 

$250,000 per depositor. To keep pace with the evolving banking industry and maintain its 

readiness to protect insured depositors, the FDIC prepares and maintains contingency plans to 

promptly address a variety of IDI failures and conducts large scale simulations to test its plans. 

The DIF must remain viable so that adequate funds are available to protect insured depositors in 

the event of an institution’s failure. The FDIC maintains a sufficient DIF balance by collecting

risk-based insurance premiums from IDIs and through prudent fund investment strategies. The 

FDIC continually evaluates the adequacy of the DIF. It identifies risks to the insurance fund by 

analyzing regional, national, and global economic, financial, and financial institution 

developments, and by collecting and evaluating information through the supervisory process. 

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Federal Deposit Insurance Corporation 2018 – 2022 Strategic Plan 

Insurance Program 

STRATEGIC GOAL 1 

Insured depositors are protected from loss without recourse to taxpayer funding. 

Strategic Objectives 

1.1 Customers of failed IDIs have timely access to insured funds and financial services. 

1.2 The FDIC promptly identifies and responds to potential risks to the DIF. 

1.3 The DIF and system remain strong and adequately financed. 

1.4 The FDIC resolves failed IDIs in the manner least-costly to the DIF. 

1.5 The public and FDIC-insured depository institutions have access to accurate and 

easily understood information about federal deposit insurance coverage. 

The means and strategies used to achieve these strategic objectives and the external factors that 

could impact their achievement are described below. 

1.1 Customers of failed IDIs have timely access to insured funds and financial services. 

Means & Strategies: When an institution fails, the FDIC facilitates the transfer of the 

institution’s insured deposits to an assuming institution or pays insured depositors directly. 

The FDIC’s goal is to provide customers with access to their insured deposits within one to 

two business days. 

The FDIC continually monitors changes in financial institution operations and products to 

ensure the FDIC’s ability to handle potential financial institution failures. The FDIC 

develops, tests, and maintains contingency plans to ensure it is prepared to handle a wide 

range of potential failure scenarios, including the failure of a large financial institution; 

simultaneous, multiple failures; the failure of an institution with large international 

holdings; and the failure of an insured institution that operates primarily through the 

internet. 

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Federal Deposit Insurance Corporation 2018 – 2022 Strategic Plan 

External Factors: The goal of providing customers of failed institutions with access to 

their insured deposits within one to two business days is well established, but might be 

difficult to achieve in the case of an extremely large or complex institution or a sudden and 

unexpected failure. However, even if it took somewhat longer to complete all deposit 

insurance determinations, no depositor would ultimately lose any portion of an insured 

deposit. 

1.2 The FDIC promptly identifies and responds to potential risks to the DIF. 

Means & Strategies: The FDIC, in cooperation with the other primary federal regulators, 

proactively identifies and evaluates the risk and financial condition of individual IDIs. It 

also identifies broader economic and financial risk factors that affect all insured 

institutions. It accomplishes these objectives through a wide variety of activities, including 

the following: 

 A risk-based deposit insurance assessment system, whereby institutions that pose 

greater risk to the DIF pay higher premiums; 

 A strong examination and enforcement program; 

 Collection and publication of detailed banking data and statistics; 

 A vigorous research program; 

 An off-site monitoring system that analyzes and assesses changes in banking profiles, 

activities, and risk factors; 

 A comprehensive ongoing analysis of the risks in financial institutions with more than 

$10 billion in assets through the Large Insured Depository Institution Program and 

Institution Monitoring Program for IDIs held by U.S. Global Systemically Important 

Banks; 

 Thorough and timely review of deposit insurance applications and other applications 

from IDIs; and 

 A comprehensive framework for continually assessing risks to the banking industry. 

External Factors: In spite of the comprehensive efforts undertaken by the FDIC to identify 

and respond to potential risks to the DIF, natural disasters, public policy changes, and 

sudden economic or financial market crises could cause broad losses within the financial 

services industry and the DIF. In addition, a fraud perpetrated on a financial institution 

could result in a sudden and unforeseen loss to the DIF. 

1.3 The DIF and system remain strong and adequately financed. 

Means & Strategies: The FDIC’s continued status as an independent agency is crucial to 

its ability to objectively assess risks and set appropriate assessment rates. The FDIC 

maintains the viability of the DIF by investing the fund, monitoring and responding to 

changes in the reserve ratio, collecting risk-based premiums, and evaluating the deposit 

insurance system in light of an evolving financial services industry. It regularly analyzes 

the growth or shrinkage of estimated insured deposits, the current assessment base, loss 

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Federal Deposit Insurance Corporation 2018 – 2022 Strategic Plan 

expectations, interest income earned on the fund, and operating expenses. This information 

is used to develop a schedule of risk-based assessment rates. 

Banks generally have improved their asset quality and capital and liquidity ratios. 

Although annual loan growth has slowed in recent quarters, all major loan categories 

continue to grow. Industry-wide profitability (as measured by return on assets) has been 

trending up, and the majority of banks report year-over-year growth in their quarterly net 

income. The number of problem institutions has fallen dramatically from the post-crisis 

high and is at its lowest level since 2008. 

Recent trends in banking industry performance have been generally positive. The DIF 

balance has risen for the past eight years and stood at $90.5 billion on September 30, 2017, 

up from $83.2 billion at the end of 2016. The reserve ratio stood at 1.28 percent at 

September 30, 2017, up from 1.20 percent at the end of 2016. 

The FDIC Board of Directors is statutorily required to establish a Designated Reserve Ratio 

(DRR) for the DIF that is not less than 1.35 percent, and set assessment rates to meet that 

target no later than September 30, 2020. But it may also establish a higher DRR and has 

set the DRR at 2.0 percent for every year since 2011. The FDIC is operating under a DIF 

Restoration Plan that provides, among other things, that the reserve ratio will reach 1.35 

percent by the statutory deadline. The Restoration Plan requires the FDIC to update DIF 

income and loss projections at least semiannually, which allows the Board of Directors to 

evaluate whether growth in the DIF under current assessment rates is likely to be sufficient 

to meet the statutory requirement. Because institutions with total assets of $10 billion or 

more are required by statute to bear the cost of increasing the reserve ratio from 1.15 

percent to 1.35 percent, the FDIC Board of Directors imposed a temporary surcharge on 

these larger institutions that began in the third quarter of 2016 and will continue until the 

reserve ratio reaches 1.35 percent. 

External Factors: Projections for the DIF are subject to considerable uncertainty arising 

from the economic outlook. Key risks to the economic outlook include the effects of 

interest rate increases on economic growth and adverse global developments. A slowdown 

in the U.S. economic recovery could result in more bank failures than projected and a 

decline in the value of failed bank assets. In addition, future assessment revenue could 

diverge from staff projections depending on changes in bank risk profiles and in the 

projected growth in the industry assessment base. 

1.4 The FDIC resolves failed IDIs in the manner least-costly to the DIF. 

Means & Strategies: When an institution fails, the FDIC facilitates an orderly, least-cost 

resolution.4 Using an estimated value of the failing institution’s assets and liabilities, the

FDIC markets the institution to potential bidders. After analyzing the bids received, the 

FDIC conducts a least-cost test determination and selects the least-cost strategy to pursue. 

4 In resolving a failing institution, the FDIC calculates the estimated cost of various resolution options and selects the option 

resulting in the lowest total estimated cost to the DIF. 

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Federal Deposit Insurance Corporation 2018 – 2022 Strategic Plan 

External Factors: In accordance with law, if a failure threatens serious adverse systemic 

effects on economic conditions or financial stability, resolution strategies other than the 

least-cost resolution may be employed. 

1.5 The public and FDIC-insured depository institutions have access to accurate and 

easily understood information about federal deposit insurance coverage. 

Means & Strategies: To inform consumers and FDIC-insured institutions about federal 

deposit insurance coverage, the FDIC provides financial institutions with a variety of 

educational tools and materials designed to help customers understand their deposit 

insurance coverage. 

In addition, the FDIC uses several other approaches to disseminate information on deposit 

insurance coverage, including the following: 

 Operation of a toll-free call center5 staffed by specialists who respond to questions 

from depositors and bankers, 

 Training and other educational opportunities to help bank employees better 

understand the FDIC’s deposit insurance rules, 

 An array of web-based educational resources for consumers and bankers, and 

 A wide range of publications and videos explaining how FDIC deposit insurance 

works. 

External Factors: A significant rise in the volume of bank failures, or publicity that raises 

public concerns about the possibility of significant bank failures, could result in bank runs 

by misinformed depositors or public avoidance of an insured depository institution. 

Timely, accurate, and understandable information is essential to alleviating these risks. An 

increased volume of bank failures and public concern about the possibility of additional 

failures could also result in substantial increases in the demand for information about FDIC 

insurance coverage that could temporarily exceed the FDIC’s capacity to provide such 

information. In such cases, the FDIC would augment staff resources for this function as 

quickly as possible. 

5 877-ASK-FDIC (877-275-3342); 800-925-4618 (TDD-for hearing impaired) 

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Federal Deposit Insurance Corporation 2018 – 2022 Strategic Plan 

Supervision Program 

Program Description 

Although the FDIC is the insurer for all IDIs in the United States, it is the primary federal 

supervisor only for state-chartered banks and savings institutions that are not members of the 

Federal Reserve System.6 Nonetheless, the FDIC’s roles as an insurer and primary supervisor

are complementary, and many activities undertaken by the FDIC support both the insurance and 

supervision programs. Through review of examination reports, use of off-site monitoring tools, 

and participation in examinations conducted by other federal regulators (either through 

agreements with these regulators or, in limited circumstances, under the exercise of the FDIC’s 

authority to conduct special (backup) examination activities), the FDIC regularly monitors the 

potential risks at all insured institutions, including those for which it is not the primary federal 

supervisor. The FDIC also takes into account supervisory considerations in the exercise of its 

authority to review and approve applications for deposit insurance from new institutions and 

other applications from IDIs, regardless of the chartering authority. 

In addition, the FDIC has statutory responsibilities for certain bank holding companies and 

nonbank financial companies that are designated as systemically important. The FDIC and FRB 

have joint responsibility for reviewing and assessing resolution plans developed by these 

companies that demonstrate how they would be resolved in a rapid and orderly manner under the 

U.S. Bankruptcy Code in the event of financial distress. 

The FDIC pursues the following three strategic goals in fulfilling its supervisory responsibilities 

as the primary federal supervisor for state non-member banks and savings institutions, the 

backup supervisor for other FDIC-insured institutions, and the reviewer of resolution plans: 

 FDIC-insured institutions are safe and sound. 

 Consumers’ rights are protected and FDIC-supervised institutions invest in their 

communities. 

 Large and complex financial institutions are resolvable in an orderly manner under 

bankruptcy. 

The FDIC promotes safe and sound financial institution practices through regular risk 

management examinations, publication of guidance and policy, ongoing communication with 

industry officials, and the review of applications submitted by FDIC-supervised institutions to 

expand their activities or locations. When appropriate, the FDIC has a range of informal and 

formal enforcement options available to resolve safety-and-soundness problems identified at 

these institutions. The FDIC also has staff dedicated to administering off-site monitoring 

programs and to enhancing the agency’s ability to timely identify emerging safety-andsoundness issues. 

6 This includes state-licensed insured branches of foreign banks. As of 9/30/17, the FDIC had primary supervisory responsibility 

for 3,668 FDIC-insured, state-chartered commercial banks and savings institutions that are not members of the Federal Reserve 

System (generally referred to as “state non-member” institutions).

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Federal Deposit Insurance Corporation 2018 – 2022 Strategic Plan 

The FDIC promotes compliance by FDIC-supervised institutions with consumer protection, fair 

lending, and community reinvestment laws through a variety of activities, including ongoing 

communication with industry officials, regular compliance and Community Reinvestment Act 

(CRA) examinations, dissemination of information to consumers about their rights and required 

disclosures, and investigation and resolution of consumer complaints regarding FDIC-supervised 

institutions. The FDIC also has a range of informal and formal enforcement options available to 

resolve compliance problems identified at these institutions and their institution-affiliated parties. 

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Federal Deposit Insurance Corporation 2018 – 2022 Strategic Plan 

Supervision Program – Risk Management 

STRATEGIC GOAL 2 

FDIC-insured institutions are safe and sound. 

Strategic Objective 

2.1 The FDIC exercises its statutory authority, in cooperation with other primary federal 

regulators and state agencies, to ensure that all FDIC-insured institutions 

appropriately manage risk. 

Means & Strategies: As noted above, the FDIC is the primary federal supervisor for all 

state non-member banks and state-chartered savings institutions. For those institutions, the 

FDIC performs risk management (safety and soundness), trust, Bank Secrecy Act/AntiMoney Laundering, and information technology (IT) examinations in cooperation with 

state banking regulators. Most state banking agencies participate in an examination 

program under which certain examinations are performed on an alternating basis by the 

state agency and the FDIC. In addition, the FDIC, OCC, and FRB conduct IT 

examinations of third-party technology service providers that provide a range of services to 

IDIs. As the threat of cyberattacks continues to be prominent, the FDIC engages with other 

regulators and the private sector to exercise and refine protocols for addressing cyber 

events. 

Risk management examinations are conducted according to statutorily established 

timeframes. These examinations assess an institution’s overall financial condition, 

management practices and policies, compliance with applicable laws and regulations, and 

the adequacy of management and internal control systems to identify, measure, and control 

risks. Examination procedures may also detect the presence of fraud or insider abuse. In 

addition, the FDIC reviews the risk management capabilities of those FDIC-supervised 

institutions that apply for permission to engage in new or expanded business activities. 

Communication and corrective action are important components of the FDIC’s strategy for

ensuring the safety and soundness of the institutions it supervises. Risks identified during 

an examination are discussed with the institution’s management and board of directors. If

an examination reveals serious weaknesses in the operations of the institution or indicates 

that the institution is operating in a weakened financial condition, the FDIC may issue 

formal or informal enforcement actions that remain in effect until corrective actions are 

taken and the identified weaknesses are addressed. In the case of severe problems, the 

institution may be instructed to seek additional capital, merge with another institution, or 

liquidate. 

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Federal Deposit Insurance Corporation 2018 – 2022 Strategic Plan 

The FDIC’s statutory authority also gives it a degree of supervisory responsibility in its 

role as insurer for insured depository institutions for which it is not the primary federal 

supervisor. The agency has staff in each of its regional offices that regularly review 

examination reports and other available information from the primary federal regulators for 

those institutions. 

The FDIC also performs off-site monitoring of those institutions on an ongoing basis, 

particularly for institutions with more than $10 billion in assets. In addition, the FDIC has 

the authority to conduct special (backup) examination activities for institutions for which is 

not the primary federal regulator. Under this authority, the FDIC participates in 

examinations of certain IDIs that present heightened risk to the DIF and designated large, 

complex IDIs. 

Ensuring the safety and soundness of FDIC-insured institutions over the next four years 

will require an effective supervisory program that incorporates the lessons learned from 

past financial crises, identifies potential new risks that emerge, and responds quickly to 

such issues. As the current economic expansion has progressed, more banks have been 

growing their loan portfolios and, in some cases, have been funding this growth with 

sources other than stable core deposits. These trends have the potential to give rise to 

heightened credit risk and liquidity risk. In addition, an extended period of historically low 

interest rates and tightening net interest margins has created incentives for IDIs to reach for 

yield in their lending and investment portfolios by extending portfolio durations, 

heightening their vulnerability to interest-rate risk. 

Through regular on-site examinations and interim contacts with state non-member 

institutions, FDIC staff will actively engage in a constructive dialogue with banks to ensure 

that their policies to manage credit risk, liquidity risk, and interest-rate risk are effective, 

and, where appropriate, FDIC staff will work closely with institutions that have significant 

exposure to these risks and encourage them to take appropriate steps to mitigate risks. The 

FDIC will use off-site monitoring to help identify institutions with outsized risk exposures 

and follow up with individual institutions to better understand their risk profiles. 

Cybersecurity is a risk area that will continue to receive particular attention. During this 

period, the FDIC will refine its IT examination program for insured institutions and major 

technology service providers, and increase its collaboration with other regulators, law 

enforcement, and security agencies. In addition, in light of the risks posed to the DIF by 

large and complex banks and the FDIC’s new responsibilities for systemically important 

financial institutions (SIFIs), the agency will continue to enhance its supervisory 

monitoring program for large and complex banks. 

The FDIC dedicates significant resources to the continuing identification of emerging 

issues. It regularly reviews supervisory information from the thousands of examinations 

that are conducted annually as well as information from a variety of external data sources 

to identify and, where appropriate, initiate supervisory responses to newly identified areas 

of risk. For example, the FDIC is currently monitoring trends, opportunities, and risks in 

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Federal Deposit Insurance Corporation 2018 – 2022 Strategic Plan 

financial technology (fintech); evaluating fintech’s impact on banking, deposit insurance, 

oversight, inclusion, and consumer protection; and formulating strategy to respond to 

opportunities and challenges presented by fintech to supervised institutions. 

The FDIC has established and consults regularly with the Advisory Committee on 

Community Banking, which advises the FDIC on the impact of FDIC supervisory policies 

and practices on community banks. Members of the Advisory Committee have a wide 

range of knowledge and experience related to community banks. 

External Factors: Several factors outside of the FDIC’s control could affect the successful 

achievement of this strategic objective. In accordance with statutorily established time 

frames, most risk management examinations of well-capitalized and well-managed state 

non-member institutions are point-in-time examinations that occur at 18-month intervals. 

Between examinations, institutions may enter new lines of business, extend their lending 

programs into riskier areas, or implement new technologies without the knowledge of the 

FDIC or state regulatory agencies. Major changes in economic conditions could also affect 

institutions between examinations. The FDIC will continue to improve off-site tools to 

monitor potential risks in institutions on a continuing basis between examinations. 

Under the alternating examination program, certain examinations are conducted in 

alternating periods by the state supervisory authority. Resource constraints outside of the 

FDIC’s control sometimes affect the timely completion of examinations by these state

authorities. In such cases, the FDIC will conduct the examination itself within a reasonable 

timeframe after the originally scheduled examination date if the state agency is unable to 

do so. 

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Federal Deposit Insurance Corporation 2018 – 2022 Strategic Plan 

Supervision Program – Compliance and Consumer Protection 

STRATEGIC GOAL 3 

Consumers’ rights are protected, and FDIC-supervised institutions invest in their communities. 

Strategic Objectives 

3.1 FDIC-supervised institutions comply with consumer protection, CRA, and fair 

lending laws and do not engage in unfair or deceptive practices. 

3.2 Consumers have access to accurate and easily understood information about their 

rights and the disclosures due them under consumer protection and fair lending laws. 

3.3 The public has access to safe and affordable products and services from IDIs and the 

opportunity to benefit from a banking relationship. 

The means and strategies used to achieve these strategic objectives and the external factors that 

could impact their achievement are described below. 

3.1 FDIC-supervised institutions comply with consumer protection, CRA, and fair 

lending laws and do not engage in unfair or deceptive practices. 

Means & Strategies: The FDIC pursues this strategic objective primarily through 

compliance and CRA examinations of all FDIC-supervised institutions. CRA examinations 

are subject to statutory timelines, while compliance examinations are conducted according 

to timeframes established by FDIC policy. These examinations evaluate the compliance of 

institutions with consumer protection, privacy, CRA, and fair lending laws and regulations. 

If an examination reveals serious violations, the FDIC may implement either formal or 

informal enforcement actions to correct the identified violations. In unusual cases, noncompliance with consumer laws may subject the institution to significant legal risk, and 

could result in administrative enforcement actions or private litigation. In addition, when 

the FDIC has reason to believe that a “pattern or practice” of violations of fair lending laws 

has occurred at an institution, the FDIC is required by statute to refer the matter to the 

Department of Justice. An institution’s failure to comply with consumer protection, CRA, 

or fair lending laws and regulations might also affect the application of an FDIC-supervised 

institution seeking to engage in new or expanded business activities. 

The FDIC sponsors or participates in numerous outreach and technical assistance activities 

designed to facilitate better understanding of and compliance with CRA, consumer 

protection, and fair lending laws and regulations by FDIC-supervised institutions. In 

addition, it actively participates in interagency policy development efforts and issues policy 

guidance. The FDIC focuses its examinations and other supervisory activities on those 

industry products, services, and practices that have the highest potential risk for violations 

of law that may result in potential harm to consumers. 

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Federal Deposit Insurance Corporation 2018 – 2022 Strategic Plan 

External Factors: Most compliance and CRA examinations are point-in-time examinations 

that occur at scheduled intervals in accordance with FDIC policy. Between examinations, 

institutions may implement new products, services, or practices that hold significant 

potential risk for consumer harm without the knowledge of the FDIC. In addition, major 

changes in economic conditions could also affect institutions between examinations. 

During economic downturns, institutions sometimes elect to reduce costs by decreasing 

their internal resources dedicated to compliance. 

3.2 Consumers have access to accurate and easily understood information about their 

rights and the disclosures due them under consumer protection and fair lending laws. 

Means & Strategies: The FDIC provides information about consumer protection and fair 

lending laws and regulations to help consumers understand their rights. This information is 

disseminated through brochures and other media, including the FDIC’s website

(www.fdic.gov). In addition, the FDIC frequently conducts or participates in educational 

seminars and conferences on consumer protection and fair lending issues to help both 

consumers and insured institutions better understand consumer protection, CRA, and fair 

lending laws and regulations. 

The FDIC maintains a toll-free call center for consumer complaints and inquiries about 

FDIC-supervised institutions and has established target timeframes for investigating and 

responding to these complaints. It is also a leader in promoting greater financial literacy, 

primarily through its award-winning Money Smart curriculum. The agency will continue to 

enhance its outreach with this product over the next several years by updating the 

curriculum to address new consumer products and services and adapting the basic 

curriculum to additional target audiences. 

External Factors: Although the FDIC makes information available to a broad array of 

consumers, individual consumers may not always use it. In addition, increasing complexity 

and aggressive and targeted marketing increase the challenges consumers face in evaluating 

alternatives in the marketplace. 

3.3 The public has access to safe and affordable products and services from IDIs and the 

opportunity to benefit from a banking relationship. 

Means and Strategies: The FDIC has played a national leadership role in recent years in 

promoting broader economic inclusion of unbanked and underbanked households within 

the nation’s banking system through the availability of safe and affordable transaction and 

saving accounts, as well as the opportunity to build credit profiles and borrow money to 

meet their needs. The FDIC’s Money Smart financial literacy curriculum is a key tool for 

pursuing this objective by seeking to educate a wide variety of target populations about 

basic financial principles and how they can be harnessed to achieve financial goals. The 

FDIC also sponsors or conducts research and demonstration projects, develops policy 

proposals, facilitates partnerships, and participates in targeted outreach and technical 

20 
 

 

 

 

 

 

 

 

 

 

 

 

Federal Deposit Insurance Corporation 2018 – 2022 Strategic Plan 

assistance activities with both the institutions it supervises and various community-based 

organizations to further this objective. 

The FDIC established and supports the Advisory Committee on Economic Inclusion to 

inform and support its research, demonstrations, and pilot projects and to promote sound 

supervisory and public policies to help ensure that underserved households have access to 

mainstream financial products and services that are affordable, easy to understand, and not 

subject to unfair or unforeseen fees. In addition, on a biennial basis, the FDIC conducts 

jointly with the U.S. Census Bureau the only comprehensive, nationwide research survey of 

unbanked and underbanked households in the United States to determine the extent to 

which these households are being served by the U.S. banking industry. The FDIC also 

engages banks; other federal, state and local government agencies; and non-profit 

organizations serving a broad spectrum of consumers and small businesses in building 

locally based coalitions to participate in financial education and information sharing. 

These coalitions promote local economic inclusion opportunities in communities where 

financial health has lagged the rest of the country. 

Over the next several years, the FDIC will continue to pursue several multi-year initiatives 

to promote broader economic inclusion. It will continue to promote adoption of its model 

transaction account product (SAFE accounts); pursue strategies to improve financial 

resilience; build savings and improve credit records; and evaluate whether mobile financial 

services and other new technologies can be responsibly used to expand banking services to 

the unbanked and underbanked population. The FDIC also will continue to work with 

federal and local partners to facilitate community development through affordable housing, 

small business development, and related initiatives. 

External Factors: The access of underserved households to credit from mainstream 

financial institutions could be disproportionately affected during economic downturns or 

periods of economic stress. Changing technological and market conditions could also 

positively or negatively affect opportunities to expand economic inclusion in the nation’s 

banking system. 

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Federal Deposit Insurance Corporation 2018 – 2022 Strategic Plan 

Supervision Program – Resolution Planning 

STRATEGIC GOAL 4 

Large and complex financial institutions are resolvable in an orderly manner under bankruptcy. 

Strategic Objective 

4.1 Large and complex financial institutions are resolvable under the Bankruptcy Code. 

Means and Strategies: Certain large financial companies are required to prepare and 

submit annually to the FDIC and FRB resolution plans, or “living wills,” demonstrating 

that they could be resolved in a rapid and orderly manner under the Bankruptcy Code (or 

other applicable insolvency regime) in the event of material financial distress or failure. 

Among other things, the resolution plans must identify each firm’s critical operations, core

business lines, and the key obstacles to a rapid and orderly resolution. The FDIC and FRB 

share responsibility for reviewing the plans, assessing informational completeness and 

resolvability under the Bankruptcy Code, identifying and requiring firms to address any 

shortcomings, and providing firms with guidance on the submission of future plans. The 

FDIC has a complementary rule that requires certain IDIs to periodically submit resolution 

plans that would enable the FDIC, as receiver, to resolve their failure in an orderly, leastcostly manner. 

The FDIC’s review of resolution plans is intended to improve the resolvability of bank 

holding companies (and other designated financial companies) through the bankruptcy 

process and their subsidiary IDIs through the FDIC’s traditional resolution processes as 

deposit insurer. These reviews enhance the FDIC’s ability to prepare for possible large

resolutions and its understanding of how the FDIC’s resolution authorities could be best 

used. The FDIC has established on- and off-site monitoring and risk assessment programs 

that support the FDIC’s review of the resolution plans submitted by these companies. In 

addition, the FDIC employs multidisciplinary teams that include both supervisory and 

receivership management expertise in the review of these plans. The FDIC also 

collaborates closely with the primary federal supervisors for the affected IDIs in the review 

of these plans. 

External Factors: The rapid and orderly resolution of a large and complex financial 

institution under either bankruptcy or Orderly Liquidation Authority may be complicated 

by legal and operational concerns that stem from the cross-border operations of many large, 

complex financial institutions. The FDIC actively works with foreign authorities to address 

these issues. 

In addition, the sheer size and complexity of these firms pose legal and operational 

challenges to their resolution. Preplanning and structural and operational reforms by these 

companies are essential to achieving a rapid and orderly resolution under any legal 

framework. 

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Federal Deposit Insurance Corporation 2018 – 2022 Strategic Plan 

Receivership Management Program 

Program Description 

When an IDI fails, the FDIC is ordinarily appointed receiver. In that capacity, it assumes 

responsibility for efficiently recovering the maximum amount possible from the disposition of 

the receivership’s assets and the pursuit of the receivership’s claims. Funds that are collected 

from the sale of assets and the disposition of valid claims are distributed to the receivership’s 

creditors according to priorities set by law. 

The FDIC seeks to terminate receiverships in an orderly and expeditious manner. Once the 

FDIC has completed the disposition of the receivership’s assets and has resolved all obligations, 

claims, and other legal impediments, the receivership is terminated, and a final distribution is 

made to its creditors. Receivership creditors may include secured creditors, unsecured creditors 

(including general trade creditors), subordinate debt holders, shareholders, uninsured depositors, 

and the DIF (as subrogee). The FDIC, in its corporate capacity, is often the largest creditor of 

the receivership. 

The FDIC may also be called upon to resolve the failure of a large, systemically important 

financial company if failure under the Bankruptcy Code would threaten U.S. financial stability. 

In such circumstances, the authority now exists to place a failed or failing financial company into 

an FDIC receivership process if no viable private-sector alternative is available to prevent the 

default of the company. The FDIC’s Orderly Liquidation Authority (OLA) is intended to ensure 

the rapid and orderly resolution of the failure of the covered financial company in accordance 

with statutory mandates. The FDIC has been actively engaged in, and will continue over the 

next several years to pursue, resolution planning and operational readiness initiatives to make 

sure that it is prepared, if necessary, to fulfill this responsibility. 

The FDIC’s assessment of the resolution plans submitted by bank holding companies, other 

covered companies, and IDIs helps develop and improve its capabilities to administer large 

resolutions under any of the available authorities. The actions firms take to address the 

shortcomings identified in their plans and the direction to address those shortcomings will 

improve the likelihood that the firms will be resolvable under bankruptcy and/or traditional 

FDIC resolution processes, and will enhance the FDIC’s ability to conduct a rapid and orderly 

resolution under the OLA, if necessary, to protect U.S. financial stability. 

23 
 

 

 

 

 

Federal Deposit Insurance Corporation 2018 – 2022 Strategic Plan 

Receivership Management Program 

STRATEGIC GOAL 5 

Resolutions are orderly and receiverships are managed effectively. 

Strategic Objectives 

5.1 Receiverships are managed to maximize net return and terminated in an orderly and 

timely manner. 

5.2 Potential recoveries, including claims against professionals, are investigated and 

pursued if deemed to be meritorious and expected to be cost-effective. 

5.3 Resolution of the failure of a large, complex financial institution is carried out in an 

orderly manner in accordance with statutory mandates. 

The means and strategies used to achieve these strategic objectives and the external factors that 

could impact their achievement are described below. 

5.1 Receiverships are managed to maximize net return and terminated in an orderly and 

timely manner. 

Means & Strategies: Under the Federal Deposit Insurance (FDI) Act, the FDIC, in its 

receivership capacity, manages the assets of failed IDI receiverships to preserve their value 

and disposes of them as quickly as possible, consistent with the objective of maximizing 

the net return on those assets. The oversight and prompt termination of receiverships 

preserves value for the uninsured depositors and other receivership claimants by reducing 

overhead and other holding costs. By quickly returning the assets of a failed institution to 

the private sector, the FDIC maximizes net recoveries and minimizes disruption to the local 

community. In addition, the FDIC has a new rule that requires IDIs with large numbers of 

deposit accounts to implement information technology and recordkeeping enhancements to 

improve the FDIC’s ability to pay deposit insurance rapidly and resolve such institutions at 

the least cost to the DIF. 

In fulfilling its responsibilities to creditors of failed institutions, the FDIC, as receiver, 

manages and sells the receivership assets using a variety of strategies, and identifies and 

collects monies due to the receivership. Given adequate time, the FDIC prepares in 

advance an information package and an asset valuation review for each failing IDI to help 

solicit bidders and sell as many of the institution’s assets as possible at resolution or shortly

thereafter. The FDIC manages the remaining assets in a cost-effective manner to preserve 

value until they can be marketed. Most of the remaining assets are marketed within 120 

days after an insured institution fails. The failed institution’s assets are often grouped into 

pools to be most appealing to acquirers and are marketed through an internet-based 

platform. 

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Federal Deposit Insurance Corporation 2018 – 2022 Strategic Plan 

External Factors: A severe economic downturn could lead to more institution failures and 

could affect the pace at which the FDIC markets assets and terminates receiverships. 

Economic and other factors, such as extended litigation and problems resolving 

environmentally tainted receivership properties, might also delay the termination of a 

receivership. 

5.2 Potential recoveries, including claims against professionals, are investigated and 

pursued if deemed to be meritorious and expected to be cost-effective. 

Means & Strategies: When an insured depository institution fails, the FDIC, as receiver, 

acquires a group of legal rights, titles, and privileges generally known as professional 

liability claims. The FDIC’s attorneys and investigators work together to identify and 

pursue claims arising from the failure of an insured institution that are deemed to be 

meritorious and expected to be cost-effective. The team conducts a factual investigation of 

the events that contributed to losses at the institution as well as legal research and analysis 

of the facts and potential claims. For each potential claim, the team recommends whether 

the claim should be pursued based on an assessment of the merits of the claim and 

likelihood of a recovery exceeding the estimated cost of pursuing the claim. The timely 

investigation and evaluation of potential claims against professionals who may have caused 

losses to the institution enables the FDIC to identify opportunities to maximize recoveries 

to each receivership and to hold accountable directors, officers, and professionals who 

cause losses to insured financial institutions. This process also enhances industry 

awareness of sound corporate governance standards. 

External Factors: Potential claims are generally subject to statutes of limitations that 

establish time limits for the claim to be filed. A substantial increase in the number of 

failures could make it difficult to complete investigations of all potential claims and to 

decide within the established time limit whether to pursue any claims. The same problem 

could occur with very complex investigations or claims. Other obstacles to timely 

investigation and evaluation of claims include difficulty accessing critical information or 

witnesses. In such cases, the FDIC may seek to enter into tolling agreements with the 

potential defendants to extend the allowable timeframe for the claims to be filed. 

5.3 Resolution of the failure of a large, complex financial institution is carried out in an 

orderly manner in accordance with statutory mandates. 

Means & Strategies: Large, complex financial institutions in the United States historically 

have been organized under a holding company structure, with a top-tier parent and 

operating subsidiaries that comprise hundreds, or even thousands, of interconnected entities 

that share funding and support services and span legal and regulatory jurisdictions across 

international borders. Functions and core business lines often are not aligned with 

individual legal entity structures, and critical operations cross legal entities and 

jurisdictions, with funding dispersed among affiliates as needs arise. These integrated legal 

structures present obstacles to the orderly resolution of one part of the company without 

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Federal Deposit Insurance Corporation 2018 – 2022 Strategic Plan 

triggering a costly collapse of the entire company and potentially transmitting adverse 

effects throughout the financial system. 

To improve the ability of firms to be resolved in bankruptcy, the FDIC and FRB have 

worked closely with firms, and provided detailed feedback regarding key issues and 

obstacles to orderly resolution in bankruptcy. In response, firms have made significant 

changes to their operations and legal structure. The agencies also have fostered significant 

public transparency surrounding the resolution planning process to improve the public’s 

understanding of the progress that has been made. In addition to taking steps to improve 

resolvability under bankruptcy, the FDIC has been preparing contingency plans for firms to 

be resolved under the OLA, should that be necessary to protect U.S. financial stability. 

To ensure the FDIC’s operational readiness to conduct the resolution of a large, complex 

financial institution, the FDIC continues to update and refine its firm-specific contingency 

plans. In addition, the FDIC is developing operational procedures for administration of a 

receivership, if necessary. The FDIC conducts simulations and tabletop exercises and 

undertakes joint contingency planning with other U.S. and foreign regulatory authorities to 

enhance communications and operational readiness, and it is exploring other opportunities 

to collaborate with U.S. and foreign authorities to ensure effective coordination and 

cooperation in a resolution. In addition, the FDIC, together with other U.S. financial 

regulatory agencies, continues to develop its relationships with key regulatory authorities in 

other countries to facilitate closer coordination and cooperation in the event of the failure 

of a global SIFI. The FDIC also analyzes emerging issues and is enhancing its 

understanding of the legal and policy structures in other countries that might affect a rapid 

and orderly resolution. 

The FDIC established the Systemic Resolution Advisory Committee, to advise on the 

potential effects the failure of a large, complex financial institution would have on financial 

stability and economic conditions. Members of the Advisory Committee bring a wide 

range of knowledge and experience to resolution-related issues, including expertise in 

managing complex firms, administering bankruptcies, working within different legal 

jurisdictions, and understanding the application of accounting rules and practices. 

External Factors: The specific facts surrounding the failure of a large, complex financial 

institution may affect the FDIC’s ability to execute a resolution as planned, especially 

considering the complex and interconnected nature and global reach of these firms. As part 

of its contingency planning efforts, the FDIC will seek to mitigate this risk by collecting 

and maintaining comprehensive, up-to-date information on these institutions that will 

support a rapid and orderly resolution, if that becomes necessary. 

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Federal Deposit Insurance Corporation 2018 – 2022 Strategic Plan 

OFFICE OF INSPECTOR GENERAL 

The FDIC’s Office of Inspector General (OIG) is an independent organizational unit established 

under the Inspector General Act of 1978, as amended, that conducts audits, evaluations, 

investigations, and other reviews of FDIC programs and operations. The OIG’s mission is to 

promote the economy, efficiency, and effectiveness of FDIC programs and operations, and to 

prevent, deter, and detect waste, fraud, abuse, and misconduct in FDIC programs and operations. 

The OIG aims to drive change and make a difference by prompting and encouraging 

improvements and efficiencies at the FDIC, help preserve the integrity of the agency and the 

banking system, and protect depositors and financial consumers. To accomplish its mission and 

achieve its vision, the OIG has established the following six goals: 

 Conduct superior, high-quality audits, evaluations, and reviews; 

 Investigate significant matters of wrongdoing and misconduct relating to FDIC 

employees, contractors, and institutions; 

 Strengthen relations with partners and stakeholders; 

 Administer resources prudently, safely, securely, and efficiently; 

 Exercise leadership skills at all levels within the organization; and 

 Promote teamwork within the Office. 

The OIG also has developed internal objectives to accomplish these goals. 

27 
 

 

 

 

 

 

 

 

Federal Deposit Insurance Corporation 2018 – 2022 Strategic Plan 

Appendix: The FDIC’s Strategic Planning Process

Introduction 

The FDIC is subject to the requirements of the Government Performance and Results Act 

(GPRA) as modified by the GPRA Modernization Act of 2010. In accordance with the 

requirements of these statutes, the FDIC reviews and updates its Strategic Plan every four years, 

publishes Annual Performance Plans and Performance Reports, and conducts program 

evaluations to assess whether the agency’s programs are achieving their stated purposes. 

Annual Performance Plan and Report 

The FDIC’s Strategic Plan is implemented through annual performance plans. The annual plans 

identify annual performance goals, indicators, and targets for each strategic objective. The FDIC 

submits an Annual Report to Congress in February of each year that compares actual 

performance to the annual performance goals for the prior year. This report is also made 

available to FDIC stakeholders and the public through the FDIC’s website.

The FDIC’s long-term strategic goals and objectives are expressed in outcome terms, and 

selected outcome measures are included in the agency’s annual performance plans. However, 

many of the performance indicators in these annual plans are process measures (for example, 

completing required examinations). It is often difficult to establish a direct causal relationship 

between the agency’s activities and the outcomes experienced by insured institutions. The FDIC

continues to work with the other regulatory agencies to improve its performance measures. 

Corporate Planning and Performance Management Process 

The FDIC establishes performance goals annually through an integrated planning and budgeting 

process. In formulating these performance goals, the agency considers the external economic 

environment, the condition of the banking and financial services industry (including potential 

risks), projected workload requirements, and other corporate priorities. The FDIC’s plans also 

may be influenced by the results of program evaluations and management studies, prior year 

performance results, and other factors. Based on this information, planning guidance is 

established by senior management with input from program personnel. 

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Federal Deposit Insurance Corporation 2018 – 2022 Strategic Plan 

After annual performance goals are established, a proposed annual corporate operating budget is 

developed, taking into account the financial, human capital, technological, and other resources 

required to accomplish the FDIC’s core mission responsibilities and other annual performance

goals. The budget is typically approved by the Board of Directors in December. 

Annual performance goals are communicated to employees through established supervisory 

channels, the internal FDIC website, the FDIC News, and other means. Staff prepares progress 

reports, and senior management conducts performance reviews quarterly. 

Stakeholder Consultation 

The FDIC requested comment from stakeholders and the public on a draft of this strategic plan 

through a posting on the FDIC website for a 14-day period in November–December 2017. All 

comments and suggestions were carefully reviewed and changes made to the plan where 

appropriate. 

Program Evaluations 

The Risk Management and Internal Control Branch in the Division of Finance coordinates the 

evaluation of the FDIC’s programs and issues follow-up reports. Program evaluations are 

interdivisional, collaborative efforts, and they involve management and staff from all affected 

divisions and offices. Such participation is critical to fully understanding the program being 

evaluated. It also gives the divisions and offices a stake in the process. Division and office 

directors use the results of the program evaluations to assure the Chairman that operations are 

effective and efficient, financial data and reporting are reliable, laws and regulations are 

followed, and internal controls are adequate. These results also are considered in strategic 

planning for the FDIC. During the period covered by this Strategic Plan, the FDIC will continue 

to perform risk-based reviews in each strategic area of the agency. 

29 
-

U.S. Equal Employment Opportunity Commission 

FY 2019 FEDERAL AGENCY ANNUALEEO PROGRAM STATUS REPORT 

Federal Deposit Insurance Corporation 

ATTACHMENT F 

FDIC Alternative Dispute Resolution Procedures 
 

 

 

 

 

_________________________________________________________________________________________ 

OFFICE OF MINORITY AND WOMEN INCLUSION 

TYPE AND NUMBER 

CPB 2000.1 

CONTACT 

Michael Moran 

TELEPHONE NUMBER 

(703) 562-6073 

INTERNAL POLICY DATE: March 26, 2018 

DATE OF CANCELLATION (Bulletins Only) 

TO: Office of Minority and Women Inclusion Staff 

FROM: Saul Schwartz 

Director, Office of Minority and Women Inclusion 

SUBJECT: Equal Employment Opportunity Alternative Dispute Resolution 

Program 

1. Purpose To establish and define guidelines and procedures for the administration 

of and participation in the Federal Deposit Insurance Corporation’s 

(FDIC or Agency) Equal Employment Opportunity (EEO) Alternative 

Dispute Resolution (ADR) program. 

2. Policy It is the policy of the FDIC to use mediation, a form of ADR, as 

appropriate, to resolve informal and formal EEO complaints at the 

earliest opportunity within the EEO complaint process. 

3. Background The U.S. Equal Employment Opportunity Commission’s (EEOC) 

revised regulation at 29 C.F.R. §1614.102(b)(2) requires Federal 

agencies to establish or make available an ADR program in conjunction 

with the processing of complaints of employment discrimination. 

This internal policy was developed to: (1) provide an informal 

alternative to the EEO process; and (2) provide employees with an 

opportunity for a confidential and informal attempt to resolve their 

concerns at the lowest possible level, while allowing the parties to 

participate actively in the resolution of the dispute. 

The Office of Minority and Women Inclusion (OMWI), Complaints 

Processing Branch (CPB) manages the EEO ADR program. 

4. Authority Section 3 of Public Law 101-552, as amended by the Administrative 

Dispute Resolution Act of 1996 (Public Law 104-320, 5 U.S.C. §§571-

584) (ADR Act). 

CPB 2000.1 1 March 28, 2018 
 

 

 

_________________________________________________________________________________________ 

5. Complaints 

Processing 

Branch ADR 

Program 

EEOC regulations at 29 C.F.R. §1614.102(b)(2). 

The FDIC is dedicated to diversity and inclusion and equal opportunity 

in all its employment policies, practices, and programs. 

ADR has proven to be an effective tool for resolving workplace disputes 

faster, more economically, and in a non-adversarial forum. Mediation is 

one form of ADR, and is a problem solving technique which uses 

neutral third parties to resolve disputes. The use of mediation 

encourages and facilitates early resolution of workplace disputes by the 

good faith participation of management and aggrieved employees. 

Mediation promotes principles and practices that facilitate open 

communication and improve working relationships. Using mediation to 

resolve workplace disputes demonstrates the agency’s commitment to 

providing a confidential non-adversarial approach to problem solving, 

while promoting joint ownership of solutions. 

Mediation is available throughout the EEO complaint process. OMWI 

uses certified contract mediators who are trained in various ADR 

techniques. 

a. Mediation is Voluntary, Neutral and Confidential 

EEO mediation is voluntary for an aggrieved party/complainant and the 

mediation discussions are confidential. 

The mediator is a contract neutral who will not take sides with either 

party, but will assist in facilitating a resolution of the claims at issue in 

the EEO complaint, as well as other issues that may come up during the 

mediation session. 

The FDIC requires managers and supervisors to make every effort to 

resolve workplace disputes with their employees. Thus, if an aggrieved 

party/complainant elects to use mediation in lieu of EEO Counseling, 

or during the formal EEO complaint stage to resolve an EEO complaint, 

management is required to participate in the mediation session, the 

appropriate management official is required to participate in the process 

and attempt to resolve the dispute in good faith. 

Confidentiality is essential to the success of all ADR proceedings. All 

ADR processes will assure information is not disclosed consistent with 

the provisions of the ADR Act. This will enable parties to be 

forthcoming and candid, without fear that their statements may later be 

used against them. The parties will not discuss confidential 

CPB 2000.1 2 March 28, 2018 
 

 

 

_________________________________________________________________________________________ 

communications outside the mediation process. Neutrals will not reveal 

to the Agency staff or management, confidential communications 

disclosed during the mediation session. 

b. Stages of the EEO Complaint Process when EEO Mediation 

is Available 

Mediation is available during informal counseling stage; during the 

processing at the formal complaint stage; and during the hearing stage 

of the EEO complaint. The EEOC oversees mediations during the 

hearing stage. Most mediations occur during the informal counseling 

stage. 

OMWI has discretion to determine whether a given dispute is 

appropriate for EEO mediation. At the informal stage, an aggrieved 

person may elect mediation instead of EEO counseling. At the formal 

stage, OMWI may offer mediation at any time, up until the final agency 

decision is issued. 

c. Timeframes of the EEO Administrative Process and the 

EEO ADR Process 

The informal EEO counseling stage takes place within 30 calendar days 

from an aggrieved individual’s first contact with OMWI or the EEO 

Counselor. If mediation is deemed to be appropriate, the aggrieved 

individual will be afforded the opportunity to elect EEO mediation. 

Examples of matters that may be appropriate for mediation include, but 

are not limited to, denial of promotion, harassment, unfavorable 

performance rating, and disciplinary action. 

If mediation is elected, the timeframe for the informal EEO process is 

extended an additional 60 calendar days; however, OMWI will attempt 

to schedule mediation within 30-60 calendar days from the aggrieved 

person’s initial contact with OMWI or the EEO Counselor. The total 

timeframe of the informal EEO stage, if mediation is elected, should not 

exceed 90 calendar days. 

During the formal stage, if mediation is deemed appropriate and offered 

by OMWI, and accepted by the complainant, attempts will be made to 

schedule mediation within 30 calendar days from the date it is accepted. 

OMWI may initiate mediation at complainant’s and/or the Agency’s 

request. 

CPB 2000.1 3 March 28, 2018 
 

 

_________________________________________________________________________________________ 

A mediation session may take four to six hours and is normally 

conducted face-to-face when possible. If not possible or feasible, the 

mediation session may be conducted via VTC or conference call. 

At any point in the process after the aggrieved party/complainant has 

decided to enter mediation, the aggrieved party/complainant may 

terminate the mediation process and resume the EEO complaint process. 

d. Right to Representation during Mediation 

Each party is entitled to a representative during the EEO complaint 

process. In general, representation is not required for mediation and 

either party may decide not to have a representative present during a 

mediation session. Since the purpose of the mediation is to facilitate 

open and meaningful communication between the aggrieved party and 

the designated management official, the role of the representative in the 

mediation session is to encourage dialogue between the parties, and not 

to promote an adversarial process. 

It is inconsistent with their neutral roles for EEO counselors, EEO 

investigators, EEO officers, and EEO program managers to serve as 

representatives for agencies or complainants. Therefore, persons in 

these positions cannot serve as representatives for complainants or for 

agencies in connection with the processing of discrimination 

complaints. 

If an aggrieved party/complainant elects to be represented by an 

attorney, management may elect to request an Agency attorney to 

accompany management at the mediation. Due to confidentiality 

requirements and conflicts of interest, both the aggrieved 

party/complainant and the management official must designate their 

representative in writing before the start of the mediation. If it is 

determined that a conflict of interest exists, the aggrieved 

party/complainant and/or the management representative must redesignate the representative. The Agency attorney should not be the 

same attorney representing the Agency at hearing before the EEOC. 

If an aggrieved party/complainant does not elect to be represented by an 

attorney at the mediation, management may not have an Agency 

attorney at the mediation. 

CPB 2000.1 4 March 28, 2018 
 

_________________________________________________________________________________________ 

6. Training 

e. FDIC Resolving Official Attending Mediation 

The appropriate resolving official should have settlement authority to 

bind the Agency at mediation. The manager who is directly involved 

with the EEO claim should not act as the manager with settlement 

authority at the mediation. 

f. Settlements and Enforceability 

Any settlement of an EEO complaint must be entered into voluntarily. 

If a settlement is reached through the ADR process, the parties will draft 

a settlement agreement that is acceptable to all parties and their 

representative(s), if any. A settlement agreement becomes binding, 

final, and effective upon the review, concurrence, approval, and 

signature of the FDIC Legal Division. The Director, OMWI provides 

concurrence only. Signed settlement agreements are binding on both 

parties. The terms of the settlement agreement are enforceable and any 

breach of the agreement should be reported to the Director, OMWI 

pursuant to 29 CFR §1614.504. 

If a settlement is not reached, the employee can continue the pursuit of 

his/her matter through the EEO formal complaint process. 

g. Exceptions to ADR Program 

The majority of matters are appropriate for EEO ADR. However, the 

EEOC recognizes that there are instances in which EEO ADR may not 

be appropriate or feasible; and therefore, Agencies may decline to offer 

EEO ADR for particular issues. 

The FDIC has determined that certain situations (i.e., claims growing 

out of a reduction-in-force, claims involving non-selection of non-FDIC 

employees (applicants), or where the same, similar or related claims 

filed by the same individual have been mediated in previous informal or 

formal complaints) are not appropriate for mediation. Other specific 

reasons are determined on a case-by-case basis. 

Training will be provided for employees and managers on the EEO 

ADR program, their roles and responsibilities in the mediation process, 

and the benefit of using mediation to resolve workplace disputes. 

Training and an ongoing review and evaluation of the EEO ADR 

program will be essential in order to determine whether the program has 

CPB 2000.1 5 March 28, 2018 
 

 

_________________________________________________________________________________________ 

achieved its goals and how the program might be improved to be more 

efficient and achieve better results. 

7. Recordkeeping 

Requirements 

Records shall be maintained in accordance with FDIC Circular 1210.1, 

FDIC Records and Information Management (RIM) Policy Manual. 

Records shall be maintained for annual reporting (Form 462) to the 

EEOC. 

8. Effective Date This internal policy is effective immediately. 

CPB 2000.1 6 March 28, 2018 
-

U.S. Equal Employment Opportunity Commission 

FY 2019 FEDERAL AGENCY ANNUALEEO PROGRAM STATUS REPORT 

Federal Deposit Insurance Corporation 

ATTACHMENT G 

FDIC Circular 2710.5 – FDIC Reasonable 

Accommodation Program 
 

FDIC DIRECTIVE 2710.5 

Saul Schwartz 

Director 

Office of Minority and Women Inclusion 

See approval(s) on Action Log 

Reasonable Accommodation Program 

PURPOSE 

To provide the Federal Deposit Insurance Corporation’s (FDIC or Corporation) policy on 

providing reasonable accommodation to qualified employees and applicants for employment 

with disabilities consistent with Title 29 Code of Federal Regulations (CFR) Part 1614, including 

revisions dated January 3, 2017. 

SCOPE 

The provisions of this Directive apply to all employees and applicants for employment with the 

FDIC. 

AUTHORITIES 

 Federal Regulations (29 C.F.R. §§ 1614, 1630) require Federal agencies to provide 

reasonable accommodations to qualified employees and applicants for employment with 

disabilities. 

 The Americans with Disabilities Act (ADA) of 1990, as amended (42 U.S.C. § 12101 et seq.) 

 The Rehabilitation Act of 1973, as amended (29 U.S.C. § 701 et seq.) 

FORM(S) 

 FDIC 2710/02, Request for Reasonable Accommodation 

 Standard Form (SF) 256, Self-identification of Disability 

REVISION(S) 

This Directive supersedes Circular 2710.5, Procedures for Providing Reasonable 

Accommodation to Individuals with Disabilities, dated December 15, 2014. 
Action Log 

Submission Type 

(New, Pedestrian Change, 

Revision) 

Date Approved through Directives Management Center 

Revision 03/29/2019 Saul Schwartz 

Summary of Changes (if applicable) 

Substantial changes being made to bring the Directive into compliance with the federal 

regulations promulgated by the Equal Employment Opportunity Commission (EEOC) on 

January 3, 2017. 

Directive 

2710.5 2 
 

 

 

 

 

 

 

Table of Contents 

Action Log.................................................................................................................................. 2 

Summary of Changes (if applicable) .......................................................................................... 2 

Table of Contents....................................................................................................................... 3 

Background................................................................................................................................ 4 

Policy ......................................................................................................................................... 5 

A. Requests for Reasonable Accommodation ............................................................... 5 

B. Reviewing Requests for Reasonable Accommodation.............................................. 8 

C. Denial of Requests for Reasonable Accommodation ...............................................13 

D. EEO Complaints and Grievances ............................................................................14 

E. Freedom from Retaliation ........................................................................................15 

F. Confidentiality Requirements ...................................................................................15 

G. Recordkeeping Requirements .................................................................................15 

Responsibilities .........................................................................................................................17 

A. Employee/Applicant .................................................................................................17 

B. Support Coordinator (For Employees with Intellectual disabilities) ...........................17 

C. Disability Program Manager.....................................................................................17 

D. Reviewing Official ....................................................................................................17 

E. Deciding Official.......................................................................................................18 

F. Implementing Office.................................................................................................19 

Appendix...................................................................................................................................20 

Glossary of Terms.....................................................................................................................23 

Glossary of Acronyms...............................................................................................................30 

Directive 

2710.5 3 
 

 

 

Background 

The FDIC is committed to the principles of equal opportunity in all of its programs, policies, and 

practices, and to promoting diversity and inclusion in its workforce, as well as in its programs 

and activities. The Office of Minority and Women Inclusion (OMWI) is responsible for the 

FDIC’s diversity and inclusion, civil rights, accessibility, and minority and women outreach 

programs. These programs ensure that the FDIC’s workplace is inclusive, free from unlawful 

discrimination and retaliation, and provides equal opportunity and access to all. 

The FDIC provides reasonable accommodations to qualified employees or applicants with 

disabilities as required by applicable laws and regulations. These accommodations are 

changes or modifications in the work environment, equipment or instruments used, or the way 

things are customarily done, that enable individuals with disabilities to enjoy the same 

opportunities and benefits of employment as employees without disabilities. The OMWI 

oversees the reasonable accommodation program and provides assistance to individuals with 

disabilities seeking accommodation and the managers providing accommodations. 

Directive 

2710.5 4 
 

 

 

 

 

 

 

Policy 

The FDIC has a longstanding commitment to ensuring equal opportunity for all persons 

regardless of race, color, national origin, sex (including pregnancy, equal pay, gender identity 

and sexual orientation), religion, age, disability, genetic information, or status as a parent, and to 

preventing prohibited retaliation against individuals for participating in the EEO complaint 

process or opposing discriminatory practices. With this commitment, the FDIC meets its 

obligation to provide reasonable accommodation for known physical and mental disabilities of 

qualified employees and applicants for employment, unless the FDIC can show that a particular 

accommodation would impose an undue hardship on the operation of its programs and 

activities. 

When appropriate, the FDIC may grant an accommodation to an employee or an applicant for 

employment, even though the Corporation may not be legally required to do so. Therefore, the 

FDIC’s approval of an accommodation request does not necessarily constitute a determination 

by the Corporation that an employee or applicant for employment is legally entitled to the 

accommodation or the accommodation granted. 

A. Requests for Reasonable Accommodation 

1. Initial Requests 

An individual with a disability may request a reasonable accommodation at any time, 

even if he or she has not previously disclosed the existence of a disability. Disclosing a 

medical condition or medication, which may or may not impact the employee’s work 

environment or ability to perform his or her job, may also indicate the potential need for 

reasonable accommodation. Requests: 

a. May be made orally or in writing and do not have to include any special words such 

as “reasonable accommodation,” “disability,” or “Rehabilitation Act;” 

b. Do not require the completion of a specific form for the interactive process to begin, 

and the employee is not required to have a particular accommodation in mind before 

making the request; and 

Directive 

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c. May be made or submitted to the employee’s first-line supervisor, another supervisor 

or manager in the employee’s chain of command, the Division/Office Director, or the 

Disability Program Manager. 

If an approved accommodation is needed on a repeated basis, the employee needs only 

to make a summary request for the accommodation, either orally or in writing when a 

subsequent need arises. 

For employees with intellectual disabilities, a Support Coordinator can be made available 

for the purpose of assisting the employee and promoting the employee’s best interest in 

the workplace. While supervisors should take all necessary precautions to maintain the 

confidentiality of employees with intellectual disabilities, a supervisor may be required to 

discuss the employee’s disability in order to provide them a reasonable workplace 

accommodation. 

The Support Coordinator, in conjunction with any legal guardian, if applicable, will 

ordinarily be involved in all aspects of the reasonable accommodation process or any 

other process for determining appropriate workplace assistance. The Disability Program 

Manager should be contacted for information on accommodations available for 

employees with intellectual disabilities. 

In the case of an applicant for employment, the applicant’s request for a reasonable 

accommodation is made or submitted to the HR Specialist responsible for recruitment of 

the position. Applicants should submit requests for reasonable accommodation as early 

in the hiring process as possible to afford the FDIC a reasonable time to process the 

requests. For example, an applicant may require a sign language interpreter to be 

available during interviews in the hiring process. Such accommodations can be 

provided without delay if planned in advance of the requirement. 

2. Communication 

Communication is a priority throughout the reasonable accommodation process. As 

soon as practicable following a request for a reasonable accommodation, whether made 

orally or in writing, the individual making the request and management shall engage in 

the interactive process. This process involves discussions between the individual 

making the request and management regarding the request, the process for determining 

whether an accommodation will be provided, and potential accommodations. 

Management should communicate with the individual making the request early in the 

process and periodically throughout the process. The interactive process is especially 

important when impairment is not obvious or an effective accommodation is not clear. 

Directive 

2710.5 6 
 

 

 

 

 

 

 

While the Deciding Official makes the ultimate decision on a request for reasonable 

accommodation, that decision may be made in consultation with the Disability Program 

Manager and the Federal Occupational Health (FOH) Service, when necessary. 

3. Medical Documentation 

When a disability or need for an accommodation is not obvious, the Deciding Official, 

other supervisor or manager in the requesting employee’s chain of command, or 

Disability Program Manager may ask the employee requesting an accommodation to 

provide sufficient medical documentation from a healthcare provider. If the employee 

does not want to provide medical documentation to anyone at the FDIC, the employee or 

the employee’s healthcare provider may choose to send it to FOH directly. If this option 

is chosen, the employee must inform the Disability Program Manager of this decision, 

and the Disability Program Manager will send the appropriate forms to the employee and 

FOH to initiate the process. 

The FDIC has the right to have medical documentation reviewed by a qualified medical 

professional appointed by the FDIC. Under a contractual agreement with the FDIC, 

FOH physicians can review requests for reasonable accommodation and, when 

necessary, may consult with the requesting employee’s healthcare provider(s) 

concerning the employee’s disability and the appropriate reasonable accommodations. 

The FOH physicians may also request relevant supplemental medical documentation if 

the information submitted by the employee requesting an accommodation is insufficient. 

Depending on their complexity, reasonable accommodation requests may or may not 

necessitate FOH review. 

The medical documentation should address: 

a. The nature, severity, and duration of the impairment; 

b. The activity or activities that the impairment limits; 

c. The extent to which the impairment limits the ability to perform the activity or 

activities (i.e. job function); and 

Directive 

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d. Why the employee requires reasonable accommodation or the particular reasonable 

accommodation requested, as well as how the requested accommodation will assist 

an applicant to apply for a job, perform the essential functions of the job, or enjoy a 

privilege or benefit of employment. 

The healthcare provider's statement must be legible, on the healthcare provider's 

letterhead, and signed with an original signature. When the need for a reasonable 

accommodation remains unclear, or when the individual requesting an accommodation 

has not provided sufficient medical information to clarify the need, the FDIC has the right 

to request additional information. 

The FDIC is obligated to keep medical information confidential in accordance with the 

confidentiality requirements under the Americans with Disabilities Act and other 

applicable laws and regulations and the limited circumstances under which such 

information may be disclosed. The FDIC may be unable to provide a timely response to 

a request for reasonable accommodation if an individual’s healthcare provider fails to 

provide needed documentation in a timely manner. Failure to provide necessary 

requested documentation may result in denial of a reasonable accommodation request. 

Recordkeeping Requirements provides recordkeeping requirements for medical 

documentation. 

B. Reviewing Requests for Reasonable Accommodation 

1. Initial Considerations 

An employee’s request for reasonable accommodation may include a request for a 

change in policy, practice, work modification, or other assistance that relates to the 

employee’s employment because of his or her medical condition. Supervisors are often 

the first people employees contact when making requests for accommodation. Although 

the employee seeking an accommodation generally has the burden of initiating the 

request, the request may be initiated by a spouse, caregiver, or someone else 

representing the employee. 

To assist in recognizing a request for an accommodation, the Deciding Official should 

consider the following questions: 

a. Is the employee talking about some type of medical condition that is impacting his or 

her work? 

Directive 

2710.5 8 
 

 

 

 

 

 

b. Has the employee mentioned some sort of physical/intellectual/psychiatric challenge 

that is impacting his or her work? 

c. Is the employee requesting an adjustment or change to the workplace? 

d. Has the employee openly disclosed a disability, medical condition, or medication? 

e. Has the employee stated that he or she needs assistance performing a job function? 

f. Is the employee known to have a disability and a family member, friend, coworker, or 

healthcare provider has requested an accommodation on his or her behalf? 

When a request for a reasonable accommodation has been made, various individuals 

are accountable for reviewing, processing, and implementing the request. 

2. Processing 

The Deciding Official processes requests for reasonable accommodation in accordance 

with the timeframes outlined in this Directive. Additionally, in coordination with other 

supervisors in an employee’s chain of command as appropriate, he or she will: 

a. Begin the interactive communication process with the person requesting the 

reasonable accommodation, communicate periodically throughout the process, and 

provide the individual with his or her contact information; 

b. Verify, within applicable delegations of authority, his or her authority to grant or deny 

requests for reasonable accommodation. If he or she does not have the authority to 

grant or deny the reasonable accommodation requested, he or she shall refer the 

request to the appropriate official who has the authority to make the determination; 

c. Confirm that the individual is requesting a reasonable accommodation when a family 

member, healthcare provider, or representative requests a reasonable 

accommodation on an individual’s behalf; 

d. Notify the Disability Program Manager when a request for a reasonable 

accommodation is received and provide the Disability Program Manager with a copy 

of form FDIC 2710/02 submitted by the employee, or on his or her behalf; 

Directive 

2710.5 9 
 

 

 

 

 

 

 

 

 

e. Collaborate with the Disability Program Manager, who can refer the Deciding Official 

to the appropriate resources, including budget sources, individuals, and 

Divisions/Offices able to provide assistance in making the decision or that may be 

involved in the implementation of the accommodation; 

f. Consult with the appropriate Divisions/Offices, which may include, but are not limited 

to the: 

1) Division of Administration (DOA)/Human Resources Branch (HRB), including the 

Labor and Employee Relations Section, on issues that might impact human 

resources policy, employee relations, and bargaining unit matters; 

2) Division of Information Technology (DIT) regarding the availability and feasibility 

of certain computer equipment, hardware, peripherals, software, and training; 

3) DOA/Health, Safety and Environmental Unit, Corporate Services Branch, 

regarding the availability and feasibility of certain accommodation requests such 

as building accessibility, ergonomic furniture, etc.; and 

4) Legal Division/Labor, Employment and Administration Section (LEAS). 

NOTE: For requests made by employees in, or applicants for employment with, the 

Office of Inspector General (OIG), the Deciding Official should consult with the OIG 

Office of Management, Human Resources Team, who will coordinate with the OIG 

Office of General Counsel. 

g. Request medical documentation, when needed, to support the request for a 

reasonable accommodation, including when supplemental information is needed to 

determine an effective accommodation, if any. 

In reaching a decision on a request for a reasonable accommodation, the FDIC will 

consider all resources available to the FDIC as a whole, excluding those designated by 

statute for a specific purpose that does not include reasonable accommodation. 

Management consults with the Disability Program Manager, as well as appropriate 

officials in DOA, Legal, or DIT, as needed, to obtain all available agency resources to 

provide reasonable accommodations. 

3. Reassignment 

Directive 

2710.5 10 
 

 

 

 

 

 

 

 

 

 

If the Deciding Official determines that no reasonable accommodation will permit the 

requesting employee to perform the essential functions of his or her current position, the 

Deciding Official must consider reassignment to a vacant, funded position for which the 

employee is qualified. Reassignment will only be considered if no other reasonable 

accommodations are available to enable an employee to perform the essential functions 

of his or her current job, or if the only effective accommodation would cause undue 

hardship on the FDIC. In considering whether there are positions available for 

reassignment without competition, the Deciding Official and the Disability Program 

Manager will work with DOA/HRB and the employee needing the reassignment to 

identify: 

a. Vacant, funded positions throughout the FDIC for which the employee qualifies and 

can perform, with or without reasonable accommodation; and 

b. Positions within the FDIC that DOA/HRB or the Division/Office has reason to believe 

will become vacant within a reasonable amount of time from the date the search is 

initiated and for which the employee may be qualified. 

If considering reassignment, the FDIC will first attempt to locate positions at the 

employee’s current grade level in his or her current commuting area. If no position 

exists at the employee’s current grade level, the FDIC will search for positions at a lower 

grade level. Positions at a higher grade level or with a higher promotion potential than 

currently held will not be considered for non-competitive reassignment as a reasonable 

accommodation, though employees seeking reasonable accommodation may choose to 

apply for positions through the competitive hiring process. Reassignment may be made 

to a vacant position outside of the employee’s commuting area if he or she is willing to 

relocate (at his or her expense, pursuant to FDIC travel policy). If no vacancies for 

which the employee qualifies are available or anticipated within a reasonable amount of 

time, the search will conclude and the results will be conveyed to the employee. 

4. Timeframes for Processing a Request for Reasonable Accommodation 

a. No Extenuating Circumstances 

Absent extenuating circumstances, the maximum amount of time from the 

accommodation request to either provide a requested accommodation or deny the 

request is 30 calendar days. 

Directive 

2710.5 11 
 

 

 

 

 

 

 

 

Upon receipt of a request for a reasonable accommodation, whether oral or in 

writing, the Deciding Official processes the request and shall not wait for receipt of 

form FDIC 2710/02 to begin processing the request. 

When a request for a reasonable accommodation can be processed by the Deciding 

Official and medical documentation is not required, and no extenuating 

circumstances exist, the request will be processed and the accommodation, if 

granted, will be provided within 30 calendar days. Failure to provide the 

accommodation in a prompt manner when there are no extenuating circumstances 

causing the delay may result in a violation of the Rehabilitation Act. 

If the Deciding Official believes that it is necessary to obtain medical documentation, 

he or she, another appropriate supervisor, or the Disability Program Manager will 

request the information before the expiration of the 30 calendar day period; 

After the requested medical documentation is received, and if there are no further 

extenuating circumstances, the request for reasonable accommodation will continue 

to be processed and a decision will be provided within 15 calendar days; 

b. Expedited Processing 

The FDIC will process some requests in shorter timeframes when necessary, such 

as when an applicant needs accommodations to adhere to hiring schedules, or an 

employee needs an accommodation to participate in an upcoming meeting. 

c. Extenuating Circumstances 

When extenuating circumstances exist, the timeframe for processing the request for 

reasonable accommodation and providing the accommodation will be extended as 

reasonably necessary. Examples of extenuating circumstances include, but are not 

limited to: 

1) A follow-up request for medical documentation; 

2) The need for a qualified medical professional to evaluate the medical 

documentation; 

3) The purchase of equipment not readily available; or 

Directive 

2710.5 12 
 

 

 

 

 

 

 

 

 

 

 

 

 

4) The completion of a personnel action. 

5) When extenuating circumstances delay processing a request for reasonable 

accommodation beyond 30 calendar days, the Deciding Official will provide 

written notification to both the individual making the request and the Disability 

Program Manager of the reason for the delay, in an accessible format, if needed, 

and the approximate date by which a decision or provision of the reasonable 

accommodation is expected. Any further delays or changes will be promptly 

communicated to the individual making the request and the Disability Program 

Manager. 

6) Where it is determined that it is reasonably likely that an individual will be entitled 

to a reasonable accommodation while the request is being considered, the 

Deciding Official will notify the individual, including any extenuating 

circumstances that justify a delayed decision, and provide an interim 

accommodation, absent undue hardship, that will allow an employee to perform 

some or all of the essential functions of his or her job or an applicant to complete 

the application process. 

7) The individual making the request may contact the Deciding Official or the 

Disability Program Manager concerning the tracking or status of his or her 

reasonable accommodation request. 

8) The FDIC will not be expected to adhere to its usual timeframes if an individual’s 

healthcare provider fails to provide needed medical documentation in a timely 

manner. 

C. Denial of Requests for Reasonable Accommodation 

1. Written Notice 

If a request for reasonable accommodation is denied, the Deciding Official prepares a 

written notice, in an accessible format, if needed, completes Section II of form FDIC 

2710/02 explaining in detail the reason for the denial, provides written instructions on 

how to submit a request for reconsideration of the denial, and gives a copy to the 

individual requesting the accommodation and to the Disability Program Manager. In the 

written notice, the Deciding Official informs the individual of the right to challenge the 

denial by filing a complaint of discrimination; provides instructions on how to file such a 

complaint; and explains that, pursuant to the Equal Employment Opportunity (EEO) 

complaint processing procedures, the right to file a complaint will be lost unless the 

Directive 

2710.5 13 
 

 

 

 

 

 

 

 

individual initiates contact with an EEO Counselor within 45 calendar days of the denial. 

Upon receipt of a written denial, the individual requesting the accommodation may 

submit a written request for reconsideration, along with any supporting documentation, 

to the Reviewing Official within 15 calendar days, with a copy to the Disability Program 

Manager. 

2. Reconsideration 

An employee may submit a written request for reconsideration along with supporting 

documentation to the Reviewing Official or his/her designee. The Reviewing Official 

processes the request in accordance with the instructions outlined in Reviewing 

Requests for Reasonable Accommodation > Processing, Reassignment, and 

Timeframes for Processing a Request for Reasonable Accommodation, as appropriate, 

within 30 calendar days. The Reviewing Official may uphold, modify, or reverse the 

decision to deny the reasonable accommodation. If the Reviewing Official decides to 

deny the request for reasonable accommodation, he or she prepares a written notice, in 

an accessible format, if needed, that: 

a. Explains the reasons for the denial; 

b. Informs the individual of the right to challenge the denial by filing a complaint of 

discrimination; 

c. Provides instructions on how to file such a complaint; and 

d. Explains that, pursuant to the EEO complaint processing procedures, the right to file 

a complaint will be lost unless the individual initiates contact with an EEO Counselor 

within 45 calendar days of the denial. 

The Reviewing Official provides a copy of his or her written decision and the completed 

Section III of form FDIC 2710/02 to the individual and the Disability Program Manager. 

D. EEO Complaints and Grievances 

Individuals denied reasonable accommodation may initiate an EEO complaint, as delineated 

in FDIC Directive 2710.2, EEOC Discrimination Complaint Procedures, by contacting an 

FDIC EEO Counselor within 45 calendar days of receipt of the initial written denial or receipt 

of the denial after reconsideration. The FDIC encourages the use of alternative dispute 

resolution (ADR) to resolve employment-related disputes, including issues concerning 

requests for reasonable accommodation. Employees may seek participation in the ADR 

Directive 

2710.5 14 
 

 

 

 

 

 

 

 

 

 

process by contacting an FDIC EEO Counselor in OMWI. Additional information on ADR is 

located on the OMWI website. 

Bargaining unit employees alleging discrimination as the basis for the denial of a reasonable 

accommodation request may file a grievance under the collective bargaining agreement 

within 20 business days of receipt of the initial written denial or receipt of the reconsideration 

decision; or, file a formal EEO complaint as outlined in Directive 2710.2 and described 

above, but not both. 

E. Freedom from Retaliation 

The FDIC prohibits retaliation or taking an adverse action against individuals based on 

requests for or perceived need for a reasonable accommodation. 

F. Confidentiality Requirements 

Medical documentation relating to requests for reasonable accommodation must be kept 

confidential and shared only with those who have a valid need to know (e.g., decision 

makers who make employment decisions consistent with the ADA for necessary 

accommodation of the individual, first aid and safety personnel during an emergency, and 

government officials investigating compliance with the regulations, including the OIG). 

Medical documentation related to requests for accommodations must be kept in files 

separate from the employee’s official personnel file, or any other files kept by managers or 

the Corporation. Employees who obtain or receive medical documentation are strictly 

bound by this confidentiality requirement. 

G. Recordkeeping Requirements 

1. Once a decision has been made on the individual’s request or after the reasonable 

accommodation process is complete, the Deciding Official will: 

a. Complete Section II of Form 2710/02; and 

b. Forward the complete case file, including notes, correspondence, medical 

documentation, and all other associated materials, to the Disability Program 

Manager. 

2. For recordkeeping purposes and to facilitate clear communication, oral requests for a 

reasonable accommodation should be followed by the requestor completing Section I of 

Directive 

2710.5 15 
 

 

 

 

 

 

 

 

 

 

form FDIC 2710/02, Request FDIC for Reasonable Accommodation or Barrier Removal 

and the requestor will be asked to voluntarily complete the Office of Personnel 

Management’s (OPM) Standard Form (SF) 256, Self-Identification of Disability. Form 

FDIC 2710/02 and the SF 256 are available in alternative formats accessible to 

individuals with disabilities. The SF 256 data is essential for effective data collection and 

analysis of the FDIC’s Disability Employment Program and may be submitted, by the 

employee, by updating their disability status through the personnel system. While, selfidentification is voluntary and is not required to request and receive an accommodation, 

cooperation in providing accurate information is critical to these efforts. The FDIC is 

obligated to keep medical information confidential. If necessary, a hard copy of the form 

FDIC 2710/02 can be submitted to the Disability Program Manager and the SF 256 can 

be submitted to the employee’s servicing HR Specialist. For applicants with disabilities, 

form FDIC 2710/02 will be completed by the HR Specialist. 

3. The Disability Program Manager maintains custody of all records, including medical 

documentation and forms FDIC 2710/02 and SF 256, upon completion of the processing 

of requests for reasonable accommodation. Absent a legitimate, business need, 

management does not retain medical documentation associated with requests for 

reasonable accommodation after forwarding the complete file to the Disability Program 

Manager. The Disability Program Manager collects and maintains the original files on all 

requests for reasonable accommodation, which will be used to: 

a. Protect confidentiality and privacy of the individual; 

b. Ensure consistency in the handling of requests for reasonable accommodation; 

c. Measure the FDIC’s efforts in supporting its Disability Employment Program; and 

d. Track the FDIC’s processing of requests for reasonable accommodations for 

purposes of reporting to the U.S. Equal Employment Opportunity Commission. 

Directive 

2710.5 16 
 

 

 

Responsibilities 

A. Employee/Applicant 

1. Submits request for reasonable accommodation; 

2. Provides medical documentation, upon request from the Deciding Official, Supervisor, or 

the Disability Program Manager; and 

3. Engages in the interactive communication process with the Deciding Official, Supervisor, 

or Disability Program Manager, as appropriate. 

B. Support Coordinator (For Employees with Intellectual disabilities) 

1. Assists employees (or applicants for employment) in participating in the reasonable 

accommodation process; and 

2. Promotes the individual’s best interest in the workplace. 

C. Disability Program Manager 

1. Coordinates the reasonable accommodation process; 

2. Provides guidance to managers and individuals in seeking and providing reasonable 

accommodations; 

3. Serves as a neutral advisor on requests for reasonable accommodation; and 

4. Maintains the original files on requests for reasonable accommodations. 

D. Reviewing Official 

1. Reviews the Deciding Official’s decision when a request for reasonable accommodation 

is denied and a request for reconsideration is filed by the employee (or applicant for 

employment); 

a. Employees – the Reviewing Official is the Deciding Official’s first line supervisor; 

Directive 

2710.5 17 
b. Applicants in Headquarters – the Reviewing Official is the DOA/HRB Deputy 

Director; 

c. Applicants in Regional, Area, and Field Offices – the Reviewing Official is the 

Regional Human Resources (HR) Manager; 

d. Applicants with the OIG – the reviewing Official is the Deputy Assistant Inspector 

General for Management. 

2. Has the authority to uphold, modify, or reverse the decision to deny the reasonable 

accommodation. 

E. Deciding Official 

1. Decides whether an individual is provided a reasonable accommodation and is 

responsible for approving an effective reasonable accommodation that does not impose 

an undue burden on the agency, but is not required to approve the specific 

accommodation(s) requested by an employee or his or her health care provider: 

a. Employees – the Deciding Official may be the first level supervisor or another 

manager in the employee’s chain of command; or 

b. Applicant – the Deciding Official is the Human Resources (HR) Specialist identified in 

the vacancy announcement. 

2. Analyzes the particular job involved, including reviewing the relevant position description 

and determining its purpose and essential functions; 

3. Consults with the individual requesting an accommodation to ascertain the precise jobrelated limitations imposed by the individual's disability and how those limitations could 

be overcome with a reasonable accommodation; 

4. Identifies potential accommodations and assess the effectiveness each would have in 

enabling the individual to perform the essential functions of the position, in consultation 

with the individual requesting the accommodation; 

Directive 

2710.5 18 
 

 

 

 

 

5. Considers the preference of the individual requesting an accommodation as well as the 

needs of the FDIC, and selects an appropriate accommodation; and 

6. Validates with the employee that the accommodation is effective as implemented. 

F. Implementing Office 

1. Implements the reasonable accommodation once approval of the reasonable 

accommodation is received; 

2. Indicates the actions taken after full implementation of the approved reasonable 

accommodation by completing Section IV of form FDIC 2710/02; and 

3. Forwards the original form FDIC 2710/02 to the Disability Program Manager and a copy 

to the Deciding Official. 

Directive 

2710.5 19 
 

 

 

 

Appendix 

Reasonable Accommodation Resources 

FDIC Office of Minority and Women Inclusion 

3501 Fairfax Drive 

Arlington, VA 22226 

 Disability Program Manager for assistance with reasonable accommodation matters; 

(703) 562-2096; mflint@fdic.gov or DisabilityProgram@fdic.gov. 

 Sign Language Interpreting Services for obtaining interpreters; InterpreterDC@fdic.gov. 

 Alternative Dispute Resolution for mediation assistance in dispute resolution; (703) 562-

6073; mmoran@fdic.gov. 

 FDIC EEO Counselor and the EEO Complaint Process for initiating an EEO complaint 

outlined in 2710.2, EEOC Discrimination Complaint Procedures; (703) 562-6082; (571) 

355-1240; or DoBallard@fdic.gov. 

 Disability Employment Program Resources information located at FDICnet > Office of 

Minority and Women Inclusion (OMWI) > Diversity and Affirmative Employment. 

FDIC Division of Administration 

Corporate Services Branch 

3501 Fairfax Drive 

Arlington, VA 22226 

 Building and facility accessibility. 

 Ergonomic workspaces, furniture and equipment; Ergonomic Help Desk at (703) 562-

2600 or ergohelpdesk@fdic.gov. 

Directive 

2710.5 20 
 

 

 

FDIC Division of Information Technology 

3501 Fairfax Drive 

Arlington, VA 22226 

 Computer hardware, software. 

 Telecommunication equipment. 

 Access to electronic information. 

ADA Disability and Business Technical Assistance Centers (DBTACs) 

(800) 949-4232 Voice/TTY 

The DBTACs consist of 10 federally funded regional centers that provide information, training, 

and technical assistance on the ADA. Each center works with local businesses and disability, 

governmental, rehabilitation, and other professional networks to provide current ADA 

information and assistance. The DBTACs can provide information on reasonable 

accommodation and make referrals to local sources of expertise in reasonable accommodation. 

Department of Defense’s Computer Assistance/Electronic Accommodations Program 

(833) 227-3272 Voice; (571) 384-5629 Videophone 

http://www.cap.mil/Default.aspx 

Established by the Department of Defense (DoD) in 1990, CAP provides assistive technology 

and reasonable accommodations to people with disabilities and wounded Service members. 

CAP's mission is to ensure that people with disabilities and wounded Service members have 

equal access to the information environment and opportunities in the DoD and throughout the 

Federal government. FDIC is a CAP partner agency. 

Job Accommodation Network 

(800) 232-9675 Voice/TTY 

http://janweb.icdi.wvu.edu/ 

A service of the Office of Disability Employment Policy, Department of Labor, JAN can provide 

information, free-of-charge, about many types of reasonable accommodations, personal 

assistance services, and referrals to other organizations that may have particular information 

about accommodations for persons with disabilities. 

Directive 

2710.5 21 
 

 

 

 

Registry of Interpreters for the Deaf 

(301) 608-0050 Voice/TTY 

The Registry offers information on locating and using interpreters and transliteration services. 

RESNA Technical Assistance Project 

(703) 524-6686 Voice; (703) 524-6639 TTY 

http://www.resna.org 

RESNA, the Rehabilitation Engineering and Assistive Technology Society of North America, can 

refer individuals to projects in all 50 states and the six territories offering technical assistance on 

technology-related services for individuals with disabilities. Services may include: 

 Information and referral centers to help determine what devices may assist a person with 

a disability (including access to large data bases containing information on thousands of 

commercially available assistive technology products); 

 Centers where individuals can try out devices and equipment; 

 Assistance in obtaining funding for and repairing devices; and 

 Equipment exchange and recycling programs. 

U.S. Equal Employment Opportunity Commission 

(800) 669-3362 Voice; (800) 800-3302 TTY 

EEOC has published many ADA and Rehabilitation Act-related documents that may assist both 

individuals requesting reasonable accommodation as well as those involved in the decisionmaking process. Most of these documents are available at www.eeoc.gov. 

EEOC guidance documents and resource materials also include: 

 The Disability-Related Inquiries and Medical Examinations of Employees Under the 

Americans with Disabilities Act (July 27, 2000) at 

https://www.eeoc.gov/policy/docs/guidance-inquiries.html; and 

 Reasonable Accommodation and Undue Hardship Under the Americans with Disabilities 

Act (revised October 17, 2002) at 

https://www.eeoc.gov/policy/docs/accommodation.html. 

Directive 

2710.5 22 
 

 

 

 

Glossary of Terms 

Term Definition 

Accessible Format 

Formats that are an alternative to standard print and 

are accessible to individuals with disabilities, e.g., 

large print, recorded audio and electronic formats, and 

Braille. 

Deciding Official 

The management official who decides whether an 

individual will be provided a reasonable 

accommodation. For employees, the Deciding Official 

may be the first-level supervisor of the individual 

requesting the accommodation, or another supervisor 

or manager in an individual’s chain of command. For 

applicants for employment, the Deciding Official is the 

Human Resources (HR) Specialist identified in the 

vacancy announcement or as otherwise designated. 

Disability 

 A physical or mental impairment that substantially 

limits one or more of the major life activities of an 

individual; 

 A record of such impairment; or 

 Being regarded as having such impairment. 

Disability Program Manager 

The FDIC employee who coordinates the reasonable 

accommodation process, provides guidance to 

managers and individuals in seeking and providing 

reasonable accommodations, and serves as a neutral 

advisor on requests for reasonable accommodation. 

Essential Functions 

Job duties fundamental to the position that an 

individual holds or desires. A job function may be 

considered “essential” for several reasons including, 

but not limited to: 

 The position exists to perform the specific job 

function; 

 There are a limited number of other employees 

who could perform the job function; or 

Directive 

2710.5 23 
 

 

 

 

 

 

 

 The job function is specialized and the individual is 

hired based on his/her ability to perform that 

function. 

Term Definition 

Federal Occupational Health (FOH) 

A non-appropriated agency within the Program 

Support Center of the U.S. Department of Health and 

Human Services. The FOH works in partnership with 

federal organizations to design and deliver 

comprehensive occupational health solutions 

exclusively to federal employees. Under a contractual 

agreement with the FDIC, FOH physicians review 

some requests for reasonable accommodation, and, 

when necessary, consult with the requesting 

individual’s healthcare provider(s) concerning the 

individual’s disability and appropriate reasonable 

accommodations. Depending on their complexity, 

reasonable accommodation requests may be referred 

to the FOH for review at the request of the Deciding 

Official or other appropriate officials. 

Has a Record of Such Impairment 

The individual has a history of, or has been classified 

as having, a mental or physical impairment that 

substantially limits one or more major life activities. 

Implementing Office 

The Division/Office responsible for providing the 

accommodation, acquiring equipment or services, or 

making the facilities readily accessible to 

accommodate individuals with disabilities. 

For example, DIT is the Implementing Office for 

computer hardware and software, OMWI provides sign 

language interpreting services, and DOA ensures 

facility accessibility and provides ergonomic 

assessments of employee work spaces, furniture, and 

equipment. 

Individual Employee or applicant for employment. 

Directive 

2710.5 24 
 

 

Term 

Interactive Process 

Definition 

Flexible communication between management and the 

individual requesting a reasonable accommodation to 

identify the precise limitations resulting from the disability, 

and potential reasonable accommodations that could 

overcome those limitations. Once an individual has 

requested a reasonable accommodation, management: 

 Analyzes the particular job involved, including 

reviewing the relevant position description and 

determining its purpose and essential functions; 

 Consults with the individual requesting an 

accommodation to ascertain the precise job-related 

limitations imposed by the individual's disability and 

how those limitations could be overcome with a 

reasonable accommodation; 

 In consultation with the individual requesting an 

accommodation, identifies potential accommodations 

and assess the effectiveness each would have in 

enabling the individual to perform the essential 

functions of the position; and, 

 Considers the preference of the individual requesting 

an accommodation as well as the needs of the FDIC, 

and selects and implements an appropriate 

accommodation, which may or may not be the 

requested accommodation. 

In some instances, the appropriate reasonable 

accommodation may be so obvious that it may be 

unnecessary to proceed in this step-by-step fashion; for 

example, if an employee who uses a wheelchair requests 

that his or her desk be placed on blocks to elevate the 

desktop. In other instances, however, neither the 

individual requesting the accommodation nor 

management may be able to readily identify an 

appropriate accommodation. Under such circumstances, 

it may be necessary for management to initiate a 

problem-solving process, such as the step-by-step 

interactive process described above, as part of the effort 

to identify an appropriate reasonable accommodation. 

Directive 

2710.5 25 
 

 

 

 

 

Term Definition 

Major Life Activities 

Include, but are not limited to, caring for oneself, 

performing manual tasks, seeing, hearing, eating, 

sleeping, walking, standing, lifting, bending, speaking, 

breathing, learning, reading, concentrating, thinking, 

communicating, and working. A major life activity also 

includes the operation of a major bodily function, 

including, but not limited to, functions of the immune 

system, normal cell growth, digestive, bowel, bladder, 

neurological, brain, respiratory, circulatory, endocrine, 

and reproductive functions. 

Mental Impairment 

A mental or psychological disorder, such as intellectual 

disabilities, organic brain syndrome, emotional or 

mental illness, and specific learning disabilities. 

Physical Impairment 

A physiological disorder or condition, cosmetic 

disfigurement, or anatomical loss affecting one or more 

of the following body systems: neurological, 

musculoskeletal, special sense organs, respiratory 

(including speech organs), cardiovascular, 

reproductive, digestive, genitourinary, hemic and 

lymphatic, skin, and endocrine. 

Qualified Individual with a Disability 

One who: 

 Satisfies the requisite skill, experience, education, 

and other job-related requirements of the position 

the individual holds or desires; and 

 Is able to perform the essential functions of the 

position with or without a reasonable 

accommodation. 

Directive 

2710.5 26 
 

 

 

 

 

 

 

Term Definition 

Reasonable Accommodation 

Modifications/adjustments: 

 To the job application process to enable a qualified 

applicant with a disability to be considered for the 

position he or she desires; 

 To the work environment, or the way in which the 

position held or desired is customarily performed, 

to enable a qualified individual with a disability to 

perform the essential functions of the position; or 

 That enable an employee with a disability to enjoy 

equal benefits and privileges of employment. 

Such modifications/adjustments may include, but are 

not limited to: 

 Making existing facilities readily accessible to, and 

usable by, individuals with disabilities; and 

 Job restructuring; part-time or modified work 

schedules; reassignment to a vacant, funded 

position; acquisition or modification of equipment or 

devices; appropriate adjustment or modification of 

examinations, training materials, or policies; the 

provision of qualified readers or interpreters; and 

other similar accommodations for individuals with 

disabilities. 

Reassignment 

A reasonable accommodation of last resort that, 

absent undue hardship, the FDIC will consider if it 

determines that no other reasonable accommodation 

would permit an employee to perform the essential 

functions of his or her current job. The placement of 

an employee in a vacant, funded position, without 

competition, for which the employee is qualified and 

can perform the essential functions, regardless of 

geographic location. If a position of an equal grade is 

not available, an employee may voluntarily accept a 

change to a lower grade, vacant, funded position, 

regardless of geographic location, for which the 

employee is qualified. 

Directive 

2710.5 27 
 

 

 

 

 

Term Definition 

Reviewing Official 

The management official who reviews the Deciding 

Official’s decision when a request for reasonable 

accommodation is denied and the individual requesting 

the accommodation files a request for reconsideration. 

The Reviewing Official has the authority to uphold, 

modify, or reverse the decision to deny the reasonable 

accommodation. 

For reasonable accommodation requests from 

employees, the Reviewing Official is the Deciding 

Official’s first level supervisor or designee. For 

applicants for employment in Headquarters offices, the 

Reviewing Official is the Deputy Director, Human 

Resources Branch (HRB), DOA, or designee. For 

Regional, Area and Field Office applicants, the 

Reviewing Official is the Regional HR Officer. For 

applicants for employment with the OIG, the Reviewing 

Official is the Deputy Assistant Inspector General for 

Management or his/her designee. 

Substantially Limits 

The person is: 

 Unable to perform a major life activity that an 

average person in the general public can perform; 

 Significantly restricted as to the condition, manner, 

or duration under which an individual can perform a 

particular major life activity as compared to the 

general population. 

The following factors are considered in determining 

whether an individual is substantially limited in a major 

life activity: 

 The nature and severity of the impairment; 

 The duration or expected duration of the 

impairment; and 

 The permanent or long-term impact or the 

expected permanent or long-term impact of the 

impairment. 

Directive 

2710.5 28 
 

 

Term Definition 

Support Coordinator 

An individual assigned to: 

 Assist employees with intellectual disabilities in 

participating in the reasonable accommodation 

process; and 

 Promote the employee’s best interest in the 

workplace. 

Undue Hardship 

Significant difficulty or expense the FDIC would incur if 

it provided a particular accommodation. The FDIC is 

not required to provide an accommodation that causes 

undue hardship. Determination of undue hardship is 

always considered on a case-by-case basis. The 

criteria to be considered in determining undue 

hardship include the: 

 Nature and cost of the accommodation; 

 Overall size of the organization. 

 Number of employees, facilities, and size of the 

budget; 

 Type of operation, including composition and 

structure of the work force; and, 

 Impact of the accommodation on the operation of 

the office, including the impact on the ability of 

other employees to perform their duties, and the 

impact on the office’s ability to conduct business. 

Directive 

2710.5 29 
Glossary of Acronyms 

Acronym Definition 

ADA Americans with Disabilities Act 

ADR Alternative Dispute Resolution 

CAP Computer/Electronic Accommodations Program 

DBTACs ADA Disability and Business Technical Assistance 

Centers 

DIT Division of Information Technology 

DOA Division of Administration 

DoD Department of Defense 

EEO Equal Employment Opportunity 

EEOC Equal Employment Opportunity Commission 

FOH Federal Occupational Health 

HR Human Resources 

HRB Human Resources Branch 

JAN Job Accommodation Network 

LEAS Labor, Employment, and Administration Section 

Directive 

2710.5 30 
Acronym Definition 

LERS Labor and Employee Relations Section 

OIG Office of Inspector General 

OMWI Office of Minority and Women Inclusion 

RESNA Rehabilitation Engineering and Assistive Technology 

Society of North America 

SF Standard Form 

TTY Text Telephone 

Directive 

2710.5 31 
-

U.S. Equal Employment Opportunity Commission 

FY 2019 FEDERAL AGENCY ANNUALEEO PROGRAM STATUS REPORT 

Federal Deposit Insurance Corporation 

ATTACHMENT H 

FDIC Guidance/Procedures for Providing Personal 

Assistance Services 
 

 

 

 

 

 

 

 

 

Federal Deposit Insurance Corporation 

3501 Fairfax Drive, Arlington, VA 22226-3500 Office of Minority and Women Inclusion 

March 29, 2019 

MEMORADUM TO: All Employees 

FROM: Saul Schwartz 

Director 

Office of Minority and Women Inclusion 

SUBJECT: Guidance/Procedures for Providing Personal Assistance Services 

This memorandum provides guidance on the proper procedures for requesting and processing 

requests for Personal Assistance Services (PAS) and providing PAS to FDIC employees with 

targeted disabilities in accordance with Equal Employment Opportunity Commission (EEOC) 

regulations. 

On January 3, 2017, the EEOC amended the regulations implementing Section 501 of the 

Rehabilitation Act of 1973, the law that prohibits the Federal Government from discriminating in 

employment on the basis of disability and requires it to engage in affirmative action for people 

with disabilities. Federal agencies are required by the new regulations to provide PAS to 

employees who need them because of targeted disabilities. Individuals with “targeted 

disabilities” are particularly identified by the U.S. Office of Personnel Management as having 

difficulty finding employment. The purpose of focusing on targeted disabilities is to encourage 

the hiring, placement, and advancement of individuals with targeted disabilities in affirmative 

action planning. The current list of targeted disabilities can be found on SF 256, SelfIdentification of Disability. 

When appropriate, the FDIC will provide PAS to employees with targeted disabilities. PAS are 

non-medical assistance with performing activities of daily living, such as assistance with 

removing and putting on clothing, eating, and using the restroom. These services are needed by 

individuals whose specific targeted disabilities make it difficult for them to perform such 

activities on their own. They differ from services that help the individual perform job-related 

tasks, such as sign language interpreters for individuals who are deaf or readers for individuals 

who are blind or have learning disabilities, which are already required as reasonable 

accommodations. 

In addition to reasonable accommodations that may be needed, the FDIC will provide an 

employee with a targeted disability with PAS during work hours and job-related travel if: 

1. The employee requires such services because of a targeted disability; 

2. Provision of such services would, together with any reasonable accommodation, enable 

the employee to perform the essential functions of his or her position; and 
3. Provision of such services would not impose undue hardship on the FDIC. 

In providing PAS, the FDIC: 

1. Will ensure that PAS are performed by qualified personal assistance service providers, 

employees, or independent contractors whose primary job functions include provision of 

PAS; 

2. May require PAS providers to provide PAS to more than one individual; 

3. May require PAS providers to perform tasks unrelated to PAS, but only to the extent that 

doing so does not result in failure to provide PAS to the individual; and 

4. When selecting someone who will provide PAS to a single individual, give primary 

consideration to the individual’s preferences to the extent permitted by law. However, it 

may not be possible to honor the individual's preferences in all circumstances. 

While they are not requests for reasonable accommodation, requests for PAS will be processed 

under the same procedures and delegated authority used for processing requests for reasonable 

accommodation, as described in FDIC Circular 2710.5, Reasonable Accommodation Program. 

2 
-

U.S. Equal Employment Opportunity Commission 

FY 2019 FEDERAL AGENCY ANNUALEEO PROGRAM STATUS REPORT 

Federal Deposit Insurance Corporation 

ATTACHMENT I 

FDIC FY 2019 Disabled Veterans Affirmative Action 

Program (DVAAP) Report 
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Fiscal Year 2019 Accomplishment Report 

Fiscal Year 2020 Plan 
Disabled Veterans Affirmative Action Program (DVAAP) Accomplishment 

Report 

1. Agency Federal Deposit Insurance Corporation 2. FY 2019 

3. POC Name Monica C. Flint 4. Phone (703) 562-2096 

5. Methods used to recruit and employ disabled veterans, especially those who are 30 percent or 

more disabled (Attach supporting addendums if needed) 

In FY 2019, the FDIC attended 10 diversity recruiting events targeted to Veterans and Veterans with Disabilities, 

including events hosted by the Recruit Military Veterans and Careers & the disABLED events. FDIC recruiters 

specifically targeted Veterans with Disabilities with the education and experience required to qualify for 

employment as Financial Institution Specialists, a career track which includes a three and one half-year training 

program that may lead to permanent commissioned financial institution risk and compliance examiner positions. 

Participation rates within the examiner workforce have a direct influence on achieving higher participation rates 

within the broader FDIC workforce, to include management. The FDIC’s recruitment strategy for Veterans with 

Disabilities ensures they have opportunities to apply for entry-level Financial Institution Specialists. 

During FY 2019, the Corporate Employee Program (CEP) hired a total of 162 employees. Of those hired, 6.2 

percent (10) were Veterans, and 2.5 percent (4) were identified as Veterans with Disabilities of 30% or more. 

The 2019 CEP hiring data decreased from last year; however, FDIC is transitioning the CEP program into the 

New Examiner Hiring program and hiring practices and data will be evaluated and monitored to identify any 

trends. 

In 2019, the FDIC placed advertisements for the Financial Institution Specialist (FIS) position in veteran targeted 

publications, such as Equal Opportunity Publication: CAREERS & the disABLED magazine and RecruitMilitary: 

Search and Employ magazine. The FDIC also sends its vacancy announcements to National veteran’s 

organizations such as Vetjobs, American GI Forum, and Operation Warfighter. 

The FDIC continued to utilize the Department of Labor's Workforce Recruitment Program (WRP), and other 

resources for identifying individuals with disabilities. Standard Operating Procedures were followed to ensure 

Veterans' preference was followed in the selection of WRP interns. All of the FDIC’s Job Opportunity 

Announcements (JOAs) have information on Veterans' preference and provide information for applicants eligible 

under the Veterans Employment Opportunity Act of 1998, as amended, Veterans Recruitment Appointments, 

and Veterans with Disabilities of 30% or more. These efforts contributed to 18 percent of our total applicant 

pool being represented by veterans and applicants eligible under Sole Survivorship Preference. 

6. OPM DVAAP Manager Official Use Only: Is there an explanation of the recruitment and employment 

methods they have used? 

Yes Somewhat No 

Page 1 
7. Methods used to provide or improve internal advancement opportunities for disabled veterans 

(Attach supporting addendums if needed) 

Demonstrating its commitment to providing and improving internal advancement opportunities for Veterans with 

Disabilities, in FY 2019, the FDIC used several initiatives, including Career Development Plans (CDP), 

Professional Learning Accounts (PLA), Mentoring, Leadership Development, and detail assignments filled by 

Expressions of Interest (EOIs). These initiatives are discussed in more detail below. 

The CDP is a personal development strategy covering a wide variety of activities designed to facilitate 

employees' career development. Of the 2,509 employees who had completed a CDP by the end of FY 2019, 

4.7 percent (117) were Veterans with Disabilities, and 2.7 percent (68) were Veterans with Disabilities of 30% or 

more, which is an increase over the 2018 CDP participation rates of 3.9 percent of Veterans with Disabilities 

and 2.0 percent of Veterans with Disabilities of 30% or more. These percentages are above or equal to the 

FDIC’s employee representation in the workforce of 4.0 and 2.6 percent, respectively. 

The PLA provides a specified annual amount of funds for eligible employees to support their learning and 

developmental needs. Of the 2260 employees who used their PLA funds during FY 2019, 3.7 percent (83) were 

Veterans with Disabilities, and 2.2 percent (49) were Veterans with Disabilities of 30% or more. These 

percentages are only slightly below the representation of Veterans with Disabilities and Veterans with 

Disabilities of 30% or more in the FDIC’s workforce and those who completed a CDP, respectively. 

Under the FDIC’s Career Management Program, the 18th cycle of the Mentoring Program began in March 

2019, and will conclude in March 2020. During this program cycle, the FDIC paired 53 mentees with mentors, 

for a total employee participation of 106. Of the participants, 8.5 percent (9) were Veterans and 1.9 percent (2) 

were Veterans with Disabilities of 30% or more. The percentage for participation of Veterans and Veterans with 

Disabilities of 30% or more are only slightly below their representation in the workforce of 8.7 and 2.6 percent, 

respectively. Both percentages are significantly above the FY 2018 Mentoring Program participation rates of 

3.1 percent Veterans and 0.6 percent of Veterans with Disabilities of 30% or more. Additionally, the Leadership 

Mentoring Program (LMP) supports emerging leaders through one-on-one guidance in pursuit of their career 

goals and professional aspirations. There were no Veterans with Disabilities of the 26 participants, including 

both mentors and mentees, in the FY 2019 LMP. This is below the percentage of Veterans and Veterans with 

Disabilities of 30% or more in the FDIC executive manager and corporate manager grade levels based on FY 

2019 onboard data. Executive Managers at the FDIC are in the EM grade level; Corporate Managers are at the 

CM-1 and CM-2 grade levels and the rest of the workforce is in the Corporate Grade levels (CG). Going 

forward, FDIC will encourage EM and CM employees who are Veterans to apply for this program. 

During FY 2019, 21 employees were selected to participate in the FDIC's Leadership Development Programs, 

which include: Aspiring Leader Program for grades CG 4-6; New Leader Program for grades CG 7-10; 

Executive Leadership Program for grades CG 11-13; Executive Potential Program for grades CG 14-CM 1; and, 

Master of Business Administration Degree Program for grades CM or EM, Capitol Hill Fellowship Program for 

grades CG 13-15, Senior Executive Fellows for CM 1 and CM 2, and Senior Managers in Government for EM 

levels. One Veteran with Disabilities of 30% or more (4.7 percent) was selected to participate in the Executive 

Leadership Program. Although this number is above the representation of Veterans with Disabilities of 30% or 

more in the workforce and above the FY 2018 participation rate, the FDIC will continue to encourage members 

of the Veterans Employee Resource Group (ERG) to apply for these programs, and managers will be 

encouraged to support the applications of Veterans with Disabilities. 

8. OPM DVAAP Manager Official Use Only: Does agency explain the career advancement methods they have 

used? 

Yes Somewhat No 

Page 2 
9. A description of how the activities of major operating components and field installations were 

monitored, reviewed, and evaluated (Attach supporting addendums if needed) 

The FDIC's Office of Minority and Women Inclusion (OMWI) made the FY 2018 DVAAP available to all 

managers, supervisors, and employees via the FDIC intranet, and provided technical assistance to supervisors 

and managers regarding Veterans with Disabilities and reasonable accommodations. Workforce profiles were 

also generated throughout the year via the FDIC’s Diversity and Inclusion Analytics Dashboard and other data 

sources. This allows for the review, evaluation, and monitoring of progress being made with regard to the hiring 

of Veterans with Disabilities in Headquarters, Regional, Area, and Field Offices. 

The FDIC reviews the DVAAP as part of its overall diversity and inclusion initiatives, and has established a goal 

of recruiting from a diverse, qualified group of potential applicants to secure a high-performing workforce drawn 

from all segments of American society. This goal is directly related to the agency’s overarching goal of 

recruiting, promoting, retaining, and advancing Veterans with Disabilities as outlined in the DVAAP. In many 

respects, the goals and objectives of the DVAAP and the Diversity and Inclusion Strategic Plan are interrelated 

because the FDIC’s achievement of the goals and objectives of one plan are fulfilled when the goals and 

objectives of the other plan are realized. 

TEAM FDIC replaced the Workplace Excellence (WE) Steering Committee in 2019. Still focused on employee 

engagement, and championed by Chairman McWilliams, TEAM FDIC is a new initiative that empowers 

employees to identify and implement short-term projects that positively impact the FDIC workplace and support 

the FDIC’s mission. TEAM FDIC is led by an advisory group of employees and executives at various grade 

levels. The Advisory Group identifies projects which have been submitted by employees that will positively 

impact the workplace. All employees at the FDIC, including Veterans, have the opportunity to become more 

engaged by submitting project ideas to TEAM FDIC or volunteering for one of the Integrated Project Teams to 

work on the selected projects. 

During FY 2019, FDIC executives, managers, and supervisors at Headquarters, Regional, and Field Offices 

maintained responsibility for complying with the DVAAP, as well as the Affirmative Employment Program, which 

includes a plan for qualified individuals with disabilities and Veterans with Disabilities. They also were 

responsible for developing and maintaining a diverse workplace that actively encourages equal employment 

opportunities for all employees. To assist them in satisfying these requirements, a total of 605 managers and 

supervisors attended in-person EEO and Diversity Workshop for Supervisors training (EEO Training) during FY 

2018-2019. 

The FDIC continued to implement the FY 2018-2019 Disability Employment Program Strategic Plan (Plan) and 

focused on the employment and retention of individuals with disabilities. Goal 1, Strategy 1.2 of the Plan 

identified key action items focused on outreach to disabled Veterans and the use of special hiring authorities for 

Veterans and Veterans with Disabilities. One of the four modules in the EEO Training was dedicated to 

understanding the goals and activities of the Plan. 

10. OPM DVAAP Manager Official Use Only: Does agency describe how they monitored, reviewed and 

evaluated their DVAAP Activities? (If applicable as well as for major operating components and field 

installations) 

Yes Somewhat No 

Page 3 
11. An explanation of the agency's progress in implementing its affirmative action plan during 

the fiscal year. Where progress has not been shown, the report will cite reasons for the lack of 

progress, along with specific plans for overcoming cited obstacles to progress 

(Attach supporting addendums if needed) 

In FY 2019, the FDIC's Division of Administration (DOA), Human Resources Branch (HRB) continued to use 

existing procedures to identify employment applications received from Veterans with Disabilities. The FDIC 

maintained its commitment to support the objectives of Executive Order 13548 to increase the opportunity for 

individuals with disabilities to be employed by the Federal government. The Corporate Recruitment team 

provided training to over 300 Corporate Recruiters which highlighted recruiting people with disabilities, including 

disabled veterans, and the value of diversity and inclusion in the workplace. Corporate Recruiters have been 

asked to broaden campus outreach activities to veteran organizations, such as Veteran Student Organizations 

and ROTC organizations. Corporate Recruiters send current vacancy announcements to these campus 

organizations in an effort to market FDIC employment opportunities to students with disabilities as well as 

veterans with disabilities. The HRB also sends a bi-weekly list of all vacancy announcements to vocational 

rehabilitation offices across the United States. The Corporate Recruitment team participated in recruitment 

events targeting veterans and veterans with disabilities such as the Corporate Gray Veteran Career Fair, MBA 

Veterans Job Fair, and Recruit Military. The team conducted outreach with Wounded Warriors and their 

families at the Equal Opportunity Publications Careers & DisAbilities career fair. In addition, the Corporate 

Recruitment team participated in two virtual career fairs for people with disabilities, including disabled veterans 

through OPM/Bender Consultants. 

Of the 480 new hires in FY 2019, 30 were Veterans (6.3%), 16 (3.3%) were Veterans with Disabilities, and 11 

(2.3%) were Veterans with Disabilities of 30% or more. Although the new hire data is less than the new hire 

data reported in FY 2018, it is above the onboard representation and the CLF workforce percentage rate for 

Veterans with Disabilities and Veterans with Disabilities of 30% or more. In addition, the FDIC improved the 

promotion rates for both Veterans with Disabilities and Veterans with Disabilities of 30% or more. Additionally, 

both Veterans with Disabilities and Veterans with Disabilities of 30% or more left the agency at a lower rate than 

previous years. 

The FDIC continues to work with the Veterans and the Corporate Advocacy Network for Disability Opportunities 

(CAN DO) Employee Resource Groups (ERGs). These two groups have partnered with OMWI to raise 

awareness for individuals and Veterans with Disabilities throughout the agency. The FDIC Reasonable 

Accommodation Program policy, which outlines the procedures for requesting a reasonable accommodation, 

was approved and began implementation in March 2019. 

Bank examiner positions represent the FDIC's largest occupational group, and have extensive travel/physical 

requirements that can make it difficult for individuals with disabilities, including Veterans with Disabilities, to 

perform the essential functions of the positions. Despite this challenge, the FDIC explored innovative and 

effective ways to accommodate individuals with disabilities in these positions, to include: modified travel 

schedules; increased telework options; and additional options for portable ergonomic equipment. OMWI and 

FDIC Ergonomics personnel have made presentations to bank examiners and managers nationwide to increase 

awareness of the reasonable accommodation process and new ergonomic offerings. Other modules in EEO 

Training address reasonable accommodation requests and special hiring authorities for Veterans to help 

increase hiring efforts and retention rates for Veterans and Veterans with Disabilities. 

12. OPM DVAAP Manager Official Use Only: Does agency explain the progress in implementing DVAAP? If 

there wDVQRprogress, were there reasons for the lack of progress or challenges and specific plans for 

overcoming their challenges? 

Yes Somewhat No 

Page 4 
13. POC’s Name, Email, and Phone Number of Operating Components and Field Installations 

(If Applicable) 

Designated DVAAP POC: 

Name: Monica C. Flint 

Title: Disability Program Manager, Diversity and Affirmative Employment Branch, OMWI 

Email: mflint@fdic.gov 

Phone: (703) 562-2096 

Page 5 
Disabled Veterans Affirmative Action Program (DVAAP) Plan and 

Certification 

1. Agency Federal Deposit Insurance Corporation 2. FY 2019 

3. POC Name Monica C. Flint 4. Phone (703) 562-2096 

5. A statement of the agency's policy with regard to the employment and advancement of 

disabled veterans, especially those who are 30 percent or more disabled (Attach supporting 

addendums if needed) 

Pursuant to FDIC Directive 2710.1, Equal Opportunity Policy, dated November 20, 2015, it is the policy of the 

FDIC to promote diversity in its workforce and inclusion in all of its programs and activities, and provide 

employees with a work environment that embodies excellence and that acknowledges and honors the diversity 

of its employees. All aspects of personnel operations, including recruitment, hiring, promotions, training, 

awards, reorganizations, and retention of employees, shall be conducted consistent with equal employment 

opportunity principles, FDIC policies, applicable Federal laws, regulations, and executive orders. 

The FDIC is in the process of integrating the FDIC 2018-2019 Disability Employment Program Strategic Plan 

into the 2018-2019 Diversity and Inclusion Startegic Plan. The new FDIC Diversity and Inclusion Strategic Plan 

(D&I Plan) will be in place for 2020-2022. While still being finalized, the updated D&I Plan identifies that the 

agency will recruit from a diverse, qualified group of potential applicants to secure a high-performing workforce 

drawn from the available talent pool in American society, and will strengthen and broaden relationships with 

Veterans' organizations and other institutions that serve diverse populations. 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 outreach to disabled Veterans organizations and the use of special hiring authorities for 

Veterans. 

In FY 2020, the FDIC will maintain the use of its Affirmative Employment Program (AEP), which helps ensure 

equal access to employment for all qualified individuals. The AEP includes: an expressed commitment to equal 

employment opportunity; collection of data relevant to the participation of individuals identified by race, ethnicity, 

sex, disability, and disabled Veterans; self-assessment; identification and elimination of barriers; and reporting. 

Overall program responsibility for the development and implementation of the FDIC’s DVAAP is assigned to the 

Office of Minority and Women Inclusion (OMWI). The Chief, Affirmative Employment, Diversity and Inclusion 

Branch, and Disability Program Manager are responsible for evaluating and monitoring the DVAAP. FDIC 

Division and Office Directors, as well as FDIC managers, including Regional Directors, are responsible for 

working with OMWI on the development, implementation, oversight, and success of the DVAAP. They are also 

responsible for ensuring that qualified Veterans with Disabilities are provided equal opportunities in all facets of 

employment, including hiring, training, development, advancement, and retention. 

6. OPM DVAAP Manager Official Use Only: Did agency provide a policy outline in regards to the 

employment and advancement of disabled veterans, especially those that are 30 percent or more disabled? 

Yes Somewhat No 

Page 1 
7. An assessment of the current status of disabled veteran employment within the agency, with 

emphasis on those veterans who are 30 percent or more disabled (Attach supporting 

graphs/charts if needed) 

8. Total # 

Employees 

9. # Of 

Veterans 

10. # Of Disabled 

Veterans 

11. # Of 30% Or More 

Disabled Veterans 5,949 521 240 158 

As of September 30, 2019, the FDIC’s total workforce was 5949 employees, representing a decrease of 86 

employees from the FY 2018 total of 6,035. Veterans comprised 8.8 percent of the total workforce, which is the 

same onboard rate from FY 2018. Veterans without Disabilities made up 4.7 percent of the workforce, a 

decrease of 0.1 percentage points from the 4.8 percent rate in FY 2018. However, the representation of 

Veterans with Disabilities increased from 3.9 percent in FY 2018 to 4.0 percent in FY 2019, and continues to be 

well above the Civilian Labor Force (CLF) workforce percentage of 1.4 percent. The FDIC’s percentage of 

Veterans with Disabilities of 30% or more increased by 0.1 percent from 2.6 percent in FY 2018 to 2.7 percent in 

2019, and is well above the CLF rate of 1.4 percent. 

Of the 480 new hires during FY 2019, 30 were Veterans, for an overall rate of 6.3 percent. Veterans with 

Disabilities (16) represented 3.3 percent of all new hires, which is lower than their current FDIC workforce 

representation of 4.0 percent, but significantly above the CLF rate of 1.4 percent. Veterans with Disabilities of 

30% or more (11) made up 2.3 percent of all new hires, which is less than their FDIC workforce representation 

of 2.7 percent, but also exceeds the CLF rate of 1.4 percent. 

Of the 566 employees who separated from the FDIC during FY 2019, 46 were Veterans, for an overall rate of 

8.1 percent, which is significantly lower than the 12.3 percent who separated in FY 2018, and is below their 

representation in the workforce of 8.7 percent. Veterans with Disabilities (19) separated from the FDIC at a rate 

of 3.4 percent during FY 2019, which is lower than the separation rate of 4.9 percent in FY 2018, and lower than 

their workforce representation of 4.0 percent. Veterans with Disabilities of 30% or more (14) separated at a rate 

of 2.5 percent, which is less than their workforce representation of 2.7 percent and a slight increase in the 

separation rate of 2.4 in FY 2018. 

Overall, the FDIC increased onboard percentages for Veterans with Disabilities and Veterans with Disabilities of 

30% or more in FY 2019. The overall separation rate for Veterans in FY 2019 (8.1 percent) was significantly 

lower than in FY 2018 (12.3 percent) and FY 2017 (14.1 percent). While the separation rate for Veterans with 

Disabilities of 30% or more increased slightly in FY 2019, the FDIC will continue to monitor the separation rates. 

If a negative trend is identified, the FDIC will conduct an analysis to determine why Veterans and Veterans with 

Disabilities are leaving, and identify specific actions to attempt to mitigate the attrition. 

12. OPM DVAAP Manager Official Use Only: Did agency provide an assessment of the current status of 

disabled veterans, especially those that are 30 percent or more disabled? 

Yes Somewhat No 

Page 2 
13. A description of recruiting methods which will be used to seek out disabled veteran 

applicants, including special steps to be taken to recruit veterans who are 30 percent or more 

disabled (Attach supporting addendums if needed) 

During FY 2020, the FDIC will continue to hire qualified Veterans with Disabilities using both competitive and 

noncompetitive hiring authorities. The FDIC will continue to include in their vacancy announcements detailed 

information on special hiring authorities for recruitment and selection of Veterans with Disabilities and how to 

request a reasonable accommodation. Additionally, the FDIC will use the Workforce Recruitment Program 

(WRP) to identify Disabled Veterans for non-competitive appointments. The Department of Labor (DOL) WRP 

program managers will present on the benefits of the WRP to interested Human Resources (HR) Specialists, 

Administrative Officers, supervisors and managers to launch the updated WRP database. The Disability 

Program Manager and the Selective Placement Coordinator will assist managers and offices in searching for 

disabled Veterans through the WRP database. The FDIC will also participate in Pathways Programs to provide 

internship opportunities for college students with disabilities, including Veterans with Disabilities, and will also 

exhibit at career fairs and similar events that are targeted to Veterans and Veterans with Disabilities. The FDIC’s 

OMWI will continue to work closely with the Division of Administration’s Selective Placement Coordinator and 

other DOA staff in these efforts. 

In addition to targeted recruitment and outreach efforts at colleges and universities, the FDIC’s Corporate 

Recruitment team will continue its tradition of participating in diversity recruiting events with agencies, 

organizations, and groups that work with, and provide services for Veterans and Veterans with Disabilities. 

These efforts may include events with the Department of Veterans Affairs, U.S. Chamber of Commerce, local 

chapters of Veterans Service Organizations such as Wounded Warrior Project Operation Warfighter; American 

Veterans; Disabled American Veterans; Iraq and Afghanistan Veterans of America; Military Officers Association 

of America, and other organizations whose primary mission is to support Veterans and Veterans with Disabilities 

by working to help them obtain employment. Corporate Recruitment plans to continue its participation in career 

fairs, Hire our Heroes events, Recruit Military Veterans Job Fairs, and job fairs/forums for transitioning service 

members at D.C. area military installations. The HRB will continue to provide its vacancy announcements to 

American GI Forum, Operation Warfighter, and Vetjobs. In addition, the HRB will work with Operation 

Warfighter to explore providing a work opportunity to a veteran in the D.C. area who is being treated at a 

medical facility such as a VA Hospital or Walter Reed Medical Center. 

14. OPM DVAAP Manager Official Use Only: Did agency provide a description of recruiting methods that 

they will use to seek out disabled veterans? 

Yes Somewhat No 

15. OPM DVAAP Manager Official Use Only: Did agency provide special steps that would be taken to recruit 

30 percent or more disabled veterans? 

Yes Somewhat No 

Page 3 
16. A description of how the agency will provide or improve internal advancement opportunities 

for disabled veterans (Attach supporting addendums if needed) 

A review of available information reveals that Veterans at the FDIC were promoted at a rate of 12.3 percent 

during FY 2019, which is slightly below the 12.7 percent rate during FY 2018, but higher than their current 

representation in the workforce of 8.7 percent. Veterans with Disabilities were promoted at a rate of 6.6 

percent, a decrease over the rate of 7.5 percent in FY 2018, and above their current workforce representation of 

4.0 percent. Veterans with Disabilities of 30% or more were promoted at a rate of 4.4 percent in FY 2019, which 

is lower than the 4.6 percent rate achieved in FY 2018, but above their current workforce representation of 2.7 

percent. This information indicates that while there is a marginal decrease in the promotion rate for Veterans, 

there is no identifiable decreasing trend. The FDIC will continue to provide internal advancement opportunities 

for both Veterans and Veterans with disabilities during FY 2020. 

To provide internal advancement opportunities during FY 2020, the FDIC will offer programs to facilitate 

promoting and developing Veterans with Disabilities and Veterans with Disabilities of 30% or more. Eligible 

employees will be encouraged to work with their supervisors to develop Career Development Plans, and training 

and learning opportunities will be available to eligible employees through the Professional Learning Account 

Program. The FDIC will provide developmental opportunities to interested Veterans with Disabilities through the 

19th cycle of the Mentoring Program. The Veterans Employee Resource Group (ERG) and the Corporate 

Advocacy Network for Disability Opportunities (CAN DO) ERG will help raise awareness of personal 

development tools available to Disabled Veterans. Corporate University will support participation by Veterans 

with Disabilities in the FDIC's external leadership development programs. Eligible employees, including 

Veterans with Disabilities, will be provided the opportunity to apply for, and participate in detail opportunities via 

the FDIC’s Expression of Interest Program. The Veterans ERG will be encouraged to meet with Career 

Management Program (CMP) personnel to ensure they are using all available tools for promotion and 

advancement. 

In FY 2020, the FDIC will continue its use of an Employee Counseling Service to ensure that Veterans with 

Disabilities have access to counseling services. Training resources and articles for re-integration and workplace 

advancement will be provided to assist Veterans with Disabilities. Additionally, when Reserve and/or Guard 

members return from deployment, the staff of FDIC’s WorkLife Program will continue its use of Employee 

Counseling Services to provide access to counseling services to all employees, as well as their family members 

and significant others. These services are provided by WorkLife Connections at no cost to FDIC employees, 

including Veterans and Veterans with Disabilities, and provide a short-term confidential counseling program 

accessible 24 hours a day. The WorkLife program will continue to update the external FDIC Reserve and 

Guard website, which houses several articles, including “Returning to Family Life After Military Deployment,” 

“Returning to Work Following Military Duty,” and “Coping with Post-Traumatic Stress." The program will also 

promote the recently added transition guides, as well as update relevant web resources to each Reserve and 

Guard member to offer services and share the updated link. 

17. OPM DVAAP Manager Official Use Only: Did agency provide a description of how they will provide 

internal advancement opportunities for disabled veterans? 

Yes Somewhat No 

18. OPM DVAAP Manager Official Use Only: If needed, is there a plan of how the agency will improve 

internal advancement opportunities for disabled veterans? 

Yes Somewhat No Not Needed 

Page 4 
19. A description of how the agency will inform its operating components and field installations, 

on a regular basis, of their responsibilities for employing and advancing disabled veterans 

(Attach supporting addendums if needed) 

To achieve its planned objectives, the FDIC will continue to provide extensive information on special hiring 

authorities (Veterans Recruitment Appointments, Veterans Employment Opportunity Act of 1998, as amended, 

Veterans with Disabilities of 30% or more, and Schedule A) for hiring qualified Veterans with Disabilities in its 

required EEO training for managers and supervisors. An electronic message will be sent through the FDIC's 

personnel system to senior leadership and managers/supervisors at all levels encouraging them to utilize, to the 

extent possible, special hiring authorities to hire qualified Veterans with Disabilities. 

Once it is finalized and approved, the FDIC will implement the integrated D&I Plan. OMWI will hold regular 

meetings with key agency stakeholders to identify areas of the D&I Plan and Special Program Plan for the 

Recruitment, Hiring, Advancement, and Retention of Persons with Disabilities (Part J of the MD-715) that can be 

implemented to promote the employment and advancement of Veterans with Disabilities. Additionally, OMWI 

will continue to work with the Chairman’s Diversity Advisory Councils across the country to host disability 

awareness events and information exchange sessions on the reasonable accommodation process, Schedule A, 

and other special hiring authorities. These programs will help to encourage understanding and awareness of 

individuals with disabilities, including Veterans with Disabilities, as well as encourage the use of reasonable 

accommodation, while removing preconceived stereotypes about individuals with disabilities. 

OMWI will continue to resurvey the FDIC's workforce twice per year using OPM’s Standard Form 256 (SF-256, 

Self-Identification of Disability). This updated information will be used with existing personnel data on Veterans 

status to improve the accuracy of FDIC data on Veterans with Disabilities who have not otherwise self-identified 

their disabilities. The Disability Program Manager will continue promote the self-identification process to the 

Regional and Field Offices through email notifications, posters, and discussions with Assistant Regional 

Directors and Field Office Supervisors. The regularly updated data will allow the FDIC to better evaluate the 

effectiveness of efforts to hire, train, promote, award, and retain individuals with disabilities, including Veterans 

with Disabilities. 

OMWI will use the resources of the Veterans and CAN DO ERGs to offer employees an opportunity to network, 

address common issues and concerns, and receive support from those who share similar backgrounds, 

experiences or interests. OMWI and WorkLife will coordinate with the CAN DO and Veterans ERGs to highlight 

various disability-related observance days and months throughout the year, and highlight disabilities prevalent 

among the Veteran community. OMWI will continue to conduct a national Veterans Day Program as part of its 

Diversity and Inclusion Education Series programs. This program will be held at the FDIC's headquarters office 

in Arlington, Virginia, but is accessible to all FDIC employees nationwide. OMWI will also distribute and 

promote the updated “Reasonable Accommodation” brochure to reflect the updated Reasonable 

Accommodation Directive and procedures, and launch an updated Reasonable Accommodation 

Computer-Based Instruction that trains users on processing reasonable accommodation requests. 

20. OPM DVAAP Manager Official Use Only: Did agency provide a description on how they will inform their 

operating components and field installations, on responsibilities such as the employment and advancement of 

disabled veterans? (Not Applicable for agencies that do not have operating components or field installations) 

Yes Somewhat No Not Applicable 

Page 5 
21. A description of how the agency will monitor, review, and evaluate its planned efforts, 

including implementation at operating component and field installation levels during the period 

covered by the plan (Attach supporting addendums if needed) 

During FY 2020, the FDIC will maintain its goal of being an “employer of choice” for recruiting, hiring, retaining, 

and advancing all employees, including Veterans with Disabilities. To support this goal, the Veterans ERG will 

be asked to present to the Diversity and Inclusion Executive Advisory Committee to engage senior executives 

on Veterans issues. In addition, the OMWI Director will continue to meet with Employee resource Groups, 

including the Veterans ERG throughout the year. To ensure continued achievement of this goal, the FDIC will 

analyze and monitor its workforce profiles on a quarterly basis, as well as review and evaluate the initiatives 

delineated in the DVAAP to ensure they are being carried out as planned. OMWI will follow up with the 

representatives in Headquarters, Regional, Area, and Field Offices to ensure that planned initiatives are being 

successfully implemented at all levels. 

22. OPM DVAAP Manager Official Use Only: Did agency provide a description on how they will monitor, 

review and evaluate its planned efforts? (If applicable as well as for major operating components and field 

installations) 

Yes Somewhat No 

Page 6 
23. POC’s Name, Email, and Phone Number of Operating Components and Field Installations 

(If Applicable) 

Designated DVAAP POC: 

Name: Monica C. Flint 

Title: Disability Program Manager, Affirmative Employment, Diversity and Inclusion Branch, OMWI 

Email: mflint@fdic.gov 

Phone: (703) 562-2096 

Page 7 
. SAUL SCHWARTZ SCHWARlZ 

Plan Certification 

The plans shall cover a time period of not less than one year, and may cover a longer period if concurrent with 

the agency's Section 501(b) Plan. Each plan must specify the period of time it covers . 

. Agency must have a plan covering all of its operating components and field installations. The plan shall include 

instructions assigning specific responsibilities on affirmative actions to be taken by the agency's operating 

components and field installations to promote the employment and advancement of disabled veterans. OPM 

must be informed when headquarters offices require plans at the field or installation level. 

Agency operating components and field installations must have a copy of the plan covering them, and must 

implement their responsibilities under the plan. OPM may require operating components and field installations 

to develop separate plans in accordance with program guidance and/or instructions. 

Certification 

The below certification indicates that the program is being implemented as required by 5 CFR Part 720, 

Subpart C and appropriate guidance issued by the U.S. Office of Personnel Management. Additionally, this 

agency has a current plan as required by the regulation. 

Please type or print clearly. After an original signature is obtained, scan and return this sheet. 

24. Dates of the Period of Time the Plan is Covered I From I 10/01/2019 I To I 0913012020

25. Agency Name I Federal Deposit Insurance Corporation

26. DV AAP POC's Name !Monica C. Flint

27. Title I Disability Program Manager

28. Telephone Number 1 (703) 562-2096 I 29. Email lmflint@fdic.gov

30. Date Plan Last Amended f 110/01/2018 31. Date Effective I 101011201 s

32. DVAAP Certifying Official's Name I Saul Schwartz

33. Title I Director, OMWI

34. Telephone Number 1 (703) 562-2305 135. Email lsschwartz@fdic.gov

. . . . 36. DV AAP Certifymg Official S1gnatrue I Digitally signed by SAUL 

Date:2019.11.2708:03:03-05'00' I 37. Date I

Page 8 
-

U.S. Equal Employment Opportunity Commission 

FY 2019 FEDERAL AGENCY ANNUALEEO PROGRAM STATUS REPORT 

Federal Deposit Insurance Corporation 

ATTACHMENT J 

FDIC 2019 Federal Employee Viewpoint Survey Results
 

FDIC 2019 OPM Federal Employee 

Viewpoint Survey Results 

Results for: 

FDIC Overall 

August 2019 

U.S. Office of Personnel Management 
Table of Contents 

► How To Use This Report 3 

► Dimension Results 4 

► Top 10 and Bottom 10 Differences Compared to 2018 Survey Results 6 

► Dimension Item Results 7 

► Additional Item Results 13 

► Comment Categorizations 16 

► Respondent Demographics 17 

2 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

How to Use this Report 

General 

► This report outlines results for the FDIC 2019 OPM Federal Employee Viewpoint Survey. Data is 

provided at the dimension and item (question) level. In addition, when available, comparisons are 

provided to previous survey results. 

► Significant differences compared to previous survey results and FDIC overall results are highlighted in 

green (positive difference) and red (negative difference). Significance is determined based on the 

maximum margin of error. 

Dimension Results 

► This section summarizes your organization's scores on the FDIC dimensions. The statistics are the same 

as those in the Item Results sections, and are calculated as the average of item scores. 

► The information in this section is useful for benchmarking and for identifying broad areas of strength and 

opportunity. 

Top 10 and Bottom 10 Differences Compared to 2018 Survey Results 

► This section shows the top 10 differences compared to 2018, and the bottom 10 differences compared to 

2018. 

► Use this section to quickly identify actionable strengths and challenges. 

Item Results 

► This section shows detailed results for each item on the survey. The report shows the percentage of 

respondents who chose each response option. 

► The information in this section is useful for identifying specific strengths and targeting specific areas for 

improvement. 

Interpreting the Results 

► Survey Dates: May 13, 2019 through June 28, 2019 

► Population: 5819 

► Number of Surveys Completed: 3666 

► Response Rate: 63% 

► Maximum Margin of Error: +- 1% 

Determining Key Findings 

► To determine Strengths and Possible Opportunities to improve (or continue improving), take into account 

the percent favorable of each item, and comparison of items to previous survey results (if available). 

► Areas of strength can be identified by having a relatively high percent favorable rating, and at the same 

time, being significantly higher than the 2018 survey benchmark. 

► Possible opportunities for improvement are the opposite; that is, they can be identified by having a 

relatively low percent favorable, and are below the 2018 survey benchmark. 

3 
 

 

 

 

 

58 23 19

FDIC 2019 OPM Federal Employee Viewpoint Survey Results 

Results for: FDIC Overall, N=3666 

DIMENSION RESULTS 

Favorable Neutral Unfavorable

Differences 

2018 

Empowerment & Decision 

Making 58 23 19

-3 

Fairness & Diversity -1 

72 16 12

Immediate Supervision -1 

79 11 10

Leadership Overall -1 

68 20 13

Mission & Strategy -1 

91 6 4

Open Communications -2 

64 20 16

Overall Satisfaction -2 

82 11 7

Performance Management 

66 16 18

-1 

Resources -1 

70 14 16

Rewards, Recognition & -1 

Advancement 62 19 19

Training & Development -2 

71 17 12

Work Environment -1 

81 10 9

Work/Life Balance -2 

76 12 13

4 
 

 

 

 

 

 

 

71 16 13

71 16 13

FDIC 2019 OPM Federal Employee Viewpoint Survey Results 

Results for: FDIC Overall, N=3666 

DIMENSION RESULTS 

Favorable Neutral Unfavorable

Differences 

2018 

Corporate Value - Accountability 

90 7 3

Corporate Value - Competence 

71 16 13

Corporate Value - Effectiveness 

58 22 21

Corporate Value - Fairness 

68 17 15

Corporate Value - Integrity 

69 17 14

Corporate Value - Teamwork 

74 15 11

-1 

-1 

-2 

-1 

-2 

-1 

5 
 

  

 

  

 

 

 

  

 

 

  

 

 

 

  

 

  

 

 

  

 

 

 

  

 

  

 

  

 

 

 

 

  

 

FDIC 2019 OPM Federal Employee Viewpoint Survey Results 

Results for: FDIC Overall, N=3666 

Top 10 and Bottom 10 Differences Compared to 2018 Survey Results 

Top 10 

113. How would you rate: The training and support you have 

received to effectively manage people? 

31. Employees in my work unit share job knowledge with 

each other. 

14. Physical conditions allow employees to perform their jobs 

well. 

64. In the last six months, my supervisor has talked with me 

about my performance. 

74. Managers review and evaluate the organization's 

progress toward meeting its goals and objectives. 

112. I am allocated sufficient time to conduct bank 

examinations. 

28. In my work unit, steps are taken to deal with a poor 

performer who cannot or will not improve. 

62. My supervisor listens to what I have to say. 

40. Policies and programs promote diversity in the 

workplace. 

41. Employees are protected from health and safety hazards 

on the job. 

Bottom 10 

49. How would you rate FDIC on: Having a reporting 

structure that is conducive to timely decision making? 

55. Decisions are made at the appropriate level of the 

organization. 

48. How would you rate FDIC on: Communicating 

information downward to all levels of FDIC? 

81. How satisfied are you with the information you receive 

from management on what's going on in your organization? 

52. How would you rate FDIC on: Informing employees about 

reasons behind decisions that affect them? 

54. When changes are made at the FDIC, communications 

are handled well. 

80. How satisfied are you with your involvement in decisions 

that affect your work? 

36. Employees have a feeling of personal empowerment with 

respect to work processes. 

88. Considering everything, how satisfied are you with your 

organization? 

85. How satisfied are you with the training you receive for 

your present job? 

Favorable Neutral Unfavorable

86 9 4

84 8 8

86 8 6

90 5 5

77 15 7

69 15 16

43 27 30

84 8 8

76 15 9

90 7 3

41 34 25

50 27 23

57 29 14

62 22 16

44 31 25

53 28 20

61 22 17

56 20 24

76 14 9

68 20 13

Differences 

2018 

2 

1 

1 

0 

0 

0 

0 

0 

0 

0 

-6 

-5 

-4 

-3 

-3 

-3 

-3 

-3 

-3 

-3 

6 
 

 

  

  

 

 

  

 

  

 

 

 

 

  

 

 

  

 

 

  

 

 

 

  

 

 

61 19 20

61 19 20

61 19 20

FDIC 2019 OPM Federal Employee Viewpoint Survey Results 

Results for: FDIC Overall, N=3666 

DIMENSION ITEM RESULTS 

Favorable Neutral Unfavorable

Empowerment & Decision Making 

3. I feel encouraged to come up with new and better ways of 

doing things. 61 19 20

16. I am held accountable for achieving results. 

90 7 3

36. Employees have a feeling of personal empowerment with 

respect to work processes. 56 20 24

38. Creativity and innovation are rewarded. 

47 26 27

49. How would you rate FDIC on: Having a reporting 

structure that is conducive to timely decision making? 41 34 25

51. How would you rate FDIC on: Adopting good ideas 

55 27 18 regardless of where they come from or who suggests them? 

55. Decisions are made at the appropriate level of the 

organization. 50 27 23

80. How satisfied are you with your involvement in decisions 

that affect your work? 61 22 17

Fairness & Diversity 

17. I can disclose a suspected violation of any law, rule or 

regulation without fear of reprisal. 77 13 11

40. Policies and programs promote diversity in the 

workplace. 76 15 9

43. Arbitrary action, personal favoritism and coercion for 

partisan political purposes are not tolerated. 67 17 17

50. How would you rate FDIC on: Applying policies and rules 

consistently to all employees? 56 24 20

59. My supervisor is committed to a workforce representative 

of all segments of society. 80 14 6

72. Supervisors work well with employees of different 

backgrounds. 75 16 9

Differences 

2018 

0 

-1 

-3 

-2 

-6 

-3 

-5 

-3 

-2 

0 

-1 

-3 

0 

-2 

7 
 

 

  

 

  

 

 

 

 

 

  

 

  

 

 

  

 

 

  

 

  

 

  

  

 

 

 

 

  

FDIC 2019 OPM Federal Employee Viewpoint Survey Results 

Results for: FDIC Overall, N=3666 

DIMENSION ITEM RESULTS 

Favorable Neutral Unfavorable

Immediate Supervision 

56. My supervisor supports my need to balance work and 

other life issues. 88 6 6

57. My supervisor provides me with opportunities to 

demonstrate my leadership skills. 77 12 11

61. Supervisors in my work unit support employee 

development. 81 10 9

62. My supervisor listens to what I have to say. 

84 8 8

63. My supervisor treats me with respect. 

87 7 6

65. I have trust and confidence in my supervisor. 

75 12 13

66. How would you rate your immediate supervisor on: 

Valuing individual skills, experience, and knowledge? 79 11 10

67. How would you rate your immediate supervisor on: 

Soliciting and using your input when making decisions? 74 14 12

68. How would you rate your immediate supervisor on: 

Providing you with clear and regular feedback about your job 

performance? 

70 16 13

69. Overall, how good a job do you feel is being done by your 

immediate supervisor? 77 13 9

Leadership Overall 

70. In my organization, leaders generate high levels of 

motivation and commitment in the workforce. 54 26 20

71. My organization's leaders maintain high standards of 

honesty and integrity. 69 19 12

74. Managers review and evaluate the organization's 

progress toward meeting its goals and objectives. 77 15 7

76. Managers support collaboration across work units to 

accomplish work objectives. 70 18 13

77. Overall, how good a job do you feel is being done by the 

manager directly above your immediate supervisor? 69 18 13

78. I have a high level of respect for my organization's senior 

leaders. 68 19 12

79. Senior leaders demonstrate support for Work/Life 

programs. 74 16 10

83. How satisfied are you with the policies and practices of 

your senior leaders? 59 25 15

Differences 

2018 

-1 

0 

-1 

0 

0 

-1 

-1 

-1 

0 

-1 

-2 

-2 

0 

0 

-1 

-2 

-3 

-2 

8 
 

 

 

  

 

  

 

  

 

  

 

  

 

  

 

  

 

 

 

 

 

 

  

 

  

 

 

FDIC 2019 OPM Federal Employee Viewpoint Survey Results 

Results for: FDIC Overall, N=3666 

DIMENSION ITEM RESULTS 

Favorable Neutral Unfavorable

Mission & Strategy 

12. I know how my work relates to the agency's goals. 

91 6 4

Open Communications 

20. I can freely express my views without fear of retribution. 

62 16 22

21. Employees are encouraged to provide feedback and 

suggestions up the line (even if bad news). 62 17 21

31. Employees in my work unit share job knowledge with 

each other. 84 8 8

48. How would you rate FDIC on: Communicating 

information downward to all levels of FDIC? 57 29 14

52. How would you rate FDIC on: Informing employees about 

reasons behind decisions that affect them? 44 31 25

53. How would you rate FDIC on: Communications between 

Headquarters and the field? 48 31 20

54. When changes are made at the FDIC, communications 

are handled well. 53 28 20

62. My supervisor listens to what I have to say. 

84 8 8

73. Managers communicate the goals of the organization. 

75 15 10

75. Managers promote communication among different work 

units. 66 18 15

81. How satisfied are you with the information you receive 

from management on what's going on in your organization? 62 22 16

Overall Satisfaction 

4. My work gives me a feeling of personal accomplishment. 

78 12 10

5. I like the kind of work I do. 

85 10 5

13. The work I do is important. 

90 7 3

46. I recommend my organization as a good place to work. 

83 11 6

86. Considering everything, how satisfied are you with your 

job? 76 13 10

88. Considering everything, how satisfied are you with your 

organization? 76 14 9

Differences 

2018 

-1 

-2 

-3 

1 

-4 

-3 

-3 

-3 

0 

-1 

0 

-3 

-1 

-1 

-1 

-2 

-2 

-3 

9 
 

 

 

 

 

 

  

 

  

 

  

 

 

 

 

 

 

  

  

 

  

 

FDIC 2019 OPM Federal Employee Viewpoint Survey Results 

Results for: FDIC Overall, N=3666 

DIMENSION ITEM RESULTS 

Favorable Neutral Unfavorable

Performance Management 

6. I know what is expected of me on the job. 

83 8 8

15. My performance appraisal is a fair reflection of my 

performance. 71 12 16

19. In my most recent performance appraisal, I understood 

what I had to do to be rated at different performance levels. 63 16 21

28. In my work unit, steps are taken to deal with a poor 

performer who cannot or will not improve. 43 27 30

29. In my work unit, differences in performance are 

recognized in a meaningful way. 48 26 27

37. Employees are recognized for providing high quality 

products and services. 66 17 17

39. Pay raises depend on how well employees perform their 

jobs. 52 22 26

58. Discussions with my supervisor about my performance 

are worthwhile. 71 13 16

60. My supervisor provides me with constructive suggestions 

to improve my job performance. 69 16 15

64. In the last six months, my supervisor has talked with me 

about my performance. 90 5 5

Resources 

9. I have sufficient resources (for example, people, materials, 

budget) to get my job done. 67 13 20

26. My work unit is able to recruit people with the right skills. 

65 19 16

33. There are enough people to get the job done in my work 

unit. 60 15 25

35. My work unit has the job-relevant knowledge and skills 

necessary to accomplish organizational goals. 87 9 5

Differences 

2018 

-1 

-2 

-2 

0 

-1 

-2 

-1 

-1 

-1 

0 

-1 

-1 

0 

-1 

10 
 

 

  

 

 

 

  

 

 

 

 

 

  

  

 

  

 

  

 

 

 

 

 

 

  

 

  

FDIC 2019 OPM Federal Employee Viewpoint Survey Results 

Results for: FDIC Overall, N=3666 

DIMENSION ITEM RESULTS 

Favorable Neutral Unfavorable

Rewards, Recognition & Advancement 

27. Promotions in my work unit are based on merit. 

56 23 22

30. Awards in my work unit depend on how well employees 

perform their jobs. 58 21 21

82. How satisfied are you with the recognition you receive for 

doing a good job? 63 19 18

84. How satisfied are you with your opportunity to get a better 

job in your organization? 53 23 24

87. Considering everything, how satisfied are you with your 

pay? 77 12 11

Training & Development 

1. I am given a real opportunity to improve my skills in my 

organization. 82 9 9

2. I have enough information to do my job well. 

83 9 8

18. My training needs are assessed. 

63 20 17

22. How would you rate: The training new employees receive 

to do their jobs? 66 22 11

23. How would you rate: Training to help you qualify for a 

better job? 57 25 18

24. How would you rate: Your opportunities for career 

development other than promotions? 58 22 20

32. The skill level in my work unit has improved in the past 

year. 62 25 13

35. My work unit has the job-relevant knowledge and skills 

necessary to accomplish organizational goals. 87 9 5

61. Supervisors in my work unit support employee 

development. 81 10 9

85. How satisfied are you with the training you receive for 

your present job? 68 20 13

113. How would you rate: The training and support you have 

received to effectively manage people? 86 9 4

Differences 

2018 

0 

-1 

-1 

0 

-2 

-1 

-1 

-2 

-3 

-3 

-3 

-1 

-1 

-1 

-3 

2 

11 
 

  

 

  

 

  

 

  

 

  

 

  

 

FDIC 2019 OPM Federal Employee Viewpoint Survey Results 

Results for: FDIC Overall, N=3666 

DIMENSION ITEM RESULTS 

Favorable Neutral Unfavorable

Work Environment 

10. My workload is reasonable. 

72 12 15

11. My talents are used well in the workplace. 

67 13 20

14. Physical conditions allow employees to perform their jobs 

well. 86 8 6

25. The people I work with cooperate to get the job done. 

86 8 6

41. Employees are protected from health and safety hazards 

on the job. 90 7 3

42. My organization has prepared employees for potential 

security threats. 85 10 6

44. Prohibited Personnel Practices are not tolerated. 

79 12 10

Work/Life Balance 

9. I have sufficient resources (for example, people, materials, 

budget) to get my job done. 67 13 20

10. My workload is reasonable. 

72 12 15

56. My supervisor supports my need to balance work and 

other life issues. 88 6 6

79. Senior leaders demonstrate support for Work/Life 

programs. 74 16 10

Differences 

2018 

-2 

-2 

1 

0 

0 

-1 

-1 

-1 

-2 

-1 

-3 

12 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

   

 

 

 

 

 

 

 

 

 

 

 

FDIC 2019 OPM Federal Employee Viewpoint Survey Results 

Results for: FDIC Overall, N=3666 

ADDITIONAL ITEM RESULTS 

Bank Examiners 

112. I am allocated sufficient time to conduct bank 

examinations. 

Outcomes 

7. When needed I am willing to put in the extra effort to get a 

job done. 

8. I am constantly looking for ways to do my job better. 

34. How would you rate the overall quality of work done by 

your work unit? 

45. My agency is successful at accomplishing its mission. 

47. I believe the results of this survey will be used to make 

my agency a better place to work. 

Performance 

89. Currently, in my work unit poor performers usually: 

Remain in the work group and improve their performance 

over time 

Remain in the work group and continue to underperform 

Leave the work group - removed or transferred 

Leave the work group - quit 

There are no poor performers in my work group 

Do not know 

Work/Life Programs 

90. Please select the response below that BEST describes 

your teleworking schedule 

I telework very infrequently, on an unscheduled or shortterm basis 

I telework, but only about 1 or 2 days per month 

I telework 1 or 2 days per week 

I telework 3 or 4 days per week 

I telework every workday 

I do not telework because I have to be physically present 

on the job 

I do not telework because I have technical issues 

I do not telework because I did not receive approval to do 

so, even though I have the kind of job where I can 

I do not telework because I choose not to telework 

Favorable

14%

37%

5%

2%

23%

20%

38%

19%

23%

4%

2%

2%

0%

4%

7%

Differences 

Neutral Unfavorable 2018 

0 

69 15 16

0 

98 21

-1 

89 9 2

-1 

90 8 2

-1 

91 6 3

-3 

63 20 17

13 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

FDIC 2019 OPM Federal Employee Viewpoint Survey Results 

Results for: FDIC Overall, N=3666 

ADDITIONAL ITEM RESULTS 

91. How satisfied are you with the Telework program in your 

agency? 

Participates in program 

I choose not to participate in these programs 

These programs are not available to me 

I am unaware of these programs 

92. Which of the following Work/Life programs have you 

participated in or used at your agency within the last 12 

months? 

Alternative Work Schedules 

Health and Wellness Programs 

Employee Assistance Programs 

Health Care Programs 

Elder Care Programs 

None listed above 

93. How satisfied are you with: AWS 

Participates in program 

I choose not to participate in these programs 

These programs are not available to me 

I am unaware of these programs 

94. How satisfied are you with: Health and Wellness 

Programs 

Participates in program 

I choose not to participate in these programs 

These programs are not available to me 

I am unaware of these programs 

Favorable Neutral

81

Unfavorable

11 8

Differences 

2018 

-1 

93%

3%

3%

0%

58%

31%

10%

3%

3%

28%

Favorable Neutral

88

Unfavorable

9 3

Differences 

2018 

-4 

83%

14%

2%

0%

Differences 

Favorable Neutral Unfavorable 2018 

1 

83 14 3

64%

19%

12%

5%

14 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

FDIC 2019 OPM Federal Employee Viewpoint Survey Results 

Results for: FDIC Overall, N=3666 

ADDITIONAL ITEM RESULTS 

95. How satisfied are you with: EAP 

Participates in program 

I choose not to participate in these programs 

These programs are not available to me 

I am unaware of these programs 

96. How satisfied are you with: Child care programs 

Participates in program 

I choose not to participate in these programs 

These programs are not available to me 

I am unaware of these programs 

97. How satisfied are you with: Elder care programs 

Participates in program 

I choose not to participate in these programs 

These programs are not available to me 

I am unaware of these programs 

Favorable

43%

46%

1%

10%

Favorable

25%

57%

13%

6%

Favorable

23%

59%

7%

11%

Neutral Unfavorable

65 32 3

Neutral Unfavorable

55 43 3

Neutral Unfavorable

48 49 3

Differences 

2018 

-5 

Differences 

2018 

0 

Differences 

2018 

-2 

15 
 

 

 

 

 

 

 

FDIC 2019 OPM Federal Employee Viewpoint Survey Results 

Results for: FDIC Overall, N=3666 

Leadership Overall 

Work/Life Balance 

Empowerment & Decision Making 

Rewards, Recognition & Advancement 

Resources 

Training & Development 

Fairness & Diversity 

Performance Management 

Work Environment 

Immediate Supervision 

Open Communications 

Mission & Strategy 

Overall Satisfaction 

COMMENT CATEGORIZATIONS 

13%

11%

10%

9%

9%

8%

8%

8%

8%

5%

5%

4%

2%

16 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

FDIC 2019 OPM Federal Employee Viewpoint Survey Results 

Results for: FDIC Overall, N=3666 

RESPONDENT DEMOGRAPHICS 

98. In which Division/Office do you currently work? 

Corporate University (CU) 4%

Div of Administration (DOA) & Chief Operating Officer (COO) 7%

Div of Depositor and Consumer Protection (DCP) 15%

Div of Finance (DOF) & Chief Financial Officer (CFO) 4%

Chief Information Officer Organization (CIO, DIT, OCISO) 6%

Div of Insurance and Research (DIR) 4%

Div of Resolutions and Receiverships (DRR) 

DRR - Headquarters 3%

DRR - Region 5%

Div of Risk Management Supervision (RMS) 

RMS - Reporting to Headquarters 6%

RMS - Reporting to Region 9%

RMS - Reporting to Field 25%

Legal Division (Legal) 9%

Office of Inspector General (OIG) 2%

Office of Complex Financial Institutions (OCFI) 2%

Office of Minority and Women Inclusion (OMWI) 0%

Other Offices 

Chairman/Executive Offices 0%

OCOM 0%

 OO 0%

OLA 0%

17 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

FDIC 2019 OPM Federal Employee Viewpoint Survey Results 

Results for: FDIC Overall, N=3666 

99. What is your location? 

Headquarters 

Regional or Area Office 

Atlanta Regional Office 

Chicago Regional Office 

Dallas/Memphis Regional Office 

Kansas City Regional Office 

New York/Boston Regional Office 

San Francisco Regional Office 

Field Office 

Atlanta Region Field Offices 

Chicago Region Field Offices 

Dallas/Memphis Region Field Offices 

Kansas City Region Field Offices 

New York/Boston Region Field Offices 

San Francisco Region Field Offices 

100. What is your supervisory status? 

Non-Supervisor 

Team Leader 

Supervisor 

Manager 

Senior Leader/Executive 

RESPONDENT DEMOGRAPHICS 

35%

2%

3%

8%

3%

4%

3%

6%

7%

8%

8%

7%

7%

75%

8%

10%

3%

3%

18 
 

 

 

 

 

 

 

 

FDIC 2019 OPM Federal Employee Viewpoint Survey Results 

Results for: FDIC Overall, N=3666 

RESPONDENT DEMOGRAPHICS 

101. What is your current grade level? 

Grade 1-8 9%

Grade 9-11 9%

Grade 12 17%

Grade 13-15 49%

CG Supervisor/CM 13%

EM 3%

Other 0%

102. What type of appointment do you have? 

Permanent 96%

Non-Permanent 2%

Student Intern/Financial Management Scholar 1%

103. Do you work (Full or Part Time): 

Full Time 98%

Part Time 2%

104. Are you in a Bargaining Unit position? 

Yes 60%

No 40%

105. Do you work in Consumer Affairs or Community Affairs? 

Yes 2%

No 98%

106. Are you currently in the 0570 Occupational Group? 

No 53%

Yes, Examiner 33%

Yes, Financial Institution Specialist 7%

Yes, Other 7%

19 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

FDIC 2019 OPM Federal Employee Viewpoint Survey Results 

Results for: FDIC Overall, N=3666 

RESPONDENT DEMOGRAPHICS 

107. What is your US Military Service Status? 

No Prior Military Service 88%

Currently in National Guard or Reserves 1%

Retired 2%

Separated or Discharged 9%

108. How long have you been with the Federal Government 

(excluding military service)? 

Less than 1 year 3%

1 to 3 years 7%

4 to 5 years 5%

6 to 10 years 24%

11 to 14 years 12%

15 to 20 years 9%

More than 20 years 41%

109. How long have you been with FDIC? 

Less than 1 year 5%

1 to 3 years 10%

4 to 5 years 7%

6 to 10 years 28%

11 to 14 years 9%

15 to 20 years 6%

More than 20 years 35%

110. Are you considering leaving your organization within the 

next year, and if so, why? 

No 81%

Yes, to retire 6%

Yes, another job in Federal Government 5%

Yes, another job outside Federal Government 4%

Yes, other 4%

20 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

FDIC 2019 OPM Federal Employee Viewpoint Survey Results 

Results for: FDIC Overall, N=3666 

RESPONDENT DEMOGRAPHICS 

111. I am planning to retire: 

Within one year 4%

Between one and three years 12%

Between three and five years 11%

Five or more years 73%

114. Are you Hispanic or Latino? 

Yes 6%

No 94%

115. Please select the racial category or categories with which 

you most closely identify. 

American Indian or Alaska Native 1%

Asian 4%

Black or African American 14%

Native Hawaiian or Other Pacific Islander 0%

White 77%

Two or more races 3%

116. What is your age group? 

25 and under 6%

26-29 4%

30-39 18%

40-49 19%

50-59 38%

60 or older 16%

21 
 

 

 

 

 

 

 

 

 

 

 

FDIC 2019 OPM Federal Employee Viewpoint Survey Results 

Results for: FDIC Overall, N=3666 

RESPONDENT DEMOGRAPHICS 

117. What is the highest degree or level of education you have 

completed? 

Less than High School 0%

High School Diploma/GED or equivalent 1%

Trade or Technical Certificate 1%

Some College (no degree) 6%

Associate's Degree 2%

Bachelor's Degree 53%

Master's Degree 26%

Doctoral/Professional Degree 11%

118. Are you an individual with a disability? 

Yes 10%

No 90%

119. Are you (Gender): 

Male 56%

Female 44%

120. Are you transgender? 

Yes 0%

No 100%

121. Do you consider yourself to be one or more of the following? 

Straight, that is not gay or lesbian 93%

Gay or Lesbian 4%

Bisexual 1%

Something else 2%

22